**SECTION L**

**INSTRUCTIONS, CONDITIONS AND NOTICES TO OFFERORS**

**L.1.0 GENERAL INFORMATION [3](#l.1.0-general-information)**

L.2.0 FAA AMS 3.1-1, CLAUSES AND PROVISIONS INCORPORATED BY REFERENCE
(JUNE 1996)
[3](#l.2.0-faa-ams-3.1-1-clauses-and-provisions-incorporated-by-reference-june-1996)

L.2.1 FAA Acquisition Management System (FAA AMS) Clauses
[3](#l.2.1-faa-acquisition-management-system-faa-ams-clauses)

L.3.0 SOURCE SELECTION PROCESS [4](#l.3.0-source-selection-process)

L.4.0 PROJECTED MILESTONE SCHEDULE
[5](#l.4.0-projected-milestone-schedule)

L.5.0 TIME, DATE, PLACE, AND SUBMISSION OF PROPOSALS
[5](#l.5.0-time-date-place-and-submission-of-proposals)

L.6.0 OFFER ACCEPTANCE PERIOD [6](#l.6.0-offer-acceptance-period)

L.7.0 NUMBER OF AWARDS [6](#l.7.0-number-of-awards)

L.8.0 FALSE STATEMENTS [6](#l.8.0-false-statements)

L.9.0 EXPENSES RELATED TO OFFEROR SUBMISSIONS
[6](#l.9.0-expenses-related-to-offeror-submissions)

L.10.0 RESPONSIBLE PROSPECTIVE CONTRACTORS
[6](#l.10.0-responsible-prospective-contractors)

L.11.0 DISCUSSIONS WITH OFFERORS [7](#l.11.0-discussions-with-offerors)

L.12.0 INFORMATION OF AWARD [7](#l.12.0-information-of-award)

L.13.0 DISPOSITION OF PROPOSALS [7](#l.13.0-disposition-of-proposals)

L.14.0 NON-GOVERNMENT PERSONNEL PARTICIPATION
[7](#l.14.0-non-government-personnel-participation)

L.15.0 GENERAL INSTRUCTIONS [7](#l.15.0-general-instructions)

L.16.0 SPECIFIC SIR INSTRUCTIONS [8](#l.16.0-specific-sir-instructions)

L.16.1 Submission of Offer and Other Information
[8](#l.16.1-submission-of-offer-and-other-information)

L.16.2 Proposal Organization [8](#l.16.2-proposal-organization)

L.16.3 Proposal Presentation [9](#l.16.3-proposal-presentation)

L.17.0 OFFER - VOLUME 1 - OFFER AND OTHER DOCUMENTS
[10](#l.17.0-offer---volume-1---offer-and-other-documents)

L.18.0 OFFER - VOLUME II - MANAGEMENT AND TECHNICAL PROPOSAL
[12](#l.18.0-offer---volume-ii---management-and-technical-proposal)

L.18.1 Section A - Technical Expertise
[12](#l.18.1-section-a---technical-expertise)

L.18.2 Section B - Management Capabilities
[14](#l.18.2-section-b---management-capabilities)

L.18.3 Section C - Relevant Experience
[17](#l.18.3-section-c---relevant-experience)

L.18.4 Section D - Past Performance
[18](#l.18.4-section-d---past-performance)

L.19.0 OFFER - VOLUME III - ORAL PRESENTATIONS
[20](#l.19.0-offer---volume-iii---oral-presentations)

L.19.1 Section A - Oral Presentation Briefing Package
[20](#l.19.1-section-a---oral-presentation-briefing-package)

L.19.2 Oral Presentations - General
[20](#l.19.2-oral-presentations---general)

L.19.4 Oral Presentations -- Management Capabilities
[21](#l.19.4-oral-presentations-management-capabilities)

L.19.5 Oral Presentation Format and Procedures
[27](#l.19.5-oral-presentation-format-and-procedures)

L.20.0 OFFER - VOLUME IV - COST PROPOSAL - PREPARATION INSTRUCTIONS
[29](#l.20.0-offer---volume-iv---cost-proposal---preparation-instructions)

L.20.1 Mandated Assumptions for Offerors\' Pricing
[30](#l.20.1-mandated-assumptions-for-offerors-pricing)

L.20.2 Contract Line Item Pricing
[31](#l.20.2-contract-line-item-pricing)

L.20.3 Required Cost Exhibits [32](#l.20.3-required-cost-exhibits)

L.20.4 Other Required Information
[37](#l.20.4-other-required-information)

L.20.5 Electronic Media [39](#l.20.5-electronic-media)

L.20.6 Pre-Award Surveys [39](#l.20.6-pre-award-surveys)

L.21.0 NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS)
[40](#l.21.0-north-american-industry-classification-system-naics)

L.22.0 COMPLIANCE WITH INSTRUCTIONS
[40](#l.22.0-compliance-with-instructions)

L.23.0 OFFEROR STATEMENTS [40](#l.23.0-offeror-statements)

COST EXHIBITS [41](#cost-exhibits)

ATTACHMENT ONE [46](#attachment-one)

ATTACHMENT TWO [47](#attachment-two)

ATTACHMENT THREE [61](#attachment-three)

#   {#section .unnumbered}

# L.1.0 GENERAL INFORMATION {#l.1.0-general-information .unnumbered}

The Federal Aviation Administration anticipates entering into a
follow-on contract to provide Technical Support Services (TSSC III)
relating to implementation of its Facilities and Equipment (F&E)
programs in the Aviation System Capital Investment Plan (CIP) and
certain reimbursable programs under the auspices of the National
Airspace System (NAS) and aviation safety. Specific tasks will be issued
after contract award through a formal work release process. However,
support services will be required in a variety of functional work areas
detailed in the Statement of Work (Section C) of this document.

The purpose of this screening information request is to solicit
interested, qualified companies to participate in the procurement
process. As previously mentioned, a model contract, which defines the
FAA requirement and delineates contractual terms and conditions of this
procurement, has been placed on the FAA WWW server
([www.faa.gov](http://www.faa.gov/)/tssc3) and potential Offerors are
encouraged to read this document carefully.

It is anticipated that in the first quarter of FY02, the FAA will award
a contract consisting of a base period of four years with two three-year
option periods. The contract type will be cost-plus-award-fee for the
labor hour CLINs and cost-plus-fixed-fee for the Davis-Bacon Act
construction subcontracting CLINs. The TSSC III acquisition is governed
by the FAA Acquisition Management System (FAA AMS). The procurement
process contained within FAA AMS is a vanguard effort to facilitate
rapid and timely procurements and contains innovative approaches to
conducting FAA acquisitions. FAA AMS, revised in April 1999, can be
found in the FAA Acquisition System Toolset web site
([http://fast.faa.gov)]().

# L.2.0 FAA AMS 3.1-1, CLAUSES AND PROVISIONS INCORPORATED BY REFERENCE (JUNE 1996) {#l.2.0-faa-ams-3.1-1-clauses-and-provisions-incorporated-by-reference-june-1996 .unnumbered}

This screening information request (SIR) or contract, as applicable,
incorporates by reference one or more provisions or clauses with the
same force and effect as if they were given in full text. Upon request,
the Contracting Officer will make the full text available, or Offerors
and Contractors may obtain the full text via Internet from the Federal
Aviation Administration (FAA) home page (http://www.faa.gov).

## L.2.1 FAA Acquisition Management System (FAA AMS) Clauses {#l.2.1-faa-acquisition-management-system-faa-ams-clauses .unnumbered}

The following contract clause or clauses pertinent to this section are
hereby incorporated by reference.

  ------------------------ ----------------------------------------------------------
  **Clause                 **[Clause Title]{.underline}**
  [Number]{.underline}**   

  3.2.2.3-6                Submittals in the English Language (April 1996)

  3.2.2.3-7                Submittals in U.S. Currency (April 1996)

  3.2.2.3-11               Unnecessarily Elaborate Submittals (April 1996)

  3.2.2.3-12               Amendments to Screening Information Requests (SIRS) (April
                           1996)

  3.2.2.3-13               Submission of Information, Documentation, and Offers
                           (April 1996)

  3.2.2.3-14               Late Submissions, Modifications, and Withdrawals of
                           Submittals (April 1996)

  3.2.2.3-16               Restriction of Disclosure and Use of Data (April 1996) -
                           MODIFIED

  3.2.2.3-17               Preparation of Submittals (April 1996)

  3.2.2.3-18               Explanation to Prospective Offerors (April 1996)

  3.2.2.3-19               Contract Award (April 1996)

  3.2.3-1                  Cost Accounting Standards Notices and Certification (April
                           1996)

  3.2.3-2                  Cost Accounting Standards (April 1996)

  3.2.3-3                  Disclosure and Consistency of Cost Accounting Practices
                           (April 1996)

  3.2.3-4                  Consistency in Cost Accounting Practices (April 1996)

  3.2.3-5                  Administration of Cost Accounting Standards (April 1996)

  3.6.2-7                  Pre-Award On-Site Equal Opportunity Compliance Review
                           (April 1996)

  3.2.4-31                 Evaluation of Options (April 1996)

  3.9.1-3                  Protest (August 1996)
  ------------------------ ----------------------------------------------------------

# L.3.0 SOURCE SELECTION PROCESS {#l.3.0-source-selection-process .unnumbered}

The FAA intends to issue one Request for Offer (RFO)/Screening
Information Request (SIR) that requests specific information from each
Offeror and provides the evaluation criteria to be used by the FAA. In
addition, the RFO/SIR contains a model contract (RFO Sections A-J) that
has been prepared and provided electronically. Each Offeror submitting a
proposal shall review the RFO/SIR and return a firm offer to perform the
TSSC III contract, as well as agree to all terms and conditions
contained in the model contract, should that Offeror be selected for
contract award. During the source selection process, evaluation teams
will evaluate each Offeror's proposal, using information submitted to
the FAA, presented in both oral and written form by each Offeror, or in
the case of past performance, obtained from outside references and other
points of contact.

During the evaluation process, the FAA will solicit and evaluate each
Offeror's capability to perform TSSC III work as measured by the
following:

-   Evaluation of written and oral presentations to FAA evaluators
    relating to their technical capabilities to perform TSSC III
    requirements, as well as responses to follow-up questions posed by
    FAA evaluators concerning each Offeror's oral presentation.

```{=html}
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-   Evaluation of written and oral presentations from Offerors that
    demonstrate their ability to manage TSSC III work efforts and gauge
    the likelihood of successful performance.

```{=html}
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```
-   Evaluation of an Offeror's relevant experience with contracts of a
    similar nature as the TSSC III.

```{=html}
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```
-   Evaluation of an Offeror's past performance on contracts of a
    similar nature as the TSSC III. Information will be garnered from
    points of contact supplied by the Offeror, as well as other
    legitimate and knowledgeable sources, Government or industry, who
    are currently or have recently (past three years) been in a position
    to evaluate the Offeror's past performance.

```{=html}
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```
-   Evaluation of the risks the FAA might experience if the Offeror is
    awarded the TSSC III contract.

```{=html}
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```
-   Cost/price proposals and related financial information submitted by
    each Offeror.

The Offeror that provides the greatest overall value to the FAA will be
selected for award. Therefore, neither the lowest total evaluated price
offer nor the highest technical score offer may provide the greatest
overall value to the Government. If at any point during the evaluation
of Offerors, the FAA concludes (based on information submitted by an
Offeror orally or in writing) that the Offeror does not have a
reasonable chance of receiving the TSSC III award, then that Offeror
will be rendered no longer eligible for award and eliminated from
further consideration. Any Offeror eliminated from further consideration
will be officially notified in writing.

# L.4.0 PROJECTED MILESTONE SCHEDULE {#l.4.0-projected-milestone-schedule .unnumbered}

The following represents the projected procurement milestone schedule as
of the release date of the SIR; however, it is for planing purposes only
and is subject to change:

  -------------------------------------------------------- --------------
  Release Draft RFO/SIR to industry                        31 Jan 2001

  Conduct Bidders Conference                               27-28 Feb 2001

  Draft RFO/SIR Questions due to FAA                       15 Mar 2001

  Release Formal RFO/SIR to industry                       30 Mar 2001

  Receive proposals from Offerors                          31 May 2001

  Receive Information Necessary to Commence Past           31 May 2001
  Performance Evaluation                                   

  Conduct oral presentations                               Jul-Aug 2001

  Contract award                                           Nov 2001
  -------------------------------------------------------- --------------

#  {#section-1 .unnumbered}

# L.5.0 TIME, DATE, PLACE, AND SUBMISSION OF PROPOSALS {#l.5.0-time-date-place-and-submission-of-proposals .unnumbered}

a\. [Address]{.underline}. Proposals shall be sent to the CO at the
following address: Federal Aviation Administration, ATTN: Mr. Marvin
Poindexter ASU-340, Contracting Officer, [Room 406]{.underline}, 800
Independence Avenue, SW, Washington, DC 20591.

b\. [Time and Date]{.underline}. Proposals must be received by the
Contracting Officer at the above location no later than noon (Eastern
time) on [31 May 2001]{.underline}.

c\. [Signed]{.underline} Originals. One copy of the proposal shall
contain the signed original of all documents requiring signature by the
Offeror. Use of reproductions of signed originals is authorized for all
other copies of the proposal.

d\. [Proposal Submission]{.underline}. Offerors assume the full
responsibility of ensuring that proposals are received at the place and
by the date and time specified above.

e\. [Questions]{.underline}. Any questions or requests for clarification
concerning any aspect of the RFO/SIR shall be submitted to the FAA via
the TSSC III web site at <http://www.faa.gov/tssc3>. Questions and FAA
responses may form the basis of an amendment to the RFO/SIR.

#  {#section-2 .unnumbered}

# L.6.0 OFFER ACCEPTANCE PERIOD {#l.6.0-offer-acceptance-period .unnumbered}

The minimum offer acceptance period is [210 days]{.underline} after the
required date for receipt of offers.

# L.7.0 NUMBER OF AWARDS {#l.7.0-number-of-awards .unnumbered}

The FAA anticipates awarding one contract resulting from this
solicitation, however, the FAA reserves the right to make multiple
awards if determined to be in its best interest.

# L.8.0 FALSE STATEMENTS {#l.8.0-false-statements .unnumbered}

Proposals must set forth full, accurate, and complete information as
required by this solicitation, including attachments. The penalty for
making false statements in proposals is prescribed in 18 U.S.C.§1001.

# L.9.0 EXPENSES RELATED TO OFFEROR SUBMISSIONS {#l.9.0-expenses-related-to-offeror-submissions .unnumbered}

This solicitation does not commit the Government to pay any costs
incurred in the submission of any proposal or in making necessary
studies or designs for the preparation thereof or to acquire or contract
for any services.

# L.10.0 RESPONSIBLE PROSPECTIVE CONTRACTORS {#l.10.0-responsible-prospective-contractors .unnumbered}

Notwithstanding the evaluation methodology outlined in this SIR, an
Offeror must also be found responsible by the CO prior to the award of
any resultant contract. As a minimum, to be determined responsible a
prospective Contractor must:

a\. Have adequate financial resources to perform the contract, or the
ability to obtain them.

b\. Be able to comply with the required or proposed delivery or
performance schedule, taking into consideration all other commercial and
Government business commitments.

c\. Have a satisfactory performance record.

d\. Have a satisfactory record of integrity and business ethics.

e\. Have the necessary organization, experience, accounting and
operational controls, or the ability to obtain them.

f\. Have the necessary production, construction, and/or technical
equipment and facilities, or the ability to obtain them.

g\. Be otherwise qualified and eligible to receive an award under
applicable laws and regulations.

# L.11.0 DISCUSSIONS WITH OFFERORS {#l.11.0-discussions-with-offerors .unnumbered}

Communications with potential Offerors may take place throughout the
source selection process. The purpose of communications is to ensure
there are mutual understandings between FAA and the Offerors on all
aspects of the procurement. Information disclosed as a result of oral or
written communication with an Offeror may be considered in the
evaluation of an Offeror's submittal(s).

To ensure that Offerors fully understand the intent of the RFO (and
FAA\'s needs stated therein), the FAA may hold one-on-one meetings with
individual Offerors. One-on-one communications may continue throughout
the process, as required, at the FAA's discretion. Communications with
one Offeror may not necessitate communications with other Offerors. In
accordance with FAA AMS policy, the FAA reserves the right to conduct
discussions with specific Offerors only, or with all Offerors, as
circumstances warrant.

Certain topics of communications may necessitate amendments to the FAA's
RFO/SIR. If this is the case, all competing Offerors will be advised via
the TSSC III web site of the changes and the CO will establish common
cut-off dates for any and all resulting Offeror revisions. However, if
communications with Offerors do not result in any such amendments, the
FAA is not required to request or accept any Offeror revisions.

# L.12.0 INFORMATION OF AWARD {#l.12.0-information-of-award .unnumbered}

Written notice to unsuccessful Offerors and contract award information
will be promptly released.

# L.13.0 DISPOSITION OF PROPOSALS {#l.13.0-disposition-of-proposals .unnumbered}

Proposals will not be returned, except for timely withdrawals.

# L.14.0 NON-GOVERNMENT PERSONNEL PARTICIPATION {#l.14.0-non-government-personnel-participation .unnumbered}

Offerors are hereby notified that the FAA may have responses to the RFO,
any written Technical or Price Proposals or other written information,
and oral presentations provided in response to this acquisition,
reviewed by personnel from various support Contractors who may serve as
advisors to FAA evaluation personnel during the evaluation phase of this
acquisition. All non-Government personnel and their corporations have
signed, or will sign before the evaluation process begins,
non-disclosure statements. The exclusive responsibility for source
selection, however, will remain with the FAA.

# L.15.0 GENERAL INSTRUCTIONS {#l.15.0-general-instructions .unnumbered}

Replies to this solicitation must follow the outlines and/or
instructions concerning format given in this paragraph, as well as
paragraphs of Section L.16.

Offerors must submit factual and concise written information as
requested, as well as complete oral presentations and substantiated
price/cost data to provide a basis for sound evaluation by the FAA.
Proposals that merely offer to conduct a program in accordance with the
FAA\'s requirements, as described under the SOW, will be considered
unacceptable, as will those proposals that merely paraphrase Section C,
DESCRIPTION/ SPECIFICATIONS/ WORK STATEMENT, or which use nonspecific
phrases such as "in accordance with standard procedures" or "well known
techniques."

Omission of or sketchy response to the requirements of this solicitation
may render a proposal incomplete, as it relates to the requirements of
the solicitation, and therefore may cause it to be found unacceptable
for further consideration.

# L.16.0 SPECIFIC SIR INSTRUCTIONS  {#l.16.0-specific-sir-instructions .unnumbered}

## L.16.1 Submission of Offer and Other Information {#l.16.1-submission-of-offer-and-other-information .unnumbered}

In response to the RFO/SIR, each Offeror must:

-   Submit a valid offer to include all elements addressed in Section
    L.16.2.

-   Submit six management plans. The Program Management Plan shall
    include a National Program Management Work Release. The Staffing and
    Transition Plan shall include key personnel.

-   Submit a Management and Technical Proposal that requires the Offeror
    to addresses three separate technical scenarios.

-   Submit a copy of the Oral presentation with the written proposal.

-   Submit written cost information.

## L.16.2 Proposal Organization {#l.16.2-proposal-organization .unnumbered}

The Offeror\'s proposal submission shall consist of Volume I (Offer and
Other Documents), Volume II (Management and Technical Proposal), Volume
III (Oral Presentations), and Volume IV (Cost Proposal). The proposal
shall be organized as follows:

+-------+----------------------------------------+---------+----------+---+
|       |                                        | Page    | \# of    |   |
|       |                                        | Limit   | Copies   |   |
+-------+----------------------------------------+---------+----------+---+
| **VOL | **OFFER AND OTHER DOCUMENTS**          | N/A     | Or       |   |
| I**   |                                        |         | iginal + |   |
|       |                                        |         | 4        |   |
| Se    |                                        |         |          |   |
| ction |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| A     | Table of Contents                      |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| B     | Solicitation Section A, SF 33,         |         |          |   |
|       | Solicitation, Offer and Award          |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| C     | Solicitation Section B, Supplies or    |         |          |   |
|       | Services and Prices/Cost               |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| D     | Solicitation Section K,                |         |          |   |
|       | Representations, Certifications and    |         |          |   |
|       | Other Statements of Offerors           |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| E     | Organizational Conflict(s) of Interest |         |          |   |
|       |                                        |         |          |   |
|       | Mitigation Plan (if applicable)        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| F     | Subcontracting Plan                    |         |          |   |
+-------+----------------------------------------+---------+----------+---+
|       |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| **VOL | **MANAGEMENT AND TECHNICAL PROPOSAL**  |         | Or       |   |
| II**  |                                        |         | iginal + |   |
|       |                                        |         | 9        |   |
+-------+----------------------------------------+---------+----------+---+
| A     | **TECHNICAL EXPERTISE**                | 30      |          |   |
|       |                                        |         |          |   |
|       | Add Equipment Rack ATCT                | 30      |          |   |
|       |                                        |         |          |   |
|       | Establish a CAT II ILS                 | 30      |          |   |
|       |                                        |         |          |   |
|       | Removal of Decommissioned ARSR         |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| B     | **MANAGEMENT CAPABILITIES**            | 45      |          |   |
|       |                                        |         |          |   |
|       | Staffing and Transition Plan           | 30      |          |   |
|       |                                        |         |          |   |
|       | Contract Administration Plan           | 30      |          |   |
|       |                                        |         |          |   |
|       | Resource Management Plan               | 30      |          |   |
|       |                                        |         |          |   |
|       | Quality Control Plan                   |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| C     | **RELEVANT EXPERIENCE**                | Two     |          |   |
|       |                                        | pages   |          |   |
|       |                                        | per     |          |   |
|       |                                        | c       |          |   |
|       |                                        | ontract |          |   |
+-------+----------------------------------------+---------+----------+---+
| D     | **PAST PERFORMANCE**                   | One     |          |   |
|       |                                        | page    |          |   |
|       |                                        | plus    |          |   |
|       |                                        | list    |          |   |
+-------+----------------------------------------+---------+----------+---+
|       |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| **VOL | **ORAL PRESENTATIONS**                 |         |          |   |
| III** |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| A     | **BRIEFING CHARTS FOR ORAL**           | Time    | Or       |   |
|       |                                        | Li      | iginal + |   |
|       | **PRESENTATIONS**                      | mit\*\* | 9        |   |
+-------+----------------------------------------+---------+----------+---+
|       | > Program Management Plan              | 90/30   |          |   |
|       | >                                      |         |          |   |
|       | > Appendix -- National PM Work Release | 30/15   |          |   |
|       | >                                      |         |          |   |
|       | > Subcontract Management Plan          | 90/30   |          |   |
+-------+----------------------------------------+---------+----------+---+
| \*\*  |                                        |         |          |   |
| First |                                        |         |          |   |
| n     |                                        |         |          |   |
| umber |                                        |         |          |   |
| is    |                                        |         |          |   |
| a     |                                        |         |          |   |
| mount |                                        |         |          |   |
| of    |                                        |         |          |   |
| time  |                                        |         |          |   |
| for   |                                        |         |          |   |
| Of    |                                        |         |          |   |
| feror |                                        |         |          |   |
| pre   |                                        |         |          |   |
| senta |                                        |         |          |   |
| tion; |                                        |         |          |   |
| s     |                                        |         |          |   |
| econd |                                        |         |          |   |
| n     |                                        |         |          |   |
| umber |                                        |         |          |   |
| is    |                                        |         |          |   |
| a     |                                        |         |          |   |
| mount |                                        |         |          |   |
| of    |                                        |         |          |   |
| time  |                                        |         |          |   |
| for   |                                        |         |          |   |
| FAA   |                                        |         |          |   |
| ques  |                                        |         |          |   |
| tions |                                        |         |          |   |
| /clar |                                        |         |          |   |
| ifica |                                        |         |          |   |
| tion. |                                        |         |          |   |
|       |                                        |         |          |   |
| NOTE: |                                        |         |          |   |
| Bri   |                                        |         |          |   |
| efing |                                        |         |          |   |
| C     |                                        |         |          |   |
| harts |                                        |         |          |   |
| for   |                                        |         |          |   |
| Oral  |                                        |         |          |   |
| Pre   |                                        |         |          |   |
| senta |                                        |         |          |   |
| tions |                                        |         |          |   |
| **m   |                                        |         |          |   |
| ust** |                                        |         |          |   |
| be    |                                        |         |          |   |
| subm  |                                        |         |          |   |
| itted |                                        |         |          |   |
| with  |                                        |         |          |   |
| Wr    |                                        |         |          |   |
| itten |                                        |         |          |   |
| Prop  |                                        |         |          |   |
| osal. |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
|       |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| **VOL | **COST PROPOSAL**                      | N/A     |          |   |
| IV**  |                                        |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| A     | **MANDATORY COST EXHIBITS**:           |         | Or       |   |
|       |                                        |         | iginal + |   |
|       | Cost Exhibit 1                         |         | 2        |   |
|       |                                        |         |          |   |
|       | Cost Exhibit 2                         |         |          |   |
|       |                                        |         |          |   |
|       | Cost Exhibit 3                         |         |          |   |
|       |                                        |         |          |   |
|       | Cost Exhibit 4                         |         |          |   |
|       |                                        |         |          |   |
|       | Cost Exhibit 5                         |         |          |   |
|       |                                        |         |          |   |
|       | Cost Exhibit 6                         |         |          |   |
+-------+----------------------------------------+---------+----------+---+
| B     | **CERTIFICATION OF COST & PRICING      |         | Or       |   |
|       | DATA**                                 |         | iginal + |   |
|       |                                        |         | 1        |   |
+-------+----------------------------------------+---------+----------+---+
| C     | **FINANCIAL STATEMENT**                |         | Or       |   |
|       |                                        |         | iginal + |   |
|       |                                        |         | 1        |   |
+-------+----------------------------------------+---------+----------+---+
| D     | **DISCLOSURE STATEMENT**               |         | Or       |   |
|       |                                        |         | iginal + |   |
|       |                                        |         | 3        |   |
+-------+----------------------------------------+---------+----------+---+
| E     | **COMPUTATION OF AWARD FEE**           |         | Or       |   |
|       |                                        |         | iginal + |   |
|       |                                        |         | 3        |   |
+-------+----------------------------------------+---------+----------+---+
| F     | **PROF. EMPLOYEE COMPENSATION**        |         | Or       |   |
|       |                                        |         | iginal + |   |
|       |                                        |         | 3        |   |
+-------+----------------------------------------+---------+----------+---+

## L.16.3 Proposal Presentation {#l.16.3-proposal-presentation .unnumbered}

a\. [Binding and Labeling]{.underline} - A binder cover sheet shall be
affixed to each volume, which clearly identifies each volume, volume
number, original or copy number (e.g., copy 2 of 4), solicitation number
and identification, and Offeror\'s name. Copy number shall appear on the
edge of the binder to allow for rapid accountability when placed in a
vertical position in a storage cabinet. All documentation shall be
three-hole punched and assembled in three-ring binders. If material for
a volume requires more than one book, then that volume shall be labeled
with the name and number of the volume and book number, if any, e.g.,
Management and Technical Proposal, Volume II, Book 1 of 2.

b\. [Indexing]{.underline} - Tab indexing shall be used to identify all
proposal sections. Each volume shall be organized such that an extensive
search of the proposal is not necessary for its review. [Information not
in its appropriate section or not appropriately referenced may be
assumed to have been omitted.]{.underline}

c\. [Page Size, Typing, Spacing and Page Numbering]{.underline} -

> \(1\) Page size shall be 8‑1/2 by 11 inches. The proposal pages,
> except for briefing charts, may be printed on both sides of plain
> white bond paper with each side enumerated for the page count. The
> type size shall not be less than Times New Roman 12-point. When both
> sides of a sheet of paper contain material, it will be counted as two
> pages.
>
> Briefing charts, prepared in either portrait or landscape style to
> support the oral presentations shall be prepared on 8-1/2 by 11 inch
> paper and can be prepared in any typeface easily readable in an
> overhead projection presentation format.
>
> 11 x 17 inch paper will be acceptable for graphics, tables & diagrams
> as long as it folds to 81/2 x 11. A smaller type size than 12-point is
> acceptable for graphics, tables & diagrams as long as the information
> portrayed remains easily readable.

(2) Each section within a volume shall be consecutively numbered.

> \(3\) [Page Limits.]{.underline} The FAA will not evaluate or read any
> information beyond the page limits specified.

# L.17.0 OFFER - VOLUME 1 - OFFER AND OTHER DOCUMENTS  {#l.17.0-offer---volume-1---offer-and-other-documents .unnumbered}

Offer, Volume 1, consists of and must include the following:

[Table of Contents]{.underline} - Each Offeror shall provide within this
volume a table of contents depicting what is contained in each of the
four volumes submitted in the Offeror's proposal as well as a listing of
all acronyms used.

[Section A]{.underline} - Solicitation/Contract Form: [Standard Form
33,]{.underline} \"Solicitation, Offer, and Award,\" with blocks 13
through 18 completed by the Offeror. The representative who signs this
form must be authorized to contractually bind the company making the
proposal. In the block with its name and address, the Offeror should
supply the Contractor Establishment Code (CEC) applicable to that name
and address, if known to the Offeror. The number should be preceded by
\"CEC:\" Offerors should take care to report the correct CEC and not a
similar number assigned to the Offeror in a different system. The CEC is
a 9-digit code assigned to a Contractor establishment that contracts
with a Federal executive agency. The CEC system is a Contractor
identification coding system which is currently the Dun and Bradstreet
Data Universal Numbering System (DUNS). The CEC system is distinct from
the Federal Taxpayer Identification Number (TIN) system.

[Section B]{.underline} - Supplies or Services and Prices/Costs: The
Offeror shall complete the pricing, by individual CLIN, of the services
as identified in Section B of the contract. For pricing purposes, it is
anticipated that award will be made in [November 2001]{.underline}. Any
item in Section B identified as being a "Not Separately Priced" (NSP)
CLIN is considered to be within established pricing therein or otherwise
available to the FAA at no additional charge.

[Section K]{.underline} - Representations, Certifications and Other
Statements of Offerors: The Offeror shall complete all Representations,
Certifications, and Other Statements included in Section K of the model
contract.

[Organizational Conflict of Interest Mitigation Plan]{.underline}. Each
Offeror shall include information regarding the Offeror's proposed
mitigation of any conflict of interest situation or perceived conflict
of interest situation, as prescribed in K.3.17.3, \"ORGANIZATIONAL
CONFLICTS OF INTEREST SIR PROVISION\". Within this section, the Offeror
will also provide information concerning any nominated
teammate/subcontractor.

[Subcontracting Plan]{.underline}. Each Offeror shall provide a detailed
subcontracting plan that fulfills all requirements contained within FAA
AMS clause I.3.6.1-4 entitled \"SMALL, SMALL DISADVANTAGED, AND
WOMEN-OWNED SMALL BUSINESS SUBCONTRACTING PLANS\". Offerors will ensure
their subcontracting plans fully address each of the eleven items listed
in FAA AMS clause 3.6.1-4 as being required within an Offeror's
subcontracting plan. In this regard, participation in the FAA's
Mentor-Protegee program is encouraged, but participation in this program
will not be an evaluation factor nor will the FAA fund any of the cost
of participation in the program. Details concerning this program may be
found on the FAA web site at http://www.faa.gov/sbo/men1212.htm.

The completion and submission to the FAA of the above items will
constitute an offer and will indicate the Offeror's unconditional assent
to the terms and conditions in this RFO and in any attachments hereto.

[Alternate proposals are not authorized to be submitted in response to
this Request for Offers. Therefore, with respect to specific terms or
conditions of this RFO, any objection to any of the terms and condi­tions
of this RFO will constitute a deficiency that may make the offer
unac­ceptable.]{.underline} In addition, an Offeror may correct a
deficiency only through discussions. [As the FAA reserves the right to
award a contract without discussions, in accordance with the FAA
AMS]{.underline}, Offerors are cautioned to consult with the CO be­fore
submitting any offer that takes exception to any term or condition of
this RFO. However, the FAA also reserves the right to conduct offeror
specific discussions or to conduct discussions and permit Offerors to
revise their proposals, if the CO deems these measures appropriate and
in the best interest of the FAA.

# L.18.0 OFFER - VOLUME II - MANAGEMENT AND TECHNICAL PROPOSAL  {#l.18.0-offer---volume-ii---management-and-technical-proposal .unnumbered}

Each Offeror shall submit to the FAA written information, exclusive of
their actual offer and cost/price data which, when evaluated will assist
the FAA in determining which Offeror provides the best value to the FAA.
While written responses do not necessarily constitute a part of the
offer, the FAA reserves the right to create additional Section H
clauses, as deemed necessary and appropriate, for the purpose of
contractually invoking and thereby making contractually binding any
aspect to an Offeror\'s written submission if deemed in the best
interest of the FAA. Innovative approaches are encouraged.

## L.18.1 Section A - Technical Expertise {#l.18.1-section-a---technical-expertise .unnumbered}

In this volume each Offeror\'s written submission shall consist of
detailed discussions pertaining to the Offeror\'s technical expertise
and knowledge of FAA requirements and operations. For each of the three
scenarios (see Section L paragraph entitled \"Scenarios\"), the Offeror
shall provide the details necessary to demonstrate to the FAA the
Offeror\'s possession of the expertise required to successfully complete
the sample projects. Each submission shall be complete and concise and
should demonstrate the Offeror\'s understanding of the requirements for
the project, their ability to provide the right resources for the task,
and the ability to communicate the technical approach utilized.

### L.18.1.1 Scenarios {#l.18.1.1-scenarios .unnumbered}

#### L.18.1.1.1 Scenario 1 - Establish a CAT II ILS

Provide a detailed plan for the establishment of a Category II
Instrument Landing System (CAT II ILS) at the airport shown in the
Airport Layout Plan (ALP). The task will call for site selection,
design, construction management, electronics installation, flight check,
and Joint Acceptance Inspection (JAI).

Demonstrate the ability to identify and perform tasks within the
requirements given in a Work Release. The plan shall indicate an
understanding of all aspects of the work requirements and detail any
special considerations and risks associated with conducting the work and
procedures to mitigate the risks. The plan shall not provide design or
engineering of the sample project but shall provide the detail required
to fully demonstrate the approach utilized by the Offeror to accomplish
the project.

Provide a detailed resource loaded schedule for the project indicating
labor categories, activity duration, man-day requirements for each
activity and identifying critical activities that may impact the project
accomplishment or schedule. The schedule will be based on the following
information:

Preliminary Work Release to be delivered 02/01/02

Equipment delivery 07/15/02

Desired commissioning date 07/15/03

Provide a detailed analysis of the technical approach to be used to
complete the project. Develop step by step procedures, and the
procedures required to complete each step. Identify and discuss all
critical aspects of the work. List all stakeholders and identify methods
of coordination with them relevant to the project. List and discuss the
proposed involvement of all subcontractors. Identify and list required
information, sources of information, and specific data required to
complete the project. List assumptions, constraints, conditions, and
risks that may impact the project.

The Airport Layout Plans to be used for this scenario are provided at
the TSSC III web site at http://www.faa.gov/tssc3. These plans are for a
hypothetical site; do not attempt to match to any specific location.

#### L.18.1.1.2 Scenario 2 - Add Equipment Rack ATCT

Provide a detailed discussion for the addition of an electronics
equipment rack to house a new CPU in an Air Traffic Control Tower
equipment room and three controller displays to be installed in the
level XI tower cab. Project requires re-routing of cable trays and
additional cabling. This facility has floor tiles containing asbestos.

The plan shall not provide design or engineering of the sample project
but shall demonstrate the approach and understanding of the work
assigned. Identify all critical aspects of the work including all
environmental and employee safety issues. Discuss the work areas, the
risks associated with working in those areas and methods for mitigating
those risks. Detail any special considerations associated with
conducting the work. List all stakeholders and identify methods of
coordination with them relevant to the project.

Provide a detailed analysis of the technical approach to be used,
indicating step by step procedures required to complete the project. The
plan shall provide for an orderly transition of any new or additional
services to the facility with no interruption to air traffic operations
or the availability of existing services. List the procedures required
to complete each step. Detail all proposed involvement of
subcontractors. Identify and list required information, sources of
information, and specific data required to complete the project. List
assumptions, constraints, conditions, and risks that may impact the
project.

Informational drawings to be used for this scenario are provided at the
TSSC III web site at http://www.faa.gov/tssc3. These drawings are for a
hypothetical site; do not attempt to match to any specific location.

#### L.18.1.1.3 Scenario 3 - Removal of Decommissioned ARSR

Disassembly, disposal, and site remediation of a Air Route Surveillance
Radar (ARSR) facility including equipment and infrastructure. The
proposal must address complete disposition of all items including
hazardous materials.

Provide the detailed discussion required to demonstrate the ability to
understand a statement of work and identify any unique requirements of
an individual work release. Develop the scope of the project and the
resources required to complete the project including the role of all
subcontractors. Identify critical aspects and show relationships to
schedule performance and resource requirements. List assumptions,
constraints, conditions, and risks that may impact the project.

Provide step by step procedures and methods used to perform the tasks.
List all materials and documentation required. Summarize the plan
presented including any alternatives or options identified.

Informational drawings to be used for this scenario are provided at the
TSSC III web site at http://www.faa.gov/tssc3. These drawings are for a
hypothetical site; do not attempt to match to any specific location.

## L.18.2 Section B - Management Capabilities  {#l.18.2-section-b---management-capabilities .unnumbered}

##   {#section-3 .unnumbered}

This Volume will contain the Offeror\'s approach for the effective and
efficient resourcing and management of the TSSC III contract. Offerors
shall submit the following plans in writing. The Program Management Plan
(and National Program Management Work Release) and Subcontract
Management Plan shall be presented orally (see L.19.0). However,
materials that will be used in conducting the oral presentations shall
be submitted with the proposal.

### L.18.2.1 Resource Management Plan {#l.18.2.1-resource-management-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Resource
Management Plan (RMP) which addresses the areas listed below and the
requirements of Section C.3.3.2. This submittal shall be presented in
the Offeror\'s format and include, but not be limited to:

-   A description of the Offeror\'s policies and procedures pertaining
    to workforce allocation, retention, training, motivation and
    appraisal.

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-   A description of the procedures to be used for reacting to new,
    changed, or emergent work requirements and for the adjustment of
    staffing levels in response to situations such as dynamic workload
    fluctuations, seasonal variations, and other situations common in
    service contracting.

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-   A description of any initiatives in areas such as human relations,
    labor-management relations, and employee involvement programs for
    both itself and any teammate and/or subcontractors for labor
    services.

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-   A discussion of the availability, adequacy, and accessibility of
    proposed specific office locations and space that the Offeror plans
    to utilize in support of this Contract. Include the approximate
    distance and travel time between the proposed locations and the
    associated FAA offices listed in Attachment J.001 and information on
    whether these facilities currently exist or will have to be
    established. Offerors are reminded that they are required to
    maintain offices within a commuting distance between FAA and their
    local offices (commuting distance is defined as no greater than 30
    minutes each direction during normal business hours.)

A description of the facilities that will be employed to meet the
requirements of the Contract, such as office spaces, conference rooms,
technical library, courier services, and various types of equipment
(e.g., administrative ADP, word processing, electronic mail and
messaging systems, reproduction, graphics, CAEG equipment, etc.). The
CCDB, which is fully explained in the Contract Administration Plan,
shall be referenced in the Resource Management Plan only to the extent
necessary to understand the Offeror\'s resource base.

###  {#section-4 .unnumbered}

### L.18.2.2 Staffing and Transition Management Plan  {#l.18.2.2-staffing-and-transition-management-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Staffing and
Transition Management Plan (S&TMP) which addresses the areas listed
below and the requirements of Section C.3.2.2. [Attachment
L1]{.underline} provides Government projections regarding staffing
levels per labor category for each year of the contract period. During
the first year of the contract, Offerors should assume a [linear ramp up
to full staffing levels]{.underline}**.** It is noted that this is not
consistent with Attachment L1 which provides for full staffing levels in
the first contract year, not a ramp up to full staffing levels. The
S&TMP shall be presented in the Offeror\'s format and include, but not
be limited to:

-   A description of the Offeror\'s approach to obtaining the required
    numbers, labor categories and skill levels of personnel projected
    for the program.

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-   The numbers and types of personnel readily available within the
    Offeror\'s current organization and delineation of the recruitment
    policies and practices to be utilized in acquiring outside
    personnel, as necessary.

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-   Locations of the Offeror\'s existing work force and any plans for
    relocation, indicating how much of the existing workforce is
    available to provide immediate staffing.

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-   The Offeror\'s approach to obtaining the necessary staff to begin
    contract performance services within 30 days of contract award and
    to progress to full performance.

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-   A discussion of personnel security and facility/airport access
    issues.

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-   A description of the Contractor's approach for effectively
    coordinating between key players, such as FAA personnel and key
    subcontractors, during the transition period.

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-   A description of the Contractor's plans to transition functions and
    work efforts from the outgoing TSSC Contractor with minimal
    disruption, minimal impact on FAA operations and productivity,
    minimal duplication of effort, and minimal additional cost to the
    FAA.

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-   A list of what the FAA can do to assist in the transition process.

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-   Plans for how a smooth and orderly transition process can be
    orchestrated.

-   The type of information and assistance from the current TSSC
    Contractor that would be helpful in facilitating transition efforts.

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-   The risks envisioned in transitioning from one contract to another
    and how these risks might be rectified or mitigated.

#### L.18.2.2.1 Resumes

Resumes of Key Personnel (and the lead management official from each
proposed teammate or subcontractor) shall be contained in an Appendix to
the Staffing and Transition Plan. Resumes will address the overall
qualifications, experience levels on efforts similar to those required
under TSSC III, and general expertise of the Offeror\'s proposed key
personnel. They should stress the individual's leadership qualities, to
include project or program management or other types of
managerial/leadership positions, experience, or qualifications. All key
personnel proposed by the Offeror must meet the minimum requirements for
that specific key personnel position, delineated in [Attachment
L2]{.underline}. Personnel whose qualifications exceed the minimum
requirements will be evaluated accordingly and may enhance the
Offeror\'s technical score. Key personnel who do not meet Government
requirements will constitute a basis for disqualification of the
Offeror\'s proposal.

For each key personnel proposed, resumes shall also include the
individual's present assignment, other solicitations for which the
individual is proposed, and the individual's status as a key individual
within the present assignment. Resumes shall normally not exceed one
page in length. Under no circumstances shall they exceed [two
pages]{.underline}. If the Offeror or a subcontractor proposes an
individual in a Key Personnel position who is not currently employed by
the firm, then the proposal shall include a letter of commitment, signed
by the firm and the individual, indicating that the individual will
become an employee if the Offeror is awarded the contract.

### L.18.2.3 Quality Control Plan {#l.18.2.3-quality-control-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Quality Control
Plan (QCP) which addresses the areas listed below and the requirements
of Section C.3.3.4. This submittal shall be presented in the Offeror\'s
format and include, but not be limited to:

An organization chart depicting the functions and responsibilities of
its quality control effort, the line of control from management, and the
position of the function within the overall company organization.

A description of the Offeror\'s generic approach to quality control and
its specific approach as it relates to the TSSC III contract. The
specific approach shall include the policies and procedures that will be
employed to achieve a successful quality control program encompassing
inspection criteria and methods, discrepancy trend analysis,
Government/Contractor interface, correction of deficiencies, and
feedback procedures to the Government for continued improvement of the
quality control process.

### L.18.2.4 Contract Administration Plan {#l.18.2.4-contract-administration-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Contract
Administration Plan (CAP) which addresses the areas listed below and the
requirements of Section C.3.3.5. This submittal shall be presented in
the Offeror\'s format and include, but not be limited to:

-   The Offeror\'s organization and processes for contract
    administration**,** including functional duties, responsibilities,
    and qualifications of all personnel.

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-   Delineation of procedures for work release processing

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-   A description of the Offeror\'s proposed performance and management
    reporting system -- to include proposed performance and schedule
    controls, cost controls, and periodic status reviews.

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-   A full description of the Offeror\'s computerized contract database
    (CCDB) to be employed for the TSSC III program, its compatibility
    with FAA electronic data systems, and the seamlessness of any
    teammate (subcontractor) processes and data systems. Fully describe
    which elements of the CCDB are already available for TSSC III use
    and which elements must yet be developed. Any costs for both CCDB
    development and first year operation/maintenance which will be
    billed to the FAA (per the Offeror\'s cost accounting system) should
    be included in Cost Exhibit 5 and the Work Plan for the National
    Program Management work release shall include a brief description of
    and schedule for any such work.

## L.18.3 Section C - Relevant Experience {#l.18.3-section-c---relevant-experience .unnumbered}

### L.18.3.1 Description {#l.18.3.1-description .unnumbered}

Each Offeror and teammate/subcontractor shall identify and include a
description of a maximum of five contracts for the prime Contractor (and
three contracts for each subcontractor teammate) held within the past
three years that represent their company's experience with efforts
providing professional support services similar to those required by
this acquisition. Contracts referenced should provide professional
support services in key areas identified in section C of this RFO/SIR
(Site Selection and Engineering, Construction, Environmental and
Fire/Life Safety, Equipment Installation and Test, Drafting, Other
(Related) Technical Services) that have been completed within the past
three (3) years or are currently in progress. Relevant experience will
also be provided for subcontractor teammates, consistent with the
subcontractor's proposed role under TSSC III.

### L.18.3.2 Preference {#l.18.3.2-preference .unnumbered}

The FAA strongly prefers that contracts used to demonstrate relevant
experience reflect the actual experiences of the company entity proposed
to conduct TSSC III work. However, corporate-wide experience may be used
where new entities have been created for the purpose of conducting TSSC
III work. Experience more closely related to the entity that will
perform TSSC III work will be viewed more favorably by the FAA and
evaluated accordingly. Both Government and non-Government contracts are
acceptable as examples of relevant experience, provided other
requirements of relevant experience are met regarding dollar values,
contract duration, and numbers of personnel employed.

### L.18.3.3 Details  {#l.18.3.3-details .unnumbered}

To comply with this requirement, the Offeror's response shall provide
for itself and its teammates the following information for each contract
identified:

-   Contract number, name of contracting activity, contract type, nature
    of contract work, original and current or final contract value, and
    list of major subcontractors.

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-   Name, address, and telephone number of a customer point of contact
    who is familiar with the current or previous efforts and who is
    knowledgeable regarding the Offeror\'s performance. This may be the
    Government or industry Contracting Officer, Administrative
    Contracting Officer, Technical Officer, or Program Manager assigned
    to the contract.

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-   Date of contract award, place(s) of performance, and delivery dates
    or period of performance.

-   Description of services (reference L.18.3.1).

###  {#section-5 .unnumbered}

### L.18.3.4 Terminated or De-Scoped Contracts  {#l.18.3.4-terminated-or-de-scoped-contracts .unnumbered}

Each Offeror shall provide a list of all contracts terminated (partial
or complete) within the past three years and the basis for the
termination (convenience or default). Offerors shall also provide
information pertaining to any major de-scoping actions (50 percent or
more of the work) occurring within the past three years. Include
contract number, contract type, nature of work, original contract value,
identification of major subcontractors, and the name, address, telephone
number of the Government or commercial Contracting Officer. This
information should be provided only for the entity which will be
involved in TSSC III and two levels above it on a current organization
chart.

## L.18.4 Section D - Past Performance {#l.18.4-section-d---past-performance .unnumbered}

The FAA will conduct a past performance review of each Offeror\'s
proposal. Therefore, each Offeror shall forward the FAA past performance
questionnaire, Section L - Attachment L3, to those points of contacts
identified above. Alternatively, Contractor performance Assessment
Rerporting (CPARS) or similar data may be submitted in lieu of the
questionnaire and the FAA reserves the right to consider such data
regardless of how it is acquired. The Offeror shall ensure past
performance information is provided on up to [five]{.underline}
contracts for themselves and up to three contracts for each
subcontractor teammate. Offerors shall also provide the FAA Contracting
Officer a list of the points of contact, title, mailing addresses, and
telephone numbers who were provided a past performance questionnaire.
**[Offerors are solely responsible for ensuring past performance
questionnaires are submitted directly to the FAA Contracting Officer by
their identified points of contact for each relevant contract and that
questionnaires have been received by the Contracting Officer not later
than 31 May 2001.]{.underline}**

Each Offeror will be evaluated on its performance under existing and
prior contracts for similar products or services. Performance
information may be used for both responsibility determinations and as an
evaluation factor against which Offerors\' relative rankings will be
compared to assure best value to the FAA. The FAA reserves the right to
contact any reference identified by each Offeror, or other references
the FAA may deem appropriate and who may be of assistance in providing
past performance information. All information received may be used in
the evaluation of an Offeror\'s past performance.

Information regarding each Offeror, garnered from a variety of
individuals familiar with each Offeror\'s past efforts, will be used to
compile a past performance history over the past three years which will
then be rated for each Offeror and become one of the evaluation factors
used in the source selection process. Additionally, the past performance
history of subcontractor teammates will also be examined by the FAA to
provide a comprehensive performance assessment of the entire proposed
Contractor team.

Offerors and their subcontractor teammates may provide information on
problems encountered on previous or current contracts and subcontracts
identified under relevant experience and corrective/innovative actions
taken to resolve those problems. Offerors may also provide a
self-assessment (not to exceed one page) of their performance on
identified contracts.

While award may be made from initial offers without discussions, if
discussions are held with a particular Offeror, that Offeror will be
afforded the opportunity to address any unfavorable reports of past
performance. Recent contracts will also be examined to ensure that any
identified corrective measures have been implemented. Prompt corrective
action in isolated instances, however, may not outweigh overall negative
trends.

It is suggested Offerors send their identified customer points of
contact a letter requesting that past performance information be
provided directly to the FAA as illustrated:

**Example Client Authorization Letter**

Dear \"Client\":

We are currently responding to the Federal Aviation Administration's
RFO/SIR Number DTFA01-01-R-TSSC3 for the provision of Technical Support
Services.

The FAA is placing increased emphasis in its procurements on past
performance as an evaluation factor. The FAA is requiring that past or
current clients of companies responding to its RFO be identified and
their participation in the evaluation process be requested. In this
regard, we have identified Mr./Ms.\_\_\_\_\_\_\_\_\_\_\_\_ of your
organization as the point of contact based on his/her knowledge
concerning our work.

We, therefore, request that you complete the attached past performance
questionnaire and provide the required response [directly to the FAA
Contracting Officer]{.underline}.

Questionnaires may be sent via U.S. mail to the FAA Contracting Officer
at the following address: Federal Aviation Administration, ATTN: Marvin
Poindexter ASU-340, Contracting Officer, Room 406W, 800 Independence
Avenue, SW, Washington, DC 20591.

Questionnaires may also be hand-carried, delivered by courier, or sent
by delivery service to the Contracting Officer at the address above
between the hours of 9:00 AM and 3:00 PM.

Responses are due to the FAA by [31 May 2001]{.underline}.

Your cooperation is appreciated. Any questions may be directed to the
FAA Contracting Officer at 202-267-7039.

Sincerely,

**[NOTE: It is the sole responsibility of each Offeror to ensure that
the information contained in the past performance questionnaire is
provided by the point of contact directly to the FAA Contracting Officer
no later than 31 May 2001.]{.underline}**

# L.19.0 OFFER - VOLUME III - ORAL PRESENTATIONS {#l.19.0-offer---volume-iii---oral-presentations .unnumbered}

## L.19.1 Section A - Oral Presentation Briefing Package  {#l.19.1-section-a---oral-presentation-briefing-package .unnumbered}

Each Offeror shall submit with its offer materials that will be used in
conducting its oral presentations. These materials shall consist of an
original (acetates) and copies (plain bond paper) of view graphs which
will be used during oral presentations.

## L.19.2 Oral Presentations - General {#l.19.2-oral-presentations---general .unnumbered}

After the submission of the offer and all required written information,
each Offeror must make an oral presentation to the FAA. After the oral
presenta­tion, each Offeror must also be prepared to answer questions
posed by FAA evaluation personnel. The purpose of the oral presenta­tion
is to assess the Offeror's knowledge of what is required to successfully
perform work and manage a contract of similar nature size to the
prospective TSSC III contract and to gauge each Offeror's ability to
successfully perform as the TSSC III Contractor. [No cost or pricing
information shall be included in the presentation narrative or briefing
charts]{.underline}.

The oral presentation and question and answer session does not
constitute a part of the Offer (Volume I), however, the FAA reserves the
right to create additional Section H clauses, as deemed necessary and
appropriate, for the purpose of contractually invoking, and thereby
making contractually binding, any aspect of an Offeror\'s oral
presentation or written proposal if deemed in the best interest of the
FAA.

Neither the oral presentation nor the question and answer session will
constitute discussions (as defined in the FAA AMS) nor will they
obligate the FAA to conduct discussions or to solicit or entertain any
revisions to the initial offer or to call for a best and final offer.

The Contracting Officer will schedule the oral presentations and will
notify each Offeror of the date, time, and location of its oral
presentation after the FAA receives the offers in re­sponse to its
Request for Offers (RFO), but at least two weeks prior to the actual
oral presentation date. The CO will provide addi­tional instructions for
the oral presentation with that notification. The oral presentations
will be presented within the Washington, DC, area and will be conducted
approximately [four to eight weeks]{.underline} after receipt of the
offers. The FAA reserves the right to reschedule an Offeror's oral
presentation at the discretion of the Contracting Officer.

L.19.3 Reserved.

## L.19.4 Oral Presentations -- Management Capabilities {#l.19.4-oral-presentations-management-capabilities .unnumbered}

The Offeror shall conduct oral presentations on the following management
plans.

### L.19.4.1 Program Management Plan  {#l.19.4.1-program-management-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Program
Management Plan (PMP) which addresses the areas listed below and the
requirements of Section C.3.3.1. The PMP shall describe an integrated,
thoughtful, and effective approach for properly managing the work to be
performed under this Contract. This submittal shall be presented in the
Offeror\'s format and include, but not be limited to:

-   Information relating to the Offeror\'s corporate organization and
    the proposed program management organization to be used to
    accomplish the requirements of the statement of work.

-   Information relating to the Offeror\'s management philosophy,
    policies, and procedures that will be employed to manage and control
    the work to be performed under the contract.

-   An assessment of the Offeror\'s overall ability and capability to
    manage and operate a diverse geographically dispersed technical
    services program of the scope and complexity of the program.

-   The Offeror\'s methods and procedures that will be employed to
    manage and control work under this Contract.

-   The names and a short description of the role, authority, and
    responsibility of all key personnel (see Section H clause entitled
    \"KEY PERSONNEL AND FACILITIES\") and for any first tier subcontract
    management officials. Resumes for these individuals shall be
    provided as an attachment to the Staffing and Transition Management
    Plan, as explained in L.18.2.3, and not in either the Program
    Management Plan or the Staffing and Transition Management Plan.

-   The integrated management processes to be employed to ensure a
    seamless work environment to the FAA (if teammates or subcontractors
    are proposed).

-   A description of the Offeror\'s Employee Occupational Safety and
    Health (EOSH) program to ensure safe working conditions and
    implementation of laws, regulations, standards, and ordinances
    pertaining to employee health and safety and the realm of
    environmental concerns.

-   A description of any innovative approaches proposed for effective
    and efficient management of TSSC III work efforts.

#### L.19.4.1.1 Sub-element of Program Management (PM) Plan -- National Program Management Work Release

In order to initiate a rapid start-up of TSSC III efforts, this
subsection will serve as a Preliminary Work Release (PWR) for the first
12 months of Program Management services and any other initial Contract
functions. All Offerors must provide a Work Plan (WP) for the NPM WR,
based on these PWR requirements. The NPM Work Plan will be evaluated by
the government, as part of the Offeror\'s proposal. The government
reserves the right to negotiate elements of the technical or cost
factors of the NPM WR with each Offeror prior to contract award and/or
with the successful Offeror prior to exercising it at, or shortly after,
contract award. Any and all NPM WR negotiations prior to contract award
will NOT constitute indication of contract award nor likelihood of
contract award.

The Work Plan for the NPM WR shall be developed in accordance with the
procedures contained in the Attachment G1, \"WORK RELEASE PROCEDURES."
However, it shall be submitted in two separate parts. The technical
portion of the WP shall be submitted as a separate Appendix 1 to the
Program Management Plan. The cost portion shall be provided in Cost
Exhibits 2A (Labor) and 5 (Other Direct Costs).

The NPM WR requirement is for the Contractor to provide the resources
and effort required to manage the TSSC contract during the first 12
months of the contract, in accordance with the plans and provisions
contained in the six management plans submitted by the Offeror. The
contract shall be managed in accordance with the general requirements of
Section C, Statement of Work, and the other provisions of the TSSC
contract.

The overall TSSC contract labor categories and levels shall be in
accordance with the labor hours provided in Section L [Attachment
L1]{.underline}. However, most of these labor resources will be
chargeable to Technical Work Releases and not to the NPM WR. The NPM WR
shall be sized and priced to support the contract infrastructure and
staff for the functions that will be charged to the NPM, including those
described in the six management plans submitted by the Offeror and
pre-FWR activity for work releases. The estimated volume of work
releases during the first year of the contract is 105 (ten in each of
the regions/implementation centers and the Technical Center and 5 in the
Aeronautical Center).

To minimize the length of the Offeror\'s proposal, descriptions of
general corporate organizational structure and the Offeror\'s program
management processes and functions that are discussed in any of the six
management plans need not be repeated or included in the NPM WR Plan.
The WR Plan should address only the specific activities and resources
that will be utilized by the Contractor to manage the TSSC contract
(again, explanations of the functions are not necessary). The resource
costs to manage this contract will be charged to the NPM WR and will not
be charged to specific individual technical Work Releases. Specifically,
the Offeror shall address the necessary NPM WR resources and costs for
the first 12 months of the contract. NPM WR areas include: key personnel
labor, management support labor and labor subcontracts, overtime
premiums and temporary duty travel for those personnel, all contract
personnel relocations, special training needs, special safety or other
equipment, special taxes, and other direct charges (ODCs) relating to
program management.

To facilitate the Offeror\'s understanding of, and response to, this NPM
WR Plan, information concerning the FAA program management tools, and
their technical interface requirements, are contained below.

#### L.19.4.1.1.1 NPM Interfaces with FAA PM Tools

Draft TSSC III Tracking System (T3TS) tables appear below.

**Contract Obligation Requirements (CORE) Tables**

CORE

  -------------------------------- --------------------------------------
  CORE_ID                          NUMBER NOT NULL PRIMARY

  PROJECT_ID                       VARCHAR2(20) NOT NULL

  APPROP_CODE                      VARCHAR2(5) NOT NULL

  CONTACT                          VARCHAR2(50)

  CONTACT_PHONE                    VARCHAR2(10)

  CORE_DATE                        DATE
  -------------------------------- --------------------------------------

CORE_LINE

  -------------------------------- --------------------------------------
  OBLIG_JCN                        VARCHAR2(7)

  REGION_ID                        VARCHAR2(20)

  LIMIT                            VARCHAR2(1)

  COST_CENTER                      VARCHAR2(4)

  BUDGET_LINE_ITEM                 VARCHAR2(6)

  PR_NUMBER                        VARCHAR2(20)

  OBJECT_CLASS                     VARCHAR2(4)

  OBLIG_AMOUNT                     NUMBER
  -------------------------------- --------------------------------------

**Funding Authorization National (FAN) Tables**

FAN

  -------------------------------- --------------------------------------
  FAN_ID                           VARCHAR2(20) NOT NULL

  AUTHORIZING_OFFICIAL             VARCHAR2(50)
  -------------------------------- --------------------------------------

FAN_LINE

  -------------------------------- --------------------------------------
  FAN_ID                           VARCHAR2(20) NOT NULL

  PROJECT_ID                       VARCHAR2(20) NOT NULL

  APPROP_CODE                      VARCHAR2(5) NOT NULL

  AUTHORIZED_ORG                   VARCHAR2(50)

  FUNDING_AMOUNT                   NUMBER
  -------------------------------- --------------------------------------

###  {#section-6 .unnumbered}

### Final Work Release (FWR) Tables {#final-work-release-fwr-tables .unnumbered}

FWR

  -------------------------------- --------------------------------------
  WR_ID                            NUMBER NOT NULL PRIMARY

  WR_NAME                          VARCHAR2(20) NOT NULL

  WORK_RELEASE_TYPE                VARCHAR2(1) NOT NULL

  REVISION_NUM                     NUMBER

  WR_SCHEDULE_PRIORITY             VARCHAR2(10)

  WR_FUNDING_CATEGORY              VARCHAR2(1) NOT NULL

  ORGANIZATION                     VARCHAR2(20)

  CORE_ID                          VARCHAR2(20)

  AUTHOR                           VARCHAR2(50)

  FAA_CONTACT                      VARCHAR2(20)

  CONTACT_PHONE                    VARCHAR2(10)

  ROUTING                          VARCHAR2(10)

  WRAP_ID                          NUMBER

  FAA_EARLY_START_DATE             DATE

  CTR_AVAIL_DATE                   DATE

  ACTUAL_START_DATE                DATE

  FAA_LATE_COMPLETE_DATE           DATE

  SCHED_COMPLETE_DATE              DATE

  ACTUAL_COMPLETE_DATE             DATE

  PRIOR_COST_EST                   NUMBER

  PRIOR_HOURS_EST                  NUMBER
  -------------------------------- --------------------------------------

FWRA (Final Work Release Allocations)

  -------------------------------- --------------------------------------
  FWRA_ID                          NUMBER NOT NULL PRIMARY

  WR_ID                            NUMBER NOT NULL

  LOC_ID                           VARCHAR2(10) NOT NULL

  SITE_FES                         VARCHAR2(60) NOT NULL

  REGION                           VARCHAR2(8) NOT NULL

  JON                              VARCHAR2(6) NOT NULL

  JCN                              VARCHAR2(10) NOT NULL

  RTP_ACTIVITY_CODE                VARCHAR2(10)

  APPROP                           VARCHAR2(5) NOT NULL

  LIMIT                            NUMBER NOT NULL

  BUDGET_LINE_ITEM                 VARCHAR2(10) NOT NULL

  PROGRAM_ELEMENT                  VARCHAR2(7) NOT NULL

  CAF                              VARCHAR2(4) NOT NULL

  OBJECT_CLASS                     VARCHAR2(5) NOT NULL

  C0ST_CENTER                      VARCHAR2(5) NOT NULL

  TYPE_I                           NUMBER NOT NULL

  BUDGET_COST                      NUMBER NOT NULL

  TYPE_III                         NUMBER NOT NULL

  BUDGET_HOURS                     NUMBER NOT NULL

  AMOUNT                           NUMBER NOT NULL

  ALLOCATION_TYPE                  VARCHAR2(1)
  -------------------------------- --------------------------------------

### Preliminary Work Release (PWR) Tables {#preliminary-work-release-pwr-tables .unnumbered}

PWR

  -------------------------------- --------------------------------------
  WR_ID                            NUMBER NOT NULL PRIMARY

  WR_NAME                          VARCHAR2(30) NOT NULL

  WR_NUMBER                        VARCHAR2(10) NOT NULL

  REVISION_NUM                     NUMBER

  SCHEDULE_PRIORITY                NUMBER

  SOW                              TEXT

  SOW_JCNS                         VARCHAR2(10) NOT NULL

  SERVICE_CATEGORY                 VARCHAR2(20)

  INVOICE_CATEGORY                 VARCHAR2(1) NOT NULL

  ORGANIZATION                     VARCHAR2(20)

  CORE_ID                          VARCHAR2(20)

  AUTHOR                           VARCHAR2(50)

  FAA_CONTACT                      VARCHAR2(20)

  CONTACT_PHONE                    VARCHAR2(10)

  ROUTING                          VARCHAR2(50)

  FAA_EARLY_START_DATE             DATE

  FAA_LATE_COMPLETE_DATE           DATE

  SCHED_COMPLETE_DATE              DATE

  WR_FUNDING_CATEGORY              VARCHAR2(1) NOT NULL
  -------------------------------- --------------------------------------

PWRA_LINES

  -------------------------------- --------------------------------------
  PWRA_ID                          NUMBER NOT NULL PRIMARY

  WR_ID                            NUMBER NOT NULL

  LOC_ID                           VARCHAR2(5) NOT NULL

  SITE_FES                         VARCHAR2(60) NOT NULL

  REGION                           VARCHAR2(1) NOT NULL

  JON                              VARCHAR2(6) NOT NULL
  -------------------------------- --------------------------------------

### Vendor Invoice Tables {#vendor-invoice-tables .unnumbered}

VEND_INVOICE

  -------------------------------- --------------------------------------
  INVOICE_NUM                      VARCHAR2(20) NOT NULL PRIMARY

  INVOICE_DATE                     DATE
  -------------------------------- --------------------------------------

VEND_INVOICE_LINE

  -------------------------------- --------------------------------------
  INVOICE_NUM                      VARCHAR2(20) NOT NULL

  INVOICE_LINE_NUM                 VARCHAR2(20) NOT NULL

  REGION                           VARCHAR2(8) NOT NULL

  WR_NAME                          VARCHAR2(20) NOT NULL

  WORK_RELEASE_TYPE                VARCHAR2(1) NOT NULL

  REVISION_NUM                     VARCHAR2(4) NOT NULL

  JCN                              VARCHAR2(10) NOT NULL

  RTP_ACTIVITY                     VARCHAR2(10) NOT NULL

  LOC_ID                           VARCHAR2(10) NOT NULL

  SITE_FES                         VARCHAR2(60) NOT NULL

  INVOICED_AMOUNT                  NUMBER

  EXPENSE_TYPE                     VARCHAR2(1)
  -------------------------------- --------------------------------------

#### L.19.4.1.1.2 CAEG

To satisfy the TSSC contract requirements for development and/or
revision of FAA engineering drawings on the CAEG system, no equipment
costs should be proposed by Offerors nor shall they be submitted by the
Offerors as part of the NPM WR. For bidding purposes, Offerors shall
assume all CAEG work will be performed on Government provided equipment
in Government space.

##  {#section-7 .unnumbered}

### L.19.4.2 Subcontract Management Plan  {#l.19.4.2-subcontract-management-plan .unnumbered}

Each Offeror shall develop and submit with its offer a Subcontract
Management Plan (SMP) which addresses the areas listed below and the
requirements of Section C.3.6. This submittal shall be presented in the
Offeror\'s format and include, but not be limited to:

-   A description of the Offeror\'s approach to the selection and
    management of subcontractors in a seamless work release environment.

```{=html}
<!-- -->
```
-   Provide a detailed organization chart and description of the
    Offeror\'s Contracts/ Purchasing function necessary to accomplish
    the selection of acceptable subcontractors.

```{=html}
<!-- -->
```
-   Describe in detail the Offeror\'s purchasing system, policies, and
    procedures. State when the last Contractor Purchasing System Review
    (CPSR) was conducted, the activity which conducted that review, the
    current status of that purchasing system (approved/disapproved) and
    the cognizant Contract Administration Support activity charged with
    the oversight of the Offeror\'s purchasing system.

```{=html}
<!-- -->
```
-   Describe the organizational relationship maintained between the
    prime and its subcontractors. Include the proposed method for
    allocation of work between the prime and subcontractors, the methods
    to be employed to ensure that subcontractors maintain and deliver
    the same high-quality service as the prime, and for the distribution
    of earned award fees.

```{=html}
<!-- -->
```
-   Discuss in detail the organization for (and procedures to be used
    in) selecting and managing Davis-Bacon Act construction
    subcontractors. This discussion shall include: performance criteria,
    both costs and schedule applicable to subcontractors to ensure the
    highest quality work, the proposed subcontractor status reporting
    procedures and prime Contractor efforts to be used to enhance
    communications, reduce misunderstandings, and for quickly resolving
    problems and disputes between itself and its subcontractors.

```{=html}
<!-- -->
```
-   A discussion of the Offeror\'s process to resolve disputes between
    itself and its subcontractors.

### L.19.4.3 Written Versions of Plans Presented Orally {#l.19.4.3-written-versions-of-plans-presented-orally .unnumbered}

##  {#section-8 .unnumbered}

After the selection of the apparent awardee, but prior to actual award
of the TSSC III contract, the apparent awardee will be required to
prepare and submit to the FAA written versions of the program management
(with NPM WR section) and subcontract management plans that were
presented orally. Any changes from the oral presentations must be
clearly identified and approved by the FAA. Upon FAA review, any desired
changes will be communicated and the final plans will be submitted to be
contractually incorporated into the contract at award.

##  {#section-9 .unnumbered}

## L.19.5 Oral Presentation Format and Procedures {#l.19.5-oral-presentation-format-and-procedures .unnumbered}

### L.19.5.1 Participants {#l.19.5.1-participants .unnumbered}

An Offeror's oral presentation must be conducted by key personnel, or
other selected senior managers of either the prime Contractor or
teammates, who the Offeror will actually employ under TSSC III to
perform in one of the following functional assignments: Program Manager,
Business Manager, Regional Manager (one or more), Contracts Manager,
Other Senior Managers of the Prime and Teammates. However, management
officials who have [substantial]{.underline} involvement with TSSC III,
but who will not be direct charges may also participate in the oral
presentation provided their involvement in the presentation is limited
to the area of their involvement in the TSSC III.

All of the above listed personnel that the Offeror proposes to perform
in the above positions should plan to attend the oral presentation and
the question and answer session and must be prepared to answer any
question(s) directed to them. In addition, Offerors may bring one
additional person to operate slide presentation equipment.

### L.19.5.2 Facilities {#l.19.5.2-facilities .unnumbered}

It is anticipated that the oral presentation will be held in a
conference room with presenters at a conference table or speaking from a
podium. The FAA will provide one overhead projector, one flipchart pad,
and marker pens for the Offeror's use during the oral presentation.
Alternatively, an Offeror may use PowerPoint or similar format for their
presentation, but must provide all of the required electronic equipment.
Any additional logistic needs should be conveyed to the Contracting
Officer at least 48 hours prior to the scheduled presentation time. The
FAA will videotape the oral presentations and follow-on question and
answer sessions and will provide a copy of the videotape to the Offeror
upon request.

### L.19.5.3 Documentation {#l.19.5.3-documentation .unnumbered}

Each Offeror must use the overhead transparencies (slides), or their
PowerPoint equivalent, provided with its written proposal/offer to
document the key points in its presentation. The Offeror may not use or
submit any other media or documents or make any changes, substitutions,
or corrections to the material submitted with its offer. There is no
limit to the number of overhead transparencies that an Offeror may use
during its pres­entation. However, when evaluating the Offeror's oral
presentation the [FAA]{.underline} will consider only the information
relating to the transparencies that were actually projected during the
presentation.

### L.19.5.4 Presentation Format {#l.19.5.4-presentation-format .unnumbered}

Introduction of FAA evaluators, advisors, and Offeror attendees will be
made prior to the commencement of the oral presentations.

Oral presentations shall be conducted sequentially in the order shown in
L.19.5.6 and shall begin with the identification of the topical area
being presented and the presenter's introduction by name, position, and
company affiliation.

The time limits specified in L.19.5.6 shall be the maximum allowed for
presentations. In the event the Offeror does not complete the oral
presentation within the prescribed time limit, any remaining material
that has not been presented will not be evaluated. Except for requests
for minor clarifications or requests to repeat something, the FAA
evaluators will not interrupt the formal briefing with questions.

At the end of the formal briefing, FAA evaluators will formulate and ask
any follow-on questions relating to any aspect of the Offeror's oral
presentation. Questions may be asked concerning the printed briefing
slides as well as the spoken presentation material.

### L.19.5.5 Evaluation  {#l.19.5.5-evaluation .unnumbered}

The FAA will evaluate information presented during the formal briefing,
as well as Offeror responses to the follow-on questions posed by FAA
evaluators.

### L.19.5.6 Oral Presentation Schedule  {#l.19.5.6-oral-presentation-schedule .unnumbered}

+---------------+-------------------------------------------+----------+
| [Time         | [Agenda Item]{.underline}                 | [Time    |
| ]{.underline} |                                           | Li       |
|               |                                           | mit]{.un |
|               |                                           | derline} |
|               |                                           |          |
|               |                                           | (in      |
|               |                                           | minutes) |
+---------------+-------------------------------------------+----------+
| 8:00 - 8:15   | Welcome and Introductions                 |          |
| AM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 8:15 - 9:45   | Program Management Plan                   | 90       |
| AM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 9:45 - 10:00  | ***Break***                               |          |
| AM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 10:00 - 10:30 | National Program Management WR            | 30       |
| AM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 10:35 - 12:05 | Subcontract Management Plan               | 90       |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 12:05 - 1:30  | ***Lunch***                               |          |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 1:30 - 1:45   | Presentation of FAA Questions             |          |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 1:45 - 2:30   | Contractor Development of Answers         | 20       |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 2:20 - 2:30   | ***Break***                               |          |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 2:30 - 3:00   | Contractor Answers -- PM Plan             | 30       |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 3:00 - 3:15   | Contractor Answers -- NPM WR              | 15       |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 3:15 - 3:30   | ***Break***                               |          |
| PM            |                                           |          |
+---------------+-------------------------------------------+----------+
| 3:30 - 4:00   | Contractor Answers -- Subcontract         | 30       |
| PM            | Management Plan                           |          |
+---------------+-------------------------------------------+----------+
| 4:00 - 5:00   | Additional Questions and                  |          |
| PM            | Answers/Discussion on previous            |          |
|               | presentations, if necessary               |          |
+---------------+-------------------------------------------+----------+

# L.20.0 OFFER - VOLUME IV - COST PROPOSAL - PREPARATION INSTRUCTIONS  {#l.20.0-offer---volume-iv---cost-proposal---preparation-instructions .unnumbered}

  -----------------------------------------------------------------------
  **Offerors are advised to read these cost proposal instructionS
  carefully\
  and follow them accurately**

  -----------------------------------------------------------------------

The Cost Proposal is the Offeror\'s estimate of the cost and fee to
perform the work described in this RFO/SIR. Because the Cost Proposal
will be evaluated to determine the probable cost to the FAA, it must be
accurate, complete, and well documented.

**[It is essential that the FAA have a clear understanding of exactly
what the Offeror is presenting in its Cost Proposal. This includes
existing verifiable data as well as assumptions, rationale, and
methodologies applied by the Offeror in projecting from known data to
estimates used in this proposal. The FAA reserves the right not to
evaluate any information that is incomplete or unclear. It is also
incumbent on the Offeror to use the FAA assumptions indicated in Section
L of this document and to follow the directions provided with the
required Cost Exhibits completely and explicitly.]{.underline}**

Each Offeror shall submit its Cost Proposal in a sealed package(s)
plainly marked \"Volume IV - COST PROPOSAL.\" No cost information shall
be included in the Technical portion of the proposal.

## L.20.1 Mandated Assumptions for Offerors\' Pricing {#l.20.1-mandated-assumptions-for-offerors-pricing .unnumbered}

In order to promote fair and consistent pricing of this procurement, all
Offerors are required to use certain assumptions when preparing Cost
Proposals. These "ground rules" are not intended to constrain Offerors'
responses, but rather to place all Offerors on an equitable basis.
Failure to comply with any mandated assumption could result in an
Offeror's proposal to be determined as non-responsive to the SIR and
could lead to the Offeror being excluded from consideration for contract
award. The mandated assumptions are contained in Sections L.20.1.2,
L.20.1.5, L.20.1.6, and L.20.1.7.

### L.20.1.1 Definitions of TSSC III Labor Categories and Skill Levels {#l.20.1.1-definitions-of-tssc-iii-labor-categories-and-skill-levels .unnumbered}

Offerors are directed to Attachment L2 for a complete discussion of the
Labor Categories and skill levels incorporated into this RFO/SIR and the
minimum requirements for each labor category and associated skill
levels.

### L.20.1.2 Prescribed Staffing and Distribution of Labor Hours  {#l.20.1.2-prescribed-staffing-and-distribution-of-labor-hours .unnumbered}

Attachment L1 lists the FAA's projected distribution of labor hours by
SIR labor category. The quantities of hours listed apply to each year of
the contract, including the options. The Offeror may allocate the hours
among its proposed subcontractors and consultants as it deems
appropriate; however, [the *total* number of hours for the prime and
subcontractors must exactly match Attachment L1.]{.underline}

Please note that Attachment L1 provides a [prescribed distribution of
labor hours that must be used **for Cost Proposal purposes
only**]{.underline}. It is not necessarily representative of the actual
number of resources that will be ordered under the contract per year,
per labor category, or per skill level.

### L.20.1.3 Contract Start Date {#l.20.1.3-contract-start-date .unnumbered}

For cost proposal preparation purposes, the Offeror shall assume
performance will begin on [1 January 2002.]{.underline}

### L.20.1.4 Correlation of TSSC Labor Categories to Contractor Bid Categories  {#l.20.1.4-correlation-of-tssc-labor-categories-to-contractor-bid-categories .unnumbered}

Cost Exhibit 3, "Development of Direct Labor Rates for First Year of the
Contract," is a key Cost Exhibit in this SIR because it displays the
Offeror's labor category/skill level pricing. It is imperative that all
Offerors be as straightforward and realistic as possible when preparing
this Cost Exhibit. Offerors are discouraged, for example, from using
composite rates for the Offeror bid category rates across the top of the
Cost Exhibit \-- the intent is to prevent a labor category/skill level
rate from becoming a "composite of a composite" rate. Bid category rates
should be existing, easily verifiable, DCAA approved proposal pricing
rates.

Furthermore, once a mix of bid category rates is developed for a labor
category/skill level, this exact same mix must be used for every year of
the proposal. Offerors shall not change the mix from year to year.

Inaccurate, incomplete, or unsubstantiated information in Cost Exhibit
3, or in its related discussion, could increase the risk of the
proposal, or even result in an Offeror's proposal being eliminated from
further consideration for award.

### L.20.1.5 Yearly Increases in Direct Labor Rates {#l.20.1.5-yearly-increases-in-direct-labor-rates .unnumbered}

Offerors shall develop direct labor rates by labor category specified in
this SIR for the [first year of the contract **ONLY**]{.underline}.
(Please note the discussion of Cost Exhibits 2, 3, and 4.) To develop
direct labor rates for subsequent years, Offerors are required to
escalate the first year rate by [3 percent]{.underline} per year. This
rate includes cost of living adjustments, merit pay increases,
promotions and attrition within a labor category/skill mix, etc.

### L.20.1.6 Estimated Davis-Bacon Construction Subcontracting **for Proposal Pricing Purposes** (see Cost Exhibit 1) {#l.20.1.6-estimated-davis-bacon-construction-subcontracting-for-proposal-pricing-purposes-see-cost-exhibit-1 .unnumbered}

All Offerors are required to propose the Government estimate of [\$36
million]{.underline} per contract year for construction and other
contracting subject to the Davis-Bacon Act. **Appropriate** indirect
costs must also be added to the direct cost estimate.

### L.20.1.7 Estimated Travel **for Proposal Pricing Purposes** (see Cost Exhibit 1) {#l.20.1.7-estimated-travel-for-proposal-pricing-purposes-see-cost-exhibit-1 .unnumbered}

All Offerors are required to propose [\$15 million]{.underline} as the
direct cost estimate for travel for each contract year. Furthermore,
travel must be proportionally distributed among the entities being
proposed based on each entity's proportionate allocation of direct labor
hours. For example, if an entity is proposed to perform 15 percent of
the labor hours in the proposal for a given year, they must also propose
15 percent of the travel for that year. Appropriate indirect costs for
each entity must also be added to the direct cost estimate for travel
contained here.

###  {#section-10 .unnumbered}

### L.20.1.8 Forty Hour Work Week {#l.20.1.8-forty-hour-work-week .unnumbered}

All entities are required to propose based on a 40-hour workweek. As the
proposing of uncompensated overtime is not authorized in this
acquisition, each Offeror shall submit the following certification as a
part of their proposal: "The proposed direct labor rates in this
proposal reflect a 40-hour work week, with no uncompensated overtime."
The certification shall also include the name and title of the signing
official.

## L.20.2 Contract Line Item Pricing {#l.20.2-contract-line-item-pricing .unnumbered}

As part of the cost proposal, the Offeror shall submit a copy of Section
B of the model contract with all costs and fees appropriately inserted.

## L.20.3 Required Cost Exhibits {#l.20.3-required-cost-exhibits .unnumbered}

The following information shall be organized and submitted in the form
of Cost Exhibits. Each Cost Exhibit must be clearly identified, follow
the prescribed format, include all of the information requested, and be
sequentially page numbered as appropriate. As necessary, the Offeror may
use foldouts to display the information. [All Cost Exhibits are required
for all entities (prime and subcontractor) responding to this
request.]{.underline} [Subcontractor information of a proprietary nature
may be provided in sealed packages appropriately marked, but must still
be submitted through the prime Contractor who is ultimately responsible
for all required materials to be delivered timely to the
FAA.]{.underline}

**[Summary of Cost Exhibits]{.underline}**

  --------------- -------------------------------------------------------
  Cost Exhibit 1  Proposed Price by Element of Cost, Year, and Contract
                  Term

  Cost Exhibit 2  Proposed Direct Labor Hours, Rates and Costs

  Cost Exhibit 2A Proposed Direct Labor Hours, Rates and Costs \--
                  Program Management WR (First Year)

  Cost Exhibit 3  Development of Direct Labor Rates for First Year of the
                  Contract

  Cost Exhibit 4  Qualifications and Descriptions of Offeror's Bid
                  Categories

  Cost Exhibit 5  Other Direct Costs, not Work Release Related

  Cost Exhibit 6  Indirect Expense Schedule
  --------------- -------------------------------------------------------

In addition to theses Cost Exhibits, each Offeror is expected to submit
any additional data, supporting schedules or substantiation that are
reasonably required for the conduct of an appropriate review and
analysis of its proposal. Other than proprietary rate information and
related calculations, the prime Contractor is responsible for ensuring
the accuracy and completeness of all subcontractor data submitted in
response to this SIR.

### L.20.3.1 Cost Exhibit 1 {#l.20.3.1-cost-exhibit-1 .unnumbered}

> Proposed Price by Element of Cost, Year, and Contract Term

This Cost Exhibit displays an entity's proposed price by specified
elements of cost across the ten years of the contract. Each entity
(prime and subcontractors) must provide this Cost Exhibit, so
submissions from various entities must distinctly and clearly identify
the entity.

a\. The element identified as "Direct Labor" should show only the
proposing entity's labor cost, and it must exactly match the bottom line
in Cost Exhibit 2, "Proposed Direct Labor Hours, Rates and Costs."

b.  For the prime Contractor only, the elements identified for
    subcontractor costs must exactly match the bottom lines from Cost
    Exhibit 1 for each of the entities.

c.  If an entity does not have any costs in a specified cost element,
    show zero for that element. Award fee, for example, should only
    contain values for the prime (note Section H clause entitled \"AWARD
    FEE\".

d.  If an entity would like to show additional detail below one of the
    cost elements specified, they may do so.

e.  Back-up information, including additional data and a detailed
    narrative description to explain the methodology used to estimate
    each element of cost is encouraged.

For the prime Contractor only, a step-by-step explanation of the
indirect costs that are added to direct costs must be provided. This
explanation must be concise, easy to follow, and all-inclusive (don't
neglect a step or forget a pool). If different pools are applied to
different types of costs (e.g., travel gets different "burdening" than
computers), explanations are required for each *type* of cost. The
step-by-step explanation should start with the direct cost base and end
with a "fully-wrapped" cost to the FAA.

### L.20.3.2 Cost Exhibit 2 {#l.20.3.2-cost-exhibit-2 .unnumbered}

> Proposed Direct Labor Hours, Rates, and Costs

This Cost Exhibit displays [direct labor only]{.underline}.
Indirect/Overhead expenses and other direct charges are shown on
separate Cost Exhibits. There should [be a separate Cost Exhibit
2]{.underline} for each entity proposing. Offerors are reminded to
reference the labor categories and skill levels specified in the Section
L attachment when completing this Cost Exhibit. Except for Offerors that
treat the labor for some administrative functions (see L.20.3.2.1) as
direct labor, **[the total number of hours from all entities must
exactly match the attachment by labor category, skill level, and
year.]{.underline}** Please note, however, that Attachment L1 provides
the prescribed distribution of labor hours **for Cost Proposal purposes
only**. It does not necessarily represent the actual FAA requirement for
resources per year, per labor category, or per skill level.

**For years 2 through 10, the [direct]{.underline} labor rate for each
labor category must be exactly 3 percent than the prior year
[direct]{.underline} labor rate (see Cost Exhibit 3, "Development of
Direct Labor Rates for First Year of the Contract").**

In addition to the Cost Exhibit, each entity must provide a detailed
narrative description to explain the cost reasonableness, reliability,
and methodology used to estimate each non-Service Contract Act (SCA)
labor category/skill level. For occupations covered by the SCA, all
Offerors must use the rates specified below for the first year of the
contract. **However, this will be for cost proposal purposes only, and
the wage determination for the actual work location will apply to work
performed under the contract.** SCA-covered occupations are:

  ---------------------------------------------- ------------------------
  [Occupation]{.underline}                       [Wage Rate]{.underline}

  Computer Systems Analyst II                    \$23.25/hour

  Electronics Technician, Maintenance I          \$14.76

  Electronics Technician, Maintenance II         \$17.54

  Electronics Technician, Maintenance III        \$19.02

  Drafter II                                     \$12.70

  Drafter III                                    \$15.05

  Drafter IV                                     \$18.18

  Civil Engineering Technician                   \$17.51

  Accounting Clerk                               \$13.72

  Word Processor II                              \$10.81

  Secretary LR1                                  \$10.47

  Order Clerk II                                 \$10.65
  ---------------------------------------------- ------------------------

Applicable Health and Welfare Benefits Rate - \$2.56/hr.

#### L.20.3.2.1 Administrative Functions

The Section L attachment lists some administrative functions (such as
accounting clerk, buyer, and subcontract administrator) which will be
direct charges under the contract. Entities that normally direct charge
labor for **other** administrative functions shall include estimates for
this support in Cost Exhibit 2. If such estimates are included, the
entity shall certify either (a) that it ordinarily does not charge such
labor directly and does not intend to do so under the TSSC III contract,
or (b) that it does charge such labor directly and has included
estimates in Cost Exhibit 2.

#### L.20.3.2.2 Cost Exhibit 2A

> Proposed Direct Labor Hours, Rates and Cost \-- Program Management WR
> (First Year)

This Cost Exhibit displays the proposed labor costs for the first year
of the Program Management WR. It shall be prepared by the prime
Contractor only, but shall include all labor categories and skill levels
which will be employed under the WR. In addition to displaying the labor
hours by labor category, they shall be categorized into the following
functional areas: management (key personnel and related office support),
business management, operations (information technology/CCDB development
and operation), Davis-Bacon subcontract administration, quality
assurance (QA), employee occupational safety and health (EOSH), and
technical work planning (developing technical WR Plans and charges
related to Preliminary WR meetings).

### L.20.3.3 Cost Exhibit 3 {#l.20.3.3-cost-exhibit-3 .unnumbered}

> Development of Direct Labor Rates for First Year of the Contract
> (Non-SCA Occupations Only)

This Cost Exhibit displays the methodology used to develop each entity's
direct labor rate by FAA Labor Category. Please read and follow these
instructions carefully. There shall be a separate Cost Exhibit 3 for
each entity proposing.

For each non-Service Contract Act labor category, the entity must show
how the year 1 rate was developed using internal, corporate, bid rates
which can be easily audited and/or verified. The assumption in this Cost
Exhibit is that most entities have pre-existing, readily accessible
labor rates commonly used for proposal pricing and that these rates will
be mixed to develop proposed rates by labor category. If this is the
case, this Cost Exhibit should be easy to prepare. Show the SIR labor
categories/skill levels down the left side of the Cost Exhibit, the
company bid categories across the top (along with their rate), and in
each intersection identify the percent the bid category is of the labor
category/skill level. At the far right, show the sum of the bid category
rate multiplied by the percent that category is of the labor
category/skill level. Each entity should escalate current bid category
rates to the projected rate effective for year one, show both rates at
the top of the Cost Exhibit, and provide a detailed explanation of the
rationale for the escalation.

***Special Note:*** Offerors are [dis]{.underline}couraged from using
any type of composite rate for the Offeror bid category rates across the
top of the Cost Exhibit. The rates used here should be existing, easily
verifiable, and DCAA approved proposal pricing rates whenever
possible*.*

In those situations where an entity does not have existing bid category
rates, or bid category rates do not easily segregate into the minimum
qualifications for labor categories (see [Cost Exhibit 4]{.underline}),
this Cost Exhibit can be more difficult to prepare. If this is the
situation, it is imperative that the entity makes this fact well known
in the proposal. In addition, complete and thorough explanations
regarding the methodology employed in developing the labor
category/skill level rates are mandatory. Since composite rates should
be avoided, entities may be faced with developing labor category/skill
level rates based on individual employees. If this is the case, list
each employee, their current rate, and the percent of that employee's
rate that is used to calculate the labor category/skill level rate. If
the entity proposes to escalate the current rate to a projected rate
effective for year one, explain why and how this is done. A single
employee may be used for more than one labor category/skill mix, but not
for more than three. Employees used to develop rates for this Cost
Exhibit must be shown, along with their qualifications, on Cost Exhibit
4. Offerors are encouraged to provide a detailed description of the
reason for not using bid category rates along with an explanation of
exactly how each labor category/skill level rate was developed. [This
should include existing verifiable data as well as assumptions,
rationale, and methodologies applied in projecting from known data to
estimates used in the proposal. The FAA reserves the right not to
evaluate any information that is incomplete or unclear.]{.underline}

Offerors are reminded that this Cost Exhibit shows [direct
labor]{.underline}, [for the first year of the contract
ONLY]{.underline}. All subsequent year direct labor rates are escalated
at 3 percent per year. [Entities may not change the mix of bid labor
categories across the years of the contract.]{.underline}

### L.20.3.4 Cost Exhibit 4 {#l.20.3.4-cost-exhibit-4 .unnumbered}

> Qualifications and Descriptions of Offeror\'s Bid Categories

This Cost Exhibit shows the qualifications for each bid category
included in the proposal. The intent is to ensure that the minimum
qualifications of the FAA's labor categories/skill levels are met in the
cost proposal. Each entity is required to complete this Cost Exhibit.

Offerors are directed to Section L attachments for a complete discussion
of the minimum requirements for the TSSC III labor categories and skill
levels incorporated into this RFO/SIR.

Since information on this Cost Exhibit will be used to determine if the
Offeror's Cost Proposal satisfies the minimum technical requirements of
the RFO regarding TSSC III labor categories, it is incumbent on the
Offeror to provide enough background data to facilitate an evaluation of
the proposed bid categories. This may include company policies,
procedures, and practices, DCAA audits, etc. The Government reserves the
right to request full personnel manuals, corporate labor studies, etc.

Where individual employee rates are used to compute the labor
category/skill level rates on Cost Exhibit 3, qualifications for each
employee must be included on this Cost Exhibit.

### L.20.3.5 Cost Exhibit 5 {#l.20.3.5-cost-exhibit-5 .unnumbered}

> Other Direct Costs, Not Technical Work Release Related

Entities shall estimate by year and category other direct costs not
related to technical work releases which will be charged to the program
management work release. These may include directly charged costs
applicable to facilities dedicated to TSSC III such as:

-   Office rental charges

-   The costs of computer equipment (including peripheral devices and
    network requirements)

-   Other office equipment and supplies

-   Office furniture

-   Communications equipment

-   Special safety or other equipment

-   CCDB and cost accounting system

-   Training

-   Travel for personnel included in Cost Exhibit 2A

-   All personnel relocation

-   Software

Entities shall provide detailed data to support the estimated costs. For
example, for office rental, the entity shall indicate, at a minimum, the
location of the dedicated office, the number of square feet of space,
the number of personnel the space will accommodate and the proposed cost
per square foot per contract year.

For computers, other equipment, and office furniture, the entity shall,
at a minimum, list the items, their unit prices, and the extended
amounts by contract year. The Offeror shall disclose whether it intends
to purchase or lease the computers, other equipment, and office
furniture. If it plans to purchase an item and directly charge
depreciation costs, it shall thoroughly explain the depreciation costs
by contract year.

To assist Offerors in estimating these costs the following information
is provided on the estimated number of employees to be housed in each
office.

  ------------------------ ------------------------- ------------------------- -------------------------
  [Location]{.underline}   [Employees]{.underline}   [Location]{.underline}    [Employees]{.underline}

  Headquarters             40                        Central Region            35

  New England Region       35                        Southwest Region          50

  Eastern Region           40                        Northwest Mountain Region 45

  Southern Region          50                        Western Pacific Region    50

  Great Lakes Region       45                        Alaska Region             35

  Aeronautical Center      0                         Technical Center          50
  ------------------------ ------------------------- ------------------------- -------------------------

If an Offeror proposes to include any of the items enumerated above in
an indirect cost pool rather than as a direct charge, the Offeror shall
so state and provide complete details concerning the method of cost
recovery, including appropriate references to Cost Exhibit 6.

### L.20.3.6 Cost Exhibit 6 - Indirect Expense Schedules  {#l.20.3.6-cost-exhibit-6---indirect-expense-schedules .unnumbered}

Each entity must include a schedule of indirect expenses for [every
indirect cost pool included in the proposal]{.underline}. Pools not
included in the proposal, but later used as a part of the contract,
require prior approval of the Contracting Officer.

Offerors are discouraged from creating indirect expense pools solely for
purposes of responding to this RFO/SIR. If, however, this is a common
practice and there is no alternative, the Offeror must provide rationale
for the expense pool, corporate policy regarding the establishment of
the pool, and information on similar pools along with any audit data
available.

## L.20.4 Other Required Information {#l.20.4-other-required-information .unnumbered}

### L.20.4.1 Audits {#l.20.4.1-audits .unnumbered}

By submitting an offer in response to this SIR, the Offeror grants the
Contracting Officer or an authorized representative the right to
examine, at any time before award, books, records, documents, or other
directly pertinent records to verify any data submitted and/or the
reasonableness of price.

### L.20.4.2 Financial Statement {#l.20.4.2-financial-statement .unnumbered}

The Offeror (prime and each subcontractor) shall furnish in Volume IV
financial statements for the last three (3) fiscal years of business for
the corporation, and for any affiliate, subsidiary, or division proposed
to perform work delineated in Section C for which separate financial
records are maintained. In addition, in the event a team/joint venture
or other group of companies is proposed to accomplish the functions of a
prime Contractor, separate financial statements for each company
participating in the team/joint venture or group shall be provided.
Financial statements shall include the following as a minimum:

-   Balance Sheet

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-   Profit and Loss Statement

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-   Statement of Cash Flow (Source and Application of Funds)

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-   Statement of Retained Earnings

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-   If available, submissions to the Securities and Exchange Commission
    (SEC) of the Offeror's 10K and 10Q reports

### L.20.4.3 Disclosure Statement, Forward Pricing Rate Agreements (FPRAs), and Audit Contacts {#l.20.4.3-disclosure-statement-forward-pricing-rate-agreements-fpras-and-audit-contacts .unnumbered}

The Offeror (prime and each subcontractor) shall comply with FAA AMS
3.2.3-1, COST ACCOUNTING STANDARDS NOTICES AND CERTIFICATION, by
completing the required elements of the clause and providing its
disclosure statement. The Offeror shall also provide any information
resulting from Government review and findings with regard to the
Offeror's accounting system or disclosure statement. . In addition, each
entity shall provide a copy of its most recent FPRA and the name(s),
address(es), and a point of contact for the agency which issued the most
recent audit/FPRA. If the information is for a parent or other division
rather than the proposing entity, the entity should explain how the
information relates to the proposing organization.

NOTE: Copies of recent FPRAs and disclosure statements from each
proposing prime and each subcontractor shall be furnished with the
proposal, unless subcontractors choose to submit data directly to the CO
under separate cover.

### L.20.4.4 Computation of Award Fee {#l.20.4.4-computation-of-award-fee .unnumbered}

The Offeror shall describe the methodology used in calculating its
proposed maximum award fee pool for each contract term, as provided in
Section B. Regardless of the method used for calculating maximum
proposed award fee, the maximum award fee for any given award fee
performance period will be calculated and allocated in accordance with
the procedures prescribed in Section B clause entitled \"DETERMINATION
OF AWARD FEE\" and Section H clause entitled \"AWARD FEE\".

###  {#section-11 .unnumbered}

### L.20.4.5 Professional Employee Compensation {#l.20.4.5-professional-employee-compensation .unnumbered}

Recompetition of service contracts may, in some cases, result in
lowering the compensation (salaries and fringe benefits) paid or
furnished professional employees. This lowering can be detrimental in
obtaining the quality of professional services needed for adequate
contract performance. It is therefore in the Government\'s best interest
that professional employees, as defined in 29 CFR 541, be properly and
fairly compensated. As part of their proposals, the Offeror (both prime
and each subcontractor) will submit a total compensation plan setting
forth salaries and fringe benefits proposed for the professional
employees who will work under the contract, [including any proposed
compensation for overtime work]{.underline}. The Government will
evaluate the plan to assure that it reflects a sound management approach
and understanding of the contract requirements. This evaluation will
include an assessment of the Offeror's ability to provide uninterrupted
high-quality work. The professional compensation proposed will be
considered in terms of its impact upon recruiting and retention, its
realism, and its consistency with a total plan for compensation.
Supporting information will include data, such as recognized national
and regional compensation surveys and studies of professional, public
and private organizations, used in establishing the total compensation
structure.

The compensation levels proposed should reflect a clear understanding of
work to be performed and should indicate the capability of the proposed
compensation structure to obtain and keep suitably qualified personnel
to meet mission objectives. The salary rates or ranges must take into
account differences in skills, the complexity of various disciplines,
and professional job difficulty. Additionally, proposals envisioning
compensation levels lower than those of predecessor Contractors for the
same work will be evaluated on the basis of maintaining program
continuity, uninterrupted high-quality work, and availability of
required competent professional service employees. Offerors are
cautioned that lowered compensation for essentially the same
professional work may indicate lack of sound management judgment and
lack of understanding of the requirement.

The Government is concerned with the quality and stability of the work
force to be employed on this contract. Professional compensation that is
unrealistically low or not in reasonable relationship to the various job
categories may become a risk item, since it may impair the Contractor\'s
ability to attract and retain competent professional service employees.
It may also be viewed as evidence of failure to comprehend the
complexity of the contract requirements.

Failure to comply with these provisions may constitute sufficient cause
to justify rejection of a proposal.

## L.20.5 Electronic Media {#l.20.5-electronic-media .unnumbered}

Offerors (prime and each subcontractor) are required to submit Cost
Exhibits 1, 2, and 3 in electronic media as well as in hard copy form.
Only one copy of the data in electronic format is required. All Cost
Exhibits must be in spreadsheets, created with Excel (Microsoft Office
97), delivered on compact disks. These diskettes/disks must be clearly
labeled, and a cross-reference to the file names on the diskette/disk
must be provided in hard-copy form. Cell formulas, where they are used
to create values in the Cost Exhibits, must be included; and worksheets,
spreadsheets, or files must be appropriately cross-linked. The
"Precision as Displayed" option in Excel should be turned **off**. To
the maximum extent possible, the prime Contractor must ensure that
subcontractor(s) prepare and submit appropriate electronic media. If
possible, subcontractor(s) spreadsheets should link into the prime's
data. The FAA should be able to recreate the Offeror's proposal from the
electronic media provided. Inconsistencies between the hard copy
submissions and the electronic media could increase the overall risk
associated with the Offeror's proposal.

## L.20.6 Pre-Award Surveys {#l.20.6-pre-award-surveys .unnumbered}

A pre-award survey is an evaluation of a prospective Contractor\'s
capability to perform a proposed contract and is used as a means for
assisting the Contracting Officer in making a determination that an
Offeror is a responsible prospective Contractor. The FAA reserves the
right to conduct a pre-award survey on any entity included by the
Offeror. If a pre-award survey is conducted, it does not mean that an
Offeror has been selected for award.

# L.21.0 NORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS) {#l.21.0-north-american-industry-classification-system-naics .unnumbered}

The standard industrial classification (SIC) system has been replaced by
the North American Industry Classification System (NAICS). Information
on NAICS, including matching of SIC codes to NAICS codes and vice versa
may be found on the Bureau of Census web site at
<http://www.census.gov/epcd/www/naics/html>. The NAICS codes for this
program are:

5413 Architectural, Engineering, and Related Services

5416 Management, Scientific, and Technical Consulting Services

233 Building, Developing, and General Contracting

234 Heavy Construction

235 Special Trade Contractors

# L.22.0 COMPLIANCE WITH INSTRUCTIONS {#l.22.0-compliance-with-instructions .unnumbered}

When evaluating an Offeror's capability to perform the prospective
contract, the FAA will also consider compliance with these instructions.
The FAA will consider an Offeror's noncompliance with these
instructions, or any attempt to evade the requirements imposed by these
instructions, as indicative of conduct the FAA may expect from the
Offeror during contract performance. The FAA reserves the right to
consider noncompliance with these instructions in the evaluation
process.

# L.23.0 OFFEROR STATEMENTS  {#l.23.0-offeror-statements .unnumbered}

Offerors are cautioned as to the veracity of statements, promises or
offers advanced during the written or oral presentation portion of this
evaluation, as the FAA reserves the right to contractually invoke any
statement, promise, or other offer of any kind made during the
evaluation process through the creation of one or more Section H clauses
in order to bind the Offeror to any specific representation made to the
FAA.

**SECTION L**

# COST EXHIBITS {#cost-exhibits .unnumbered}

**COST EXHIBIT 1**

**PROPOSED PRICE BY ELEMENT OF COST, YEAR, AND CONTRACT TERM**

*Name of Offeror or Subcontractor*

<table>
<colgroup>
<col style="width: 28%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 11%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 10%" />
<col style="width: 8%" />
<col style="width: 8%" />
</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td><blockquote>
<p>Year 1</p>
</blockquote></td>
<td><blockquote>
<p>Year 2</p>
</blockquote></td>
<td><blockquote>
<p>Year 3</p>
</blockquote></td>
<td><blockquote>
<p>Year 4</p>
</blockquote></td>
<td>Total Base Period</td>
<td><blockquote>
<p>Year 5</p>
</blockquote></td>
<td><blockquote>
<p>Year 6</p>
</blockquote></td>
<td><blockquote>
<p>Year 7</p>
</blockquote></td>
<td>Total First Option</td>
<td>Etc.</td>
<td>Total Ten Years</td>
</tr>
<tr class="even">
<td>Direct Labor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Labor Overhead(s)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Subcontracts</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Subcontractor 1</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Subcontractor 2</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Travel</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>D-B Subcontract Costs</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Other Direct Costs (specify)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Subtotal</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Other Indirect Expenses</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>G&amp;A</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Total Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Award Fee</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Total Price</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

*The Offeror and each subcontractor must submit a Cost Exhibit 1.*

*The format of the exhibit may be revised so as to include all elements
of cost*.

**COST EXHIBIT 2**

**PROPOSED DIRECT LABOR HOURS, RATES, AND COSTS**

<table>
<colgroup>
<col style="width: 28%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 11%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 10%" />
<col style="width: 8%" />
<col style="width: 8%" />
</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td><blockquote>
<p>Year 1</p>
</blockquote></td>
<td><blockquote>
<p>Year 2</p>
</blockquote></td>
<td><blockquote>
<p>Year 3</p>
</blockquote></td>
<td><blockquote>
<p>Year 4</p>
</blockquote></td>
<td>Total Base Period</td>
<td><blockquote>
<p>Year 5</p>
</blockquote></td>
<td><blockquote>
<p>Year 6</p>
</blockquote></td>
<td><blockquote>
<p>Year 7</p>
</blockquote></td>
<td>Total First Option</td>
<td>Etc.</td>
<td>Total Ten Years</td>
</tr>
<tr class="even">
<td>First Labor Category</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Rate</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Second Labor Category</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Rate</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Etc.</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Total Direct Labor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

*Each Offeror and subcontractor must submit a separate Cost Exhibit 2.*

*[Unburdened]{.underline} direct labor rates, which include no indirect
costs or fee, must be listed.*

*List direct labor hours, rates and costs by SIR category, not by entity
labor category.*

**COST EXHIBIT 2A**

**PROPOSED DIRECT LABOR HOURS, RATES, AND COSTS \--**

**PROGRAM MANAGEMENT WORK RELEASE (FIRST YEAR)**

<table>
<colgroup>
<col style="width: 36%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Region</td>
<td><blockquote>
<p>ANE</p>
</blockquote></td>
<td><blockquote>
<p>AEA</p>
</blockquote></td>
<td><blockquote>
<p>ASO</p>
</blockquote></td>
<td><blockquote>
<p>AGL</p>
</blockquote></td>
<td><blockquote>
<p>ACE</p>
</blockquote></td>
<td><blockquote>
<p>ASW</p>
</blockquote></td>
<td><blockquote>
<p>AAL</p>
</blockquote></td>
<td><blockquote>
<p>ANM</p>
</blockquote></td>
<td><blockquote>
<p>AWP</p>
</blockquote></td>
<td><blockquote>
<p>ACT</p>
</blockquote></td>
<td><blockquote>
<p>AMC</p>
</blockquote></td>
<td><blockquote>
<p>ADC</p>
</blockquote></td>
<td><blockquote>
<p>Total</p>
</blockquote></td>
</tr>
<tr class="even">
<td>First Labor Category</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Rates</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Second Labor Category</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Rates</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Etc.</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Total Direct Labor</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Hours</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Cost</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

*Only the prime Contractor must submit Cost Exhibit 2A.*

*[Unburdened]{.underline} direct labor rates, which include no indirect
costs or fee, must be listed.*

*List direct labor hours, rates and costs by SIR category, not by entity
labor category.*

**PROGRAM MANAGEMENT WR**

**Labor Sub-element Breakdown (Data Depicted in Labor Hours)**

<table>
<colgroup>
<col style="width: 36%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 4%" />
<col style="width: 6%" />
</colgroup>
<tbody>
<tr class="odd">
<td>Region</td>
<td><blockquote>
<p>ANE</p>
</blockquote></td>
<td><blockquote>
<p>AEA</p>
</blockquote></td>
<td><blockquote>
<p>ASO</p>
</blockquote></td>
<td><blockquote>
<p>AGL</p>
</blockquote></td>
<td><blockquote>
<p>ACE</p>
</blockquote></td>
<td><blockquote>
<p>ASW</p>
</blockquote></td>
<td><blockquote>
<p>AAL</p>
</blockquote></td>
<td><blockquote>
<p>ANM</p>
</blockquote></td>
<td><blockquote>
<p>AWP</p>
</blockquote></td>
<td><blockquote>
<p>ACT</p>
</blockquote></td>
<td><blockquote>
<p>AMC</p>
</blockquote></td>
<td><blockquote>
<p>ADC</p>
</blockquote></td>
<td><blockquote>
<p>Total</p>
</blockquote></td>
</tr>
<tr class="even">
<td>Management</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Business Management</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Operations (IT, CCDB)</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Quality Assurance</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>EOSH</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="odd">
<td>Technical Planning</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
<tr class="even">
<td>Total</td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
<td></td>
</tr>
</tbody>
</table>

**COST EXHIBIT 3**

**DEVELOPMENT OF DIRECT LABOR RATES**

**FOR THE FIRST YEAR OF THE CONTRACT**

  ----------------------- ----------------------- ----------------------- --------------------
  [SIR Labor              [Bid                    [Bid                    [Etc.]{.underline}
  Category]{.underline}   Category]{.underline}   Category]{.underline}   

  First Category                                                          

  Second Category                                                         

  Etc.                                                                    
  ----------------------- ----------------------- ----------------------- --------------------

*The Offeror and each subcontractor must submit a separate Cost Exhibit
3.*

*The current and proposed rates in this Cost Exhibit must be unburdened
direct labor rates. The rates must reflect no indirect costs or fee.*

**COST EXHIBIT 4**

**QUALIFICATIONS AND DESCRIPTIONS OF OFFERORS BID CATEGORIES**

*The Offeror shall list the minimum qualifications of each
Offeror/subcontractor bid category used in developing the proposed rates
for one or more labor categories/skill levels. The Offeror shall
include, where applicable, the experience and educational requirements
for the Offeror bid category, showing the nature of the work, level of
supervision, etc.*

*Offerors are encouraged to provide existing descriptions from personnel
manuals or other company sources.*

*Offerors may select the format for Cost Exhibit 4.*

*The Offeror and all subcontractors must submit a Cost Exhibit 4.*

**COST EXHIBIT 5**

**OTHER DIRECT COSTS, NOT PM WORK RELEASE RELATED**

*Offerors may use a format of their choice to provide the cost
information in Cost Exhibit 5.*

**COST EXHIBIT 6**

**INDIRECT EXPENSE SCHEDULE**

+-----------------------+-------------+----------+----------+----------+
| Expense Category      | Actual      | Estimate | Estimate | Estimate |
|                       |             |          |          |          |
|                       | Last        | Current  | Next     | Second   |
|                       | Completed   |          |          |          |
|                       | Fiscal Year | Fiscal   | Fiscal   | Fiscal   |
|                       |             | Year     | Year     | Year     |
+-----------------------+-------------+----------+----------+----------+
| Expense Pool          | \$          | \$       | \$       | \$       |
|                       |             |          |          |          |
| (list each item in    |             |          |          |          |
| pool)                 |             |          |          |          |
+-----------------------+-------------+----------+----------+----------+
| Total Expense Pool    | \$          | \$       | \$       | \$       |
+-----------------------+-------------+----------+----------+----------+
| Allocation Base       | \$          | \$       | \$       | \$       |
| Amount (also identify |             |          |          |          |
| eg direct labor)      |             |          |          |          |
+-----------------------+-------------+----------+----------+----------+
| Expense Rate (%)      |             |          |          |          |
+-----------------------+-------------+----------+----------+----------+

*The Offeror and each subcontractor must submit one schedule for each
indirect expense pool (labor overhead, G&A, etc.)*

*The Offeror must list amounts for individually accounted for pools, not
group totals. For example, it shall list amounts for specific fringe
benefit items, (vacation, holidays, sick leave, pension plan, medical
insurance, etc.). Listing only a fringe benefit total is not sufficient.
Similarly, the Offeror must list separate amounts for rent,
depreciation, indirect labor, and the other items that comprise the
overhead pool.*

*The Offeror must list the total expense pool amount (numerator),
allocation base (denominator) and rate (quotient) for each indirect
expense category (overhead, G&A, etc.)*

**SECTION L**

# ATTACHMENT ONE {#attachment-one .unnumbered}

**ESTIMATE OF STAFF HOUR REQUIREMENTS**

The quantities of hours listed apply to contract years 1 through 10 and
are for evaluation purposes only. The specific labor categories and
hours represent the FAA's projection of its ESTIMATED requirements.
However, they are not guaranteed labor categories and hours, and the
number of labor hours and labor categories will change as the FAA
requirements and budget numbers change. Furthermore, it is noted that
the estimated hours for the first contract year (full staffing level) is
not consistent with L.18.2.3, Staffing and Transition Management Plan,
which provides for a linear ramp up to full staffing levels.

  ------------------------- ------------- -------------------------- -------- ------------- --
  **Labor Category**        **Estimated   **Labor Category**                  **Estimated   
                            Hours Per                                         Hours Per     
                            Year**                                            Year**        

  Accounting Clerk          2,400         Estimator, Entry Level     1,200                  

  Architect                 9,400         Estimator, Senior          300                    

  Buyer                     12,800        Fire Protection Engineer   1,100                  

  Civil Engineer,           63,400        Human Factors Specialist   6,700                  
  Journeyman                                                                                

  Civil Engineer, Entry     36,900        Mechanical Engineer,       30,100                 
  Level                                   Journeyman                                        

  Civil Engineer, Senior    76,200        Mechanical Engineer, Entry 5,800                  
                                          Level                                             

  Civil Engineering         178,800       Mechanical Engineer,       28,500                 
  Technician                              Senior                                            

  Computer Systems Analyst  4,800         Meteorologist              3,200                  

  Drafter II                10,800        National Business Manager  1,880                  

  Drafter III               32,900        National Contract Manager  1,880                  

  Drafter IV                134,400       National Program Manager   1,880                  

  Electrical Engineer,      37,200        Order Clerk                20,200                 
  Journeyman                                                                                

  Electrical Engineer,      20,100        Program Analyst            6,500                  
  Entry Level                                                                               

  Electrical Engineer,      60,900        Program Analyst, Associate 15,400                 
  Senior                                                                                    

  Electronic Engineer,      51,800        Quality Control            20,500                 
  Journeyman                                                                                

  Electronic Engineer,      26,400        Regional Manager           18,800                 
  Entry Level                                                                               

  Electronic Engineer,      53,400        Secretary                  93,700                 
  Senior                                                                                    

  Electronic Technician,    68,300        Subcontract Administrator  11,600                 
  Maint. I                                                                                  

  Electronic Technician,    179,300       Software Engineer,         2,300                  
  Maint. II                               Journeyman                                        

  Electronic Technician,    296,400       Software Engineer, Entry   5,760                  
  Maint. III                              Level                                             

  Environmental Engineer,   4,300         Software Engineer, Senior  14,200                 
  Journeyman                                                                                

  Environmental Engineer,   300           Word Processor             39,300                 
  Senior                                                                                    
  ------------------------- ------------- -------------------------- -------- ------------- --

S**ECTION L**

# ATTACHMENT TWO {#attachment-two .unnumbered}

**LIST OF APPLICABLE LABOR CATEGORIES**

**FOR PROPOSAL PREPARATION**

**NOTE: EXECUTIVE, ADMINISTRATIVE, AND PROFESSIONAL OCCUPATIONS ARE NOT
SUBJECT TO THE SERVICE CONTRACT ACT**

**NATIONAL PROGRAM MANAGER**

**Duties and Functions:** Manages a large multi-faceted program
employing up to 1500 FTE support personnel. This program consists of
multiple work releases related to the implementation of CIP projects and
NAS modernization efforts at numerous FAA sites and facilities located
throughout the United States and at worldwide locations. In addition to
managing the overall program and contract, the manager must establish
policies, procedures, and goals for the successful completion of work
that is within budget and schedule constraints, delineate these
policies, procedures and goals to subordinates, and see that they are
effectively carried out. Further, the position requires frequent
interface with FAA headquarters and regional personnel, other Contractor
personnel, FAA work release managers, and other FAA customer
representatives

**Requirements:** Successful completion of a four-year curriculum, from
an accredited college or university, leading to a bachelor's degree from
a school of engineering, business, architecture, or science. Ten or more
years of general engineering related management experience in projects
related to construction, and the installation, integration, and testing
of complex electronic equipment. Must also possess the demonstrated
ability to manage a diverse group of functional activities in widely
dispersed geographic locations and interact with customer personnel. The
ten years of general experience must include a minimum of five years of
specialized experience in the direct supervision and management of
complex systems and subsystems and at least two years of which includes
experience in managing highly technical installation projects involving
groups of at least 100 personnel.

**NATIONAL CONTRACTS MANAGER**

**Duties and Functions:** Administers a large cost plus award fee
(CPAF), level of effort, work release engineering and installation
support services contract. Responsible for all contract administration
functions to ensure that the Government is provided what has been agreed
to by the Contractor and that the Contractor is in full compliance with
all terms and conditions of the Contract. Also oversees the contract
administration functions involving the Contractor at all nine regional
and two center sites, and at other field locations.

**Requirements:** Successful completion of a four-year curriculum
leading to a bachelor's degree from an accredited college or university
and a sound working knowledge of the new FAA AMS and standard commercial
acquisition practices. Ten years general experience in administering
both Government contracts and subcontracts and prime Contractor
subcontracts in support of Government acquisitions of professional
support services. In addition to the ten years of general experience,
five years specialized experience is required in the direct
administration of major support services contracts for engineering,
technical, and construction services.

**NATIONAL BUSINESS MANAGER**

**Duties and Functions:** Serves as the focal point for all financial
matters involving the Contractor's TSSC III program. Addresses cost
issues and tracks costs incurred and funds provided. Also involved with
compiling rate information (direct and indirect) and generally ensuring
that the Contractor is in compliance with all financial requirements of
the contract.

**Requirements:** Successful completion of a four-year curriculum
leading to a bachelor's degree in Business Administration or a business
related field, with a CPA or MBA preferred. Minimum of five years
experience to include experience with cost reimbursement type contracts
and experience with Government cost accounting systems.

**REGIONAL PROGRAM MANAGER**

**Duties and Functions:** Manages a large multi-faceted program within a
region or center. This program consists of multiple work releases
related to the implementation of CIP projects and NAS modernization
efforts at numerous FAA sites and facilities located within the area of
responsibility. In addition to managing the overall program and contract
within the region or center, the manager must establish policies,
procedures, and goals for the successful completion of work that is
within budget and schedule constraints, delineate these policies,
procedures and goals to subordinates, and see that they are effectively
carried out. Further, the position requires frequent interface with FAA
personnel, other Contractor personnel, FAA work release managers, and
other FAA customer representatives

**Requirements:** Successful completion of a four-year curriculum, from
an accredited college or university, leading to a bachelor's degree from
a school of engineering, business, architecture, or science. Seven or
more years of general engineering related management experience in
projects related to construction, and the installation, integration, and
testing of complex electronic equipment. Must also possess the
demonstrated ability to manage a diverse group of functional activities
in dispersed geographic locations and interact with customer personnel.
The seven years of general experience must include a minimum of five
years of specialized experience in the direct supervision and management
of complex systems and subsystems at least two years of which is
experience in managing highly technical installation projects involving
groups of at least 30 personnel is.

**PROGRAM ANALYST**

**Duties and Functions**: Provides expertise in conducting
investigations and studies and in presenting recommendations ands
solutions related to short- and long-range program planning
requirements. Classifies and summarizes data for the preparation and
submission of reports on a recurring basis. Provides advice and
assistance to managers which directly affects the conduct and attainment
of agency goals and objectives.

**Requirements:** Bachelor's degree from an accredited college or
university in Business Administration or Engineering with knowledge in
the areas of finance or economics, plus five years of progressive
general experience as a program analyst. The FAA will accept
Professional Engineer (PE) certification in lieu of the Bachelor's
degree.

**ASSOCIATE PROGRAM ANALYST**

**Requirements:** Bachelor's degree from an accredited college or
university in Business Administration or Engineering with knowledge in
the subject areas of accounting, finance, or economics, plus two years
of progressive general experience as a program analyst.

**Duties and Functions:** Under guidance from senior analysts, conducts
investigations and studies and presents recommendations and solutions
related to short- and long-range program planning requirements.
Classifies and summarizes data for the preparation and submission of
reports on a recurring basis. Provides advice and assistance to senior
analysts which directly affects the conduct and attainment of agency
goals and objectives.

**SUBCONTRACT ADMINISTRATOR**

**Requirements:** Bachelor's degree from an accredited college or
university in Business Administration, Engineering, or Law plus two
years general experience in performing subcontract services with
government agencies.

**Duties and Functions:** Prepares and solicits competitive bids based
on work release packages, specifications and applicable drawings for
construction projects, including equipment, materials and supplies
required for performance of the contract. Negotiates and executes
various lease agreements for equipment and for other specialized
services necessary to support program activities. Prepares formal
subcontract agreements and project ending termination settlements.
Identifies and qualifies small, small disadvantaged, and minority
business firms to ensure accomplishment of subcontracting goals and
objectives. Maintains records of information on qualified vendors and
subcontractors and performs post award contract management functions.

**BUYER**

**Requirements:** Bachelor's degree from an accredited college or
university in Business Administration or Engineering with no experience
or five years general experience in performing buyer services.

**Duties and Functions:** Plans and organizes the less complex
purchasing assignments. Procures supplies and services as assigned in
the quantity, time frame, and quality level required at fair and
reasonable prices. Complies with Contractor and governmental policies
and regulations. Solicits vendor quotations, negotiates prices, selects
vendors, administers orders, identifies market opportunities, and
performs value analysis.

**HUMAN FACTORS SPECIALIST**

**Requirements:** Successful completion of a full four year curriculum
leading to a bachelor's degree from an accredited college or university
in human factors, psychology, industrial engineering, or experimental
psychology or related curriculum. A minimum of 3 years general
experience plus 2 years of specialized experience in human engineering
principles. A knowledge of FAA NAS systems is highly desirable.

**Duties and Functions:** Provides the necessary support of human
factors engineering. Shall be capable of developing test scripts and
scenarios, system functional analysis, human-computer interface (HCI)
evaluation techniques and analyses, user requirements and job task
analysis, and report development.

**METEOROLOGIST**

**Requirements:** Successful completion of a full four year curriculum
leading to a bachelor's degree from an accredited college or university
in atmospheric science, meteorology, physical science, or an equivalent
scientific degree. A minimum of 5 years general experience in
operational meteorology, or a graduate degree in any of the above
disciplines, plus 2 years of operational experience. Knowledge of FAA
NAS systems is highly desirable

Duties and Functions: Provides the necessary support of meteorology.
Shall be capable of analyzing complex meteorological algorithms and
assessing their validity from a scientific standpoint. Shall be capable
of developing test scripts and scenarios, meteorological analyses, user
requirements and job task analysis, data reduction, and report
development. Shall provide and review recommendations for current and
planned meteorological efforts.

**ARCHITECT AND ENGINEERING OCCUPATIONS**

**ENGINEERING OCCPATIONS**

**Requirements:** The education and experience requirements for all
engineering occupations except Software Engineer are the same for three
skill levels: Senior, Journeyman, and Entry Level. For Software
Engineer, specific software applications knowledge and/or experience may
be waived or required by the FAA at the time of the PWR, as appropriate
to the work required in the Work Release.

**Senior Engineer:** Successful completion of a full professional
engineering curriculum leading to a bachelor's degree in the appropriate
engineering specialty from an accredited college or university. The FAA
will accept Professional Engineering (PE) certification in lieu of the
bachelor's degree. A minimum of eight (8) years experience in the
particular specialized field of engineering, which shall include at
least one year as a project manager or team leader. .

**Journeyman Engineer:** Successful completion of a full professional
engineering curriculum leading to a bachelor's degree in the appropriate
engineering specialty from an accredited college or university. The FAA
will accept Professional Engineering (PE) certification in lieu of the
bachelor's degree. A minimum of five (5) years experience in the
particular specialized field of engineering.

**Entry Level Engineer:** Successful completion of a full professional
engineering curriculum leading to a bachelor's degree in the appropriate
engineering specialty from an accredited college or university. The FAA
will accept Engineering-In-Training Examination (EIT) or Professional
Engineering (PE) certification in lieu of the bachelor's degree. There
is no experience requirement for the entry level engineer.

**Senior Software Engineer:** Successful completion of a bachelor's
degree in Computer Science, Physics, Mathematics, or a related science
discipline from an accredited college or university. Eight (8) years
experience in a software-related field. Five (5) years experience in
systems programming. Three (3) years experience in Object-Oriented
programming in C/C++ OR Java in a Linux/UNIX or Windows environment. One
(1) year experience with a real-time operating system. One (1) year
experience with an integrated development environment that enables
programmers to use their object-oriented environment of choice,
including COM/DCOM and COBRA (Common Object Request Broker
Architecture), DCOM, or Java Beans. Experience in Real-Time software
systems and simulations. Experience in design, implementation, and
testing using language and scripting experience (Java, Java Beans, EJB,
JSP, Java Script, C++, HTML/DHTML, VB, VB Script, Perl, Web Logic. Unix
development with Sun Solaris. Experience with Oracle database design;
FORTRAN and C programming languages, as well as experience in Unix and
Vx Works is desirable. Four (4) years of professional programming and
product development experience. Application programming interface (API)
design skills. Knowledge of ATG Dynamo desirable. Knowledge of
relational databases, object-oriented techniques, and graphical user
interface development tools. Experience with software development tools
in a Windows environment. Experience with Power Builder, Visual Basic,
or other 4GL development environment essential. Knowledge of Product
Data Management software desirable. Four (4) years of experience in
application development including requirements definition. Excellent
communication skills. Strong technical and analytical skills. Good
written, verbal, and teamwork skills.

**Journeyman Software Engineer:** Successful completion of a bachelor's
degree in Computer Science, Physics, Mathematics, or a related science
discipline from an accredited college or university. Four (4) years
experience in a software-related field. Minimum of three (3) years
experience as a Software Engineer necessary. Strong C/C++ coding
experience on NT. UNIX development experience with Sun Solaris.
Experience with Oracle database design. API design skills. Other
desirable skills: HTML, ASP, SQL Server, Java, ans scripting. Solid
understanding of object oriented design and the C/C++ programming
language. Programming language and scripting experience (e.g.; Java.
C++, Java Script, HTML/DHTML). Strong technical and analytical skills.
Good written, verbal, and teamwork skills.

**Entry Level Software Engineer:** Successful completion of a bachelor's
degree in Computer Science, Physics, Mathematics, or a related science
discipline from an accredited college or university. No experience is
required for the entry level position.

Duties and Functions of Engineering Occupations

**ELECTRICAL ENGINEER:** Designs, reviews designs, and installs complex
electric power systems associated with modernization, expansion, and
construction projects for complex electronics and visual aids systems
within the National Airspace System. The electric power systems may
include combinations of more than one source of commercial power,
auxiliary engine generators, power conditioning systems, uninterruptible
power systems, and complex switching and monitoring equipment to ensure
a 100 percent reliable source of power for the electronics system.
Certain electric power systems will incorporate provisions for transient
and surge protection and special measures for grounding, bonding, and
shielding to maintain signal integrity in the electronics system being
powered. At the senior level, may perform project manager duties.

**ELECTRONICS ENGINEER:** Provides the necessary engineering,
automation, and design support in various areas of electronics
engineering specialization (e.g., radar, navigation aids,
communications, microwave data transmission, and automation). May be
used in either or both the engineering and installation phases of
projects to install, test, and integrate complex electronics systems, or
modify existing systems into the National Airspace System. Reviews site
surveys, detailed drawings, plans, and specifications for installation
projects. Develops test and cutover plans to ensure smooth transition of
the system without interruption of essential ATC functions. At the
senior level, may perform project manager duties.

**CIVIL ENGINEER:** Directs, schedules, and accomplishes preliminary and
final field investigations, creates and reviews designs, drawings and
specifications for the alteration, modernization, or expansion of FAA
facilities, conducts engineering tests and studies as required for NAS
projects. Creates generic building specifications and conducts
appropriate civil engineering tests and studies associated with the
transition, integration, and implementation of NAS modernization
projects. Solves typical, as well as unusual and controversial, problems
in the civil engineering area. At the senior level, may perform project
manager duties.

**MECHANICAL ENGINEER:** Provides engineering and design support
regarding building plumbing and piping systems, HVAC systems, chillers,
cooling towers, engine generators, elevators, pneumatic and electronic
control systems, waste treatment systems and environmental control
systems for both personnel and electronic equipment. At the senior
level, may perform project manager duties.

**ENVIRONMENTAL ENGINEER:** Provides engineering expertise regarding
environmental protection which includes: knowledge of the theories,
principles, practices, and techniques of environmental engineering
concerning facilities and systems for controlling pollution and
protecting quality of resources and the environment; Federal and state
environmental laws; legal due process systems; rules and regulations
concerning environmental compliance at Federal facilities; and
environmental audit, environmental impact statements and environmental
assessment associated with acquisition or sale of real property. At the
senior level, may perform project manager duties.

**QUALITY CONTROL ENGINEER:** Performs control inspections to verify
that performance is in accordance with approved work plans, accepted
standards, procedures, specific work release quality requirements, FAA
orders, and contractual requirements. Prepares documentation of the
results of all inspections and prepares reports until all open
inspection items are resolved. Prepares activity reports for input on
quality reviews that have observed trends that reflect problems or
potential problem areas, are indicative of improper construction or
equipment installation practices and procedures, or will negatively
impact the Government in some other way.

**SOFTWARE ENGINEER:** Provides engineering, automation, and design
support in the various areas of software specialization. May be used in
software related activities including monitoring of program performance,
modifications and adaptations of computer programs, or formulation and
coding of new functionality. Supports loading, performing and data
collection activities. Conducts data collection, reduction, and
analysis. Writes test plans and procedures to ensure proper operation of
new capabilities. At the senior level may perform project manager
duties.

**ARCHITECT (JOURNEYMAN)**

**Requirements:** Bachelor's degree in architecture with undergraduate
course work in architecture/engineering management. Two years general
experience in architecture with broad background in architecture
planning, design review, and construction.

**Duties and Functions:** Provides complete services in the development,
design, construction, alteration or repair of real property. Consults
with client to determine functional and spatial requirements and
prepares information regarding design specifications, materials,
equipment, estimated costs, and building time. Plans layout of project
and integrates engineering elements into unified design.

**ESTIMATOR**

**Requirements:** Bachelor's degree in an engineering discipline,
architecture, or construction management. Five years general experience
in government/commercial construction project cost estimating is
required at the senior level. There is no experience requirement at the
entry level.

Duties and Functions: Develops and prepares concise and in-depth cost
estimates for construction projects that will provide program management
with the necessary data to bid on or determine the price of services for
alteration, modernization, or expansion of structures, buildings, and
support facilities required for electronic systems. Develops and
accumulates historical cost data in order to maintain current estimating
standards.

**OCCUPATIONS SUBJECT TO THE SERVICE CONTRACT ACT**

(Referenced to descriptions found in the Service Contract Act Directory
of Occupations)

**ELECTRONICS TECHNICIAN, MAINTENANCE**

**Occupational Base**: Maintains repairs, and installs and tests various
types of electronic equipment and related devices such as: electronic
transmitting and receiving equipment (e.g., radar, radio, television,
telecommunication, sonar, and navigational aids); personal and mainframe
computers and terminals; industrial, medical, measuring, and controlling
equipment; satellite equipment and industrial robotic devices. Applies
technical knowledge of electronics principles in determining equipment
malfunctions, and applies skill in restoring equipment.

**ELECTRONICS TECHNICIAN, MAINTENANCE I (23181):** Applies technical
knowledge to perform simple or routine tasks following detailed
instructions. Performs such tasks as replacing components and wiring
circuits; repairing simple electronic equipment; and taking test
readings using common instruments such as digital multi-meters, signal
generators, semiconductor testers, curve tracers, and oscilloscopes.
Receives technical guidance. As required, from supervisor or higher
level technician. Work is spot-checked for accuracy.

**ELECTRONICS TECHNICIAN, MAINTENANCE II (23182):** Applies
comprehensive technical knowledge to solve complex problems by
interpreting manufacturers' manuals or similar documents. Work requires
familiarity with the interrelationships of circuits and judgement in
planning work sequence and in selecting tools and testing equipment.
Receives technical guidance, as required, from supervisor or higher
level technician and work is reviewed for compliance with accepted
practices. May provide technical guidance to lower level technicians.

**ELECTRONICS TECHNICIAN, MAINTENANCE III (23183):** Applies advanced
technical knowledge to solve unusually complex problems that typically
cannot be solved solely by referencing manufacturers' manuals or similar
documents. Examples of such problems include determining the location
and density of circuitry, evaluating electromagnetic radiation,
isolating malfunctions, and incorporating engineering changes. Work
typically requires a detailed understanding of the interrelationships of
circuits. Exercises independent judgement in performing such tasks as
making circuit analyses, calculating wave forms, and tracing
relationships in signal flow. Uses complex test instruments such as high
frequency pulse generators, frequency synthesizers, distortion
analyzers, and complex computer control equipment. May provide technical
guidance to lower level technicians.

**CIVIL ENGINEERING TECHNICIAN (29040)**

Assists Civil Engineer in application of principles, methods, and
techniques of civil engineering technology. Reviews project
specifications and confers with Civil Engineer concerning assistance
required, such as plan preparation, acceptance testing, evaluation of
field conditions, design changes, and reports. Conducts materials
testing and analysis, using tools and equipment and applying engineering
knowledge necessary to conduct tests. Prepares reports detailing tests
conducted and their results. Surveys project sites to obtain and analyze
topographical details of sites, using maps and surveying equipment.
Drafts detailed dimensional drawings such as those needed for highway
plans, structural steel fabrication, and water control projects,
performing duties as described under Drafter. Calculates dimensions,
profile specifications, and quantities of materials such as steel,
concrete, and asphalt, using calculator.

**DRAFTER**

**Occupational Base:** Performs drafting work manually or using a
computer, requiring knowledge and skill in drafting methods, procedures,
and techniques. Prepares drawings of structures, facilities, land
profiles, water systems, mechanical and electrical equipment, pipelines,
duct systems, and similar equipment, systems, and assemblies. Drawings
are used to communicate engineering ideas, design, and information. Uses
recognized systems of symbols, legends, shadings, and lines having
specific meanings in drawings.

**DRAFTER II (29062):** Prepares various drawings of such units as
construction projects or parts and assemblies, including various views,
sectional profiles, irregular or reverse curves, hidden lines, and small
or intricate details. Work requires use of mist of the conventional
drafting techniques and a working knowledge of the terms and procedures
of the occupation. Makes arithmetic computations using standard
formulas. Familiar or recurring work is assigned in general terms.
Unfamiliar assignments include information on methods, procedures,
sources of information, and precedents to follow. Simple revisions to
existing drawings may be assigned with a verbal explanation of the
desired results. More complex revisions are produced from sketches or
specifications that clearly depict the desired product. Typical
assignments include:

-   From a layout and manual references, prepares several views of a
    simple gear system. Obtains dimensions and tolerances from manuals
    and by measuring the layout.

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-   Prepares and revises detail and design drawings for such projects as
    the construction and installation of electrical or electronic
    equipment, plant wiring, and the manufacture and assembly of printed
    circuit boards. Drawings typically include details of mountings,
    frames, guards, or other accessories, conduit layouts; or wiring
    diagrams indicating transformer sizes, conduit locations and
    mountings. Draws base and elevation views, sections, and details of
    new bridges or other structures; revises complete sets of roadway
    drawings for highway construction projects; or prepares block maps,
    indicating water and sewer line locations.

**DRAFTER III (29063):** Prepares complete sets of complex drawings that
include multiple views, detail drawings, and assembly drawings. Drawings
include complex design features that require considerable drafting skill
to visualize and portray. Assignments regularly require the use of
mathematical formulas to draw land contours or to compute weights,
center of gravity, load capacities, dimensions, quantities of material,
etc. Works from sketches, models, and verbal information supplied by an
engineer, architect, or designer to determine the most appropriate
views, detail drawings, and supplementary information needed to complete
assignments. Selects required information from precedents,
manufacturers' catalogs, and technical guides. Independently resolves
most of the problems encountered. Supervisor or design originator may
suggest methods of approach or provide advice on unusually difficult
problems. Typical assignments include:

-   From layouts or sketches, prepares complete sets of drawings of test
    equipment to be manufactured. Several cross-sectional and
    subassembly drawings are required. From information supplied by the
    design coordinator and from technical handbooks and manuals,
    describes dimensions, tolerances, fits, fabrication techniques, and
    standard parts to use in manufacturing the equipment.

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-   From electronic schematics, information as to maximum size, and
    manuals giving dimensions of standard parts, determines the
    arrangement and prepares drawing of printed circuit boards.

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-   From precedents, drafting standards, and established practices,
    prepares final construction drawings for floodgates, navigation
    locks, dams, bridges, culverts, levees, channel excavations, dikes
    and berms; prepares boring profiles, typical cross sections, and
    land profiles; and delineates related topographical details as
    required.

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-   Prepares final drawings for street paving and widening for water and
    sewer lines having complex trunk lines; reduces field notes and
    calculates true grades. From engineering designs, lays out plan,
    profile, and detail appurtenances required; and notifies supervisor
    of conflicting details in design.

**DRAFTER IV (29064):** Works closely with design originators, preparing
drawings of unusual, complex, or original designs which require a high
degree of precision. Performs unusually difficult assignments requiring
considerable initiative, resourcefulness, and drafting expertise.
Assures that anticipated problems in manufacture, assembly,
installation, and operation are resolved by the drawing produced.
Exercises independent judgment in selecting and interpreting data based
on knowledge of the design intent. Although working primarily as a
drafter, may occasionally interpret general designs prepared by others
to complete minor details. May provide advice and guidance to lower
level drafters or serve as coordinator and planner for large and complex
drafting projects.

**ORDER CLERK II (01192):** Receives written or verbal customer's
purchase orders for material or merchandise from customers or sales
people. Work typically involves some combination of the following
duties: Quoting prices; determining availability or ordered items and
suggesting substitutes when necessary; advising expected delivery date
and method of delivery; recording order and customer information on
order sheets; checking order sheets for accuracy and adequacy of
information recorded; ascertaining credit rating of customer; following
up to see that order is delivered by the specified date or to let
customer know of a delay in delivery; maintaining order file; checking
shipping invoice against original order.. Handles orders that involve
making judgements such as choosing which specific product or material
from the establishment's product line will satisfy the customer's needs,
or determining the price to be quoted when pricing involves more than
merely referring to a price list or making some simple mathematical
calculations.

**SECRETARY LR-1 (01311):** Carries out recurring office procedures
independently. Selects the guideline or reference that fits the specific
case. Supervisor provides specific instructions on new assignments and
checks completed work for accuracy. Performs varied duties including or
comparable to the following:

-   Responds to routine telephone requests which have standard answers;
    refers calls and visitors to appropriate staff

-   Controls mail and assures timely staff response; may send form
    letters

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-   As instructed, maintains supervisor's calendar, makes appointments,
    and arranges for meeting rooms

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-   Reviews materials prepared for supervisor's approval for
    typographical accuracy and proper format

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-   Maintains recurring internal reports, such as time and leave
    records; office equipment listings correspondence controls, and
    training plans

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-   Requisitions supplies, printing, maintenance, or other services.

-   Types, takes and transcribes dictation, and establishes and
    maintains office files.

**WORD PROCESSOR II (01612):** Produces a variety of documents, such as
correspondence, form letters, reports, tables and other printed
materials. Work requires skill in typing; a knowledge of grammar,
punctuation and spelling; and ability to use reference guides and
equipment manuals. Performs familiar routine assignments following
standard procedures. Seeks further instructions for assignments
requiring deviation from established procedures. Uses a knowledge of
varied and advanced functions of one software type, a knowledge of
varied functions of different types of software, or a knowledge of
specialized or technical terminology to perform such typical duties as:
a. Editing and reformatting written or electronic drafts. Examples
include:

-   Correcting function codes; adjusting spacing and formatting; and
    standardizing headings, margins, and indentations.

-   Transcribing scientific reports, lab analyses, legal proceedings, or
    similar material from voice tapes or handwritten drafts. Work
    requires knowledge of specialized, technical, or scientific
    terminology. Work requires familiarity with office terminology and
    practices; incumbent corrects copy and questions originator of
    document concerning missing information, improper formatting, or
    discrepancies in instructions. Supervisor sets priorities and
    deadlines on continuing assignments, furnishes general instructions
    for recurring work, and provides specific instructions for new or
    unique projects.

-   May lead lower level word processors.

**ACCOUNTING CLERK**

**Occupational Base**

Performs one or more accounting tasks such as posting to registers and
ledgers; balancing and reconciling accounts; verifying the internal
consistency, completeness, and mathematical accuracy of accounting
documents; assigning prescribed accounting distribution codes; examining
and verifying the clerical accuracy of various types of reports, lists,
calculations, postings, etc.; preparing journal vouchers; or making
entries or adjustments to accounts.

Levels I and II require a basic knowledge of routine clerical methods
and office practices and procedures as they relate to the clerical
processing and recording of transactions and accounting information.
Levels III and IV require a knowledge and understanding of the
established and standardized bookkeeping and accounting procedures and
techniques used in an accounting system, or a segment of an accounting
system, where there are few variations in the types of transactions
handled. In addition, some jobs at each level may require a basic
knowledge and understanding of the terminology, codes, and processes
used in an automated accounting system.

**ACCOUNTING CLERK IV (01014)**

Maintains journals or subsidiary ledgers of an accounting system and
balances and reconciles accounts. Typical duties include one or both of
the following: Reviews invoices and statements (verifying information,
ensuring sufficient funds have been obligated, and if questionable,
resolving with the submitting unit, determining accounts involved,
coding transactions, and processing material through data processing for
application in the accounting system); and/or analyzes and reconciles
computer printouts with operating unit reports (contacting units and
researching causes of discrepancies, and taking action to ensure that
accounts balance). Employee resolves problems in recurring assignments
in accordance with previous training and experience. Supervisor provides
suggestions for handling unusual or nonrecurring transactions.
Conformance with requirements and technical soundness of completed work
are reviewed by the supervisor or are controlled by mechanisms built
into the accounting system. Excluded from Level IV are positions
responsible for maintaining either a general ledger or a general ledger
in combination with subsidiary accounts.

**COMPUTER SYSTEMS ANALYST**

**Occupational Base**

Analyses business or scientific problems for resolution through
electronic data processing. Gathers information from users, defines work
problems, and, if feasible, designs a system of computer programs and
procedures to resolve the problems. Develops complete specifications or
enable Computer Programmers to prepare required programs; analyzes
subject-matter operations to be automated; specifies number and types of
records, files, and documents to be used and outputs to be produced;
prepares work diagrams and data flow charts; coordinates tests of the
system and participates in trial runs of new and revised systems; and
recommends computer equipment changes to obtain more effective
operations. May also write computer programs.

**COMPUTER SYSTEMS ANALYST II (03102)**

Applies systems analysis and design skills in an area such as a
recordkeeping or scientific operation. A system of several varied
sequences or formats is usually developed, e.g., develops systems for
maintaining depositor accounts in a bank, maintaining accounts
receivable in a retail establishment, maintaining inventory accounts in
a manufacturing or wholesale establishment, or processing a limited
problem in a scientific project. Requires competence in most phases of
system analysis and knowledge of pertinent system software and computer
equipment and of the work processes, applicable regulations, work load,
and practices of the assigned subject-matter area. Recognizes probable
interactions of related computer systems and predicts impact of a change
in assigned system.

Reviews proposals which consist of objectives, scope, and user
expectations; gathers facts, analyzes data, and prepares a project
synopsis which compares alternatives in terms of cost, time,
availability of equipment and personnel, and recommends a course of
action; and upon approval of synopsis, prepares specifications for
development of computer programs. Determines and resolves data
processing problems and coordinates the work with program, users, etc.;
orients user personnel on new or changed procedures. May conduct special
projects such as data element and code standardization throughout a
broad system, working under specific objectives and bringing to the
attention of the supervisor any unusual problems or controversies.

Works independently under overall project objectives and requirements;
apprises supervisor about progress and unusual complications. Guidelines
usually include existing systems and the constraints imposed by related
systems with which the incumbent\'s work must be meshed. Adapts design
approaches successfully used in precedent systems. Completed work is
reviewed for timeliness, compatibility with other work, and
effectiveness in meeting requirements. May provide functional direction
to lower level assistants on assigned

work.

OR

Works on a segment of a complex data processing scheme or broad system,
as described for computer systems analyst, level III. Works
independently on routine assignments and receives instructions and
guidance on complex assignments. Work is reviewed for accuracy of
judgment, compliance with instructions, and to insure proper alignment
with the overall system.

**SECTION L**

# ATTACHMENT THREE {#attachment-three .unnumbered}

##### PAST PERFORMANCE QUESTIONNAIRE {#past-performance-questionnaire .unnumbered}

  --------------------------------- -------------------------------------
  Offeror Name:                     

  Contract No.                      

  Contracting Office:               

  Period of Performance             

  Dollar value (identify by base    
  and options)                      
  --------------------------------- -------------------------------------

General Description of Requirement:

**PART I. With regard to the above referenced contract, please select
one answer, which best describes the Contractor's ability to deliver
quality products and services. Please rate each using the following
scale:**

  --------------- --------------- ----------------- -------------- ---------------
  **1**           **2**           **3**             **4**          **N/A**

  ***Marginally   ***Meeting***   ***Exceeding***   ***Far         ***N/A - Not
  or not                                            exceeding***   Applicable***
  meeting***                                                       
  --------------- --------------- ----------------- -------------- ---------------

  ----- ------------------------------------------------- ------- ------- ------- ------- ---------
        **DESCRIPTION OF SUPPORT PROVIDED**               **1**   **2**   **3**   **4**   **N/A**

  a\.   **Quality** -- Technical excellence and                                           
        appropriateness of delivered services                                             

  b\.   **Quality** -- Innovative approaches and                                          
        solutions to accomplish assigned task/service                                     

  c\.   **Quality** -- Demonstrated ability to overcome                                   
        program, technical or schedule conflict                                           

  d\.   **Quality** -- Contractor's responsiveness to                                     
        technical direction                                                               

  e\.   **Timeliness** -- Record of meeting interim                                       
        milestones                                                                        

  f\.   **Timeliness** -- Current and accurate reporting                                  
        of schedule progress                                                              

  g\.   **Timeliness** -- Ability to identify, analyze,                                   
        and establish course of successful corrective                                     
        action in the case of negative schedule variances                                 

  h\.   **Timeliness** -- Ability to complete work on                                     
        time                                                                              

  i\.   **Cost Control** -- Current, accurate, and                                        
        complete invoices                                                                 

  j\.   **Cost Control** -- Cost reporting & estimating                                   
        system                                                                            

  k\.   **Cost Control** -- Relationship of negotiated                                    
        cost to actual costs incurred                                                     

  l\.   **Cost Control** -- Cost containment initiatives                                  

  m\.   **Cost Control** -- Cost sharing initiatives                                      
  ----- ------------------------------------------------- ------- ------- ------- ------- ---------

**PART II. Using the same rating scale, please select one answer, which
best describes the Contractor's ability to achieve program objectives.**

  ----- ------------------------------------------------- ------- ------- ------- ------- ---------
                                                          **1**   **2**   **3**   **4**   **N/A**

  n\.   **Customer Satisfaction** -- Responsiveness to                                    
        customer needs                                                                    

  o\.   **Customer Satisfaction** -- Promptness of                                        
        Contractor notification as to problems                                            

  p\.   **Customer Satisfaction** -- Whether the                                          
        Contractor was reasonable, cooperative & flexible                                 

  q\.   **Customer Satisfaction** -- Effectiveness of                                     
        Contractor recommended solutions                                                  

  r\.   **Administration** -- Compliance with contract                                    
        terms and conditions and TO requirements                                          

  s\.   **Administration** -- Effectiveness of Contractor                                 
        managed contract/task efforts                                                     

  t\.   **Administration** -- Contractor's willingness to                                 
        negotiate contractual modifications resulting                                     
        from changes in contractual requirements                                          

  u\.   **Administration** -- Accuracy and timeliness of                                  
        administrative reports                                                            

  v\.   **Administration** -- If the Contractor used                                      
        subcontractors (teammates), how well did the                                      
        Contractor exercise management control over the                                   
        subcontractor(s)                                                                  
  ----- ------------------------------------------------- ------- ------- ------- ------- ---------

**PART III. Additional Information with regard to Contractor's ability
to achieve program objectives. *Continuation sheets are acceptable, if
necessary*.**

w\. Have there been any terminations of tasks due to inability to meet
technical requirements, delivery schedule, or cost schedules? If yes,
please describe. Any major de-scoping efforts (50% work reductions)? No
Yes

x\. Did you experience any unique, controversial, or negative
experiences with the Contractor? If yes, please describe. No Yes

y\. What are the Contractor's weak points?

z\. What are the Contractor's strong points?

**PART IV. Similarity of work.**

What type of support did this Contractor provide?

  ------------------------------------- ---------------------------------
  a. Determining facility locations     h. Environmental assessment

  b. Geographic site selection          i. Environmental remediation

  c. Designs for construction           j. Equipment installation and
                                        test

  d. Designs for other than             k. Drafting
  construction                          

  e. Construction                       l. Safety inspections

  f. Construction surveillance          m. Design analysis

  g. Other                              
  ------------------------------------- ---------------------------------

**PART V. Respondent Information.**

  -------------------------------------- --------------------------------
  Contracting Officer's Name             

  Contracting Officer\'s Telephone       
  Number                                 

  Technical Officer\'s Name              

  Technical Officer's Telephone Number   

  Signature of Evaluator                 

  Position/Title Grade of Evaluator      

  Address of Evaluator                   

  Telephone Number of Evaluator          

  Length of involvement with Contractor  
  (in years)                             
  -------------------------------------- --------------------------------

Given the choice/authority, I would hire this Contractor again. No Yes

I would recommend this Contractor for other contracts. No Yes

**PART VI. Return Address. Please return survey to the following address
not later than [31 May 2001]{.underline}*.***

+-------------------------------------+--------------------------------+
| Marvin Poindexter, ASU-340          | FAX telephone (202) 267-5142   |
|                                     |                                |
| Federal Aviation Administration     | (If faxed verify receipt with  |
|                                     | CO)                            |
| 800 Independence Ave., SW -- Room   |                                |
| 406                                 | Voice telephone: (202)         |
|                                     | 267-7039                       |
| Washington, DC 20591                |                                |
+-------------------------------------+--------------------------------+

THANK YOU FOR YOUR ASSISTANCE