1. GWAC Ordering Procedures Overview

2. Six Easy Ordering Steps
Receive the requirement
Develop acquisition plan and strategy
Prepare and issue RFP/RFQ
Receive proposals/quotes
Evaluate proposals/quotes and recommend award
Issue task order

3. Step 1 – Receive the requirement
GWAC Program Offices available to assist you once you receive the requirement
SOW review
Confirm requirement is within scope of the GWAC
Review process varies among GWAC Centers

4. Step 2 – Develop Acquisition Plan and Strategy
Key points for Acquisition Planning (FAR )
The CO does not have to synopsize task orders under indefinite-delivery contracts
Individual task orders shall clearly describe all services to be performed or supplies to be delivered, so full cost/price for performance can be established
Performance based work statements must be used to the maximum extent practicable, if the contract or order is for services
When acquiring information technology and related services, consider the use of modular contracting to reduce program risk (see (a))
39.103  Modular contracting.
(a) This section implements Section 5202, Incremental Acquisition of Information Technology, of the Clinger-Cohen Act of 1996 (Public Law  ). Modular contracting is intended to reduce program risk and to incentivize contractor performance while meeting the Government’s need for timely access to rapidly changing technology. Consistent with the agency’s information technology architecture, agencies should, to the maximum extent practicable, use modular contracting to acquire major systems (see 2.101) of information technology. Agencies may also use modular contracting to acquire non-major systems of information technology.
(b) When using modular contracting, an acquisition of a system of information technology may be divided into several smaller acquisition increments that—
(1) Are easier to manage individually than would be possible in one comprehensive acquisition;
(2) Address complex information technology objectives incrementally in order to enhance the likelihood of achieving workable systems or solutions for attainment of those objectives;
(3) Provide for delivery, implementation, and testing of workable systems or solutions in discrete increments, each of which comprises a system or solution that is not dependent on any subsequent increment in order to perform its principal functions;
(4) Provide an opportunity for subsequent increments to take advantage of any evolution in technology or needs that occur during implementation and use of the earlier increments; and
(5) Reduce risk of potential adverse consequences on the overall project by isolating and avoiding custom-designed components of the system.

5. Step 2 – Develop Acquisition Plan and Strategy
Key points for Acquisition Planning (FAR )
Order may be placed by using any medium specified in the contract
Orders placed under a task-order contract or delivery order contract awarded by another agency
Are not exempt from the development of acquisition plans (see subpart 7.1)
May not be used to circumvent conditions and limitations imposed n the use of funds
Must comply with FAR requirements for bundled contracts when task order meets the definition of bundled contracts (FAR 2.101(b))
Bundled contract” means a contract where the requirements have been consolidated by bundling. (See the definition of bundling.)
“Bundling” means—
(1) Consolidating two or more requirements for supplies or services, previously provided or performed under separate smaller contracts, into a solicitation for a single contract that is likely to be unsuitable for award to a small business concern due to—
(i) The diversity, size, or specialized nature of the elements of the performance specified;
(ii) The aggregate dollar value of the anticipated award;
(iii) The geographical dispersion of the contract performance sites; or
(iv) Any combination of the factors described in paragraphs (1)(i), (ii), and (iii) of this definition.
(2) “Separate smaller contract” as used in this definition, means a contract that has been performed by one or more small business concerns or that was suitable for award to one or more small business concerns.
(3) “Single contract” as used in this definition, includes—
(i) Multiple awards of indefinite-quantity contracts under a single solicitation for the same or similar supplies or services to two or more sources (see FAR 16.504(c)); and
(ii) An order placed against an indefinite quantity contract under a—
(A) Federal Supply Schedule contract; or
(B) Task-order contract or delivery-order contract awarded by another agency (i.e., Governmentwide acquisition contract or multi-agency contract).
(4) This definition does not apply to a contract that will be awarded and performed entirely outside of the United States.
“Business Partner Network (BPN)” means an integrated electronic infrastructure the Government uses to manage (i.e., collect, validate, access and maintain) the information it needs to transact business with its contractors. The BPN is located at

6. Step 2 – Develop Acquisition Plan and Strategy
Key points for Acquisition Planning (FAR )
No protest under Subpart 33.1 is authorized in connection with the issuance or proposed issuance of an order under a task-order delivery contract or delivery –order contract except for a protest on the grounds that the order increases the scope, period, or maximum value of the contract
Formal evaluation plans or scoring of quotes or offers are not required
Competition requirements in FAR 6 (advertising) and policies in Subpart 15.3 (source selection) do not apply

7. Step 2 – Develop Acquisition Plan and Strategy
Fair Opportunity (FAR (b)(1))
-Cornerstone of MA/IDIQ contracts
The Government must provide all contractors on the IDIQ a fair opportunity to be considered for each task order over $2,500**
- Contracting Officer must:
Develop placement procedures that will provide each awardee a fair opportunity to be considered or each order
Not use any method that would prevent all awardees a fair opportunity
Tailor the procedures to each acquisition
Consider price or cost under each order as one of the factors in the selection decision
**Exception: 8(a) contracts up to $3 million

8. Step 2 – Develop Acquisition Plan and Strategy
Contracting Officer should consider :
Past performance on earlier orders under the contract
Potential impact on other orders placed with the contractor
Minimum order requirements (contract level)
The amount of time contractors need to make an informed decision
Whether contractors could be encouraged to respond to potential order by outreach efforts to promote exchanges of information, such as:
Seeking comments from two or more contractors in a DRAFT SOW

9. Step 2 – Develop Acquisition Plan and Strategy
Whether contractors could be encouraged to respond to potential order by outreach efforts to promote exchanges of information, such as (Con’t):
Request for Information (consider using e-Buy)
Due Diligence
Use a multi-phased approach for resource-intensive requirements where all contractors are initially considered on price considerations (ROMs) and other considerations as appropriate (past performance proposed conceptual approach)
The Contractors most likely to submit the highest value solutions are then selected for one-one session with the Govt.
Due Diligence- In concept, due diligence allows the competitors full and open access to the government to ask questions, inspect actual conditions, and better understand the problem to be solved and the conditions under which they must work. The amount of time to be spent in due diligence should be commensurate with the size and complexity of the program. (access to managers and sites) Exchanges of information among all interested parties from the earliest identification of a requirements though receipt of proposals are encouraged. Improve understanding among parties.
Multi phased approach -

10. Step 2 – Develop Acquisition Plan and Strategy
Exceptions to Fair Opportunity (FAR (b)(2))
Urgency – Need for service is so urgent that an unacceptable delay would result
2. Specialization – Only one contractor is capable of providing service at the required level, because services order are unique or specialize
3. Efficiency & Economy – Order must be issued on sole-source basis, because it is a logical follow on to an order already issued
4. Minimum guarantee – Necessary to place an order to satisfy a contract minimum

11. Step 2 – Develop Acquisition Strategy
Evaluation Criteria
May vary for each task order
Consider price or cost under each order as one of the factors in the selection decision
Seek optimal blend of cost and technical factors to achieve best value in meeting mission critical objectives
Define task discriminators that reflect successful performance
Should maximize competition
Should ensure impartiality and fairness to the overall process

12. Step 3 – Prepare and issue RFP/RFQ
Contracting Officer should ensure…
Request for Proposal/Quote includes any special instructions
Evaluation criteria are stated in the task order RFP/RFQ instructions
Send RFP/RFQ to all contractors in GWAC pool
Do not compete GWACs with
Other GWACs
Schedules
Open market purchases

13. Step 4 – Receive proposals/quotes
Proposals can be requested either as
Written
Oral
SOO
Specify how the proposals should be received
Timelines
Closing date
Other requirements or limitations
Number of pages
Time limit for oral proposal presentation

14. Step 5 – Evaluate proposals/quotes and recommend award
Follow your stated evaluation methodology
Use evaluation factors stated in the RFP
Changes in the evaluation criteria require Fair Opportunity and requires a solicitation amendment
Negotiated Rates
Labor rates on web site are ceiling rates
Maximum rates that can be proposed and billed
For cost reimbursement task orders, final indirect rates will be determined at final audit at TO closeout

15. Step 5 – Evaluate proposals/quotes and recommend award
Other Direct Costs (ODCs)
Total solution task orders
No ceiling limitation on ODCs
It is not the substantive dollar amount of the ODCs themselves, but whether they are essential in supporting and achieving the end result
Intrinsic nature of the project must be IT and the ODCs must be integral and necessary to accomplish the IT project (Sandra Bates Memo dated 6/7/2004)
Task Order should cite an anticipated estimate for the ODCs (ceiling) and define as specifically as possible the ODCs necessary to support the task order

16. Step 5 – Evaluate proposals/quotes and recommend award
Other Direct Costs (ODCs)
G&A, ODC multiplier, material handling rates apply to ODCs depending on each GWAC terms and conditions
Delegated ACO will make determination of fair and reasonable price IAW with FAR 15.4
FAR 15.4
CO must purchase supplies and services from responsible sources at fair and reasonable prices. If cost or pricing is not required than the CO must follow the order of precedence in (2)

17. Step 6 – Issue task order and Debrief Offeror
Delegated Contracting Officer(CO) issues task order
CO provides unsuccessful offerors debriefing, if requested
Debriefing not required per FAR , but recommended