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SITE III Ordering Guide

Ordering Guide 

Version 1.0: April 1, 2021 

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www.dia.mil/Business/SITE-III

Notice: The official version of the SITE III Ordering Guide is posted at www.dia.mil/Business/SITE-III. 

Any printed copy is considered superseded. 

Please submit proposed changes and comments on NIPRNet to: DIA_SITE_III@DODIIS.MIL

DEFENSE INTELLIGENCE AGENCY 

COMMITTED TO EXCELLENCE IN DEFENSE OF THE NATION
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Welcome to the DIA CIO’s SITE III Ordering Guide

Primary Points of Contact 

Primary Contracting Officer Program Manager 

Esther L. Woods Maj. M. Gaby Maldonado, USAF 

CFO4B4 CIO5E 

DIA_SITE_III@dodiis.mil DIA_SITE_III@dodiis.mil 

 
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Table of Contents 

1. Introduction .......................................................................................................................... 1

2. Scope...................................................................................................................................... 2

3. Compliance with SITE III Acquisition Plan ..................................................................... 5

4. SITE III Team ...................................................................................................................... 6

5. NGA Ordering ...................................................................................................................... 9

6. Initiating a SITE III Task Order (TO) ............................................................................ 11

7. The SITE III Task Order Reporting Tool ....................................................................... 19

8. Post Award/Administration of Task Orders ................................................................... 20

9. List of SITE III Prime Contractors .................................................................................. 21

10. List of Appendices .............................................................................................................. 25

Table of Appendices 

 Frequently Asked Questions ................................................................................. A-1

 SITE III Task Order PWS Template and Instructions (SAMPLE) ....................... B-1

 Quality Assurance Surveillance Plan (QASP) Instructions ................................... C-1

 Preparing Independent Government Cost Estimates ............................................. D-1

 Source Selection Criteria (SAMPLE) ..................................................................... E-1

 Instructions to Offerors and Evaluation Criteria (SAMPLE) ................................. F-1

 Acronyms .............................................................................................................. G-1

 
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1. Introduction

Solutions for the Information Technology Enterprise III (SITE III) is a 10-year Indefinite 

Delivery/Indefinite Quantity (IDIQ) contract following the Enhanced Solutions for the 

Information Technology Enterprise (E-SITE) IDIQ contract that provided the centralized and 

synchronized acquisition of information technology (IT) capabilities for the Chief Information 

Office (CIO) at the Defense Intelligence Agency (DIA). 

The SITE III IDIQ contract addresses evolving Information Technology needs vital to the 

security of the United States. The SITE III IDIQ contract facilitates worldwide coverage for 

integrated IT intelligence requirements and technical support services to the DIA and National 

Geospatial-Intelligence Agency (NGA). It also supports business process reengineering/ 

development, performance measures and metrics, feasibility studies, IT systems architecture 

development and planning, research, design, engineering and/or development of systems, and 

fielding and installation of systems with capabilities developed during the design and 

engineering phase. 

This guide provides end user customers and Contracting Officers with instructions for using the 

SITE III IDIQ contract. It also provides guidance for obtaining decentralized ordering authority 

and outlines procedures and process flows for identifying SITE III Task Order requirements 

through Task Order award. The SITE III IDIQ contract terms are identified and explained to 

facilitate the ordering process. 

The Defense Intelligence Agency, Chief Financial Officer (CFO), also known as the Virginia 

Contracting Activity, is the contracting organization with overall contractual responsibility for 

the SITE III IDIQ contracts as the Procuring Contracting Office (PCO). The DIA CIO is the 

customer organization responsible for program management and technical oversight of the basic 

contracts. The SITE III Program Manager (PM) and supporting Program Management Office 

(PMO) serve as the CIO’s designated office of responsibility for managing and administering 

functional and technical oversight of the program. 

The SITE III IDIQ contract features decentralized ordering with NGA and is designed as a 

flexible and responsive end-user solution with acquisition streamlining advantages. 

The latest version of the SITE III Ordering Guide and copies of the contracts can be accessed on 

the following SITE III websites or by request to DIA_SITE_III@dodiis.mil. 

NIPRnet www.dia.mil/Business/SITE-III

JWICS JWICS URL (TBD)

Notice: This guide is not intended to take precedence over any aspects of the contracts. In the 

event of any conflict between the information in this guide and the terms and conditions of the 

contract, the contract is the binding document.
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2. Scope

The SITE III IDIQ contract supports both classified and unclassified programs on multiple 

security domains. The services and capabilities supported by the SITE III IDIQ contract provide 

responsive, flexible, adaptive, and timely solutions to satisfy current and future IT requirements. 

SITE III Task Orders are issued under FAR 16.505 and must provide each awardee a fair 

opportunity to be considered for each order, except as FAR 16.505 (b)(2) or FAR 19.504 applies. 

A solicitation synopsis in beta.SAM.gov is not required or recommended for Task Orders issued 

against indefinite delivery contracts, except per FAR 16.505(a)(4) and (11), and FAR 

16.505(b)(2)(ii) 

SITE III Task Orders shall be within the SITE III IDIQ scope, issued within the ordering period, 

and be within the maximum value of the SITE III IDIQ contract. 

Agencies supported by this contract vehicle are DIA and NGA. 

2.1. Contract Terms 

The SITE III Multiple Award IDIQ uses the following terms and provisions: 

Contract Terms SITE III 

Contract Ceiling 

The aggregate total of all orders placed against all SITE III 

contracts shall not exceed $12.6B over the life of the 

contract 

SITE III IDIQ Ordering Period 

Life of the SITE III IDIQ contract; inclusive of: 

 Base period of five (5) years from March 2, 2021 to 

March 1, 2026

 Five (5) 12-month option years from March 2, 2026 

to March 1, 2031

Task Order PoPs 

Task Order PoPs may be for up to five (5) years total 

 One (1) base year 

 Four (4) 12-month option years 

 One 6-month extension of services may be included 

(total of 5 years and 6 months) 

Pricing Structure 

Include, but not limited to: 

Fixed Price: including FPAF, FPIF, & FPFF 

Cost Type: including CPAF, CPFF & CPIF 

Labor Hour, T&M, and Hybrid 

Performance-Based Contracting Preferred method for acquiring services 

Fair Opportunity to be Considered Subject to FAR 16.505 and DFARS 216.505-70 
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2.2. SITE III Requirements 

Section C of the SITE III IDIQ contracts contains a description of the services that are within the 

scope of work for a SITE III Task Order. Customers should clearly identify the SITE III task 

areas that are applicable to the work defined in their requirement documents. 

A summary of major services and support considered within the scope of the SITE III IDIQ 

contract consists of the major six (6) task areas identified below and paragraphs 5.1 through 5.6 

of Section C of the SITE III IDIQ Contract. The Section C document may be found at 

www.dia.mil/Business/SITE-III. 

 5.1. Enterprise Activities and Services

 5.2. Infrastructure Development/Sustainment

 5.3. Application Development and Sustainment

 5.4. Other Special Services

 5.5. Support Core Functions

 5.6. Cybersecurity Services

2.3. SITE III Pricing Structure 

The SITE III contract offers multiple pricing arrangements to allow the contracting office to 

select the contract type most appropriate to the circumstances of the Task Order. 

2.4. Performance Based Service Acquisitions (PBSA) 

PBSA involves acquisition strategies, methods, and techniques that describe and communicate 

measurable outcomes rather than direct performance processes. PBSAs are structured around 

defining a service requirement in terms of performance objectives and providing contractors the 

latitude to determine how to meet those objectives. This is a method for acquiring what is 

required and placing the responsibility for how it is accomplished on contractors. Although Firm 

Fixed Price contracts are preferred for PBSAs, they are not always the best solution (FAR 

37.102(a)(2), Public Law 106-398, section 821a). Contract-type decisions involve an assessment 

of the agency’s requirements and the uncertainties involved in performance when selecting the 

Task Order type. The contracting office will follow their internal procedures and regulatory 

requirements when developing types and structures that place the appropriate degree of risk, 

responsibility, and incentives, targets, adjustment formulas, and performance and evaluation 

criteria on the Contractor for optimum performance. Frequently Asked Questions (FAQ) 

regarding the use of the SITE III contract are provided in Appendix A. 

2.5. SITE III Contract Line-Item Numbers (CLINs) 

SITE III IDIQ contract has established six (6) CLINs for the base period and each of the option 

years based on the type of pricing required in a Task Order. They are defined below. The 

customer should work with the contracting office to determine the appropriate CLIN structure 

for the task order. 

 CLIN 1001 – Minimum Guarantee (DIA use only) 

 CLIN ###2 – O&M Services IAW the SOW 

 CLIN ###3 – RDT&E Services and Deliverables IAW the SOW 
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 CLIN ###4 – Travel IAW the SOW 

 CLIN ###5 – Procurement Supplies and Provide Deliverables IAW the SOW 

 CLIN ###6 – Contract Data Requirements Lists (CDRLs) 

 CLIN ###7 – Surge 
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3.Compliance with SITE III Acquisition Plan

3.1. Contractor versus Government Performance 

OMB Circular A-76 has been considered and the SITE III IDIQ is compliant. The SITE III IDIQ 

shall not be used to replace Government employees. 

3.2. Inherently Governmental Functions 

Consideration was given to the subpart FAR 7.503(c) conditions, and contractors will not be 

performing inherently governmental duties. Each task order will be examined to ensure that no 

Inherently Governmental Functions will be performed. 

3.3. Information Assurance Compliance 

Each Task Order issued under the SITE III IDIQ contract must be screened for compliance with 

applicable information assurance statute, policies, and procedures. The customer (requiring 

activity) is responsible for providing the requirements (PWS/SOO/SOW) that meet information 

assurance requirements as specified in DFARS Subpart 239.7102; inspection and acceptance 

methods and criteria; a determination as to whether the IT requires protection against 

compromising emanations; and a determination as to whether the IT being acquired constitutes a 

“mission critical” or “mission essential” capability as defined in DoDI 5000.2, Operation of the 

Defense Acquisition System. 

3.4. Time and Material (T&M) Task Orders 

Prior to issuance of a T&M task order under SITE III, a Determinations and Findings (D&F) 

required by FAR 16.601(d) and DFARS 216.601(d) must be executed. 

 
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4. SITE III Team

4.1. Procuring Contracting Officer (PCO) 

The DIA CFO4B4 Section Chief serves as the SITE III PCO. The SITE III PCO has overall 

contractual responsibility for the SITE III IDIQ contracts. The SITE III PCO’s responsibilities 

include: 

 Performing all administrative functions associated with the contracts, including issuance 

of modifications, final decisions, explanations of terms and conditions and contract 

interpretation. 

 Managing all protests, claims and contract litigation associated with the original IDIQ 

SITE III contracts (not individual Task Orders). 

 Ensuring program and procedural compliance with the Federal Acquisition Regulation 

(FAR), DoD FAR Supplement (DFARS), FAMRS-Q10.001, DIA Acquisition Regulation 

Supplement (DARSI), and other governing regulations, policies, laws, and statutes. 

 Upon request, providing guidance to the DIA Contracting Officers and the NGA 

Decentralized Contracting Office (DCO) executing Task Orders under the SITE III 

contracts. 

4.2. SITE III Program Management Office (PMO) 

The SITE III PMO Team Lead in DIA CIO designates a Portfolio Manager to each SITE III 

Task Order who provides cradle to grave acquisition support for each task order. The Portfolio 

Managers provide timely and accurate support to financial offices, Contracting Officers (KOs), 

Awardees and CORs in the coordination, preparation, and execution of all SITE III requirements. 

PMO is responsible for program management and technical oversight of the SITE III IDIQ 

contracts. The PMO is responsible for providing guidance to the DIA program managers in 

developing the task order requirements package (TORP) including Performance Work 

Statements (PWS), Statements of Objectives (SOO), Statement of Work (SOW), Independent 

Government Cost Estimates (IGCE), Quality Assurance Surveillance Plans (QASP), and 

Proposal Evaluation Criteria. 

The SITE III PMO responsibilities for DIA include: 

 Arranging/facilitating pre-solicitation conferences. 

 Managing the allocation of contract ceiling on behalf of the PCO. 

 Conducting Program Management Reviews including Quarterly Business Reviews 

(QBRs). 

4.3. DIA Customer (End-User) Responsibilities 

The requiring organization is responsible for the following: 

 Identifying the requirement, 

 Ensuring funds are available by date of task order award, 

 Preparing the PWS, SOO or SOW (guidance available from the SITE III PMO), 

 Developing Proposal Evaluation Criteria, 
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 Initiating the Procurement Planning Conference (PPC), 

 Initiating the PALT using the ARTT tool, 

 Preparing other documentation to ensure the TORP is complete, 

 Reviewing contractor’s proposal for technical approach/technical costs, 

 Providing written technical evaluation document, 

 Supporting the Contracting Officer as needed in negotiations, 

 Coordinating assignment of a COR and ACOR, 

 Performing technical surveillance, 

 Monitoring the QASP and documenting positive and negative contractor performance, 

 Completing Contractor Performance Evaluation (CPE) reports, 

 Ensuring all deliverables have been submitted and meet Task Order requirements, 

 Reporting any suspected fraudulent activities by SITE III contractors to the DCO/PCO 

for possible referral to the cognizant Office of the Inspector General (IG), 

 Reporting the outcomes of any investigations conducted to the DCO/PCO and the SITE 

III PM, and 

 Performing Award Fee review and evaluation activities, if applicable. 

4.4. Task Order Contracting Officer Responsibilities 

DIA and NGA Task Order Contracting Officers are responsible for the following: 

 Receiving Task Order package from requesting organization, 

 Seeking SITE III IDIQ PCO endorsement/approval if Fair Opportunity exemption is 

intended (refer to paragraph 6.6), 

 Reviewing the PWS, SOO, or SOW and Proposal Evaluation Criteria, 

 Developing the Source Selection Plan, 

 Ensuring Funding Documentation is accurate, 

 Requesting proposals from contractors (all, some or one as appropriate), 

 Receiving proposals and leading source selection proceedings, 

 Conducting discussions (unless awarded without discussions), 

 Awarding the Task Order (provide copy to SITE III IDIQ PCO 

DIA_SITE_III@dodiis.mil), 

 Administering the Task Order,

 Resolving Task Order disputes, claims and protests,

 Ensuring past performance is completed in accordance with agency procedures for each 

Task Order,

 Conducting close-out procedures, 

 Ensuring all orders issued are subject to the terms and conditions of the IDIQ contract, 

and 

 Ensuring the SITE III IDIQ contract takes precedence in the event of conflict with any 

Task Order. 

In addition to the normal processing of Task Orders, the issuing contracting office for the Task 

Order also has the ultimate responsibility for: 

 Ensuring that the SITE III IDIQ PCO is provided copies of all Task Orders and 

modifications issued against SITE III IDIQ contracts within 15 days of issuance, 
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 Appointing a COR and ACOR and specifying their duties/responsibilities under SITE III 

Task Orders, 

 Providing a copy of the COR and ACOR appointment letters to the SITE III PCO, 

 Ensuring that the SITE III PCO and PM receive timely information on any issues or 

problems with the Task Order, 

 Providing information copies of reports to the SITE III PCO required by FAR, DFARS 

and statute as applicable, and 

 Reporting fraudulent activities or investigations regarding SITE III contractors to the 

DIA Inspector General (IG) office through the SITE III PCO and PMO. 

4.5. COR/ACOR Responsibilities 

The SITE III PCO will designate a COR and ACORs for the IDIQs by letter of appointment. 

Task Order Contracting Officers are responsible for designating the COR and ACORs for the 

Task Orders. 

The COR: 

 Obtains Service/Agency required training for CORs, 

 Serves as focal point for all task activities and acts as primary point of contact for 

contractors, including submission and management of contractor security clearance 

requests, 

 Assists the Government Program Manager with technical oversight of the Task Order and 

ensures adherence to the terms and conditions of the Task Order and SITE III contract, 

 Is not authorized to make commitments or changes that may affect price, quality, 

quantity, delivery or other terms and conditions of the IDIQ contracts and the Task Order 

and may be held personally liable for unauthorized acts, 

 Conducts final inspection and acceptance of Task Order services and deliverables, 

 Accepts Task Order services, receives any materials purchased, receives and reviews 

deliverables, and performs contractor surveillance in accordance with the QASP, 

 Participates in the SITE III COR Administration Program, 

 Maintains a complete record of required COR folders in the SITE III SharePoint Task 

Order library, and 

 Ensures accuracy of invoices. 
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5. NGA Ordering

5.1. Service or Agency Sponsoring Activity 

DIA administers the SITE III IDIQ contract centrally but authorizes decentralized ordering by 

NGA. SITE III is available for use by NGA whose Information Technology (IT) requirements 

are within the scope of the SITE III IDIQ Statement of Work (SOW). 

5.2. Decentralized Contracting Office (DCO) 

The designated NGA Decentralized Contracting Office is empowered to place orders in 

accordance with the terms and conditions of the SITE III IDIQ contracts, SITE III ordering 

guidelines, the FAR, DFARS, or applicable Service/Agency procedures. The DARSI clauses in 

the SITE III IDIQ are specific to DIA only. 

For questions concerning a requirement and whether or not it can be supported under the SITE 

III IDIQ, contact should contact the SITE III IDIQ PCO at DIA_SITE_III@dodiis.mil. The 

Requiring Activity is responsible for recommending the “in scope” determination, assisted by 

their DCO and the SITE III PM as necessary. 

The SITE III IDIQ PCO will not make any judgments or determinations regarding Task Orders 

awarded under the SITE III IDIQ contracts by a DCO, except in cases where sole source or 

limited competition Task Orders are intended. All issues, including protests and disputes must be 

resolved in accordance with individual agency procedures and/or oversight. Upon request, the 

SITE III IDIQ PCO is available to provide guidance to Ordering Contracting Officers executing 

orders under the SITE III IDIQ contracts. 

The DCO is responsible for acquisition planning. The requiring activity will follow their internal 

processes for planning the requirement, requesting approval, and documenting the acquisition 

process for each Task Order. 

5.3. Security Responsibilities 

DIA and NGA requirements owners are responsible for their own contractor personnel security 

management to include the processing and maintenance of security clearance approvals for 

contractors according to their guidelines. 

Over the course of the SITE III IDIQ contract, occasionally contractor personnel will need to 

move between Task Orders that may be serviced by different Security Organizations (e.g., 

moving from a completed DIA Task Order to a new NGA Order). Pursuant to reciprocity 

procedures, requests for transferring Contractor personnel with SCI billets between Services or 

Agencies will comply with Intelligence Community Policy Directive (ICPD) 704.2. The COR is 

responsible for this coordination. 

As a courtesy among SITE III sponsored activities, and to reduce any potential “down-time” 

while clearance requests are being processed by the new security office, each losing COR and 
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managing Security Office are encouraged to aid in this transition by maintaining the existing 

security position for 90 days beyond the Task Order before the Contractor employee is entirely 

“read-off” by the losing organization (this is fully allowable because the primary IDIQ Contract 

with the Contractor’s personnel is still in force). It is requested that a 90-day perm-cert for this 

transition period from the losing Security Office to the new Security Office be performed to 

provide to the Government with the ability to immediately engage the contracted services of the 

transitioning employees. 
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6. Initiating a SITE III Task Order (TO)

6.1. Types of Requirement Documents 

The SITE III IDIQ contract is a Performance Based Service Acquisition (PBSA) vehicle for the 

delivery of IT services. Upon identification of a requirement, the customer shall specify the 

performance specifications for meeting the requirement via a Performance Work Statement 

(PWS), Statement of Objectives (SOO) or Statement of Work (SOW). A sample PWS can be 

found in Appendix B. 

6.2. The Purchase Request Package 

Upon confirmation by SITE III PMO that the requirement is appropriate and recommended to be 

within scope for SITE III IDIQ contract, the requiring activity should use SITE III templates 

provided in this guide along and other individual Service /Agency procedures to prepare and 

process the procurement package to initiate a SITE III Task Order. The SITE III Checklist will 

assist the customer in understanding what is required for the procurement package prior to 

submission to the contracting activity (Appendix I). 

Requiring and contracting activities should perform due diligence in planning for and funding 

the requirement, gaining all necessary approvals and documenting the acquisition process for 

each Task Order. 

6.3. Acquisition Plan 

A SITE III IDIQ level acquisition plan was completed as part of the SITE III IDIQ acquisition, 

therefore, the acquisition plan is not required for DIA initiated task orders. 

An Acquisition Plan may be required by the NGA ordering office in accordance with NGA 

procedures. The format and completion of this plan will be defined and accomplished in 

accordance with NGA guidelines. 

6.4. Market Research 

A Market Research report is required by FAR 10.002. The Market Research performed for the 

SITE III IDIQ contract is valid for the first 18 months of the IDIQ (2 March 2021- 2 Sep 2022) 

in accordance with FAR 10.002 (b)(1). After this initial 18 month period is over, Market 

Research should be conducted for Task Orders exceeding the Simplified Acquisition Threshold 

($250,000). Market Research should consider the IT marketplace and other existing contracts in 

addition to SITE III. 

Market Research is required when at least one of these conditions apply: 

1. To restrict competition in accordance with FAR 16.505(b)(2), Exceptions to the Fair 

Opportunity Process. 
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2. There are at least 2 qualified small business concerns among the SITE III contract holders 

to justify limiting competition exclusively to small business concerns or socio-economic 

categories. 

3. Small business set-aside criteria imposed by FAR 19.502-2(b) cannot be met. 

The format for this report is defined and accomplished in accordance with DIA or NGA 

guidelines. 

6.5. Task Order Requirements Package (TORP) 

The TORP contains several documents prepared by the customer (end-user or COR) that are 

required by the KO for developing the Task Order and executing the acquisition. Included 

among these are the following key documents: 

 Performance Work Statement (PWS), Statement of Work (SOW), or Statement of 

Objective (SOO) and any supporting data clarifying the requirements to be satisfied by 

the contractor (Appendix B). 

 Quality Assurance Surveillance Plan (QASP) (Appendix C). 

 Independent Government Cost Estimate (IGCE) (Appendix D). 

 Source Selection Evaluation Criteria (Appendix E). 

 Purchase Request. 

 COR Nomination Letter. 

 Price/Cost Spreadsheet Template (To be used by vendors to submit their Price/Cost 

proposal). 

DoD Contract Security Classification Specifications (DD Form 254) and any supplements or 

attachments as required by the specific Agency are required for Contractors working in classified 

facilities or using classified IT systems in fulfillment of requirements. 

The requirement description should be written to encourage contractors to propose their best 

approach to accomplishing task order objectives. The PWS, SOO, or SOW developed by the 

customer will include the work to be performed, locations of work, list of equipment to be 

supported and/or maintained at each location, list of deliverables, performance standards, 

documentation standards, acceptance criteria, performance schedule, and any special 

requirements, (i.e., security clearances, deployment, travel, special knowledge) in sufficient 

detail to permit accurate estimation of cost, hours, and other resources and completion date (as 

applicable) by the contractor(s). 

The customer shall also propose the type of Task Order recommended, (e.g., Fixed Price, Cost 

Reimbursable, Labor Hour, Time and Material) provide the IGCE, the proposed evaluation 

criteria, and a QASP that specifies (1) all work requiring surveillance; and (2) the method of 

surveillance, pursuant to FAR 46.401. 

All required deliverables, such as reports and technical manuals, must have a complete 

description. One approach to documenting these requirements is to use a contract data 

requirement listing (CDRL), DD Form 1423. Another approach is to use a table of deliverables 

within the PWS or SOO. 
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Assistance from SITE III contractors (Prime or Sub-contractors) in developing a procurement 

package is strictly prohibited. 

6.6. Placing Orders 

Unless an exception to the fair opportunity process is used, or a small business set-aside is 

selected, all SITE III awardees will be provided a fair opportunity to be considered for each 

order. SITE III is governed by FAR 16.505(b), Orders under Multiple Award Contracts. Under 

this governance, Contracting Officers will provide each contractor a fair opportunity to be 

considered for each Task Order exceeding $3,500.00. All contractors will receive the Request for 

Proposal (RFP) with the exception of those Task Orders in which competition is limited to Small 

Business, or those afforded exemption by FAR 16.505(b). 

Prior to issuing Task Orders under the SITE III IDIQ contract, it must be determined by the 

ordering authority whether to: 

 Compete the Task Order among all SITE III IDIQ contract holders unless it can be 

determined the task order may be competed as a set-aside for only the small business 

contract holders or other socio-economic categories pursuant to FAR 19.502-2(b). 

Business size may be a determining factor in the fair opportunity decision. Accordingly, 

the ordering activity may offer any requirement to the small business contract holders or 

specific socio-economic categories only. (See FAR 19.000 (a)(3)) 

 Restrict competition in accordance with FAR 16.505(b)(2), Exceptions to the Fair 

Opportunity Process. Use of any of the exemptions afforded by FAR 16.505(b), Orders 

under Multiple Award Contracts, must be documented by the requiring activity and 

approved as required by DFARS 216.505-70 and DFARS PGI 216.5. Reminder: DCOs 

should contact the SITE III IDIQ PCO for guidance and endorsement prior to formalizing 

acquisition plans for sole source or limited competition Task Orders. Such sole source or 

limited competition Task Orders are not authorized on SITE III without prior written 

authorization and approval of the SITE III IDIQ PCO. These types of Task Orders should 

rarely occur.

NOTE to DCOs: The SITE III contract (IAW FAR 52.219-14) requires that, for total small 

business set-asides, “at least 50% of the cost of contract performance incurred for personnel 

shall be expended for employees of the [Offeror]”. The 50% rule applies at the Task Order 

level. 

6.7. Order Duration 

Task Orders may be awarded at any time during the ordering period of the SITE III IDIQ 

contract. The SITE III IDIQ ordering period is for a base period of five years and five one-year 

options. 

Base Period: Begin Date 2021/03/02 – End Date 2026/03/01 

Option Year 1: Begin Date 2026/03/02 – End Date 2027/03/01 

Option Year 2: Begin Date 2027/03/02 – End Date 2028/03/01 

Option Year 3: Begin Date 2028/03/02 – End Date 2029/03/01 

Option Year 4: Begin Date 2029/03/02 – End Date 2030/03/01 

Option Year 5: Begin Date 2030/03/02 – End Date 2031/03/01 
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Task Order issuance beyond the current IDIQ Base Period is dependent upon the SITE III IDIQ 

PCO exercising the associated ordering period option of the SITE III IDIQ contracts. 

The Task Order period of performance end-date is not dependent upon the current SITE III IDIQ 

ordering period end date (potentially 1 March 2031). However, the Task Order period of 

performance start date must fall within the SITE III current ordering period. Ensure that the Task 

Order term is consistent with the Agency’s policy, regulatory/statutory restrictions, and 

appropriation limitations on Task Order duration and funding. Ordering activities may consider 

the use of options in Task Orders, that when exercised, extend the Task Order’s period of 

performance. All SITE III Task Orders may contain option periods. In accordance with FAR 

17.204, Task Orders are limited to a maximum performance period of 60-months unless 

approved by higher authority for a longer duration. Contact the SITE III KO for additional 

guidance. 

6.8. Request for Proposal 

The ordering activity shall provide the Request for Proposal (RFP) to every SITE III IDIQ 

contract awardee, to small business contract awardees, or specific socio-economic categories 

when set-aside procedures are used. The RFP will dictate the contract type, estimated Task Order 

start date, period of performance and will include the work specification, evaluation criteria (e.g., 

relevant experience and past performance), the order of importance of the criteria, instructions 

for submission of a technical and cost/price proposal, submission past performance information; 

any special requirements (i.e., security clearances, travel, special knowledge); any other 

information deemed appropriate for the respective order; and deadline for receipt of proposals. 

6.9. Evaluation 

Award of competitive Task Orders will be made to the contractor whose proposal is the most 

advantageous to the Government based on an integrated assessment of evaluation criteria. Each 

solicitation will explain the selection criteria that the proposals will be evaluated against and the 

order of importance of the criteria. FAR 16.505 (b)(ii) states: 

The contracting officer may exercise broad discretion in developing 

appropriate order placement procedures. The contracting officer should keep 

submission requirements to a minimum. Contracting officers may use streamlined 

procedures, including oral presentations. If the order does not exceed the 

simplified acquisition threshold, the contracting officer need not contact each of 

the multiple awardees under the contract before selecting an order awardee if the 

contracting officer has information available to ensure that each awardee is 

provided a fair opportunity to be considered for each order. The competition 

requirements in part 6 and the policies in subpart 15.3 do not apply to the 

ordering process. However, the contracting officer shall— 

 (A) Develop placement procedures that will provide each awardee a 

fair opportunity to be considered for each order and that reflect the requirement 

and other aspects of the contracting environment; 
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 (B) Not use any method (such as allocation or designation of any 

preferred awardee) that would not result in fair consideration being given to all 

awardees prior to placing each order; 

 (C) Tailor the procedures to each acquisition; 

 (D) Include the procedures in the solicitation and the contract; 

 (E) Consider price or cost under each order as one of the factors in 

the selection decision; 

 (F) Except for DoD, ensure the criteria at 15.101-2(c)(1)-(5) are met 

when using the lowest price technically acceptable source selection process; and 

 (G) Except for DoD, avoid using the lowest price technically 

acceptable source selection process to acquire certain supplies and services in 

accordance with 15.101-2(d). 

In the technical factor, relevant experience should be given sufficient evaluation weight to ensure 

that it is meaningfully considered throughout the source selection process and will be a valid 

differentiator among the Task Order proposals received. A sample of evaluation criteria that 

might be used is provided in Appendix E. 

The ordering activity shall evaluate all proposals received using the evaluation criteria stated in 

the RFP. The ordering activity is responsible for considering the level of effort and the mix of 

labor proposed to perform a specific task being ordered, and for determining that the total price 

is reasonable. 

Note: Requiring Activities are responsible for 

providing the appropriate technical evaluation 

criteria with the competitive procurement 

package. This includes relevant experience, 

technical approach, CMMC, security, SCRM and 

past performance, as required. The ordering 

offices will provide the price/cost evaluation 

criteria. 

Additional evaluation factors relevant to the 

particular Task Order may be considered in the 

awards under this contract. The following factors 

are examples: 

 Specific Technical Expertise. 

 Management Approach. 

 Optimum Technical Solution. 

 Delivery Schedule or Turnaround Time. 

 Manning levels by labor categories (labor 

mix). 

 Other factors the customer believes 

relevant to the award of an order. 
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6.10. Award 

Once evaluations are complete, an authorized source selection official will make an award 

decision and document the rationale for his/her decision. Prior to making a decision, copies of all 

evaluations will be prepared and provided, and a complete award recommendation package 

assembled to document the selection process and serve as evidence that the fair opportunity to be 

considered rule was applied, unless an exception was taken under FAR Part 16.505(b)(2). 

At a minimum, the award decision will include: 

 A statement indicating whether announcement of the Task Order requirement was made 

to all contractors eligible for receiving an award for the task requirement, or if an 

exception to a fair opportunity to be considered rule was cited (cite the exception). 

 The selection criteria /methodology used to evaluate the competing contractors. 

 The results of the evaluation. 

 The rationale for the recommendation of the Task Order awardee, including a summary 

of any negotiations conducted, cost/price analysis and best value analysis. 

FAR 16.505(b)(5) Ordering, states that the KO shall document in the Task Order file the 

rationale for placement and price of each Task Order, including the basis for award and the 

rationale for any tradeoffs among cost or price and non-cost considerations in making the award 

decision. This documentation need not quantify the tradeoffs that led to the decision. The 

contract file shall also identify the basis for using an exception to the fair opportunity process. If 

the agency uses the logical follow-on exception, the rationale shall describe why the relationship 

between the initial Task Order and the follow-on is logical (i.e., in terms of scope, period of 

performance or value). The document supporting the award should be sufficiently detailed to 

clearly explain why the contractor was selected for award. 

In accordance with FAR 16.505(a)(10)(i)(A), the ordering agency’s award decision on each 

order is generally not subject to protest under FAR Subpart 33.1 except when an order increases 

the scope, period, or maximum value of the IDIQ contract, or an order is valued in excess of 

$25M (per 10 U.S. Code 2304c(e) and FAR 16.505(a)(10)(i)(B)(2)). If required, an Ombudsman 

will review complaints from the contractors and ensure that all contractors are afforded a fair 

opportunity to be considered for each order, consistent with the procedures in the contract. 

The ordering activity will then place the order with the contractor that represents the best value 

and will adhere to published ordering procedures (reference FAR 16.505 and terms of the SITE 

III contract). After award, the ordering activity will provide timely notification to unsuccessful 

Offerors. If an unsuccessful Offeror requests information on an award that was based on factors 

other than price alone, an explanation of the basis for the award decision shall be provided IAW 

debriefing requirements in FAR 16.505. 

6.11. Contents of Task Orders 

Each Task Order will contain: 

 Date of order, 

 Contract number and order number, 

 Contract line-item number (CLIN) and description, quantity, and price, 
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 Delivery/Performance schedule, 

 Place of performance, 

 Identification of contract option periods, 

 Accounting and appropriation data, 

 Work Specifications (PWS / SOO / SOW), 

 Quality Assurance Surveillance Plan (QASP), 

 Service Deliverable Summaries, as applicable (CDRL), 

 DD Form 254 (Contract Security Classification Specifications) as applicable, 

 Any Government-furnished property, material, equipment, or base support to be made 

available for performance under the Task Order, 

 Contractor Proposal as applicable, and 

 Contract Clauses as applicable. 

Task Orders will be issued in writing on a DD Form 1155 (Order for Supplies and Services). 

Decentralized orders will adhere to the numbering sequences specified in DFARS 204.16. DIA 

has not yet modified its contract software to comply with the 2016 change in the numbering 

system are required by the DFARs. Task Order numbers 0001 thru 9999 are reserved for DIA 

use. NGA may use any numbering system provided it does not conflict with either of these 

numbering systems. 

Agency Specific Clauses and Additional FAR Clauses: Provisions and clauses that supplement 

the FAR, which are prescribed and included in authorized agency acquisition regulations and 

issued within an agency to satisfy the specific needs of the agency, may be added at the Task 

Order level so long as they are not inconsistent with the terms of the SITE III IDIQ contract. 

Existing Status of Forces Agreements (SOFA): Contact SITE III PMO at 

DIA_SITE_III@dodiis.mil for guidance on OCONUS contract requirements. 

6.12. Organizational Conflicts of Interest 

Due to the nature and scope of the work encompassed in the SITE III IDIQ, the Government 

requires that there be no conflict of interest which would preclude the awardee from performing 

any portion of PWS, SOO, or SOW regardless of whether it intends to subcontract that portion. 

If any Offeror or proposed subcontractor has an OCI, or if any Offeror or proposed subcontractor 

has taken or proposes to take any steps to avoid, neutralize, or mitigate an OCI and the Offeror 

believes the conflict is adequately addressed, the Offeror must notify the Government and must 

submit an OCI Mitigation Plan with its proposal. Failure by an Offeror that has identified an 

actual or potential OCI to submit an OCI Mitigation Plan with its proposal shall be considered 

grounds for disqualification. 

IAW 5552.209-9007 Organizational conflict of interest certification (APR 1984). 

 The Offeror warrants, to the best of its knowledge and belief, that (1) there 

are no relevant facts that could give rise to organizational conflicts of interest, as 

defined in FAR 9.5; or (2) the Offeror has disclosed all relevant information 
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regarding any actual or potential organizational conflicts of interest. Offerors are 

encouraged to inform the contracting officer of any potential conflicts of interest, 

including those involving contracts with other foreign or domestic government 

organizations, before preparing their proposals to determine whether the 

Government will require mitigation of those conflicts. If the successful Offeror 

was aware, or should have been aware, of an organizational conflict of interest 

before award of this contract and did not fully disclose that conflict to the 

contracting officer, the Government may terminate the contract for default. 

6.13. Post-award Notices and Debriefing of Unsuccessful Awardees for 

Task Orders Exceeding $6 Million 

The Task Order KO shall notify unsuccessful awardees via a post-award notification 

when the total price of a Task Order exceeds $6M per FAR 16.505(b)(iv). For Task 

Orders in excess of $6 million, unsuccessful awardees will receive, at a minimum: 

• The number of Offerors solicited. 

• The number of proposals received. 

• The name and address of each Offeror receiving an award. 

• Total contract price. 

• In general terms, the reason(s) the Offeror’s proposal was not accepted, unless 

the price information readily reveals the reason, in no event shall an Offeror’s 

cost breakdown, profit, overhead rates, trade secrets, manufacturing processes 

and techniques, or other confidential business information be disclosed to any 

other Offeror. 

If a debriefing is requested by an unsuccessful awardee, the procedures at FAR 15.506 

Post-Award Debriefing of Offerors shall be followed. A summary of the debriefing shall 

be included in the Task Order file. Post-Award Notices and Debriefings for Task Orders 

less than $6 million are also encouraged but are not required. 

 
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7. The SITE III Task Order Reporting Tool 

The SITE III PMO has implemented web-based services and capabilities designed to support 

SITE III CORs and a multi-vendor environment for the management of the SITE III IDIQ 

contracts and individual SITE III Task Orders. This includes the data management services 

necessary for storing and processing task order information in support of planning, awarding, 

monitoring, tracking and producing task order and IDIQ management reports. This information 

system, consists of a SharePoint on Intelink-U/IntelShare. Users must be a DoD CAC holder and 

request access through DIA_SITE_III@dodiis.mil. 
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8. Post Award/Administration of Task Orders

The Task Order KO will perform all required administrative functions, including closeout 

procedures on their respective orders. 

8.1. Reporting Contractor Performance Evaluations 

As required by their Agency, the requesting organization COR or Program Manager shall be 

responsible for past performance assessment reporting for SITE III Task Orders as required by 

regulation. Although DIA and NGA are exempted from using the Contractor Performance 

Assessment Reporting System (CPARS) and Past Performance Information Retrieval System 

(PPIRS), CORs and Program Managers are responsible to provide copies of any Contractor 

Performance Evaluations (CPE) to the SITE III PM to be included in the overall quality 

assurance program for the SITE III IDIQ contracts. 

Past performance evaluations may be used in the “selection process” for determining award (see 

FAR 16.505 Ordering). The Federal Acquisition Regulation Part 42.15 requires that past 

performance evaluations shall be prepared for each Task Order with a period of performance, 

including options, exceeding one year. Agencies shall prepare an evaluation of contractor 

performance for each Order that exceeds the simplified acquisition threshold placed under a task. 

Agencies shall retain past performance reports in accordance with their Agency procedures. 

8.2. Task Order Closeout. 

Task Order KOs are required to provide a Task Order completion statement to the SITE III IDIQ 

PCO verifying that all terms of the contract have been met and there are no remaining open 

items. Closeout procedures (FAR 4.804 and 4.805) shall include a release of claims from the 

contractor. KOs are strongly encouraged to utilize quick closeout procedures in FAR 42.708, 

when applicable, because it is a faster method of completing the closeout process. It allows the 

KO to negotiate the indirect rates rather than waiting for the cognizant Administrative 

Contracting Officer (ACO) to negotiate the final indirect rates. 
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9. List of SITE III Prime Contractors

Prime Offeror Contract Number 

22nd Century Technologies, Inc. HHM402-21-D-0003 

Accenture Federal Services, LLC HHM402-21-D-0004 

Advanced Systems Development, Inc./Team ASD HHM402-21-D-0005 

Agile Defense, Inc. HHM402-21-D-0006 

AT&T Corp. HHM402-21-D-0007 

BAE Systems Technology Solutions & Services, Inc. HHM402-21-D-0008 

BE (Buchanan & Edwards) HHM402-21-D-0009 

BIA (Boeing Intelligence & Analytics) HHM402-21-D-0010 

BoozAllenHamilton HHM402-21-D-0011 

CACI HHM402-21-D-0012 

CGI Federal, Inc. HHM402-21-D-0013 

Data Systems Analysts, Inc. (DSA) / TeamDSA HHM402-21-D-0014 

Deloitte HHM402-21-D-0015 

GDIT HHM402-21-D-0016 

Illuminate Mission Solutions (Cyberspace Solutions, LLC dba 

Illuminate Mission Solutions) HHM402-21-D-0017 

IndraSoft, Inc. (ISI) HHM402-21-D-0018 

Intrepid Solutions and Services, LLC HHM402-21-D-0019 

Jacobs Technology, Inc. HHM402-21-D-0020 

Leidos HHM402-21-D-0021 

M.C. Dean, Inc. HHM402-21-D-0022 

ManTech HHM402-21-D-0023 

MetroStar HHM402-21-D-0024 

NGSC (Northrop) HHM402-21-D-0025 

Novetta Inc. HHM402-21-D-0026 

Octo Consulting Group, Inc. HHM402-21-D-0027 

Parsons Government Services, Inc. HHM402-21-D-0028 

Perspecta Enterprise Solutions, LLC / Team Perspecta HHM402-21-D-0029 

SAIC HHM402-21-D-0030 

Smartronix HHM402-21-D-0031 

Solutions By Design II, LLC HHM402-21-D-0032 

SOS International, LLC (SOSi) HHM402-21-D-0033 

Team BI /Business Integra Technology Solutions, Inc. HHM402-21-D-0034 

TELESIS Corporation/Team TELESIS HHM402-21-D-0035 

The Buffalo Group, LLC HHM402-21-D-0036 
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Prime Offeror Contract Number 

Trowbridge & Trowbridge, LLC HHM402-21-D-0037 

UGROUP ByteCubed dba U Group HHM402-21-D-0038 

WWTAS (World Wide Technology Government Services) HHM402-21-D-0039 

1CyberForce, LLC HHM402-21-D-0040 

Actionable Solutions Group HHM402-21-D-0041 

Aderas, Inc. HHM402-21-D-0042 

AEEC, LLC HHM402-21-D-0043 

Alpha Omega Integration, LLC HHM402-21-D-0044 

AnaVation, LLC HHM402-21-D-0045 

AOC Connect, LLC HHM402-21-D-0046 

Armedia, LLC HHM402-21-D-0047 

ASIRTek Federal Services, LLC HHM402-21-D-0048 

AttainX, Inc. HHM402-21-D-0049 

Bowhead Total Enterprise Solutions, LLC HHM402-21-D-0050 

Braxton-Grant Technologies, Inc. HHM402-21-D-0051 

BridgePhase, LLC/Team BridgePhase HHM402-21-D-0052 

Castalia HHM402-21-D-0053 

Cedge Software Consultants HHM402-21-D-0054 

cFocus Software Incorporated HHM402-21-D-0055 

Choisys Technology, Inc. HHM402-21-D-0056 

CKA, LLC / Team CKA HHM402-21-D-0057 

clearAvenue, LLC/ Team clearAvenue HHM402-21-D-0058 

Competitive Range Solutions, LLC (CRS) HHM402-21-D-0059 

Creative IT Solutions, LLC HHM402-21-D-0060 

Cyber and Engineering Excellence (CE2) JV HHM402-21-D-0061 

CyberPeak Innovations, LLC HHM402-21-D-0062 

DAn Solutions, Inc. HHM402-21-D-0063 

Data Intelligence Technologies, Inc. HHM402-21-D-0064 

Datastrong, LLC HHM402-21-D-0065 

Derivative, LLC HHM402-21-D-0066 

DigiFlight, Inc. (Team DigiFlight) HHM402-21-D-0067 

Diverse Systems Group, LLC HHM402-21-D-0068 

DKW Communications, Inc. HHM402-21-D-0069 

Dynamo-VariQ Joint Venture (DVJV)/Team DVJV HHM402-21-D-0070 

Dynanet Corporation HHM402-21-D-0071 

Edgewater Federal Solutions, Inc. HHM402-21-D-0072 

EnDepth Solutions, LLC HHM402-21-D-0073 

Enhanced Veterans Solutions (EVS), Inc. HHM402-21-D-0074 

Epsilon Inc. HHM402-21-D-0075 

E-volve Technology Systems, Inc. HHM402-21-D-0076 
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Prime Offeror Contract Number 

Expression Networks, LLC HHM402-21-D-0077 

Federated IT, Inc. HHM402-21-D-0078 

Fortem Services Group, LLC HHM402-21-D-0079 

Full Visibility, LLC HHM402-21-D-0080 

Fusion Technology, LLC HHM402-21-D-0081 

Futron, Inc. HHM402-21-D-0082 

GCubed Enterprises, Inc. / Team GCubed HHM402-21-D-0083 

George Consulting, LTD HHM402-21-D-0084 

Graham Technologies, LLC / Team GRAHAM HHM402-21-D-0085 

Halvik Corp (Halvik) HHM402-21-D-0086 

Highlight Technologies, LLC_ HHM402-21-D-0087 

HPI Solutions, LLC HHM402-21-D-0088 

Imperative Critical Infrastructure Protection, LLC HHM402-21-D-0089 

IMPRES Technology Solutions, Inc. HHM402-21-D-0090 

Information Management Group, Inc. (IMG) HHM402-21-D-0091 

Information Technical Strategy HHM402-21-D-0092 

iNovex Information Systems, Inc. HHM402-21-D-0093 

Integrated Computer Solutions, Inc. (ICS) HHM402-21-D-0094 

Intelligent Innovations Group HHM402-21-D-0095 

InterImage, Inc. HHM402-21-D-0096 

Invictus International Consulting, LLC HHM402-21-D-0097 

IPT Associates, LLC (IPT)/IPT Team HHM402-21-D-0098 

iSenpai, LLC HHM402-21-D-0099 

ISPA Technology HHM402-21-D-0100 

IT Concept HHM402-21-D-0101 

Kingfisher Systems, Inc. HHM402-21-D-0102 

Lentech, Inc. HHM402-21-D-0103 

Manta Group, LLC HHM402-21-D-0104 

MicroTech HHM402-21-D-0105 

Navitas Business Consulting, Inc. HHM402-21-D-0106 

Netorian HHM402-21-D-0107 

New River Systems Corporation HHM402-21-D-0108 

Nisga’a Data Systems, LLC HHM402-21-D-0109 

NOVA-Dine, LLC HHM402-21-D-0110 

NucoreVision, Inc. (CTA Team Lead) HHM402-21-D-0111 

Obsidian Solutions Group HHM402-21-D-0112 

Occam Solutions, Inc / Team Occam HHM402-21-D-0113 

Paradyme Management, Inc. HHM402-21-D-0114 

Patriot, LLC HHM402-21-D-0115 

Plus3 IT Systems, LLC (Plus3 IT) HHM402-21-D-0116 
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Prime Offeror Contract Number 

Probity Inc. HHM402-21-D-0117 

Pueo Prescient Edge HHM402-21-D-0118 

Quadrint, Inc. HHM402-21-D-0119 

Red Arch Solutions, Inc. HHM402-21-D-0120 

RIVA Solutions, Inc. HHM402-21-D-0121 

RTL Networks, Inc. HHM402-21-D-0122 

Salience Technologies LLC HHM402-21-D-0123 

Secure Innovations, LLC HHM402-21-D-0124 

Seneca Telecommunications, LLC d/b/a Seneca Solutions HHM402-21-D-0125 

SHINE Systems, LLC HHM402-21-D-0126 

SHR Consulting Group, LLC HHM402-21-D-0127 

SNA International, LLC/Team SNA HHM402-21-D-0128 

SOFTEK FEDITC, LLC (SOFITC) HHM402-21-D-0129 

Spathe Systems LLC HHM402-21-D-0130 

Spiral Solutions & Technologies, Inc./Team Spiral HHM402-21-D-0131 

Spry Methods, Inc. HHM402-21-D-0132 

Storage Strategies, Inc./SSI HHM402-21-D-0133 

SydanTech, LLC (Team SydanTech) HHM402-21-D-0134 

Synertex, LLC HHM402-21-D-0135 

Systems Plus, Inc. / Team Systems Plus HHM402-21-D-0136 

TEAM IMTAS/Innovative Management & Technology Approaches, 

Inc. (IMTAS) HHM402-21-D-0137 

Team LTG (LinTech Global, Inc.) HHM402-21-D-0138 

TekSynap Corporation HHM402-21-D-0139 

Technical and Management Resources, Inc. (TMR) HHM402-21-D-0140 

TENICA and Associates LLC HHM402-21-D-0141 

Veteran’s First, LLC / Team Veteran’s First HHM402-21-D-0142 

Vexterra Group HHM402-21-D-0143 

Volant Associates, LLC HHM402-21-D-0144 

Webworld Technologies, Inc. dba WTI HHM402-21-D-0145 

Yahya Technologies, LLC (DBA Y-Tech, LLC) HHM402-21-D-0146 

 
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10. List of Appendices

Appendix A. Frequently Asked Questions 

Appendix B. SITE III Task Order PWS Template and Instructions 

Appendix C. Quality Assurance Surveillance Plan (QASP) Instructions 

Appendix D. Preparing Independent Government Cost Estimates 

Appendix E. Source Selection Criteria 

Appendix F. Instructions to Offerors and Evaluation Criteria 

Appendix G. Acronyms 
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Frequently Asked Questions 

1. Question: How long does it take to get my task order awarded under the SITE III IDIQ? 

Answer: Please use the Acquisition Requirement Timeline Tool (ARTT) or NGA equivalent. 

2. Question: What is different about the Purchase Request (PR) process and required 

attachments for a SITE III Task Order? 

Answer: The PR process is the same already used within an Agency and necessary PR 

documents/attachments are those dictated by regulatory procedures, but some documents 

may have slight differences or prescribed formats to accomplish a SITE III Task Order. All 

the common PR attachments used for writing a requirement for a service contract are 

required by SITE III. The specific documents and formats that have been modified for use 

with SITE III Task Orders are (all others follow existing Agency acquisition practices): 

PWS or SOO: To expedite and standardize the processing of Task Orders, a generic 

task order template has been established for the preparation of the 

SOO or PWS. This template format for the SOO and/or PWS is 

required for SITE III and is Appendix D. This task order template 

replaces the individual templates for the PWS and SOO in previous 

editions. 

IGCE: An Independent Government Estimate Excel Spreadsheet is provided 

on the SITE III web-site which contains sample labor categories and 

rates to be used for the base period and option years. 

SITE III Checklist: Format provided in Appendix L of the SITE III Ordering Guide. 

3. Question: What does the SITE III InteLink/IntelShare SharePoint offer the COR? 

Answer: SITE III SharePoint provides government stakeholders and SITE III vendors a 

document sharing environment to support the full lifecycle of task orders, including SITE III 

reference materials, tools, and templates. It provides an electronic COR folder for every task 

order, and the COR determines and controls who has permission and access to their task 

order folders. It also serves as a convenient place for vendors to submit their deliverables. 

4. Question: How do I get started if I am not sure exactly where to start or how to prepare my 

Task Order Requirements Package? 

Answer: Contact your SITE III KO to determine if SITE III is an appropriate acquisition 

vehicle for the anticipated IT requirements. The SITE III PMO will also help in guiding you 

on preparing and refining the requirement. Then define and document the requirements in the 

form of a PWS, SOO, or SOW and prepare the other supporting documentation (e.g., 

independent government estimate, source selection plan) as required by your KO. 

5. Question: Are there any restrictions, (critical, limited, or contingency) on SITE III 

requirements? 

Answer: There are no restrictions. 
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6. Question: What is the lead-time until award of Task Orders under SITE III? 

Answer: The proposal lead-time is not dictated by the basic SITE III contract; but 

established within each solicitation for a Task Order proposal. Once the customer has 

completed the required PR documentation and submitted the request to the contracting office 

for review and processing, the request will be submitted to the Contractors for proposals. 

Customarily, Contractors should be afforded a reasonable amount of time to compile a Task 

Order proposal, typically 15 to 30 calendar days depending on the size and complexity of the 

Task Order to which they must respond. The KO will require an evaluation panel be 

convened to review the proposals and make a recommendation for source selection. 

Ultimately, the Source Selection Authority and the KO will make a determination of the 

selected contractor and negotiate as necessary. 

Note: Due to the potential complexity of a given SITE III order and/or its extensive evaluation 

criteria, the actual lengths of time from initiating the request to completing a signed Task 

Order can vary significantly. 

7. Question: Who evaluates the technical proposals for each prospective Task Order? 

Answer: The technical evaluation should be accomplished in accordance with Agency policy 

(normally by the requiring PM/COR and other requirements personnel within the activity 

who have responsibility for the requirement). 

8. Question: Who issues modifications to Task Orders under SITE III? 

Answer: The modifications to individual Task Orders will be issued by the cognizant KO 

within the requiring activity with responsibility for administration of the Task Order. 

9. Question: Can contractors receive debriefings on competitive Task Orders? 

Answer: If requested by the contractor, debriefings will be provided either orally or in 

writing above $6M. Awardee notification is provided via e-mail or letter. 

10. Question: Can contractors protest the award of a competitive Task Order? 

Answer: Yes, if the Task Order’s aggregated amount is in excess of $25M, or if the order 

increases the scope, period, or maximum value of the contract under which the Task Order is 

issued (see FAR 16.505 (a) (10)(i)(A)). 

11. Question: Is an EEO clearance required for each order issued under SITE III that exceeds 

$10M? 

Answer: EEO clearance was obtained for each of the prime awardees. However, if a 

proposal for a Task Order includes a first-tier subcontractor performing over $10M, EEO 

clearance must be obtained for that subcontractor. 

12. Question: Can a vendor ‘no bid’ a task? 

Answer: Yes. 

13. Question: Do I have to prepare a determination and findings (D&F) memo to justify the type 

of order I issue? 
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Answer: If the resultant Task Order will be a T&M, the D&F must be prepared, signed, and 

coordinated by the cognizant KO. 

14. Question: Must the Agencies follow the ordering instructions in the contract with regard to 

Small Business set-aside? 

Answer: Yes 

15. Question: When, if ever, would you have to obtain a Certificate of Current Cost and Pricing 

Data? 

Answer: Only in accordance with FAR 15.403. This should be a rare occurrence. 

16. Question: Will DIA sponsor all security clearances? 

Answer: No. Each Agency is responsible to provide security services for Task Orders 

initiated by their KO. The Task Order DD 254 will define the servicing security office of 

responsibility. 

17. Question: How will requests from a COCOM be handled (i.e., will they need to sign an IA)?

Answer: If DIA is the responsible contracting office for the COCOM element making the 

request (e.g., JIOC), no IA is required. 

18. Question: Are there any costs incurred by using the SITE III contracts (e.g., fixed or 

percentage usage fees)? 

Answer: There are no fixed or percentage usage fees for SITE III. 

19. Question: Do you have to fully fund a base year before the Task Order is awarded? 

Answer: No, the SITE III contract allows for incrementally funded Task Orders. When task 

orders are incrementally funded, they will state the amount of funds allotted to the order and 

the estimated date of performance through which the funds will sufficiently cover. 

20. Question: Is the process for issuing CAC Cards (CONUS or OCONUS) defined in the 

contract? 

Answer: No. Issuance of Common Access Cards is the responsibility of the Customer/COR 

in accordance with their Agency policies. The COR should take the appropriate actions 

required for issuing CACs to Contractor personnel. 

21. Question: What does the customer have to do to exercise an option year? 

Answer: As long as the options have been solicited, evaluated, and awarded in the Task 

Order, you simply need to provide the funding for the options (may be incrementally 

funded), complete the performance evaluation for the past year, and provide notification to 

the KO of your intent to be exercised the option. You should do this NLT 90 days prior to 

the start date of the option (in accordance with the SITE III IDIQ contracts, notification to 

the vendors must be performed 30 days prior and awarded NLT 14 days prior to the end of 

the current period of performance. The option years shall be exercised exactly as awarded in 

the original Task Order. If changes are required, they must be renegotiated prior to exercise 

of the option (be sure to plan for additional lead time). If you do have changes, contact your 

KO and SITE III PMO on how to handle these changes.
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SITE III Task Order PWS Template and Instructions 

 

(Instructions: Replace or delete all Blue text when completing Task Order) 

Project Title: Provide a short, descriptive title of the work to be performed.

Organization:Provide the complete Customer/Agency name and address.

1. BACKGROUND 

Insert a brief overview to describe the need for the services, the current environment, and the 

office’s mission as it relates to this requirement. 

2. SCOPE 

Insert a clear description of the objectives of the proposed task order. Indicate which SITE III 

contract task area(s) apply to the work to be performed. Include a high-level view of the 

procurement, its objectives, size, and projected outcomes. State whether it is an on-going or onetime requirement. Do not include anything that would not contribute to the expected result. Do 

include impacts/implications. 

3. REQUIREMENTS 

Insert a narrative of the specific performance requirements and standards or tasks that make up 

the performance requirements. Describe the work in terms of the required output, i.e., what is 

expected from the contractor, rather than how the work is to be accomplished or the number of 

hours to be provided. Number the tasks sequentially, e.g., Task 1-Title of Task and description, 

Task 2-Title of Task and description, etc. The requirement must be defined sufficiently for the 

contractor to submit a realistic proposal and for the government to negotiate a meaningful price 

or estimated cost. 

Describe the specific tasks and services required, including the results that will be provided to 

the Government. Be specific and include all results required under this request for services.

4. APPLICABLE DOCUMENTS 

List any standards, regulatory, or policy documents that are relevant to work. Include necessary 

information such as title, document number, date, etc., and state where documents can be 

obtained. State which portions of the documents apply, if applicable. 

5. INCENTIVES 

 

Some efforts are more conducive to use of incentives than others. Incentives should be used 

when they will encourage better quality performance. They may be either positive, negative, or a 

combination of both. Incentives may be monetary or non-monetary. Incentives do not need to be 

present in every performance-based contract as an additional fee structure. In a fixed price 
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contract, the incentives would be embodied in the pricing and the contractor could either 

maximize profit through effective performance or have payments reduced because of failure to 

meet the performance standard. 

Positive incentives. Actions to take if the work exceeds the standards. Standards should be 

challenging, yet reasonably attainable. 

Negative Incentives. Actions to take if work does not meet standards. 

If applicable, tie incentives to those work/tasks which are most critical and for which risk of 

failure is high. An example of proposed input: 

Incentives will be used? No ___ Yes___ 

If “YES” complete the following – otherwise delete this section of text 

The following incentives are provided: 

5.1

5.2

5.3

6. DELIVERABLES 

Review paragraph 3 to document the deliverables - state what the Government expects the 

contractor to deliver and the required milestones and frequency. Examples are: 

Para Description of Deliverable Distribution Format When and how often 

3.x Project Plan 

1 softcopy to 

COR 

Microsoft 

Project 

10 Days after Start 

w/ongoing updates as 

required by COR 

3.x Monthly Status Reports 

1 Hardcopy 

1 softcopy 

MS Word 

 10th of each month 

3.X Quarterly Business Reports 1 softcopy 

MS Power 

Point 

TBD days after the 

end of each fiscal 

quarter 

3.x 

Quality Assurance & 

Surveillance Reports 1 softcopy MS Excel 12th of each month 

7. CERTIFICATIONS, LICENSE, PHYSICAL REQUIREMENTS OR OTHER 

EXPERTISE REQUIRED 

 

Required? ____ No ___ Yes If YES, complete the following: 

The contractor shall meet the following requirements (provide references defining 

certification): 
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Include only those items that are required to successfully complete the task. 

Examples are: 

 Certifications in a particular program or field of study 

 Knowledge of a particular software program, type of equipment, etc. (Para 3.x) 

8. QUALITY ASSURANCE SURVEILLANCE PLAN (QASP) 

(Note: Refer to the Appendix C for further guidance on completing a QASP.) 

Para Task/ Deliverable Performance 

Standard

Acceptable 

Quality Level

Method Used/ 

Frequency

 

9. PERIOD OF PERFORMANCE 

Example: 

The base period of performance shall commence upon award for period of 24 months with 

options to renew for three 12-month periods. 

10. PLACE OF PERFORMANCE 

The place of performance is _______________________________. 

<OR> 

All work shall be performed at the contractor facility. 

11. OPERATIONAL HOURS 

Indicate the number of hours to be worked each week and any restrictions, if applicable, and 

whether performance will be required outside of normal business hours, i.e. evenings, weekends, 

and shift work. 

Examples: 

Work will be performed hours per week during normal business hours, Monday-Friday, 

excluding Federal holidays. 

Shift Work: No___ Yes___ / M__ Tu__ W__ Th__ F__ Sa__ Su__ 

On-Call: No Yes___ 

12. OVERTIME 

Required? No____ Yes____ Number of Hours per Week__________ 
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13. GOVERNMENT FURNISHED EQUIPMENT, INFORMATION, BADGE, KEYS 

AND/OR FACILITIES PROVIDED 

GFE Provided? No___ Yes___ Indicate whether the Government will be providing any tools, 

equipment, documents or facilities to the contractor. 

If Yes, the Government will provide the following GFE: ____________ 

Example: The Government will provide contractor personnel with an office environment 

typically provided to Government personnel that includes workstations, facsimile, telephones 

and computers with access to the Internet and local area network (LAN). 

14. SAFETY ISSUES 

Safety Issues? No___ Yes___ 

If yes, the following safety issues that may affect performance: __________________ 

Insert any safety issues that may affect performance such as expected lifting of materials or 

objects up to specified weights; exposure to hazardous conditions such as gases or fumes, 

solvents or grease; or possible performance in adverse or uncomfortable environmental 

conditions such as excessively hot or cold weather. 

Reimbursable Safety Equipment Required? No___ Yes___ 

If yes, the anticipated amount is: Cost: $_______________ 

If Contractor’s are being sent to a high-risk area, contact the PCO for additional guidance on 

wording for this section. 

15. SECURITY 

Work under this Task Order requires the following minimum clearance (select one): 

__UNCLASSIFIED __SECRET __TOP SECRET __TOP SECRET (SCI) 

Additional Information: 

16. REIMBURSABLE EXPENSES (TRAVEL, CONFERENCE, TRAINING, 

EQUIPMENT OR MATERIALS, ETC.) 

Travel or reimbursable expenses are required? No__ Yes___ 

[If “Yes”, complete for travel, conferences and training (to the degree possible) indicate the 

expected locations, frequency, and duration.] 
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The contractor will be required to travel to other locations in support of the tasks described in 

this Performance Work Statement (if conferences or training is required, list here and include a 

justification). Prior to incurring any travel expenses, contractor personnel must obtain written 

authorization from the COR that approves approximate travel, dates, expected duration, origin 

and destination, purpose, estimated costs and the number and names of personnel traveling. 

Contractor expense reports shall be prepared and processed in accordance with the Joint Travel 

Regulation (JTR) and FAR 31.205-46. Materials and subcontracts will be reimbursed at actual 

cost, including allocable material handling costs, as applicable, in accordance with FAR 52.232-

7 - PAYMENTS UNDER TIME-AND-MATERIALS AND LABOR-HOUR CONTRACTS. 

[ADD OTHER CLAUSES HERE AS APPROPRIATE]. 

17. NON-PERSONAL SERVICE STATEMENT 

Contractor employees performing services under this order will be controlled, directed and 

supervised at all times by management personnel of the contractor. The contractor’s management 

shall ensure that employees properly comply with the performance standards outlined in the 

Quality Assurance Surveillance Plan (QASP). Contractor employees will perform independent of 

and without the supervision of any Government official. Actions of contractor employees may 

not be interpreted or implemented in any manner that results in any contractor employee creating 

or modifying Federal policy, obligating the appropriated funds of the U.S. Government, 

overseeing the work of Federal employees, providing direct personal services to any Federal 

employee or otherwise violating the prohibitions set forth in Parts 7.5 and 37.1 of the Federal 

Acquisition Regulation (FAR). The Government will control access to the facility and will 

perform the inspection and acceptance of the completed work. 

18. GOVERNMENT CONTRACTING OFFICERS REPRESENTATIVE (COR) 

The government COR will provide general instructions on limitations and deadlines and is 

responsible for the administration of the Task Order in compliance with the contract to include 

inspection and acceptance of deliverables. 

19. INTERNATIONAL SERVICES 

International Services Required? ___NO ___YES 

If YES, Complete the information below for the type of support required-- otherwise delete all 

the text from here down: 

_____ Permanent _____ TDY _____ Deployed____ 

Country(s): 

_______________ Country has: SOFA MOU TRADE ACT or Other 

_______________ Country has: SOFA MOU TRADE ACT or Other
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Quality Assurance Surveillance Plan (QASP) Instructions 

1. Purpose 

This Quality Assurance Surveillance Plan (QASP) provides a systematic method to evaluate 

performance for the stated contract. The Government or the contractor can write the QASP, in 

accordance with FAR 37.604 (Quality Assurance Surveillance Plans). 

This QASP explains the following: 

 What will be monitored. 

 How monitoring will take place. 

 Who will conduct the monitoring. 

 How monitoring efforts and results will be documented. 

This QASP does not detail how the contractor accomplishes the work. Rather, the QASP is 

created with the premise that the contractor is responsible for management and quality control 

actions to meet the terms of the contract. It is the Government’s responsibility to be objective, 

fair, and consistent in evaluating performance. In addition, the QASP should recognize that 

unforeseen and uncontrollable situations may occur. 

The QASP shall be in accordance with FAR 46 (Quality Assurance). 

NOTE: When using a PWS, the QASP is prepared by the Government and accompanies the 

PWS. When using a SOO, the Government may require the contractor to propose the QASP 

rather than having the Government develop it. 

2. Reports 

A signed report is verification that tasks have been performed or deliverables have been received 

(at the Green level) and meet the Government standards for quality, timeliness and quantity such 

that payment is authorized. In cases where services or deliverables are rated Yellow or Red, 

report immediately to the KO. This is a two-step process. First, develop a four-part QASP: 

 Tasks or deliverables to be completed (what will be monitored?) 

 Performance standard (what is expected?) 

 Acceptable quality level/compliance level (what constitutes acceptance?) 

 Surveillance method/frequency (how will you perform your check? i.e., random 

sampling, customer complaint, etc.) 

Second, perform surveillance as performance progresses and document the results. Surveillance 

will be performed in accordance with a method listed below. 

Document surveillance on the QASP worksheet if a deliverable is Yellow or Red. Do not sign a 

receiving report where any deliverable is marked Yellow or Red without immediately reporting 

the quality concern to the KO. Periodically, the KO will request a copy of the worksheet to 

document the official Task Order file. 
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3. Acceptable Surveillance Methods 

Random Sampling: This method is designed to evaluate performance by randomly selecting 

and inspecting a statistically significant sample. Random sampling is highly recommended for 

large quantity, repetitive activities with objective and measurable quality attributes. Software is 

available to help establish sampling procedures and manage data. 

One Hundred Percent Inspection: This method may be too expensive for most cases. 100% 

inspection is used for stringent performance requirements when safety and health is a factor. 

Periodic Inspection: This method, sometimes called “planned sampling,” consists of the 

evaluation of tasks selected on other than a 100% or random basis. 

Direct Observation: Direct observation of services and products is used to survey the 

requirements. Observations can be performed periodically or through 100% surveillance. The 

observations are documented in a surveillance log. 

User Survey: This method combines elements of validated user complaints and random 

sampling. A random survey is conducted to solicit user satisfaction. This is appropriate for high 

quantity activities which have historically been satisfactory. 

Compliance Level and Date: This method is used to determine whether the required services or 

deliverables meet the Acceptable Quality Level on the QASP. It will be used to provide 

documentation for deficiencies requiring payment adjustment (when afforded by contract 

provision) or other action from the contractor. The compliance block is filled out using a color 

code (Green, Yellow, or Red): 

Green: Deliverable required has been met in a satisfactory manner. 

Yellow: Deliverable required is not being consistently met satisfactorily; attention is needed 

in certain areas. 

Red: Deliverable is not being met; requires Contracting Officer/Contractor attention. 

A deliverable rated Yellow or Red will need detailed documentation explaining the rating. This 

will be used to help the KO determine the course of action, in accordance with the terms of the 

contract, to resolve quality issues. 

4. QASP Sample

Task/Deliverable PWS/ 

SOO 

Para.

Performance 

Standard

Acceptable Quality 

Level

Method 

Used/ 

Frequency

Compliance

Level and 

Date

Documents produced 

in final form using 

standard software 

packages 

3.1 Format in accordance 

with regulation 12.4, 

deadlines met, errorfree on final 

document 

Most drafts in full 

accordance with 

regulation; on time 

and error free on 

final document 

Random 

Sampling/ 

Weekly 

Green 

(date) 

Predictive/preventative 

maintenance 

3.2 Remedial 

maintenance services 

System availability 

must be 95% during 

Direct 

Observation/ 

Red 

(date) 
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performed, and 

problem resolution 

completed within 

specific timeframe 

the hours 0800-1600. 

Response times 

within 4 hours of 

request. 

Each 

occurrence 

Database developed 

and deployed 

3.3 Validated against 

Oracle Database 10g 

R2 

Data calculations are 

error-free 

Periodic 

Inspection/ 

Quarterly 

Green 

(date) 

Responses to user 

inquiries 

3.3 Response made 

within one hour of 

receipt 

No more than 3 valid 

customer complaints 

per month 

User Survey 

at 

Completion 

Yellow 

(date) 
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Quality Assurance Surveillance Plan (QASP) 

PWS TITLE: ___________________________ 

Task Order Number: _________________________ 

 (See Instructions for assistance in completing this worksheet) 

Agency COR Signature/Date: ___________________________

Contracting Official Signature/Date: ___________________________ Page ____ of ____ Pages

Task/Deliverable PWS/SOO 

Paragraph Performance Standard Acceptable Quality Level 

Method 

Used/Frequency 

Compliance 

Level and Date

1. 

2. 

3. 

4. 

5. 

6. 

7. 

8. 
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Preparing Independent Government Cost Estimates 

1. Overview 

The Independent Government Cost Estimate (IGCE) is the Government's estimate of the 

resources and projected cost of the resources a contractor will incur in the performance of a 

contract. These include costs items such as labor, surge requirements, supplies, equipment, 

travel, transportation and some indirect costs such as material overhead. The data provided in the 

IGCE Guide is not intended to cover every possible SITE III Task Order, but rather explains 

elements of cost within the general context of their use. The IGCE should include only those 

applicable to and developed from the PWS, SOO, or SOW in describing the products and 

services to be acquired. 

The IGCE is developed by the customer (requiring activity) and used to establish a realistic 

price/cost for budget purposes. In addition, the Contracting Officer uses the IGCE for technical 

and management information. The IGCE is the baseline for evaluation of a realistic task order 

price/cost. Format and contents of the IGCE will vary in accordance with the complexity and 

value of the requirement. 

NOTE: The IGCE is a procurement sensitive document and should be handled accordingly. 

Access to the IGCE shall be on a need-to-know basis. 

2. SITE III IGCE Process 

The first consideration in developing the IGCE is establishing a mindset as if the developers 

would be working in a commercial environment. Standards, practices, and procedures that are 

normally used by industry should be used as the basis for developing the IGCE. 

All requirements submitted to your supporting contracting office require an IGCE. 

For SITE III, the IGCE is determined using an Excel Workbook available from the SITE III 

PMO. The workbook contains all the major elements required to calculate a SITE III IGCE. It 

includes a labor spreadsheet which has the appropriate labor rates by labor category and location 

of each contract year for estimation purposes, a set of ODC spreadsheets for capturing the most 

common types of ODCs such as travel, equipment, etc. (it can also be extended for other special 

ODC or cost requirements), and finally a top-level spreadsheet which summarizes all the costs 

associated with the proposed Task Order. 

3. Determining a SITE III Labor Estimate 

To determine the IGCE projected labor costs for SITE III Task Orders, use historical 

information, on-line pricing tools, or personal knowledge of the labor rates. You may refer to 

the GSA, Contract–Awarded Labor Category (CALC) tool at https://calc.gsa.gov/. CALC 

provides labor costs that are fully burdened (Contractor’s overhead, G&A, and fee costs). CALC 

provides research and price analysis for professional labor categories across a database of GSA 

contract awarded prices. 
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4. Determining SITE III Other Direct Costs (Price Estimates) 

The Other Direct Costs category provides an estimate of the types and quantity of material, 

equipment, and travel necessary for the contractor to perform the work you expect to accomplish. 

For work in non-US locations, consider relocation, housing and dependent tuition costs. These 

costs can be charged directly against the specific requirement. Item descriptions, quantities and 

related price estimates can be obtained using catalogs, price quotes, market surveys, historical 

data, etc. The emphasis in estimating other direct costs should be on accuracy of type and 

quantity. 

The price estimate for ODCs must be "independently" developed based on a comparison and 

analysis of factors such as published catalogs prices, historical prices paid, market survey 

information, vendor price quotes, etc. The price estimate is not broken down into the various cost 

elements and depends more upon bottom line prices paid or available in the marketplace. 

Typically, the Contracting Officer or specialist can help you research for "pricing" information. 

When developing the price estimate, focus should be placed on: 

For equipment and materials pricing: 

 Prices and quotes found in published or current catalog prices. 

 Previous prices and quantity purchased. 

 Quantity of items to be purchased. 

 Market Surveys and other miscellaneous source of pricing data. 

For calculating travel, use the published Government travel rates for the projected locations 

of travel for the first year—the spreadsheet will add an inflation factor for the options years 

(if used). 

For calculating non-US relocations, ceiling costs (per one-way move) have been negotiated 

for each SITE III vendor. 

5. Determining SITE III Indirect Costs 

 Indirect (Overhead) Costs 

Overhead costs are already included in the labor estimates and projected within the percentage 

markup estimates used in the SITE III IGCE spreadsheet for ODCs. 

 General & Administrative (G&A) Costs 

G& A costs are already included in the labor estimates and projected within the percentage 

markup estimates using in the IGCE spreadsheet for ODCs. 

 Profit/Fee 
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Profit or fee is already included in the contract labor rates of the IGCE workbook. Profit/fee is 

excluded from ODC since ODCs are cost reimbursable and profit is not allowable. 

When using incentive/award fee arrangements, fee is a negotiable cost element. For the purposes 

of incentive/award fee arrangements, estimators may utilize the IGCE worksheets as a basis for 

task order estimates; but, giving proper consideration to profit adjustment formulas, targets, 

incentives, performance criteria and award fees pursuant regulatory requirements and internal 

procedures. 

6. Escalation Considerations for the IGCE 

The impact of inflation should be considered when developing your IGCE. For labor costs, this 

is already included in the “loaded” prices of the awarded base year and 4 option years. 

To forecast other option year(s) costs, appropriate escalation factors are applied to the previous 

cost elements to bring it them up to a realistic value. If the task order performance involves more 

than one-year, different escalation factors may be applied dependent on the labor/material mix as 

appropriate. 

7. Summary 

An IGCE is required for every new SITE III acquisition that exceeds the simplified acquisition 

threshold. A subject matter expert should independently prepare it. Do not base the IGCE on a 

contractor’s cost/price estimate. 

When including commercial items as ODCs, the estimator should research past price history and 

make adjustments for any changes in specifications, quantities or inflation factors. For items that 

do not have a detailed pricing history it may be necessary to do a detailed analysis of individual 

cost elements. 

With a little diligence, you can provide an accurate estimate of these costs. By reviewing the 

work specification, you can determine the labor categories and effort required plus equipment, 

materials, and other direct costs plus overhead to perform the operation. 

A brief narrative of how the costs were developed and what reference material was used should 

be provided with the completed IGCE along with name, title, and signature of the estimator and 

an approving official. 

 
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Attachment D-1. Assumptions When Preparing Your IGCE

Preparation Instructions: 

Assumptions Used: Identify any and all assumptions and methodologies used in cost 

computations. 

Basis for Cost Estimates: Specify the item, the basis for the factor used and the source of the 

data used in preparing the IGCE. 

Item Basis Sources 

l. ______________________________________________________________________ 

2. ______________________________________________________________________ 

Other Project Information: Identify any other information which may be necessary or helpful in 

the proper evaluation of the cost estimates, i.e., Statements of Objectives (SOO),
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Source Selection Criteria 

1. Overview 

This appendix is designed to provide the Customer/COR with instructions on how to properly 

prepare source selection criteria and associated documentation. It will be given to the DCO and 

then used by the Government to award a competitive Task Order to the Contractor whose 

proposal is the most advantageous to the Government based on an integrated assessment of 

evaluation criteria. 

The technical evaluation processes are normally performed by the Customer/COR and include: 

(1) Evaluating skill mix, manning levels, labor hours and/or delivery schedules, (2) Reviewing 

technical solutions, capacity and/or technical/management approach. (3) Evaluating past 

performance on earlier orders under the contract and previous contracts, including quality, 

timeliness and cost control. 

2. Determining Best Value 

All source selections should ensure that the Government selects the Offeror proposing the best 

value to the Government. BEST VALUE can be determined by using the “tradeoff” process. 

 Tradeoff means, “In the best interest of the Government to consider award to other than 

lowest priced Offeror or other than the highest technically rated Offeror.” This means 

that the Government will evaluate both technical and price/cost factors as well as past 

performance and will award to the Offeror whose proposal offers the best value to the 

government, considering trade-offs between price/cost and other factors. 

Success proposal evaluation depends on the following elements: 

 Appropriate, well-defined evaluation criteria. 

 Evaluation rating standards that are understood and applied consistently among 

evaluators and among all proposals being evaluated. 

3. Process for Developing Evaluation Criteria 

Follow the process beginning on the next page as a guide to developing the evaluation criteria. 

Contained within this process are examples of instructions to the Offerors and the standards for 

each of the factors to be evaluated. You may use one or more of these examples as stated, tailor 

them or develop new criteria to meet your program needs. This information will then be used by 

the DCO when preparing the Request for Proposal (RFP). 

Assistance in Preparing Source Selection Criteria

Step 1. Identity Evaluation Factors and Priorities 

The table below lists the most common non-cost type evaluation factors used during 

source selections. The relative importance of these factors must be stated in the RFP. 
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Note: For Technical and Management you can either prioritize and evaluate them 

separately or combine them into a single factor. If you prioritize them as separate 

priorities, do not also prioritize the combined factor and vice versa. 

Not all factors are required for the evaluation process – if not relevant leave the 

Priority blank (Cost/Price and past performance must always be considered). 

In the Priority column, mark which factors are to be used (1 being the highest and 5 

the lowest). Factors can have the same priority (for example if all factors are 

considered of equal importance to the selection process they can all be marked as “1” 

or just an “X”). 

Selection Factor Priority 

Technical 

Management 

Technical/Management 

Relevant Experience 

Other: 

Step 2. Priority of Cost/Price 

Cost and price evaluation criteria are part of the evaluation, but are separate from the 

list of factors. The RFP shall also state, at a minimum, whether all evaluation criteria 

(other than Cost/Price), when combined, are (mark one): 

 Significantly more important than Cost/Price; 

 Approximately equal to cost or price; or 

 Significantly less important than cost or price (FAR 15.304(e)). 

Step 3. Develop Technical Evaluation Factors: 

 Insert the number of pages for this factor. Offerors shall submit proposals 

of no more than a total of 50 pages, excluding past performance and the 

cost proposal. 

The table below provides some sample technical evaluation factors and Instruction(s) to Offeror. 

Others may need to be defined in addition to the ones listed below based on the type of 

requirements to be addressed in the Offeror proposals. The goal is to provide the type of 

discriminators which allow the Government to make a best selection decision. “Discriminators” 

are the significant aspects of a task order requirement that are expected to distinguish one 

proposal from another, thus having an impact on the ultimate selection decision, and allowing the 

source selection team to accomplish an evaluation that distinguishes among competing proposals 

in areas the Government believes are most important. Mark on the left which to “Use”. 
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Step 4. Develop Management Evaluation Factors: 

 Insert number of pages for this factor (for simple requirements typically 3-5 

pages, for moderate requirements 5-10 pages and for complex requirements 

15-25 pages). 

The table below provides sample management evaluation factors and Instruction(s) to 

Offeror. Others may need to be defined in addition to the ones listed below based on 

the type of requirements to be addressed in the bidder proposals. The selections 

should be limited to those which provide the type of discriminators which allow the 

Government to make a best value decision. 

 

Use Description Instruction to Offeror Example Evaluation Standard 

 Technical 

Solution/ 

Approach 

Provide a description of 

Offeror’s technical 

solution/approach to meet 

the requirements of the

SOO/SOW/ PWS dated 

The standard is met when the 

proposal provides a sound technical 

solution/approach, including the 

implementation of sound technical 

processes/procedures which meet 

requirements of the SOO/SOW/ 

PWS dated and ensures system and 

software operability and 

maintainability, and the ability to 

recognize and address program 

interoperability, safety and security 

issues, including but not limited to 

personnel, data, data analysis tools, 

and assets. 

 Mix/ 

Availability of 

Skills 

Provide a description of the 

mix of skills proposed in the 

numbers needed in the time 

required that meets the 

requirement of the 

SOO/SOW/PWS dated If 

personnel are subcontracted, 

the approach illustrates the 

method of administration 

and technical control of the 

subcontractor(s). 

The standard is met when the Offeror 

provides a sound, compliant 

approach, which meets the 

requirement of the SOO/SOW/PWS 

dated and illustrates a thorough 

knowledge and understanding of 

those requirements, adequate and 

appropriate personnel skills, any 

associated risks, and actions the 

Offeror will take to mitigate the 

risks, if any. If personnel are 

subcontracted, the approach 

illustrates a sound method of 

administration and technical control 

of the subcontractor(s). 

[Others] 
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Use Description Instruction to Offeror Example Evaluation Standard 

 Management 

Approach 

Provide a description of Offeror’s 

management approach to meet 

the requirements of the

SOO/SOW/ PWS dated. The 

proposal should provide all task 

related materials and services 

(not otherwise being provided as 

GFE) required to efficiently and 

effectively manage 

accomplishments of tasks 

covered by requirements. You 

may want to add - The contractor 

should provide a program plan 

tailored to accomplishing 

administrative, management, 

technical, and financial 

requirements, as a minimum a 

milestone chart, projected 

spending rate and estimated manhours should be included. 

The standard is met when the 

proposal provides a sound, 

compliant approach, which meets 

requirements of the

SOO/SOW/PWS dated and 

illustrates a thorough knowledge 

and understanding of those 

requirements, their associated 

risks, if any, and actions the 

Offeror will take to mitigate the 

identified risks This includes all 

materials and services required to 

efficiently and effectively 

manage accomplishments of 

tasks covered by requirements 

(add the following if adding 

additional sentence as highlighted 

above) and a program plan 

tailored to accomplishing 

administrative, management, 

technical, and financial 

requirements, as a minimum a 

milestone chart, projected 

spending rate and estimated manhours. 

 Delivery 

Schedule or 

Turnaround 

Time 

Provide a description of Offeror’s 

delivery schedule or turnaround 

time which meets or exceeds the 

requirement specified in the 

PWS. If subcontracted, the 

approach should illustrate the 

method of administration and 

technical control of the 

subcontractor(s). 

The standard is met when 1) the 

proposal provides a sound and 

compliant approach to the 

delivery schedule or turnaround 

time which meets or exceeds the 

requirement specified in the 

PWS, and illustrates a thorough 

knowledge and understanding 

those requirements and 

demonstrates the Offeror’s ability 

to accomplish the logistics efforts 

associated with providing parts 

and personnel to residential and 

on-call locations within CONUS 

and OCONUS locations, 

including deployed locations. 2) 

If subcontracted, the approach, 

which illustrates the method of 

administration and technical 
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Step 5. Development of Technical / Management Evaluation Rating Scale 

Choose the appropriate rating scale from below or provide your own: 

Best Value: A sample rating scale for evaluating best value is provided below. 

Interpretation Definition 

Excellent

The Contractor’s proposal provides evidence that the Government can 

expect superior performance of the tasks and deliverables listed in the 

PWS/SOW/SOO, with minimal proposal risk of substandard 

performance. An excellent rating indicates that the proposal contains 

many strengths and few or no weaknesses. 

Good 

The Contractor’s proposal provides evidence that the Government can 

expect performance of the tasks and deliverables listed in the 

PWS/SOW/SOO, to meet standards, with moderate proposal risk of 

substandard performance. A good rating indicates that the proposal 

contains several strengths, but also some weaknesses. 

Marginal 

The Contractor’s proposal provides evidence that the Government can 

expect minimal performance of the tasks and deliverables listed in the 

PWS/SOW/SOO, with moderate to high proposal risk of substandard 

performance. A marginal rating indicates that doubt exists that the 

Offeror can satisfactorily perform the proposed effort. 

Unacceptable 

The Contractor’s proposal provides evidence that the Government can 

expect substandard performance of the tasks and deliverables listed in 

the SOO/SOW/PWS, with high proposal risk of substandard 

performance. An unacceptable rating indicates that the proposal may 

present some strengths, but it also contains many weaknesses and 

may be deficient in one or more areas. 

control of the subcontractor(s), is 

acceptable. 

 Capacity Provide a description of the 

Offeror’s capacity to meet the 

required delivery schedule (or 

proposed delivery, if earlier). If 

subcontracted, the approach 

illustrates the capacity of the 

subcontractor and the method of 

administration and technical 

control of the subcontractor(s). 

The standard is met when the 

Offeror demonstrates the ability 

to produce the necessary 

resources to meet or exceed the 

required delivery schedule (or 

proposed delivery, if earlier), 

including but not limited to 

training, support personnel, 

diagnostics, and OEM support 

agreements. If subcontracted, the 

approach illustrates the capacity 

of the subcontractor and the 

method of administration and 

technical control of the 

subcontractor(s). 

[others] 
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Develop Past Performance Factors 

The Government will conduct a performance risk evaluation based upon the past performance of 

the Offeror and the proposed major subcontractors as it relates to the probability of successfully 

performing the solicitation requirements. In conducting the performance risk evaluation, the 

Government may use data provided by the Offeror and data obtained from other government 

sources. 

The past performance information presented will document the Offeror's ability to meet Quality 

of Product or Service, Schedule, Cost Control, Business Relations and Management of Key 

personnel. The Government may evaluate the past performance of the Offeror's proposed key 

subcontractors, predecessor companies, or personnel who have relevant experience to the extent 

warranted. Only relevant experience will be considered for past performance purposes. 

When considering the relevance of PPI, similarities in the following should be considered: 

 Location of the work to be performed, 

 Nature of the business area involved, 

 Required level of technology, 

 Contract types, 

 Type of work (product/service), 

 Scope of work or complexity/diversity of tasks, and 

 Skills required to provide the service. 

An Offeror with no record of relevant past performance will be given a neutral rating for past 

performance. 

The Offeror will provide Past Performance references on at least three (3) relevant efforts 

performed within the last three years, having task requirements like those that are in the PWS 

support areas. The Offeror may also provide Past Performance information on the proposed 

subcontractor, in providing solutions like those in scope, complexity, and size required by the 

effort. Two of the three past performance references must be for the prime Offeror. The third 

past performance reference may be for the prime Offeror's subcontractor or for the prime offer 

The Past Performance Assessment will be performed using a best value approach. This type of 

evaluation documents the risks associated with an Offeror’s proposed approach. 

 
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Adjectival rating table: 

Pass or Fail rating table: 

Rating Definition 

High Performance Risk Based on the Offeror’s past performance record, substantial doubt 

exists that the Offeror will successfully perform the required effort. 

Moderate Performance 

Risk 

Based on the Offeror’s past performance record, some doubt exists 

that the Offeror will successfully perform the required 

effort. Normal contractor emphasis should preclude any problems. 

Low Performance Risk Based on the Offeror’s past performance record, little doubt exists 

that the Offeror will successfully perform the required effort. 

Unknown Performance 

Risk No relevant past performance record is identifiable. 

Rating Definition 

PASS 

A review of the Offeror’s past performance demonstrates that the 

Offeror has performed successfully, without any unresolved 

quality issues. Performance has been timely and fully acceptable 

to the Government. In the event of performance problems, all 

issues have been resolved to the satisfaction of the Government. 

FAIL A review of the Offeror’s past performance demonstrates that the 

Offeror has not performed successfully. 
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Instructions to Offerors and Evaluation Criteria (SAMPLE) 

Fair Opportunity or Small Business Set-Aside 

1. INSTRUCTION TO OFFERORS

1.1. Offerors shall coordinate an individual time of submission with the contract 

specialist. Coordination must be arranged via email NLT xx xx 2021 at 12:00 Noon 

Eastern time. 

1.2. Terms: All terms and conditions of the Offeror's SITE III IDIQ Contract remain 

in effect.

1.3. Format: Proposal pages are to be standard 8.5 x 11 inches. Pages shall be single 

spaced and single sided. Use at least 1" margins on the top, bottom and side margins. 

Headers and Footers are allowed in the margins.

1.4. Text Spacing and Type: Except for the reproduced sections of the solicitation 

document, the text size shall be no less than 12 point. Pages shall be numbered 

sequentially by factor. Pages exceeding this page limitation set forth will not be read or 

evaluated and will be removed from the proposal. Each page shall be affixed with the 

legend: "SOURCE SELECTION INFORMATION". Headers and footers can be as small 

as 8 point.

1.5. Illustrations and Tables: Tables, charts, graphs, diagrams and figures shall be 

used wherever practical to depict organizations, systems and layout, implementation 

schedules, plans, etc. These displays shall be uncomplicated, legible and shall not exceed 

8.5 x 11 inches. Foldout pages shall not be used. Elaborate formats, bindings or color 

presentations are not required. Elaborate brochures or documentation, binding, detailed 

artwork, or other embellishments are neither required nor desired. Illustrations and tables 

shall be no smaller than eight point.

1.6. Number of Copies/Page Limits: Offerors shall submit proposals in accordance 

with these instructions. Offerors shall provide the price proposal in a format which can be 

extracted from the proposal. The cover page, table of contents, acronym list, proposal 

matrix, list of subcontractors, and staffing plan will not be included in the XX page limit. 

Each factor must be written on a stand-alone basis, so that its contents can be evaluated 

with no cross-referencing to other factors. Information required for proposal evaluation 

that is not found in its designated factor may result in unfavorable proposal evaluation. 

The Government reserves the right to award this effort based on the initial proposal, as 

received.

1.7. Late Proposals: Offerors are reminded that proposals will be considered late if 

the proposal is not received in accordance with the terms of this solicitation. Late 

submission, modification, revision, and withdrawal of offers, proposals, or quotes will be 

handled in accordance with FAR 15.208. Additionally, in accordance with FAR Subpart 

4.8 (Government Contract Files), the Government will retain one copy of all unsuccessful 

proposals.
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1.8. Point of Contact (POC): The Contract Specialist, Name, is the primary point 

of contact for this acquisition. The Contracting Officer is NAME. Address any questions 

or concerns you may have to DIA_SITE_III@dodiis.mil. Questions are due xx xx 2021, 12:00 Noon Eastern time. The Government will not guarantee that questions submitted 

after this date will be answered. It is the responsibility of all Offerors to submit their 

questions as early as possible.

1.9. Proposal Format: Offerors shall provide all information that will allow the 

Government to evaluate proposals in accordance with the provided evaluation criteria. 

Offerors shall submit one proposal in response to the Task Order RFP. Offerors shall 

submit four (4) non-cost factors and a cost evaluation criteria:

Table 1: Proposal Format 

Factor Number Evaluation Criteria Name Page Count 

1 Security Unlimited 

2 Relevant Experience 35 

 Sub-Factor 1 

 Sub-Factor 2 

 Sub-Factor 3 

3 Technical Approach 5 

4 Staffing Approach 5 

 Cost Unlimited 

2. Proposal contents: All information the Offeror wishes to have considered must be 

submitted with the initial proposal submission. The Government proposal evaluation will 

be limited to the information provided by the Offeror and nothing will be assumed. 

Offerors are responsible for including sufficient details to permit a complete, thorough, 

and accurate evaluation of the submitted proposal. Proprietary information shall be clearly 

marked as such. 

2.1. Factor 1: Security: The Offeror shall have an accredited SCIF for work to be 

performed under this contract. Offerors will provide their SCIF Identification 

Number(s), Accrediting Authority, CAGE Code, Accreditation certification. The 

Offeror’s proposal may not be considered for further evaluation if proposed SCIFs do 

not meet the security criteria. 

2.2. Factor 2: Relevant Experience: The Offeror shall demonstrate experience and 

expertise with a previous or current contract that is relevant and has similar scope 

(technical and functional areas), magnitude, and complexity to this solicitation that 

they have performed, and provide the information stated in this section about each 

project. The Offeror’s contract or project should demonstrate TASK 1, TASK 2, 

TASK 3 ... Relevant magnitude and scope for this solicitation is characterized as 1 
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year of continuous performance since 1 January 2018 on a Federal Government 

contract successfully supporting multiple CONUS/OCONUS locations AND ANY 

OTHER REQUIREMENTS. 

2.2.1. Sub-factor 1 – BREAK DOWN OF EXPERIENCE REQUIRED 

2.2.2. Sub-Factor 2 – BREAK DOWN OF EXPERIENCE REQUIRED

2.3. Factor 3: Technical Approach

2.3.1. The Offeror will demonstrate their approach and solution to THE 

REQUIREMENTS OF THE SOLICITATION 

2.4. Factor 4: Staffing Approach

2.4.1. Staffing Plan: The staffing plan narrative shall clearly and succinctly describe the 

Offeror's plan to provide the appropriate cleared personnel to meet the requirements 

in the PWS and implement their Technical Approach provided for Factor 2. 

2.4.1.1. Position descriptions and labor category names must be provided. Offerors 

may use the suggested labor categories and descriptions in the Historic LCAT 

Descriptions tab or may modify, change, or propose different labor categories and 

position descriptions, as needed to fulfill all task order requirements per the PWS. 

2.4.1.2. Offerors shall include the employment status within the Offeror’s 

company or additional key personnel intended to perform on the contract. 

Employment statuses are current, subcontractor, or Letter of Intent (LOI) 

employees. 

2.4.1.3. The staffing plan shall include a feasible and achievable estimate 

describing the timeline of when the contract will be fully staffed. The timeline 

should include meeting DoD security requirements. The Offeror shall propose a 

reasonable skill and labor mix able to meet the requirements list in the PWS. The 

Offeror shall identify in the plan whether personnel will work at a Government or 

Contractor owned/managed facility. 

2.4.1.4. The staffing plan spreadsheet has no page limit and does not count against 

the narrative page limit. Offerors may not include information to be evaluated for 

other Factors in this spreadsheet. Offerors are encouraged to write as succinctly 

as possible in order to reduce confusion. 

2.5. Cost/Price: Proposals are required to be valid for at least 120 days.

2.5.1. A Cost/Pricing Spreadsheet is provided in the solicitation for the Offerors. 

Offerors must clearly show their cost methodology in their spreadsheets and may 

edit the format of the spreadsheets if needed to account for all costs, rates and fees. 

2.5.1.1. CLIN 0001, 2001, 3001, 4001, and 5001 – Labor 

2.5.1.2. CLIN 0002, 2002, 3002, 4002, and 5002 – Surge 
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2.5.1.3. CLIN 0003, 1003, 2003, 3003, 4003, and 5003 – Travel 

2.5.1.4. CLIN 0004, 1004, 2004, 3004, 4004, and 5004 – Materials ODCs 

2.5.1.5. CLIN 0005, 1005, 2005, 3005, 4005, and 5005 – Award fee 

2.5.2. Spreadsheet: The first tab of the spreadsheet shall be a summary to include a 

top-level rollup of the price elements: labor category, skill level, hours, fringe and 

overhead (as applicable), materials, travel, General and Administrative (G&A) (as 

applicable), profit/fee and total Task Order cost. Included in the summary tab shall 

be a column that serves as a reference. The reference column shall state the 

location in the proposal where the support for each cost element (e.g. Defense 

Contract Audit Agency (DCAA) audits, quotes, subcontractor information, etc.) 

can be found. A separate tab on the spreadsheet shall be used for the Concern and 

each Subcontractor. Excel workbooks, files and spreadsheets must contain all 

formulas and calculations; no read-only or file protected spreadsheets shall be 

accepted.

2.5.3. Section B and pricing spreadsheets: Offerors shall provide cost for the CLINs 

as indicated in section B of the RFP. However, in the instance of any inconsistencies, 

Section B will take precedence over the price spreadsheets for purpose of evaluation. 

2.5.3.1. Data Required: In accordance with FAR 15.403-1(b), Offeror shall 

submit data other than certified cost or pricing data to support cost realism. The 

cost proposal should delineate the proposed costs for each of the following 

elements as appropriate: 

 Direct Labor: The proposed labor shall be presented by labor category and 

include applicable labor hours, direct labor rates and cost per labor category. 

 Indirect Rates and Factors: For each cost breakdown submitted, Offerors 

shall identify the individual indirect rates applied to each respective cost 

element, the base to which the rate is applied and the amount proposed. 

 Sensitive Compartmented Information Facility (SCIF) Facilities and 

Equipment: Offerors shall provide a detailed Firm Fixed Price (FFP) 

breakdown of their proposed SCIF facilities and equipment costs. 

 Travel: For the purposes of evaluation, use the following amount for the 

effort: TRAVEL: $PLUG NUMBER per year. (Submission of a breakout of 

travel is not required). The Travel estimate plus the applicable indirect charges 

will be included in any resultant Task Order on a separate Cost CLIN (NO 

FEE). All Subcontractor travel costs shall be proposed using the same 

restrictions. 

 Materials ODCs: For the purposes of evaluation, use the following amount for 

the effort: MATERIALS: $PLUG NUMBER (Submission of a breakout of 

materials is not required). The material estimate plus the applicable indirect 
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charges will be included in any resultant Task Order on a separate Cost CLIN 

(NO FEE). In no case shall fee be applied to material costs by either the prime 

or subcontractor. All Subcontractor material costs shall be proposed using the 

same restrictions.

2.5.4. Subcontractor submission breakout: 

2.5.4.1. Subcontractor data shall be provided in the same detail as required for the 

prime contractor. The proposal must be received no later than the date and time 

identified above to be considered in evaluation of the proposal in accordance rules 

for timely proposals discussed in paragraph A, above. 

2.5.4.2. The Offeror shall identify all proposed subcontractors, and the contract 

type the Offeror proposes for each. Offerors shall clearly identify and state if 

subcontractors were selected on a competitive basis and provide their rationale for 

any sole source decisions. In addition the Offeror shall provide price 

analysis/rationale to demonstrate the competitive basis of subcontractor selection 

and proof that competition exists (e.g., competitive bids or the RFQ). In the 

absence of such information, the Government reserves the right to request 

certified cost and pricing data for the subcontractor. Also, this volume shall 

include the period of performance for each subcontractor. It is noted that the 

subcontractor’s Period of Performance (PoP) start date should coincide with the 

Offeror’s start date and completion date cannot exceed the period of performance 

for the order. Any variance should be explained. 

2.5.5. Facilities Capital Cost of Money (FCCOM): If FCCOM is proposed, Offerors 

shall identify the individual rates applied to each respective cost element, the base to 

which the rate is applied and the amount proposed for each cost breakdown 

submitted. Offerors shall include the percentage distribution of fixed assets for land, 

buildings and equipment for each business unit involved. State whether the 

distribution has been reviewed and/or accepted by Defense Contract Management 

Agency (DCMA)/DCAA. 

2.6. Award Fee – Identify the proposed base and award fee percentages used to 

calculate the proposed total cost. Ensure fee computations exclude Travel and ODCs. 

Provide justification for proposed fee based upon the level of risk borne by the Offeror. 

Additionally, provide a separate table for Fee Pools proposed (Base and Award Fee) biannually by Contract Year (50% award fee for each bi-annual period). Offerors are 

reminded DFARS 216.405-2 directs the base fee shall not exceed three percent of the 

estimated cost of the contract exclusive of the fee. 

2.7. To help the Government ensure excessive pass-through charges are avoided, 

within its own tabbed section, the Offeror shall state what their pass through rate is on 

sub-contractors. In accordance with FAR 52.215-22 “Limitations on Pass-Through 

Charges – Identification of Subcontract Effort” within the price proposal, the Offeror 

shall identify in its proposal the total cost of the work to be performed by the offeror, and 

the total cost of the work to be performed by each subcontractor under the task order. 
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Ensure the additional clause stipulations are followed if the 70 percent threshold is 

exceeded. 

3. Organizational Conflicts of Interest: The Government requests Offerors to submit an 

OCI Mitigation Plan, if applicable, with their proposals as an appendix to Volume 3. The 

Government retains the right to determine what, if any, OCI provision is appropriate for 

incorporation into any particular Task Order (TO). The OCI Mitigation Plan does not 

count against the established page limitation. 

4. BASIS FOR AWARD AND EVALUATION INFORMATION 

4.1. Basis for Award: An award will be made to the responsible Offeror whose offer, 

conforming to the solicitation, is determined to be the best overall value to the 

Government. The evaluation shall be conducted in accordance with the evaluation 

criteria stated below. The Offeror's initial proposal should contain the Offeror's best 

terms from a stated price and technical standpoint. Offerors are notified that this 

acquisition is being conducted pursuant to FAR 16.505, FAR 19.5, DFARS 216.505 and 

DFARS 219.502-2. The rules, policies, and procedures of FAR Subpart 15.3 and 

DFARS Subpart 215.3 do not apply to this acquisition. 

4.2. After receipt of proposals, the Government will conduct an evaluation of 

proposals and the Government may award based on initial proposals without 

communicating with Offerors. However, during the evaluation process the Government 

may, solely at its discretion, communicate with an Offeror for any purpose such as to 

gain a better understanding of the proposal. The Government need not communicate 

with all Offerors. Rather, the Government may, at its discretion, communicate with only 

some Offerors or only one Offeror. As a result of such communication, the Government 

may allow an Offeror to submit a proposal revision. The Government need not provide 

all Offerors with an opportunity to submit a proposal revision. Rather, the Government 

may, at its discretion, permit only some Offerors or only one Offeror to submit a 

proposal revision. If proposal revisions are allowed from more than one Offeror, the 

Government may, solely at its discretion, impose non-common due dates for the 

revisions. In other words, the Government may elect to have a proposal revision date for 

an Offeror that is different than a proposal revision date for another Offeror(s). 

4.3. At any time prior to award, including upon receipt of proposals, the Government 

may exclude a proposal from further consideration for reasons such as (but not limited 

to) non-compliance with instructions related to this solicitation or if the proposal is not 

likely to be selected for award. 

4.4. Offerors should note that the Government may select other than the lowest proposed 

price. The Government may select a superior technical offer if it is determined that the 

additional merit offered is worth the additional price in relation to the other proposals 
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received. It should be noted that price is not a numerically weighted factor. In the best 

value tradeoff, the importance of price as an evaluation area may increase with the 

degree of equality of the non-price factors. 

4.5. The Factor One - Security Non-price Factor will receive a Pass/Fail Rating. Any 

proposal failing to comply with the Security Factor will result in the proposal being 

deemed deficient and rendered un-awardable and will be removed from consideration. 

The Government may discuss the Factor 1- Security part of the proposal with the 

Offeror before making the rating decision. 

4.6. Trade-Off Analysis: The SSA may consider the input of the technical evaluation 

team and the price evaluation team when performing the Trade-Off Analysis. The 

Government may reject any or all offers if such action is determined to be in the best 

interest of the Government.

5. EVALUATION CRITERIA: 

5.1. The Government will evaluate the following non-cost factors: Factor 1 - 

Security, Factor 2 -Relevant Experience, Factor 3 - Technical Approach, Factor 4 - 

Staffing Approach; and a Cost criteria. Factor 1 - Security will receive a Pass/Fail 

rating. Factors 2 and 3 will receive an adjectival rating from the Combined 

Technical/Risk Rating Table. Within Factor 2, Relevant Experience, Sub-factor 1 and 

Sub-factor 2 are weighted equally. In the Factor 4 - Staffing Approach will receive 

Low/Medium/High Confidence rating. Overall importance of Factors in descending 

order is Factor 2 - Relevant Experience, Factor 3 - Technical Approach, and Factor 4 - 

Staffing Approach. The non-cost/price factors, when combined, are significantly more 

important than Cost/Price evaluation criteria. 

NOTE: Offerors are cautioned not to simply rephrase or restate details within the PWS in 

their proposals. Rather, the proposal shall detail the Offerors approach (in clear, concise, 

and in sufficient detail) to accomplishing the PWS for evaluation in accordance with the 

evaluation criteria described below.

6. EVALUATION FACTORS: 

6.1. FACTOR 1 – Security:

6.1.1. Sensitive Compartmented Information Facilities (SCIFs) 

The Government will evaluate the Offeror’s SCIF by confirming the CAGE provided 

with the DSS database. The Government will confirm the SCIF with other accrediting 

agencies if the information is not found in DSS 

Table 1: Pass/Fail Ratings for Factor 1 

Rating Description 

Pass The Prime Offeror meets the minimum requirements of the Factor 1 - Security 

criteria. 
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Fail The Offeror’s proposal does not meet the minimum requirements of the Factor 1 - 

Security criteria. 

6.2. FACTOR 2 - Relevant Experience: The Government will evaluate the Offeror’s 

proposal on the ability to clearly address and articulate their relevant experience in the 

areas listed below. The Government will score each sub-factor using the adjectival rating, 

per table 2. 

6.2.1. Sub-Factor 1: BREAKDOWN OF EXPERIENCE REQUIRED

6.2.2. Sub-Factor 2: BREAKDOWN OF EXPERIENCE REQUIRED

6.3. FACTOR 3 - Technical Approach: The Government will evaluate the offeror 

on their approach and solution to THE REQUIREMENTS OF THE SOLICITATION. 

Table 2. Adjectival Rating Descriptions for Factors 2 and 3. 

Combined Technical/Risk Ratings

Color Rating Description 

Blue Outstanding Proposal meets requirements and indicates an exceptional 

approach and understanding of the requirements. Strengths far 

outweigh any weaknesses. Risk of unsuccessful performance is 

very low. 

Purple Good Proposal meets requirements and indicates a thorough approach 

and understanding of the requirements. Proposal contains 

strengths which outweigh any weaknesses. Risk of unsuccessful 

performance is low. 

Green Acceptable Proposal meets requirements and indicates an adequate approach 

and understanding of the requirements. Strengths and 

weaknesses are offsetting or will have little or no impact on 

contract performance. Risk of unsuccessful performance is no 

worse than moderate 

Yellow Marginal Proposal does not clearly meet requirements and has not 

demonstrated an adequate approach and understanding of the 

requirements. The Proposal has one or more weaknesses which 

are not offset by strengths. Risk of unsuccessful performance is 

high. 
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Red Unacceptable Proposal does not meet requirements and contains one or more 

deficiencies. Proposal is unawardable. 

6.4. FACTOR 4 - Staffing Approach: 

6.4.1. Staffing Plan: 

The Government will evaluate the proposed staffing plan and staffing plan 

spreadsheet that provides the number of qualified staff and skill mix needed to meet 

the requirements of PWS paragraph 4.. The Offeror’s proposal will be given a 

performance confidence rating based upon Table 3. 

Table 4. Performance Confidence Assessments Rating Method

Adjectival Rating Description 

Substantial Confidence Based on the Offeror’s proposed Staffing Plan, the Government 

has a high expectation that the Offeror will successfully perform 

the required effort. 

Satisfactory Confidence Based on the Offeror’s proposed Staffing Plan, the Government 

has a reasonable expectation that the Offeror will successfully 

perform the required effort. 

Limited Confidence Based on the Offeror’s proposed Staffing Plan, the Government 

has a low expectation that the Offeror will successfully perform 

the required effort. 

No Confidence Based on the Offeror’s proposed Staffing Plan, the Government 

has no expectation that the Offeror will be able to successfully 

perform the required effort. 

6.5. Cost/Price: The Price Team shall evaluate the Offeror’s cost/price proposal, 

using one or more of the techniques in FAR 15.404, ultimately determining cost 
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reasonableness to arrive at a Probable Price. The Offeror’s proposal shall be evaluated for 

award based upon the proposed price, including the proposed Award Fee, for the entire 

period of performance (including option years and option to extend). Evaluation of 

options shall not obligate the Government to exercise such options. 
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Acronyms 

ACAT Acquisition Category 

AE Acquisition Executive 

BPN Business Partner Network 

C2 Command and Control 

CBA Cost Benefit Analysis 

CDRL Contract Data Requirement Listing 

CFC Combined Federal Campaign 

CLIN Contract Line Item Number 

CMS Contract Management System 

COCOM Combatant Command 

CONUS Continental United States 

COR Contracting Officer’s Representative 

CP Cost Plus 

CPAF Cost Plus, Award Fee 

CPARS Contractor Performance Assessment Reporting System 

CPFF Cost Plus, Fixed Fee 

CPIF Cost Plus, Incentive Fee 

D&F Determination and Findings 

DBA Defense Base Act 

DCAA Defense Contract Audit Agency 

DCO Decentralized Contracting Office 

DD Form Department of Defense Form 

DFARS Defense FAR Supplement 

DIA Defense Intelligence Agency 

DID Data Item Description 

DoDIIS Department of Defense Intelligence Information System 

DUNS Data Universal Numbering System (ID issued by Dun and Bradstreet) 

EEO Equal Employment Opportunity 

FAR Federal Acquisition Regulation 

FFP Firm Fixed Price 

FIPS Federal Information Processing Standard 

FOB Freight On Board 

FOE Fair Opportunity Exception 

FP Fixed Price 

FPAF Fixed Price, Award Fee 

FPFF Fixed Price, Fixed Fee 

FPIF Fixed Price, Incentive Fee 

FPLOE Fixed Price, Level of Effort 

G&A General and Administrative Costs 

GFE Government Furnished Equipment 

GFI Government Furnished Information 
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GFP Government Furnished Property 

GOV Government Owned Vehicle 

GPP Green Procurement Program 

IA Interagency Agreement 

IAW In Accordance With 

IC Intelligence Community 

ICPD Intelligence Community Policy Directive 

ID Identification 

IDIQ Indefinite Delivery/Indefinite Quantity 

IGCE Independent Government Cost Estimate 

ISO International Standards Organization 

ISP Intelligence Support Panel 

ISR Intelligence, Surveillance and Reconnaissance 

IT Information Technology 

KO Contracting Officer 

LAN Local Area Network 

LH Labor Hour 

MAIS Major Automated Information System 

MOU Memorandum of Understanding 

NACI National Agency Checks and Inquires 

OCONUS Outside CONUS 

ODC Other Direct Cost 

ODS Ozone Depleting Substances 

OEM Other Equipment Manufacture 

OSD Office of the Secretary of Defense 

PBA Performance Based Assessment 

PBSA Performance Based Service Acquisition 

PCO Procuring Contracting Office 

PM Program Manager 

PNM Price Negotiation Memorandum 

POC Point of Contact 

PR Procurement Request 

PWS Performance Work Statement 

QASP Quality Assurance Surveillance Plan 

SATCOM Satellite Communications 

SITE III Solutions for the Information Technology Enterprise III 

SOFA Status of Forces Agreement 

SOO Statement of Objectives 

SOW Statement of Work 

SER STORMS Expense Report 

T&M Time and Material 

TESA Technical Expert Status Accreditation 

TORP Task Order Requirements Package 
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U.S.C. United States Code 

VoIP Voice over IP 

WBS Work Breakdown Structure 
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1