# Presentation: 294003

## Pre-Proposal ConferenceMay 8, 2008Operations Research and Analysis (ORA) ServicesFull and Open Competition

**Solicitation No. **
**DTRT57-08-R-20022**

## Agenda

|  | Presenters |
| --- | --- |
| 1. Welcome and Introductions
2. Ground Rules | Elizabeth Segal, Contracting Officer |
| 3. Volpe Center Overview | Michael Dinning, Executive Director of Business Development |
| 4. Background Information | Roland Regan, Contract Specialist |
| 5. Section C / Statement of Work  | William Halloran, Project Manager
Douglas Rickenback, Project Manager
Rachel Winkeller, Division Manager
Stephen Creaghan, Division Manager
Christopher Zevitas, Project Manager |
| 6. Highlights of the Request for Proposal | Roland Regan, Contract Specialist |
| 7. Cost and Business Proposal | Phyllis Krantzman, Procurement Analyst |
| 8. Reminders | Elizabeth Segal, Contracting Officer |

**Agenda**

## GROUND RULES	

** ****Any statements or remarks made during this pre-proposal conference shall not alter the terms of the solicitation.**** **
** ****The terms and conditions of the solicitation remain unchanged unless an amendment is issued that incorporates any changes discussed or alluded to during today’s pre-proposal conference.**

## GROUND RULES (cont.)

** ****No verbal or written questions will be answered relative to the solicitation at today’s Pre-Proposal Conference.  **
** ****All questions must be submitted in writing via e-mail to Roland Regan by 4:30 PM, Eastern Time, May 12, 2008, and will be answered through Amendment to the solicitation.**

## 
Presented by:
Michael Dinning,
Executive Director
of Business
Development

**Presented by:**
**Michael Dinning,**
**Executive Director**
**of Business**
**Development**

**Overview****	****	**

## Volpe in the U.S. DOT Organization

**Volpe in the U.S. DOT Organization**

- Administrator **        Research and Innovative Technology Administration**

**U.S. Secretary of Transportation**

- Associate Administrator/ Director
**Volpe Center**

- Director  **Transportation Safety Institute**

- Associate
- Administrator** Research, Development and Technology**

- Associate Administrator
** ****Research, Development and ****Technology**

- Associate Administrator
**Office of Administration**

- Associate Administrator/ Director** Intelligent Transportation Systems,**
**Joint Program Office**

- Associate
- Administrator** Office of Governmental, International and Government Affairs**

- Associate Administrator/Director
** ****Bureau of Transportation Statistics**

## Vision and Mission

**Vision and Mission**

- Vision:
**To be the leading Federal Center of Excellence for innovative transportation systems solutions.**
- Mission:
**To improve the Nation’s transportation systems.**

## Brief History

**Brief History**

- 1970:**	****Established as DOT entity in OST through transfer ****	****from NASA **
- 1978:**	****Transferred from the Office of the Secretary to newly ****	****established Research and Special Programs ****	****Administration**
- 1980:**	****Working Capital Fund statute formalized**
- 1985:**	****Memorandum of Understanding signed between DoD ****	****and DOT concerning the Center **
- 1990:**	****Center renamed for former Governor of Massachusetts, ****	****U.S. Secretary of Transportation **
- 2005:**  ****	****RITA established; Volpe becomes part of RITA**

## Role of the Volpe Center in the Innovation Process

**Role of the Volpe Center in ****the Innovation Process**

## Funding Approach Promotes Agility and Entrepreneurial Spirit

**Funding Approach Promotes ****Agility and Entrepreneurial Spirit**

**Budget-neutral, non-line-item operation, under a working capital ****fund (49 U.S.C. 328)**
**Fee-for service**
**No “profit”; no retained earnings **
**Entrepreneurial and self-sufficient**
**Rapid and flexible response to client needs through direct funding transfer**

**Volpe Funding is:**
- Derived from workingagreements with customers
- Earned by fulfilling critical technical requirements/needs
- Tied to specific objectives and deliverables

## Our Most Important Asset:Dedicated Transportation Professionals

**Our Most Important Asset:****Dedicated Transportation Professionals**

- 506 FTE Federal Employees
- 372 Professional Technical Staff
- 269 Advanced Degrees (69 with PhDs, 200 with Masters)
- About 600-800 Contract Employees
- Full Spectrum of Technical Disciplines

## Large and Diverse Project Portfolio

**Large and Diverse Project Portfolio**

- Approximately 400 projects underway on
- behalf of our federal, state and local, and
- international clients/sponsors.
- Total FY 2007 obligations: $220 million.

## Programs Aligned with DOT Priorities

**Programs Aligned with DOT Priorities**

-  Safety
-  Reduced Congestion
-  Global Connectivity
-  Environmental Stewardship
-  Security, Preparedness, and Response
-  Organizational Excellence

## Volpe’s DOT Work Supporting Departmental Priorities

**Volpe’s DOT Work Supporting ****Departmental Priorities**

| Customer | Safety  | Reduced Congestion and Global Connectivity  | Environmental Stewardship  | Security, Preparedness, and Response | Organizational Excellence  |
| --- | --- | --- | --- | --- | --- |
| FAA | X | X | X | X | X |
| FHWA | X | X | X | X | X |
| FMCSA | X |  |  | X | X |
| FRA | X | X |  |  |  |
| FTA | X | X | X | X | X |
| MARAD | X |  |  |  |  |
| NHTSA | X |  | X |  |  |
| OST | X | X | X | X |  |
| PHMSA | X |  | X | X |  |
| RITA |  |  |  | X | X |
| SLSDC | X | X |  |  |  |

## Volpe’s Non-DOT Work Supporting Departmental Priorities

**Volpe’s Non-DOT Work Supporting Departmental Priorities**

| Customer | Safety | Reduced Congestion and Global Connectivity | Environmental Stewardship | Security, Preparedness, and Response |
| --- | --- | --- | --- | --- |
| DHS |  | X | X | X |
| DOD |  | X |  | X |
| DOE | X | X | X | X |
| EPA |  |  | X |  |
| NASA | X | X |  | X |
| State/Local/Foreign | X | X | X | X |
| USPS | X |  |  | X |

## The Mix of Volpe Work: FY 2007By YTD Obligations

**The Mix of Volpe Work: FY 2007****By YTD Obligations**

## U.S. DOT Clients: FY 2007By YTD Obligations

**U.S. DOT Clients: FY 2007****By YTD Obligations**

- < 1%

- < 1%

## U.S. Non-DOT Clients: FY 2007By YTD Obligations

**U.S. Non-DOT Clients: FY 2007****By YTD Obligations**

## Safe, Accountable, Flexible, Efficient Transportation Equity Act: A Legacy for Users (SAFETEA-LU)

**Safe, Accountable, Flexible, Efficient Transportation Equity Act: ****A Legacy for Users (SAFETEA-LU)**

*“**Congress encourages the Department to use the Volpe Center as a source for transportation research and development and related activities. The Volpe Center is uniquely positioned to assist Executive Branch agencies in fulfilling transportation research and development initiatives, solving challenges related to integrating transportation and homeland security issues and achieving the letter and intent of legislative mandates associated with the continued authorization of **Departmental activities.”**  *
* **	**– **U.S. Congress Conference Report        **	**July 2005*

## The Volpe Organization

**The Volpe ****Organization**

**Office of Demonstration**
**and**
**Deployment Programs**

**Office of Administration/**
**Chief Administrative**
**Office**

**Office of Surface **
**Transportation Programs**

**Office of Aviation Programs**

- Supports informed decision-making within the transportation enterprise by providing data, information, analysis, and knowledge necessary to improve the safety, efficiency, and effectiveness of passenger and freight transportation vehicles, infrastructure, services, and systems.

- Provides transportation system technology and integration expertise with emphasis on ensuring the efficient and effective performance of aviation systems and other advanced transportation systems.

- Supports the on-going improvement of the transportation and logistics enterprise by designing, developing, and deploying system capabilities for greater effectiveness and security worldwide.

- Provides a full range of administrative and business management services for the Volpe Center.

- Associate Administrator and Director** Volpe Center**

**RITA Administrator**

## Background Information

**Presented by:**
**        ****Roland Regan, Contract Specialist**
**        **

## OMNI III ORA

** ****Awarded on April 19, 1999**
** ****Ordering Period ended on October 18, 2004 **** **
** ****Seven Prime Contractors**** **
** ****Work focused on Operations Research and Analysis Services**

## Operations Research and Analysis Services DTRT57-R-08-20022

** ****Anticipated Award Date – October 2008**
** ****Anticipated Number of Awards – Four to Six**

## TASK ORDERS ISSUED UNDER ORA

_**Section B.1.B**_**. **
**The following types of task orders may be issued:**
** ****Firm-Fixed-Price (FFP) **
** ****Cost-Plus-Award-Fee (CPAF) **
** ****Cost-Plus-Fixed-Fee (CPFF) Completion**
** ****Cost-Plus-Fixed-Fee (CPFF) Term**
**Performance-based task orders will be used to the maximum extent practicable.**

## Operations Research and Analysis Services DTRT57-R-08-20022

** ****Work will be in the following Task Areas:**
**1.  System Operational Performance**
**2.  System and Policy Impacts**
**3.  Industry Analysis**
**4.  Improvement of Operational Performance**
**5.  Technological Advances **
**6.  Improvement of Organizational Performance**
**7.  Systems Safety Analysis**
**8.  Regulatory and Policy Assessments**

## Operations Research and Analysis Services DTRT57-R-08-20022

**Offerors **_**must**_** address all Task Areas through use of  Prime or Subcontractor resources in their proposal or the proposal will be **_**eliminated**_** from competition.  **

## Section C Statement of Work Technical Overview

**Presented by: **
**        ****William Halloran, Project Manager**
**	****      ****Douglas Rickenback, Project Manager**
**        ****Rachel Winkeller, Division Manager**
**        ****Stephen Creaghan, Division Manager**
**        ****Christopher Zevitas, Project Manager**

## Technical Overview

| Operations Research and Analysis (ORA) Services |  |
| --- | --- |
| System and Policy Impacts
Improvement of Operational Performance | Doug Rickenback |
| System Operational Performance
Industry Analysis
Technological Advances 
Improvement of Organizational Performance | Rachel Winkeller |
| System Safety Analysis | Steve Creaghan |
| Regulatory and Policy Compliance Assessments | Christopher Zevitas |

## Operations Research and Analysis

**Operations Research and Analysis**

_**System & Policy Impacts**_
- Analysis of the impacts of the flow of people and goods and/or transportation/logistics systems and operations on society and the environment and the impact of government regulation on the transportation industry and enterprise
_**Industry Analysis**_
- Analysis of the business and economic aspects of transportation industry, including issues of finance, business case analysis, market analysis, supply and demand forecasting, regulatory analysis, safety and security analysis, and productivity analysis

_**System Operational Performance**_
- Application of theoretical and practical analysis techniques to existing and anticipated issues relating to large scale transportation and logistics systems

## Operations Research and Analysis

**Operations Research and Analysis**

_**Improvement of Operational Performance**_
- Application of theoretical and practical analysis techniques to the assessment of  transportation/logistics-related technology
_**Technological Advances**_
- Application of theoretical and practical analysis techniques to existing and anticipated problems of large-scale transportation and logistics systems

_**Improvement of Organizational Performance**_
- Assessment of organizational factors in transportation systems and analysis of strategic and process-based options to improve organizational performance

## Operations Research and Analysis

**Operations Research and Analysis**

_**Regulatory and Policy Compliance Assessments**_
- Regulatory compliance assessments of transportation systems, infrastructure, facilities and operations and includes developing strategies for implementing processes for complying with new regulations and policies, as well as strategies for correcting existing compliance deficiencies

_**Systems Safety Analysis**_
- All facets of safety analysis for transportation systems including occupational health and safety analysis

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**2. System and Policy Impacts**
**4. Improvement of Operational Performance**
**Douglas Rickenback, Project Manager**
**Motor Carrier Safety Division, **
**RTV-3E**

## System and Policy ImpactsImprovement of Operational Performance

**System and Policy Impacts****Improvement of Operational Performance**

- Federal Motor Carrier Safety Administration (FMCSA) Projects:
- Program Evaluation and Measurement
- Program Effectiveness Models
- Information Resource Development (SafeStat)
- Data Quality Improvement
- Strategic Planning and Program Design
- 		 Comprehensive Safety Analysis (CSA 2010)

## Program Effectiveness Models

**Program Effectiveness Models**

- Measure the effectiveness of FMCSA Safety Programs in preventing crashes and reducing the number of related injuries and fatalities.
- Develop analytical models to estimate the effectiveness of the following FMCSA Safety Programs:
- Compliance Review
- Roadside Inspection
- Hazardous Materials Permit
- Operation Safe Driver

## Develop Information Resources

- Carrier Registration

- Crashes

- Compliance Reviews

- Roadside Inspections

- Closed Enforcement Cases

- Moving Violations

**Algorithm Calculates**
**    ****Safety Status of Carrier**

## Measure and Improve Data Quality

**Measure and Improve Data Quality**

- Develop measures to evaluate States’ data quality.
- Raise awareness of the importance of data quality.
- Develop improvement tools for data quality (DataQs).
- Review State reporting processes and recommend improvements.
- Provide Technical Assistance to individual States as they improve their processes.

## CSA 2010

**CSA 2010**

- Design a new measurement system to increase the number of contacts with carriers and drivers; using more and better data to identify high risk carrier and driver behaviors
- Design a wide range of interventions to correct these high risk behaviors before they become chronic and habitual.
- Develop IT systems to support the dissemination of the information.
- Support Reauthorization and Rule Making.

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**1. System Operational Performance**
**Rachel Winkeller, Chief**
**Planning and Policy Analysis Division, **
**RTV-3B**
**	**

## System Operational Performance

_***Projects***__**:**_
- Alternative Transportation in Parks & Public Lands
- FEMA Louisiana Moves Transportation Project
- Long Island – Five Town Rural Transit Study

-  Evaluate transportation systems operations
-  Develop alternatives that improve system performance
-  Plan integrated multi-modal  transportation networks

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**3. Industry Analysis**
**Rachel Winkeller, Chief**
**Planning and Policy Analysis Division, **
**RTV-3B**

## Industry Analysis 

-  Benefit cost analysis
- regulatory evaluations, new technologies, infrastructure investment decisions
-  Econometrics & statistics
- Ops tests, state highway funding, safety estimation
-  Passenger demand forecasting
-  Survey research
-  Program evaluation

_***Projects***_***:***
- Amtrak cost accounting system development
- PHMSA Hazmat regulatory evaluations
- Support on CAFÉ
- Congestion pricing support

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**5. Technical Advances**
**Rachel Winkeller, Chief**
**Planning and Policy Analysis Division, **
**RTV-3B**

## Technological Advances

-   Application of ITS technologies
-    to improve transportation systems
-    operations
-   Research and analysis of
-    Alternative Fuel strategies for DOT

_***Projects***_**:**
- RITA  SAFETRIP21
- FTA Electric Drive Strategic Plan
- DOT Alternative Fuel Road Map

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**6. Improvement of Organizational Performance**
**Rachel Winkeller, Chief**
**Planning and Policy Analysis Division, **
**RTV-3B**

## Organizational Systems Performance

-   Building innovative, results-driven government organizations through:
- Strategic planning
- Performance measurement
- Organizational design
- Business process design
- Change management
- Program evaluation

## Professional Capacity Building (PCB)

- Designing innovative workforce development
- resources for transportation professionals:
- Peer to Peer technical exchanges
- Strategic communications
- Best practices research
- Technical assistance

## Project Examples

- Developing a USDOT Strategic RD&T Plan
- Evaluating FHWA’s Focused Approach to Safety Program
- Helping improve business processes in TSA’s Information Technology Division

## Project Examples (cont’d)

- Conducting a study of effective business models for GIS in state DOTs
- Bringing federal agencies together to discuss partnership opportunities for climate change activities
- Delivering professional capacity building programs in transportation planning, intelligent transportation systems, roadway safety, environmental issues, public-private partnerships, and security and emergency management

##  Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**7. System Safety Analysis**
**Stephen Creaghan, Chief**
**	****Terminal and Surface Systems Division, RTV-4B**

## Work Areas

**Domains**
- Surface safety, surveillance, and traffic management
- Terminal simulation
- SMS and SRM processes and analysis
**Roles**
- Prototype design capability/test-bed development
- System engineering and system design
- Safety risk analysis and management
- Site engineering and implementation
- Electrical and electronic engineering
- HW/SW communication / surveillance and system integration/optimization
- Data analysis and assessment
- System evaluation, check-out and acceptance

## Low Cost Ground Surveillance(LCGS)

**Sponsor:  FAA ATO-P Advanced Technology Development and Prototyping**
**LCGS**
- Low cost alternative to ASDE-X
- Two prototypes already installed at Spokane
- Plans to install and evaluate additional prototypes at other airports
- Site surveys for site selection underway

*Volpe roles:  Prototype deployment, test, certification*

## Surface Decision Support System (SDSS)

**Sponsor:  FAA ATO-P Advanced Technology Development and Prototyping**
**Surface management system prototype implementation and evaluation at Memphis**
- Data sharing message set expansion
- TMA Integration
- Arrival Gate Assignment Data Sharing
- Outbound Taxi Metering
- Closed Runway / Taxiway Segment Data
- Departure - Arrival Configuration / Runway Balancing

*Volpe roles:  Implementation, system integrator, systems engineering, requirements development*

## Surface Decision Support System (SDSS)

**Sponsor:  FAA ATO-P Advanced Technology Development and Prototyping**
**Ramp surveillance at JFK**
- Expanded ASDE-X to cover non-movement area
- Data sharing to airlines and Port Authority

*Volpe roles:  Acquisition, system integrator, systems engineering, requirements development*

## Simulation and Modeling

**Sponsor – FAA Flight Standards Service – Flight Technologies Division – Flight Operations Simulation and Analysis Branch (AFS-440)**
**Airspace Simulation and Analysis Tool (ASAT)**
- Simulations to estimate the probability of mid-air collisions during terminal operations
- Models for input to Monte Carlo simulation
- ATC response times
- Aircraft navigation capabilities
- Flight dynamics – kinematics/six degree-of-freedom
- Surveillance errors and update rates
- Winds
- Pilot response times

## Simulation and Modeling

**Volpe task: Develop new simulation capability with ASAT-like features **
- Address requirements presented by NAS modernization
- Take advantage of existing “off-the-shelf” capabilities
- Greater developmental flexibility
- More efficient analysis
- Decrease response time for requirements and procedure validation
**Development in progress**

*Volpe roles:  System designer, system developer*

## FAA Safety Projects

**Terminal Safety (ATO-T)**
- Safety analysis for Call-to Action Committee for Runway Safety procedural changes
- Memphis Simultaneous Independent Approaches SRMD
- Houston Area Air Transportation System SRMD
- Co-located TRACONs SRMD
**SMS Implementation (ATO-S)**
- Develop ATO SMS order
- Integrate ATO safety processes
**Flight Services 21 (ATO-R)**
- Facilitate L-M FS21 SRMD
**FAA Chief Systems Engineer for Safety – Architecture and NextGen**

*Volpe roles:  Safety analyst, systems engineer*

## Operations Research and Analysis  Pre-Proposal Conference

_**Section C / SOW Task Area**_
**8. Regulatory and Policy Compliance Assessments**
**Christopher Zevitas, Project Manager**
**Environmental Engineering Division, **
**RTV-4E**
**	**

## Regulatory and Compliance Assessments Current Activities

**Program Management and Strategic Planning**
- Refine Environmental, Occupational Safety and Health Program Management Plans (PMPs)
- Develop and integrate business processes for project and budget management
- Establish, monitor, and track performance metrics
- Financial management, reporting, and advisory services
**Environmental Compliance**
- Assist with implementing FAA’s Environmental Management System (EMS)
- Revise FAA compliance orders and directives to incorporate organizational changes and new sustainable practices Executive Order
- General compliance assistance, including interpretation of federal, state, and local regulations

## Regulatory and Compliance Assessments Current Activities

**Radiation Safety**
- Measurement of non-ionizing laser radiation emitted from FAA equipment
- Updating existing non-ionizing radiation safety guidance
- Prepare job hazard analyses for laser safety
**Environmental Cleanup (ECU)**
- Assist with documenting and estimating FAA’s nationwide environmental liability
- Support the annual audit of the ECU Program
- Review the progress and direction of investigation and remediation at the FAA William J. Hughes Technical Center Superfund Site
- Provide compliance assistance for FAA sites on the Federal Hazardous Waste Compliance Docket (FHWCD)
- Host FAA’s National Environmental Compliance Program Meeting

## Regulatory and Compliance Assessments Current Activities

**Fire Life Safety (FLS)**
- Identify code compliance deficiencies in Air Traffic Control Towers (ATCTs) and recommend corrective action
- Update national FLS Program guidance
- Prepare and deliver FLS Engineering training
- Perform showcase turnkey  FLS upgrades at ATCTs in FAA Service Areas
- Perform quality assurance inspections of completed FLS upgrades at ATCTs in the Service Areas
**Indoor Air Quality**
- Perform inspections and testing to evaluate and remediate mold at FAA facilities

## Regulatory and Compliance Assessments Current Activities

**FAA Service Areas**
- Environmental investigation and remediation in support of the ECU program
- National Environmental Policy Act (NEPA) reviews for construction and decommissioning actions
- Indoor air quality evaluations
- FLS surveys, certifications, engineering, construction upgrades
- Facility decommissioning
- General compliance assistance

## Volpe’s Role

- Overall program management
- Serve as technical lead in EOSH program areas
- Provide expert consulting services and compliance assistance
- Develop and maintain interagency agreements with sponsors
- Prepare and maintain spend plans
- Track and report performance
- Contract administration
- Independent third party review and auditing

## Future Directions in Regulatory and Compliance Assessments 

- Support FAA business process improvement initiatives
- Fill FAA staffing void created by recent reorganization and new Service Area alignment
- Assume management of FAA’s National Fire Life Safety Program
- Assist FAA with refining environmental liability estimates
- Evaluate the application of innovation environmental cleanup technologies at FAA sites
- Assist FAA with refining the Indoor Air Quality Program

## Highlights of the Request for ProposalSections L and M

**Presented by: **
**         ****Roland Regan, Contract Specialist**

## EXCLUSION FROM BIDDING

_**Section L.2.A.**_
**All Prime on-site service contractors at the Volpe Center are urged to read their contract for guidance as to whether they are precluded from award as a Prime contractor or subcontractor under this solicitation.**

## Section L – Proposal Presentation

**Please refer to Section L.3.D for proposal formatting and page limit instructions.**

| Volume I | Cost and Business Proposal |
| --- | --- |
| Volume II | Oral Presentation (Technical Understanding and Management Approach) |
| Volume III | Staffing and Past Performance  |

## Section L – Proposal Due Date

**Proposals are due by 3:00 pm Eastern Time on                 July 10, 2008.**
**Proposals shall be submitted to:**
**	**
**	****Roland Regan, RTV-6D1**
**	****U.S. DOT/RITA/Volpe Center**
**	****55 Broadway**
**	****Cambridge, MA  02142-1001**

## Section L – Business Proposal

_**Small Business Subcontracting Plan**_** **
**Offerors that are not small businesses must submit a Small Business Subcontract Plan **
_**Small Disadvantaged Business Evaluation**_
**In accordance with FAR Subpart 19.12, Offerors must address the extent of participation of small disadvantaged business (SDB) concerns with their offers. **
**This requirement applies to all Offerors**

## DTRT57-08-R-20022 – Basis for Award

_**Section M.1.A.**_
**Award will be made to those responsive and**
**responsible Offerors that provide the best**
**value to the Government.**

## DTRT57-08-R-20022 – Section M Evaluation

_**Technical Understanding**_** is of the most importance.**
_**Management Approach and Staffing**_** are of equal importance, but each is of lesser importance than Technical Understanding and each is more important than Past Performance.**
_**Past Performance**_** is of the least importance.**

## DTRT57-08-R-20022 – Section M Evaluation (cont.)

**Combined Technical evaluation factors are more important than the evaluated cost for the purpose of making award.**
**However, the importance of the Cost should not be minimized because as the Technical rankings of the Offerors become closer, Cost becomes a more important factor.**

## DTRT57-08-R-20022 – Section M Evaluation (cont.)

** ****Only relevant past performance history will be considered.  **
** ****The Government will determine relevance of past performance information based on the similarity of the nature of the previous work to the current requirement (i.e., Section C), the dollar value of the previous efforts (i.e., equal to or greater than $1,000,000), and the currency of the prior work (i.e., within the past three years).**
** ****If an Offeror has no past performance history, the Offeror must affirmatively state this in its proposal.**
** ****If the Offeror does not include past performance history or does not affirmatively state that no past performance history exists, the Offeror’s proposal will be rated Unacceptable for this factor.**

## DTRT57-08-R-20022 – Section M Evaluation (cont.)

** ****Resumes must clearly show verifiable dates and years of experience. **
** ****Include year of graduation from colleges and/or universities.**
** ****Include years of experience with current and former employers.**

## DTRT57-08-R-20022 – Section M Evaluation (cont.)

** ****A Subcontracting Plan shall be submitted by Offerors that are not small business concerns in accordance with the goals outlined in Section L.4.E.**
** ****An Offeror **_**cannot**_** receive a contract award without an acceptable subcontracting plan.**

## Cost and Business ProposalSection L

**   ****Presented by: **
**       ****Phyllis Krantzman, **
**       ****Procurement Analyst**

## COST AND BUSINESS PROPOSALS  

** ****The Government intends to award on initial offers.  **
** ****Proposals must contain sufficient information so that the evaluation can be completed without discussions.  Supporting documentation must be clear and complete.**

## COST AND BUSINESS PROPOSALS

_**Labor**_
**The Level of Effort represents approximately one year of the requirement**
**Labor category rates must be consistent with the rates of persons whose resumes are submitted with the Offeror’s technical proposal**

## COST AND BUSINESS PROPOSALS

_**Labor (cont.)**_
**Include information on Uncompensated Overtime in accordance with FAR 52.237-10**** **
**Include information for evaluation of Compensation for Professional Employees in accordance with FAR 52.222-46**

## COST AND BUSINESS PROPOSALS

_**Administrative Labor**_
**Must be proposed in accordance with your company’s established accounting practices**
**Must also be estimated in the Cost proposal**

## COST AND BUSINESS PROPOSALS

_**Other Direct Costs (ODCs) (Offeror-estimated)**_
**Identify direct costs that the Offeror will charge to support this effort in accordance with its approved accounting system (i.e. copying, postage, etc.)**
**The above ODCs are in addition to the RFP-stipulated ODCs.**

## COST AND BUSINESS PROPOSALS

_**Accounting Systems**_
**Please provide a statement and evidence of approval by a Government agency such as the Defense Contract Audit Agency (DCAA).**

## COST AND BUSINESS PROPOSALS

** ****Provide current indirect rate recommendations  from DCAA, including a field rate, if available.**
** ****Subcontracts should be CPFF for companies with a   DCAA-approved accounting system**
** ****Small dollar value Time and Materials type may be appropriate for Consultants**

## COST AND BUSINESS PROPOSALS

** ****Prime Contractors are reminded that they    must allocate overall Subcontract costs on Schedules 2, 3, and 4.**
** ****CPFF subcontractors should only complete Schedule 2.**

## COST AND BUSINESS PROPOSALS

** ****Schedule 5 (applies to Primes only) Factors for Fixed Fee, Award Fee, and Profit****Two-tiered approach:**
**One rate for Subcontracts, Equipment, and Travel Costs**
**Another rate for All Other Costs**

## Reminders

**   ****Presented by: **
**       ****Elizabeth Segal, **
**       ****Contracting Officer**

## REMINDERSDTRT57-08-R-20022

_**Please read Sections C, L, and M more than once**_
**PROPOSALS ARE DUE BY 3:00 PM EASTERN TIME, ON JULY 10, 2008**

## REMINDERSDTRT57-08-R-20022

**Written questions are due by 4:30 PM, Eastern Time on May 12, 2008**
**Oral Presentations will begin approximately 16 days after the proposal submission due date**
**Offerors selected to provide an oral presentation will be notified at least 10 days in advance of their scheduled presentation date**

## Operations Research and Analysis Services

**THANK YOU FOR YOUR ATTENDANCE AT THIS **
**PRE-PROPOSAL CONFERENCE**
**IF YOU ARE ATTENDING THE 8(A) ORA **
**PRE-PROPOSAL CONFERENCE THIS AFTERNOON, PLEASE KEEP YOUR BADGE.  IF NOT, PLEASE TURN IN YOUR BADGE TO THE GUARD AT THE DESK IN THE FRONT LOBBY**