1 Introduction 1-1

2 The OGIC Mission, Functions and Vision 2-1

3 Project Leader Roles and Responsibilities 3-1

4. Contracting Officer’s Representative (COR)

5 Technical Analyst Roles and Responsibilities 5-1

6 Defense Acquisition Workforce Improvement Act 6-1

7 Program Objective Memorandum/Budget Process 7-1

8 OGI Monthly Production Report (MPAR) 8-1

9 Contract Types 9-1

10 The Task Order Process 10-1

11 Source Selection 11-1

12 Contractor Performance Information 12-1

13 Task Order Source Selection Justification 13-1

14 Statement of Work/Scope of Work (SOW) 14-1

15 Detailed Government Cost Estimate 15-1

16 Funding Document 16-1

17 Security Requirements/DD Form 254 17-1

18 Delivery Requirements 18-1

19 Liquidated Damages 19-1

20 Proprietary Data Handling 20-1

21 Source Packages 21-1

22 Quality Assurance Inspections 22-1

23 Contractor Qualifications 23-1

24 Briefings for Ops Intel Meeting 24-1

25 Items of Interest (IOI) 25-1

26 OGIC Policy Memorandums 26-1

# 001 Notification to PCM of Late 26-2

Contractor Deliveries and/or

Unacceptable Work

27 OGIC Standard Operating Procedures (SOPs) 27-1

1. SOP for Using the Omnibus Past Performance

28 Acronyms 28-1

29 Definitions and Terminology 29-1

The Contract Production Acquisition Handbook is designed as a reference tool for Contract Production (OGIC) personnel. This tool encompasses several sections that all personnel within OGIC may benefit from. It by no means should solely be utilized by the Contracting Officer’s Representatives (CORs) within OGIC. This document will help you understand your roles and responsibilities as well as how important your contribution is to the team. Managers, CORs, Technical Analysts, and Project Leaders should not only understand their job but how the work they are responsible for assists OGIC in "guaranteeing the information edge".

This handbook contains acquisition process information and other items of interest. It is intended to be a living document – with materials being added or deleted as needs arise and as processes are improved. For this reason it is in loose-leaf binder format. If you believe a topic should be added, deleted or modified, please direct your comments to:

OGICM/Paulette Martin, (314) 263-4802 extension 156 or DSN 693-

Another valuable tool for OGIC personnel is the OGIC Navigation Page at http://164.214.2.59/gic/gicnav.html. Along with other pertinent OGIC information, our homepage provides the softcopy version of this handbook. Questions or comments pertaining to the OGIC Homepage should be directed to:

OGICM/Brad Slavik, (314) 263-8014 or DSN 693-

The Contract Production Division’s (OGIC) mission is:

OGIC’s functions are:

• Manages and executes the NIMA geospatial data and product contract program based on requirements and priority guidance received from the Geospatial Regional Division (OGIR) and the Plans and Customer Operations Directorate (PCM), Analysis and Plans Office (AP).
• Performs analysis of contract options and awards geospatial data work to the best qualified commercial partners.
• Builds partnerships with commercial vendors for the production of standard information and services on both a routine and crisis support basis.
• Identifies and resolves data integrity/quality issues in contract information production.
• Certifies commercial vendor geospatial production capabilities and processes to satisfy NIMA information requirements.
• Monitors contractor performance and maintains NIMA’s database of quality and delivery metrics data to support contractor selection and outsourcing decisions.
• Provides technical support to NIMA contractors for in-process and final information review and acceptance.
• Collaborates with the NIMA Commercial Office, Procurement and Contracts, Tasking Office (Commercial Imagery Office), Congressional Affairs Office, and Public Affairs Office to develop NIMA’s outsourcing strategy.
• Researches and selects the technology for contract collaborative computing and defines the Operations Concept for use in contract production.
• Provides the technical expertise for contract negotiations to ensure value to the Government.
• Maintains a Defense Acquisition Workforce Improvement Act (DAWIA) certified workforce certified in Program Management (AQC) and Manufacturing, Production and Quality Assurance (PQM) to provide expertise in technical and administrative aspects of the Geospatial Information and Services Office (OGI) contract management.

The Contract Production Division is the contracting administrative arm of the Geospatial Information and Services Office (OGI) of the Imagery and Geospatial Operations Directorate (DO) within the National Imagery and Mapping Agency (NIMA). The DO mission is to acquire key source material (National Technical Means (NTM) imagery, commercial imagery, national airbreather, bathymetric data, gravity data, ground photography, government and commercially produced geospatial information) and to acquire or produce value-added information in NIMA’s core mission areas to meet customer needs.

Any technical questions a contractor or interested future contractor may have about a current product under contract can get assistance within OGIC from the appropriate Contracting Officer’s Representative (COR). OGIC is located in the Bethesda, Maryland and St. Louis, Missouri facilities of NIMA.

PAUL R. WEISE

Figure 2-1 – OGIC Organizational Structure at Phase 1 (1 April 2000)

Figure 2-2 – OGIC Organizational Structure to Branch Level

Figure 2-3 – OGIC Organizational Structure identifying Individuals and Major

Figure 2-4 – OGI Organizational Structure at Phase 2 (1 October 2000)

Figure 2-1

Figure 2-2

Figure 2-3

Figure 2-4

The key responsibilities of the Project Leaders in OGIC include those that are listed as follows:

• Program development -- independently guides and coordinates contract production given broad, general guidance from regional managers/Customer Support Teams (CSTs).
• Manages external relationships by possessing an understanding and ability to respond to customer objectives and coordinates with affected production units.
• Reviews and insures that funding documents, technical documents, product specifications, and contract proposals are complete and accurate.
• Initiates, coordinates and evaluates Statements of Work and task order packages.
• Prepares detailed cost estimates for task orders.
• Maintains currency on contractor technical capabilities.
• Maintains currency on contractor capacity for services.
• Resolves technical issues and provides technical guidance to the production teams.
• Schedules and maintains jobs and coordinates and provides work hour estimates.
• Estimates required support, cost, materials, and workloads to accomplish a planned contract production program. Provides budget analysis.
• Provides input to the POM and budget process.
• Estimates required support, costs, materials and workloads to accomplish a planned program.
• Develops, reviews and provides input into the production standards and their maintenance.
• Monitors and analyzes the contract metrics.
• Supports Task Order negotiations.
• Monitors the production pipeline to maximize process effectiveness and process improvements.
• Prepares and assigns project instructions (e.g. Job Identifications (JIDs)).
• Ensures overall data quality and consistency.
• Ensures geospatial data is available for dissemination to customers.
• Monitors and reports on production resources (e.g. briefs at Pre-MPAR).
• Responsible for technical and self-development.
• Coordinates with Contracting Officer’s Representatives (CORs).
• Interacts with program review and package preparation teams.
• Supports Crisis Management.
• Serves as OGIC representative at OGI Process Meetings (e.g. Continuous Improvement Process (CIP), Foundation Implementation Team (FIT)).

Contracting Officers (CO) are personnel within the Procurement and Contracts Office (PC), with the specific written authority to enter into, administer, or terminate contracts and make related determinations and findings. Contracting Officers ensure that all requirements of law, executive orders, regulation, and other applicable procedures, including clearances and approvals, have been met and sufficient funds are available for obligation. They ensure that contractors receive impartial, fair, and equitable treatment. They also evaluate proposals and offers to ensure potential contractors are responsive and responsible.

A Contracting Officer’s Representative (COR) is the primary liaison between the contractor and the Contracting Officer. Within OGIC, CORs serve as the technical liaison between commercial vendors and the Procurement and Contracts Office. CORs have no authority other than that which has been delegated to them in writing by the Contracting Officer.

When an acquisition requires a COR, the organizational supervisor notifies the Contracting Officer, in writing, of the employee being nominated for the position.

COR nominees must be an employee of the U.S. Government, have completed a DOD or other federal agency COR course or update within the last five years, and have a statement from the General Counsel that there is no legal objection to their appointment. Once the Contracting Officer determines the COR is adequate for the effort, the CO must issue an appointment letter to both the COR and the contractor identifying the effort and the COR’s duties, responsibilities, and limits of authority. Appointment is effective for the life of the contract/task order unless termination actions are taken. The CO may terminate the appointment of the COR at any time by written notification to the COR and the contractor.

The Procurement and Contracts Policy, Technology, and Legislated Programs Division (PCP) maintains the NIMA Consolidated COR List which is posted on the PC internal home page and furnished to the Office of General Counsel (GC) and Directors on a quarterly basis or as requested. Employees who become CORs and thus are included on this Listing need to submit the required financial disclosure information on an OGE Form 450, Confidential Financial Disclosure Report, to GC each year.

When a COR leaves NIMA, the organizational supervisor notifies PC so the name can be removed from the NIMA Consolidated COR List.

A COR possesses the ability to identify and mitigate resource, equipment, and process conflicts affecting the ability to achieve a planned program. They possess the ability to communicate orally and in writing, and work with employees at all levels within NIMA. CORs have excellent communication and negotiation skills, and possess initiative and flexibility. They travel to contractor sites and must maintain flexibility, adaptability, and a positive attitude toward government/commercial vendor partnering relationships.

The key responsibilities of the CORs in OGIC include those that are listed as follows:

• Provides timely notification to supervisor, Project Leaders, and Procurement and Contracts (PCM), in regards to contractor performance and issues.
• Performs contract management (e.g. delivery schedule management, record keeping).
• Acts as a Government contracting technical liaison.
• Reviews, analyzes, and recommends contract proposals.
• Provides input for contract quantities.
• Develops and maintains Statements of Work and Project Specific guidance.
• Generates and ensures delivery of contract source packages.
• Monitors contract review processes and makes recommendations for improvements.
• Documents technical guidance given to commercial vendors, trip reports, meeting results and discussions.
• Responds to requests and questions from internal customers and commercial vendors.
• Represents NIMA in meetings with contractors and/or customers.
• Manages allocated contract review manpower resources.
• Oversees quality assurance program.
• Identifies the need for reviews.
• Collects, maintains, and analyzes metrics data.
• Maintains the OGIC Past Performance database.
• Prepares DD Forms 2631, Performance Evaluation (Architect-Engineer), insuring consistency with the Past Performance database.
• Supports Omnibus (e.g. Statements of Work, job estimates, Task Orders, negotiations).
• Possesses product specification knowledge and the ability to make recommendations or clarifications for improvement.
• Provides input to production standards.
• Prepares and hosts contractor Technical Evaluation Meetings (TEMs), tours and briefings.

The Technical Analyst serves as the eyes for the Contracting Officer’s Representative (COR). This individual is the technical expert. Some of the specific duties of a Technical Analyst are:

• Authors production specific guidance.
• Organizes and prioritizes production guidance.
• Reviews source packages and identifies any unique situations.
• Provides feedback to the COR regarding reviews of contractor work.
• Responsible for assuring timely quality reviews.
• Conducts final review.
• Leads in-house review of assigned work.
• Provides quality assurance at contractor sites.
• Assists COR (if asked) in outbriefing the contractor.
• Understands the entire production process.
• Interacts with Regional Area Specialists (RAS) and packagers.
• Is familiar with process and package contents.
• Identifies errors and provides feedback to the COR to give to the contractor.
• Assists CORs in maintaining program question/answer database(s).
• Provides trip reports to CORs.

Above all, the OGIC Technical Analyst is an ambassador of the Agency. Professionalism is key.

Congress adopted the Defense Acquisition Workforce Improvement Act (DAWIA) in 1990. The intent is to improve DOD acquisition by improving the quality of the Acquisition Workforce. DAWIA requires the Secretary of Defense to establish policies and procedures for the effective management (including accession, education, training, and career development) of DOD professionals in acquisition positions. The two areas of concentration in managing the acquisition workforce are position management and career development.

DOD implemented DAWIA by establishing a Career Development Program for acquisition personnel documented by the guidance and policy in DOD 5000.52 and DOD 5000.52M. These regulations apply to military and civilian personnel occupying acquisition positions. DAWIA is the governing authority for the NIMA acquisition workforce.

Certification is the procedure through which a DOD Component determines that the employee meets the professional standards (education, training, and experience) established for a career level (I, II, or III) in any of the eleven (11) acquisition career fields as follows:

Property Management

Systems Planning, R&D, and Engineering

Test and Evaluation

Acquisition Logistics

Financial Management (Acquisition related)

Auditing

The majority of OGIC personnel have been designated to be in acquisition positions identified in the DAWIA occupational specialty of "Manufacturing, Production and Quality Assurance". Figure 6-1 is the Certification Standards Checklist for the "Manufacturing, Production and Quality Assurance" occupational specialty.

The typical grade associated with each of the levels is as follows:

DAWIA Certification Level Typical Grades Bands

I GS05-GS08 Band I – II

II GS09-GS12 Band II – III

III GS13 and above Band IV and above

Acquisition Certification Standards are described in the Defense Acquisition University (DAU) Catalog that is available on the OGIC Navigation Page at "Government Sites" – "Defense Acquisition University (DAWIA Training)". The specific website for the Defense Acquisition University’s Online Catalog is at www.acq.osd.mil/dau/toc.html.

NIMA is among the components authorized to certify employees against the DAWIA standards. Normally, employees should meet the appropriate level before being assigned to an acquisition position at that level. If not, persons assigned to positions that are identified as DAWIA positions for more than 120 days must become qualified within 18 months of the assignment. NIMA’s Component Acquisition Executive (CAE) designates DAWIA positions and is the DAWIA certifying official. Requests for new acquisition positions are submitted in December of each year and are adjudicated the following January at the Acquisition Career Program Board (ACPB) within NIMA. The NIMA CAE designates and publishes (internally) a list of all military and civilian acquisition positions, critical acquisition positions, and certification standards required for each acquisition position at least annually, as of the end of the fiscal year.

For an individual designated in an acquisition position within NIMA, the following certification process is to be followed:

1. The employee documents the requirement or desire for DAWIA certification in his/her Individual Development Program Plan (IDPP).
2. The employee completes designated training.
3. The employee completes Part A and B of NIMA Form 4245-2, Acquisition Personnel Certification, which is available on the NIMA Intranet.
4. The employee writes a letter detailing the achievement of mandatory standards and listing all mandatory training, educational degrees, semester hours of business-related courses, and experience. The employee must attach supporting documentation, such as training completion certifications, any valid training waivers, college transcripts, requests and rationale for waivers, and equivalency test certifications. The employee describes mandatory experience including enough of a description of duties to show how the experience is acquisition related. See sample Certification Application provided as Figure 6-2.
5. The employee’s supervisor reviews and endorses the application.
6. Upon supervisor’s approval, the employee submits the application for DAWIA certification to the NIMA Acquisition Career Program Manager (ACPM) in the NIMA Acquisition Center (NAC) (see below for a further description of the NAC).
7. The ACPM will review all certifications. The ACPM has the authority to approve or disapprove applications for Level I or Level II. For those requesting certification at Level III, the ACPM will review and forward those certification packages to the Component Acquisition Executive (CAE) for final approval.
8. The CAE issues the certification.

The Defense Acquisition University offers an Acquisition Workforce Certification Program. The DAU homepage has the DAU Catalog (career field and course information), pre-course materials and related publications. Supervisors of those requiring mandatory training are responsible for ensuring that DAWIA training and any associated travel are properly requested and authorized.

DOD has mandated an 80 hour per two year continuing education/training requirement for those in the DAWIA acquisition workforce once certified.

A DAWIA database is maintained by OGICM/John Schmitt representing all OGIC employees. The database shows individual information such as what DAWIA courses have been completed, and what required DAWIA courses are still needed. It identifies those individuals in a critical acquisition position and what certification level is required for an individual’s position.

The NIMA Acquisition Center (NAC) – The NAC was established in January 1998 with a vision to define, facilitate and provide the leadership and infrastructure for a sound, repeatable and value-added acquisition process within NIMA. The area of responsibility of the NAC for ensuring professional development of the NIMA acquisition workforce includes managing and administering NIMA’s Acquisition Career Program Board (ACPB) and Acquisition Career Development Program (ACDP) for both civilian and military acquisition personnel. It manages NIMA’s DAWIA program, administrating all NIMA acquisition training registered through the Defense Acquisition University and through the Under Secretary of Defense for Acquisition, Technology and Logistics (USD(AT&L)) Policy on Continuous Learning for the Defense Acquisition Workforce, and approval authority for career field certification under DAWIA.

Figure 6-1

Figure 6-2

From: (Your Name, Your Office Phone Number, Your Mail Stop)

Figure 6-2

The Planning, Programming, and Budgeting System (PPBS) is the major process used by the Secretary of Defense to manage DOD resource allocation. It provides a framework within which to structure resource management. It allows decision-makers to link resource inputs with the outputs required by national policy, and to make rational choices among alternatives to minimize military risk given constrained resources. The PPBS is a three-phase process that has been evolving since its inception in 1962. Planning addresses the capabilities required for carrying out the U.S. national security strategy and the resources available for defense. Programming translates the results of DOD planning into a national, six-year defense program within available resources. Budgeting converts the program into the Congressional appropriation structure, focusing on "getting the numbers right", and balancing the books to meet Topline guidance from the President and Office of Management and Budget (OMB). The Defense Planning Guidance (DPG) is the Secretary of Defense’s policy and fiscal guidance upon which the military services and defense agencies base their programs and budgets in the PPBS.

The Program Objective Memorandum (POM) is a formal recommendation from a service or defense agency to the Office of the Secretary of Defense (OSD) describing that service or agency’s resources requirements over a six-year period. Once the program is approved through a Program Decision Memorandum (PDM), the requestor prices it out and submits a formal budget request in the form of a Best Estimate Submission (BES).

Budget Resolution is the first phase of the congressional budget process and sets overall spending limits on major categories of outlays.

Authorization determines which programs and activities requested by the President will be authorized in legislation passed by both houses of Congress. It is common for dollar limits to be set on many of the activities.

Appropriation determines how much each authorized program is to receive in the final approved budget.

Budget Authority allows federal departments and agencies to incur obligations against congressional appropriations signed into law by the President. Once contracts are signed for the delivery of goods and services, an outlay is created.

Budget Execution is the liquidation of the budget authority contained in appropriations and federal funds are outlayed to pay for the operations of authorized federal activities.

NIMA has a budget relationship with six key Committees: House Permanent Select on Intelligence (HPSCI); Senate Select on Intelligence (SSCI); House Armed Services (HASC); Senate Armed Services (SASC); House Appropriations (HAC); and Senate Appropriations (SAC).

NIMA’s future is dependent on how well we plan, program, budget, and justify needs for its operations each year. Miscalculation or indifference to any one of these key functions can and generally will lead to significant loss of resources in the budget arena.

At certain points in NIMA’s budget cycle, your input can be crucial to OGIC (e.g., supplemental plus-ups by Congress; last minute add-ons by the Director of Central Intelligence (DCI) or Secretary of Defense (SecDef) for President’s budget; last minute cuts by OMB for President’s budget). NIMA frequently gets only 24-48 hours to provide recommendations to the DCI or SecDef for plus-ups or cuts. Having an awareness of the budget cycle and potential for actions can mean more dollars or people for our mission. We must all keep in mind that accurate information and timely response often wins the day. We need to be prepared and ready to answer these two questions: (1) How could we spend additional money? (2) How would we cut or reduce lowest priority activities?

Program accountability, management and monthly performance assessment is accomplished through the Monthly Production Review (MPAR) reporting process. The MPAR is an internal OGI meeting in which both informational and decision briefings are presented. The Pre-MPAR is normally held on the third Monday of each month in which the OGIC Project Leaders brief their assigned program initiatives to OGIC management. The actual MPAR is held on the third Tuesday of each month for OGI management. Briefings and the report are provided based on the initiative and command. They are on the production summary for each program and include product, site/process, rates, OGI workyears, OGID workyears, and OGIC dollars and other items of interest and development.

Selecting the contract type is generally a matter for negotiation and requires the exercise of sound judgment. The objective is to negotiate a contract type and price (or estimated cost and fee) that will result in reasonable contractor risk and provide the contractor with the greatest incentive for efficient and economical performance.

A wide selection of contract types is available to the Government and contractors in order to provide needed flexibility in acquiring the large variety and volume of supplies and services required by agencies. The Federal Acquisition Regulation (FAR) groups contract types into two broad categories: fixed-price contracts and cost-reimbursement contracts. The specific contract types range from firm-fixed-price, in which the contractor has full responsibility for the performance costs and resulting profit (or loss), to cost-plus-fixed-fee, in which the contractor has minimal responsibility for the performance costs and the negotiated fee (profit) is fixed. Contract types vary according to:

• The degree and timing of the responsibility assumed by the contractor for the costs of performance; and
• The amount and nature of the profit incentive offered to the contractor for achieving or exceeding specified standards or goals.

The following are definitions for types of contracts as defined in the FAR and are a representation of those commonly utilized for OGIC’s contracts:

A Firm-Fixed-Price contract, which best utilizes the basic profit motive of business enterprise, shall be used when the risk involved is minimal or can be predicted with an acceptable degree of certainty. This contract type provides for a price that is not subject to any adjustment on the basis of the contractor’s cost experience in performing the contract and places upon the contractor maximum risk and full responsibility for all costs and resulting profit or loss. It provides maximum incentives for the contractor to control costs and perform effectively and imposes a minimum administrative burden upon the contracting parties.

An Indefinite-Delivery contract may provide for any appropriate cost or pricing arrangement. There are three types of indefinite-delivery contracts: definite-quantity contracts, requirements contracts, and indefinite-quantity contracts. The appropriate type of indefinite-delivery contract may be used to acquire supplies and/or services when the exact times and/or exact quantities of future deliveries are not known at the time of contract award. Requirements contracts and indefinite-quantity contracts are also known as delivery order contracts or task order contracts, which permit flexibility in both quantities and delivery scheduling and ordering of supplies or services after requirements materialize.

An Indefinite-Quantity contract provides for an indefinite quantity, within stated limits, of supplies or services to be furnished during a fixed period, in which deliveries or performance are scheduled by placing orders with the contractor. Quantity limits may be expressed in terms of numbers of units or as dollar values. An indefinite-quantity contract may be used when the Government cannot predetermine, above a specified minimum, the precise quantities of supplies or services that will be required during the contract period, and it is inadvisable for the Government to commit itself for more than a minimum quantity. An indefinite-quantity contract should be used only when a recurring need is anticipated. The Contracting Officer shall, to the maximum extent practicable, give preference to making multiple awards of indefinite-quantity contracts under a single solicitation for the same or similar supplies or services to two or more sources.

A Task Order contract means a contract for services that does not procure or specify a firm quantity of services (other than a minimum or maximum quantity) and that provides for the issuance of orders for the performance of tasks during the period of the contract. For orders issued under multiple task order contracts, each awardee must be provided a fair opportunity to be considered for each order in excess of $2,500. The Contracting Officer, in making decisions on the award of any individual task order, should consider factors such as – past performance on earlier tasks under the multiple award contract, quality of deliverables, cost control, and price.

NOTE: The Omnibus contracts were awarded as Indefinite-Delivery/Indefinite-Quantity (IDIQ) contracts using firm-fixed-price task orders. For each contract awarded, there is a guaranteed $3,000 minimum.

A Time-and-Materials contract provides for acquiring supplies or services on the basis of (1) Direct labor hours at specified fixed hourly rates that include wages, overhead, general and administrative expenses, and profits; and (2) Materials at cost, including, if appropriate, material handling costs as part of material costs. It may be used only when it is not possible at the time of placing the contract to estimate accurately the extent or duration of the work or to anticipate costs with any reasonable degree of confidence.

A Labor-Hour contract is a variation of the time-and-materials contract, differing only in that materials are not supplied by the contractor.

A Basic Ordering Agreement (BOA) is a written instrument of understanding, negotiated between an agency, contracting activity, or contracting office and a contractor. It may be used to expedite contracting for uncertain requirements for supplies or services when specific items, quantities, and prices are not known at the time the agreement is executed, but a substantial number of requirements for the type of supplies or services covered by the agreement are anticipated to be purchased from the contractor.

A NEW OGIC INITIATIVE: OGIC is currently working with PCM on a NIMA Production Prototype (NPP) Contract/Agreement to be awarded in July 2000. It will augment the current Omnibus contract; and is not intended to replace the Omnibus, a Firm-Fixed-Price contract. It is being developed to allow for pricing structures which may not be amenable to firm-fixed pricing. Offerors interested in this endeavor have the option to propose any legal contractual vehicle. Examples include a contract subject to the Federal Acquisition Regulation and subordinate agency (DOD/NIMA) supplements, a flexible cooperative agreement subject to the DOD Grants and Agreement Regulation, or an other transaction for prototype or research and development (R&D). The only stipulation is that all offers proposing other than a DOD FAR-covered contract must document the benefit to NIMA in awarding an alternative business agreement.

On 31 December 1998, NIMA awarded fifteen (15) contracts under its Omnibus Geospatial Information and Imagery Intelligence Solicitation program. The companies offering proposals were evaluated on their technical capabilities. The contract awards range from a guaranteed $3,000 each, up to a non-guaranteed maximum total value of $20 million to $600 million over a five-year period. The contracts cover production services that fall into three broad areas: surveying, mapping and charting, and imagery intelligence and photogrammetric services. This solicitation followed NIMA’s strategy of consolidating contracts through the use of prime contractors and teaming arrangements. The program allows NIMA to be more responsive in meeting the changing customer requirements of its military and civilian government customers. It is the culmination of a carefully planned effort between government and industry building long-term commercial partnerships and expanding technology transfer.

Purchase request packages must be completed and fully approved in sufficient time in order for the servicing contract division (PCM) to start the procurement process. Task order purchase request packages are to be completed by the Project Leader and comprised of the following: 1) An Air Force Form 9 (funding document), 2) a Government Estimate, 3) a Statement of Work with specific instructions if required, and 4) a Source Selection Justification.

1. AF Form 9 Processing (see Section 16 of this Handbook)

The following process must be followed:

1. An AF 9 will be generated by the Project Leader and approved by their respective Branch Chief as the Approving Official.
2. A copy of the AF 9 will be forwarded to OGICM/Gail Harding or Nora Nakagama for incorporation into a funding database (for OGIC St. Louis, a faxed copy to Gail/Nora is acceptable).
3. Gail/Nora will forward the AF 9 to CFO-$E for processing and authorization.
4. For OGIC St. Louis AF 9s, the Project Leader will send the original to CFO-$E who will attach the copy from Gail/Nora. CFO-$E will forward the funding document to the servicing contracting activity (PCM). For IGIC Bethesda AF 9s, Gail/Nora will send the original directly to the supporting Contracting Officer in PCM.

1. Government Estimate (see Section 15 of this Handbook)

A government estimate utilizing hourly rates defined in the respective vendor contract and a list of other indirect costs will be provided to OGICM by the Project Leader. OGICM will subsequently forward this to PCM after review. The Government Estimate will contain the following information:

1. Summary of the required skills (identified in Section B of the vendor contract) to complete the task.
2. Total hours by production phase for each skill identified.
3. Total cost by skill (total hours x hourly rates identified by skill in Section B of the contract).
4. Other indirect costs will be listed as well. These include, if applicable, profit, incentives, travel, equipment, and materials.

1. SOW and Specific Instructions (see Section 14 of this Handbook)

A SOW and associated specific instructions will be prepared by the Project Leader. These documents will be forwarded to OGICM for review and comment. Upon acceptance, OGICM will forward to PCM.

2. Source Selection Justification (see Section 11 of this Handbook)

After consultation with the Project Leaders and the CORs, a draft justification will be prepared by OGICM and submitted to PCM for comment. The justification once accepted will be signed by OGICM/Brad Hayek in Bethesda or John Simon in St. Louis and forwarded to PCM.

All contract modifications for additional work to an existing task order must have an accompanying addendum that references the original justification memorandum. A modification for additional work is not encouraged but may be appropriate for circumstances where the new requirement falls within the same project area, is under the identical scope of work, and is small in number relative to the original requirement.

The addendum shall identify –

1. Quantity and description of additional work.
2. Reference to the original justification, stating that the selection rationale under Section H-4, Selection Factors for Award of Task/Delivery Orders, of the Omnibus contract, remains unchanged.
3. Supporting information linking additional work to the original recommendation.

The addendum must be approved and signed by Brad Hayek in Bethesda (301) 227-2051 or John Simon in St. Louis (314) 262-4802 ext. 122 in OGICM.

OGIC is currently working with PCM on a NIMA Production Prototype (NPP) Contract/Agreement to be awarded in July 2000. This procurement is a competitive special development announcement to facilitate changes to existing contract production baselines. Changes are the results of (1) new advancing technologies; (2) changes in imagery (NTM, SRTM, and commercial); and (3) changes from a product driven contract base to a geospatial/intelligence information contract base. It will augment the current Omnibus contract and is not intended to replace the Omnibus. It is being developed to allow for pricing structures which may not be amenable to firm-fixed pricing. Task Orders issued under these vehicles shall be for the purpose of developing, prototyping and demonstrating new or improved geospatial tools/processes, which may be subsequently employed by the Government and its contractors for Government purposes under NIMA production contracts. Task Orders may be developed and awarded in the same manner as the Omnibus. The only variance in the Task Order Process is the government estimate. The Omnibus requires OGIC to develop a realistic estimate of the costs for providing services while the NPP allows OGIC to provide a target allotment of funds. The selection of vendors via justification, preparation of an AF9, a funding estimate/target, and associated SOW documents are required for the Task Order.

The purpose in having a source selection plan is to provide evaluation factors and information for the selection of sources in a competitive negotiated procurement or to ensure that each awardee is provided a fair opportunity of receiving the award of a delivery/task order under multiple delivery or task order contracts (such as the Omnibus).

A source selection plan sets forth the methodology, which will be used to select the successful offeror in negotiated procurements. The methodology must maximize competition, ensure impartial and comprehensive evaluation of offerors’ proposals, and ensure selection of the source whose proposal has the highest degree of realism and whose performance is expected to best meet the stated Government requirements. The source selection plan is procurement sensitive and must be protected from unauthorized disclosure to ensure fairness and integrity of the evaluation process. A source selection plan is necessary regardless of the method of selection. The plan is prepared by OGICM/Brad Hayek in Bethesda or John Simon in St. Louis, after consultation with the Project Leader and COR, in coordination with the Contracting Officer. The Contracting Officer must approve the plan. Additional information is available in Chapter 21 of the NIMA Guide for Preparing Purchase Request Packages at http://osis.nima.mil/pc/prguide2/chap21.htm. Keep in mind that this plan is utilized for a new contract source selection process. For task order vendor selection such as with the Omnibus contracts, a formal source selection plan is not required.

The use and collection of past performance information (PPI) is key in acquiring the "best value" goods and services for the DOD, NIMA and the American taxpayer. Performance assessments are the responsibility of the program/project/contracting team, considering the customer’s input. The narrative is the most critical aspect of past performance information assessments. PPI motivates contractors to improve their performance because of the potential use of that information in future source selections. It is equally useful as a means of communication, providing feedback and additional performance incentives for ongoing contracts.

Contracting Officers will prepare an evaluation of contractor performance for each contract in excess of $100,000 (regardless of the date of contract award) at the time the work is completed. In addition, an evaluation shall be performed annually for all service contracts at $1,000,000 or over and for all architect-engineering contracts (the Omnibus falls into this category) greater than or equal to $25,000. Annual performance evaluations are due by the end of February of each calendar year for the previous year’s contractor performance.

The COR, with the assistance of the Contracting Officer, will complete the appropriate performance evaluation form assessable on the PC internal home page.

For those task orders awarded off the Omnibus contracts, the DD Form 2631, Performance Evaluation (Architect-Engineer) is to be utilized. The cognizant COR shall act as the evaluating official in completing the form for each completed Omnibus contract/task order of more than $25,000 and shall seek input from the cognizant Contracting Officer. An evaluation needs to be completed immediately upon completion of a task order. The Past Performance Database (see 12.B. below) is our primary source for evaluating past performance of our contractors and is the source for ratings on the DD 2631. Use of this questionnaire assists in maintaining compliance with DoD policy regarding collection of past performance information when conducting performance assessment reviews.

Upon completion of the form by the COR, it will be forwarded to the appropriate Branch Chief for approval signature. The Branch Chief will forward the form to OGICM whereby a file consolidating all DD 2631s will be maintained. The form is forwarded to the Associate Director of OGIC (Paul Weise) for review and approval. Upon approval, OGIC will forward to the directorate head (D/DO - Bobbi Lenczowski) for review and approval. Upon approval by the directorate head, a copy is sent to the Contracting Officer. A copy will be provided to the contractor if there is an unsatisfactory rating, at which point the contractor will be given thirty (30) days to rebut. Note that we are not required to provide a copy to the contractor if other than an unsatisfactory rating is received. If the contractor provides comments or rebuttal to statements in the performance evaluation, we are required to incorporate the contractor’s rebuttal, resolve any factual discrepancies, and modify the evaluation as appropriate.

Performance evaluations with satisfactory ratings will immediately be distributed to the U.S. Army Corps of Engineers at the address below. Those pending contractor comments will be held until after receipt of the contractor’s comments or 30 days, whichever comes first.

U.S. Army Engineer District Portland

ATTN: CENWP-CT-A

Post Office Box 2946

Portland, OR 97208-2946

Phone: (503) 808-4590

Fax: (503) 808-7732

The purpose for the Past Performance Database is to store the data necessary to measure performance of Omnibus prime contractors under contract with NIMA. The database contains historical data for both Omnibus and certain pre-Omnibus awards and tracks contractor performance in three areas: quality of deliverables, timeliness of deliverables, and customer satisfaction. It allows data to be retrieved on a task order by task order basis.

The Past Performance Database has three primary functions. First, it provides historical data and an audit trail for significant events within the performance period. Second, it provides performance assessment data to aid in risk analyses when ranking vendors for specific task orders. This data will be used in conjunction with other factors, including capacity and technical/management capability. Third, it will provide baseline data for metric studies, comparisons, and analyses.

The database is a FileMaker Pro file and is accessible to personnel in OGIC and PCM via passwords. It is imperative that OGIC CORs (they are the raters) timely keep this database accurate and current. A record should be created for each task order at the time of its award. Ongoing input of a contractor’s performance is required by the COR. Program Managers and Project Leaders have the option of inputting additional information as well.

The Standard Operating Procedure (SOP) for Using the Omnibus Past Performance Database is available online on the Past Performance Database. The database is named PastPerf.fp3 and resides on the STLFMServer, (IP address: 164.214.152.59). If you are using a PC follow the steps in 1. below. Macintosh users need to follow 2. below.

• Start FileMaker Pro
• If you get the New Database dialog box click the option "open an existing file."
• Otherwise, select File and then Open from the menu bar at the top.
• In the Open File dialog box, click on Hosts.
• If you get an error message stating that you have not selected a network protocol then you will need to do so by following the steps below. Otherwise skip to the next section.

• Cancel the Open File dialog box.
• From the menu bar at the top select Edit, Preferences, and then Application.
• In the Application dialog box, select the General tab.
• Enter your SBU user id (e.g. smithj) and change Network Protocol to TCP/IP.
• Click Done
• Restart FileMaker Pro.

• After clicking on Hosts, the Hosts dialog box will appear.
• Select the IP address 164.214.152.59 (this is the STLFMServer). A list of FileMaker Pro files will display.
• If the IP address is not one of the available choices, then you will need to add it by clicking "Specify Host…" Type in the IP address 164.214.152.59 and check the "Permanently add entry to Hosts list" checkbox.
• Double-click on PastPerf.fp3.
• Enter your password.

• Start FileMaker Pro. (If your network protocol is not set to TCP/IP you will need to change it. Follow the steps at the bottom).
• In the dialog box that appears, click on Hosts.
• A network access box with 2 windows will appear. In the lower window, highlight the IP address 164.214.152.59 (this is the STLFMServer).
• A list of FileMaker Pro files will display in the top window.
• Double-click on Past Perf.fp3
• Enter your password.

• Check to see if you are set to TCP/IP.
• With FileMaker Pro open, select Edit and then Preferences from the menu bar at the top.
• If Network Protocol is not set to TCP/IP, then select it from the drop down menu by clicking on the little arrow.
• Click Done
• Restart FileMaker Pro.

Project Leaders will identify task order requirements and develop a past performance assessment of qualified vendors. This is accomplished by determining the scope of work for the project along with determining if the requirement is for Surveying, Mapping and Charting, Imagery Intelligence and Photogrammetry, or some combination of these. Once the determination is made, find all contractors who have contracts in that/those functional areas. Some contractors will be deleted from your analysis as a result of this.

Determine what service(s) will be required by the project within the functional area(s). Compare the service(s) required to the services proposed by the functional area contractors, using the spreadsheet provided as Figure 13-1. Some contractors may be deleted from your analysis as a result of this.

The remaining contractors will constitute a group that is considered qualified in the service area(s) you require. Review these contractors by utilizing the Past Performance Database maintained by the CORs to develop a past performance assessment of qualified vendors. Make sure that the past performance you review in your selection is pertinent to your task (e.g., don't base your recommendation for mapping work on past performance for surveying).

Once the task order requirement with a past performance assessment of qualified vendors is completed, the Project Leader submits it to OGICM/Brad Hayek in Bethesda or John Simon in St. Louis who will prepare a source selection justification as part of the procurement package.

OGICM will apply the Selection Factors of Award of Task/Delivery Orders and determine the distribution of work to the contractors. In the justification the rationale for the analysis under each of the items listed below will be stated. As an example, one cannot simply state that Contractor A has the best past performance of the qualified vendors, but must include sufficient information to support the conclusion. For instance, note that the information comes from the past performance database (NITRO or other database in use by NIMA), or that of all the qualified contractors, only Contractor A has been error-free in its deliverables, etc. It is important to remember that the Past Performance Database is the primary source for performance data. A similar description of rationale should accompany factors (a), (b), and (c). Less description is necessary for factors (d) and (e) (they either have the required clearances/citizenship or not, and they are either required or not) and factor (f) (the contractor either has had awards in the past or not).

Past performance data for the appropriate contractors who have contracts in the functional area(s) you are looking for will be obtained from the Past Performance Database maintained by the CORs. Make sure that the past performance you review in your selection is pertinent to your task (e.g., don't base your recommendation for mapping work on past performance for surveying). Determine which Prime Contractor team has the best past performance in work similar to/identical to your task.

Technical/Management capability information will be derived from the Omnibus Source Selection Information database, plus any negotiated changes to their team make-up. Determine which Prime Contractor team has the best technical/management capability to perform the work you need.

Current capacity and workload is based on contractor stated capacity and your estimate of the amount of work that the contractor can handle. Initially, this can be derived from the Omnibus Source Selection database. However, it is expected that the contractors will "grow capacity" as the contract progresses. You are encouraged to maintain active communication with all contractors to determine the evolving capacity of the firms. Determine which contractors have the capacity to meet your needs for this project.

Capacity is a major consideration in the selection of Task Order contractors. As a result, any unilateral thoughts to changing the due date of a requirement (either previously awarded or current) for the sole purpose of finding an otherwise qualified prime Most Highly Qualified are inappropriate.

Much of the work that NIMA does requires access to classified information. However, not all work does require this access. Determine if your project requires access to classified information, and if so, to what level. Review the clearances of the contractors (found in the Omnibus Source Selection database) to see which contractors have the clearances to perform this work.

Much of the work that NIMA does requires U.S. citizenship. However, some work does not require U.S. citizenship. Determine if your project requires U.S. citizenship. Review the citizenship of the contractors (found in the Omnibus Source Selection database) to see which contractors have the proper citizenship to perform this work.

Each prime contractor is guaranteed $3,000.00 during the life of the contract, whether or not they perform any work. Contractors who have never had a chance to perform work under the Omnibus should be considered in order to obtain some work in exchange for the minimum.

The format of the recommendation should be as follows:

A. Name of project

B. Point of Contact

C. List of Contractors considered qualified

D. Rationale:

1. Past Performance of considered contractors

2. Technical/Management Capabilities

3. Capacity

4. Security Clearances

5. Citizenship

6. Minimum contract guarantees

E. Recommendation of selected contractor

Based on the results of the analysis, an informed business decision on which prime contractor team is the best one to perform your project will be made. Brad/John will prepare and sign the source selection justification. Based on the complexity of the project, the recommendation should be no more than two pages, and perhaps less. This justification with a recommendation, along with the rationale, will be submitted as part of the procurement package to the supporting contracting activity (PCM).

All justifications are to be approved by OGICM (Brad Hayek in Bethesda [301-227-2051] or John Simon in St. Louis [314-263-4802 x 122]) prior to delivery to PCM.

In reviewing the justifications, PCM will be comparing each justification with earlier justifications for similar services. PCM will be comparing the rank order of contractors in the current justification with the rank orders from earlier justifications. Absent any documentation to the contrary, PCM would anticipate that the rank orders would remain unchanged. If capacity, past performance, etc., of an earlier "top performer" has changed, it is recommended that this be noted in the justification to avoid confusion.

Figure 13-1

Figure 13-1

Figure 13-1

Figure 13-1

Figure 13-1

The Statement of Work (SOW) describes the essential technical requirements for items, materials, products, or services. This document includes the criteria for determining whether or not the requirement has been met. The SOW states the Government’s needs in terms of work tasks (e.g., work to be performed in developing or producing the goods to be delivered or services to be performed by a contractor).

The SOW should include all information the offeror will require in order to perform the work. If the SOW is for a task order against the Omnibus contracts, it should identify the required service by functional/service area identified in the contract (e.g., a requirement for color separation would be identified as a requirement under Mapping and Charting functional area, service area 2.2.1 Compilation).

It is critical that prior to sub