&EPA
United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-213)
21M-1017
Revised June 1991
Delivery Order Project
Officer Guide
OARM Management Assistance
And Advisory Services
Contracts
EPA
21M-
1017
Printed on Recycled Rape
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CO
I
TABLE OF CONTENTS
I. PURPOSE 1
II. DESCRIPTION OF OARM CONTRACTS 1
III. CONTRACT USAGE 4
IV. DOPO RESPONSIBILITIES 4
V. REQUESTING WORK UNDER THE CONTRACTS 5
VI. WRITING THE STATEMENT OF WORK 7
VII. OTHER PARTS OF THE WORK REQUEST PACKAGE 11
VIII. PO/CS/CO REVIEW 18
IX. DELIVERY ORDER MODIFICATIONS 21
X. REVIEWING THE PROJECT WORK PLAN 24
XI. TECHNICAL DIRECTION AND MONITORING
CONTRACTOR PERFORMANCE 28
XII. CONTRACT REPORTING REQUIREMENTS 32
XIII. INVOICE REVIEW AND APPROVAL 34
XIV. DELIVERY ORDER CLOSEOUT 37
XV. POLICIES REGARDING PRINTING AND TRAVEL 37
XVI. CONCLUSION 39
itmuC-UARTERS LIBRARY
ENVIRONMENTAL PROTECTION AGENCY
WASHW6TON, O.C. 20460
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APPENDICES
A LIST OF ACRONYMS
B STATEMENT OF WORK & LABOR RATES FOR CONTRACT 68-W9-0037
C STATEMENT OF WORK & LABOR RATES FOR CONTRACT 68-W9-0038
D STATEMENT OF WORK & LABOR RATES FOR CONTRACT 68-W9-0039
E PROCUREMENT REQUEST CHECKLIST
F DEFINITION OF LABOR CLASSIFICATIONS
G PROCEDURES FOR REQUESTING AN INTERIM CERTIFICATION
OR A WAIVER
H INVOICE APPROVAL FORMS
I FORM FOR EVALUATION OF CONTRACTOR PERFORMANCE
ii
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I. PURPOSE
The purpose of this guide is to provide clear and concise instructions on how to use
the OARM Management Assistance and Advisory Services contracts. The guide provides
a summary of the characteristics that are essential for using the OARM contracts. It also
provides Delivery Order Project Officers with requisite information on their major contract
management responsibilities. Finally, it describes the paperflow between the Delivery
Order Project Officer (DOPO), Project Officer (PO), Contracting Officer (CO), Financial
Management Division, RTP (FMD-RTP) and contractors in the conduct of contract
administration functions.
II. DESCRIPTION OF OARM CONTRACTS
OARM administers three management assistance and advisory services contracts.
The primary purpose of the contracts is to conduct general management studies and
analyses to improve the Agency's management processes and activities. The contractors
may also provide limited assistance with follow-up and implementation activities related
to individual studies. These advisory services cover a wide range of areas including:
human resources management, facilities management, information management,
environmental health and safety management, organization analysis, resource management,
internal controls, and contracts and grants management.
DOPO GUIDE
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The contracts are categorized as management consulting services procurements
because their primary purpose is to obtain services of a consulting nature. As defined
by FAR 37.202, "consulting services" means services of a purely advisory nature relating
to the governmental functions of agency administration and management as well as agency
program management. These services are normally provided by persons and/or
organizations considered to have knowledge and special abilities that are not generally
available within the agency. The services of consultants may be used to obtain: 1) outside
points of view in order to prevent narrow judgments on critical issues; 2) the opinion of
experts whose national or international prestige can contribute to the success of important
projects; or 3) advice regarding developments in industry, university, or foundation
research.
Work performed under the contracts must not be of a policy or decision-making
nature and must not circumvent or undermine Federal personnel restrictions. Also
specifically excluded is work in technical, program-oriented areas of analysis which OARM
would not ordinarily perform. Examples of work which are excluded are: environmental
measurements, environmental studies and on-going operational support activities such as
data base maintenance, programming, and training (other than one train-the-trainer
session). Finally, EPA is restricted from directing work to any subcontractors.
The statements of work for each of the three contracts are similar. The difference
between the three contracts is related to the areas of expertise offered by the specific
contractors and subcontractors under them and not to the functions which may be
performed through them. As indicated in the chart below, one contract is general in
nature, another is geared to resources management, and the third focuses on information
management.
DOPO GUIDE Page 2
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Title and Contractor
Contract
Number
Ceiling
Period of
Performance
General Management 68-W9-0037 $4.9 M
Assistance and
Advisory Services
(Booz, Allen & Hamilton)
Resources Management 68-W9-0038 $3.6 M
and Advisory Services
(American Management
Systems)
Information Management 68-W9-0039 $3.7 M
Assistance and
Advisory Services
(American Management
Systems)
4/07/91-4/06/92
5/09/91-5/10/92
5/19/91-5/18/92
The period of performance for each of the contracts expires one year from the date
of issue. At M&O's discretion, contract options may be executed for the 2nd and 3rd
years.
The Project Officer (PO) for contract 68-W9-0037 is Vicki Bailey. The Project
Officer for contracts 68-W9-0038 and 68-W9-0039 is Adriana Fortune: The Alternate
Project Officer for all three contracts is Donald Wright For questions related to invoices
on any of the three contracts the person to contact is Donald Wright. These Project
Officers may be reached by phone on 382-5000, by e-mail (A.Fortune, EPA 3548, V.Bailey,
EPA 30104 or Don.Wright, EPA 3186), by fax (382-4997) or by voice mail (Adriana
Fortune 475-9462, Vicki Bailey 382-4999, Donald Wright 382-5013). Their mail code is
PM-213. Please contact them for any assistance you may need.
DOPO GUIDE
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III. CONTRACT USAGE
Use of ceiling under these contracts will be allocated within OARM on a first come
first served basis. In addition, since the primary purpose of these contracts is to support
OARM management efforts at headquarters and in the field, M&O will exercise its
discretion in determining allocation of contract ceiling to non-OARM offices. All non-
OARM organizations (outside of regional Management Divisions) will need to obtain the
approval of the OARM Office Director (or designee) who has national program manager
responsibility over the functional requirement specified in their delivery order, in order to
assure that it contributes to OARM's efficiency and effectiveness. If you are not part of
OARM, please obtain the signature of the OARM Office Director on your Procurement
Request (PR) before sending your work request package (defined in section V of this
guide) to the appropriate PO in M&O.
IV. DOPO RESPONSIBILITIES
As a DOPO you should thoroughly read the contract statements of work so that you
will know what kinds of activities and services the contractors are allowed to perform
under the OARM contracts (see Appendices B, C and D). Once you have determined that
you have a work requirement which is within the scope of the contract statement of work,
you will need to know how to perform the following tasks:
• Write a clear, understandable and comprehensive statement of
work for a delivery order.
• Request modifications to a delivery order.
• Review the Project Work Plan.
• Provide technical direction to the contractor.
• Monitor contractor performance; review monthly progress
reports, including technical and financial reports; compare
dates that deliverables are received against those specified in
DOPO GUIDE Page 4
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your statement of work. This will ensure that the contractor
stays on schedule.
Create a delivery order file and document the file to
demonstrate review of all deliverables, contractor reports, and
invoices. Record the results of meetings, telephone
conversations, and any technical clarification or direction given
to the contractor.
Review and approve invoices for payment. This function is
extremely important because the Prompt Pay Act requires
payment of contractor invoices within 30 days of receipt.
Failure to respond within 30 days results in interest charges to
the government.
Evaluate the contractor's performance and close out the
delivery order.
Directions on how to perform the above responsibilities follows.
V. REQUESTING WORK UNDER THE CONTRACTS
The following suggestions will assist you in preparing a request for work under the
contracts.
• Determine if your work is appropriate. Does your work fit
within the scope of the contract statement of work? Please
keep in mind that ADP programming can not be performed
on any of the M&O contracts — our contracts are strictly for
advisory and assistance services. If you have any questions,
contact the PO.
• Ensure that your work does not duplicate previous or current
in-house efforts by checking in your office to determine what
types of previous studies have been performed. When the
DOPO GUIDE Page 5
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M&O PO reviews your statement of work he/she will also
determine if your proposed project duplicates any previous or
current contractor effort.
Be mindful and vigilant about potential or actual personal or
organizational conflicts of interest Even the appearance of
any kind of conflict of interest must be avoided. Conflict of
interest situations arise when a set of conditions impairs the
objectivity of an employee or a contractor working for EPA,
If you believe that a conflict exists or have a question as to
whether a particular situation is a personal or organizational
conflict of interest, please notify the M&O PO immediately.
He/she will review the situation, consult with the CO, and
advise you on the proper course of action. FAR, Part 3 and
Subpart 9.5 contain definitions and descriptions of personal
and organizational conflicts of interest. As a DOPO you
should be familiar with conflict of interest definitions.
Prepare a work request package. The package consists of a
statement of work (SOW), estimated budget (which is part of
your SOW; however, it should be on a separate sheet of
paper), procurement request (EPA Form 1900-8), and
Designation of Project Officer/Work Assignment
Manager/Delivery Order Officer (EPA Form 1900-65).
Satisfy any of the other requirements described in Section VIII
entitled "Other Parts of the Work Request Package" which
apply to you.
When your work request package is being signed by the
appropriate people in your office, please do not assume that
someone will forward your package to M&O after signature.
It is important that you check on the status of your package
within your own office and make sure that it is delivered to
one of the POs in M&O.
If your statement of work involves ADP (i.e. performance of
feasibility studies, requirements analysis, systems design,
analysis of hardware and software requirements) your work
request package must be reviewed and approved by OIRM.
DOPO GUIDE Page 6
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You should send your work request package to the Deputy
Director, Information Management & Services Division, OIRM.
The Deputy Director will make sure that the appropriate
person in OIRM reviews your package. You might want to
make arrangements to pick up the package after it has been
signed by OIRM or you may want to have OIRM forward the
package to M&O. It is advisable to check with OIRM on the
status of your work request package and make sure that the
package is delivered to the appropriate M&O PO. Please
have your request package approved by OIRM before
forwarding it to M&O.
• Finally, send the package to the appropriate M&O PO for
review. You may want to call M&O to make sure that your
package has been received.
Please refer to the Procurement Request Checklist (Appendix E) when preparing
your work request package. This checklist was designed to assist DOPOs in assembling
their package.
VI. WRITING THE STATEMENT OF WORK
The statement of work explains what you want, and when you want it. It is the
most important part of the work request package. A clear and detailed statement of
work will go a long way toward producing the product that is required. Below is a
description of the key elements of the statement of work.
Title - Should be concise, yet accurately describe the work
that is to be performed. The title should also appear on the
Procurement Request (EPA Form 1900-8) and on the
Designation and Appointment of Project Officer (EPA Form
1900-65).
Estimated Period of Performance - When specifying your period
of performance you should state that the period begins on the
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effective date of the delivery order. When defining the end
date please indicate a definite date such as: June 4, 1990.
You should add three weeks to your projected end date to
allow for any delays in the review process. The purpose of
specifying an end date is to avoid the confusion that results
when the end date is specified in terms of days, weeks or
months from the start date of the delivery order.
EPA Key Personnel - List the full name, title, address, phone
number, mail code, e-mail box, of the Project Officer, the
Delivery Order Project Officer, the Alternate Delivery Order
Project Officer and, if appropriate, the Lead Reviewer.
Purpose - Describe the desired outcome and benefits of the
effort.
Background - Describe the relationship of this effort to other
initiatives and priorities in your office or in EPA. In essence,
describe why this effort needs to be initiated at this time.
Task Descriptions - Identify, in sequence, the specific tasks to
be performed. Describe the deliverables associated with each
task. Be very clear and precise about what you want; however,
let the contractor determine how to do the work.
Schedule of Deliverables - The first deliverable will always be
the Project Work Plan. The Work Plan is due ten days from
the contractor's receipt of an approved delivery order.
List all deliverables described in the statement of work. Label
each deliverable either "draft" or "final." Drafts provide
essential review points, and should be required whenever they
will be helpful.
Specify the required delivery time for each deliverable in terms
of days, weeks or months from the start date of the delivery
order. Please use a specific date (such as, June 4, 1990) when
DOPO GUIDE Page 8
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indicating the due date for the final deliverable. Include time
in the schedule for EPA review and comment on the
deliverables. Make sure that your schedule does not exceed
the period of performance.
Special Reporting Requirements - Please insert the following
paragraph in this section: "The contractor shall produce a disk
in either Word Perfect (latest released version) or Microsoft
Word for all final deliverables and final briefings for all tasks
in the statement of work. All spreadsheet and graphic work
shall also be produced on disk, in a software package that is
approved in advance by the DOPO and the PO. All disks
must be labelled as to disk drive, contract and delivery order
number, document file name and type of software and
submitted to the appropriate M&O PO." The purpose of this
reporting requirement is to assure that M&O receives a copy
of all final deliverables for each delivery order. If the DOPO
would also like copies of the deliverables on disk he/she should
so indicate by stating that: "The contractor shall produce two
disks in either Word Perfect (latest released version) or
Microsoft Word for all final deliverables for all tasks in the
statement of work... These disks will be submitted to the
DOPO and to the PO, M&O..."
In addition, the contracts require monthly financial and
progress reports for each delivery order. If you would like any
special reports, or have a requirement for the contractor to
meet with you on a regular basis, you may specify this in this
section. Indicate content, number of copies (maximum of
five), format, appropriate technology requirements (if desired)
and distribution, if appropriate. If you do not require any
other reports or meetings besides those specified in the
contract, please insert the following statement "no special
reports are required." Avoid unnecessary reports. Excessive
reporting and photocopying will increase your cost and divert
time from accomplishing the real work of the project.
Estimated Budget - Develop an estimate of labor costs, other
direct costs and the total cost of the project. Since each
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delivery order has its own unique aspects, only general
guidance can be provided on developing your estimate of labor
and other direct costs. You may wish to consult delivery
orders and work plans from similar efforts to develop a better
sense of adequate estimates.
Labor Estimate - Estimate the number of hours, by labor
category, required to perform each task in the statement of
work. Sum the total hours, across all tasks, for each labor
category. Multiply the total hours for each category by the
appropriate labor rate to arrive at a total labor cost estimate.
Specify for each category the hours, rate and total cost.
Appendices B, C, D and F contain the labor rates and the
definition of labor classifications for the OARM contracts.
Other Direct Costs (ODCs) - ODCs may be designated as travel
and other ODCs. If the PO determines that either of these
categories appears costly, he/she will request the DOPO to
provide a detailed list of the items and their associated cost.
If the total ODCs exceed 10% of the delivery order amount,
provide an explanation. There are copying/printing restrictions
- see section XV "Policies Regarding Printing and Travel."
Other Requirements - List and describe any special
requirements and restrictions involving confidential business
information, use of government-furnished property, Privacy Act
or any other conditions specific to your work. Consult the
Contract Administration manual for additional information.
Consider whether the government needs to provide or furnish
anything to the contractor, e.g., background information or
reports, government furnished property or data, software, etc.
in order to perform the delivery order. If so, indicate what
will be provided to the contractor.
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VII. OTHER PARTS OF THE WORK REQUEST PACKAGE
The statement of work is the most essential part of the work request package.
However, it is only one part of the package needed to issue a delivery order. Other parts
include:
Procurement Request (PR) - EPA Form 1900-8 (Rev. 9-86) is
required with any new work request package. The PR
provides the money to pay for the work described in your
statement of work. Please make sure that the PR contains the
appropriation, document control number, account number,
object class, and dollar amount (Block 12 on the PR). Block
13 should contain the name of the contractor and the contract
number (if you know it). In block 16 of the PR, signatures
must be obtained for blocks a, b and c. Please check to see
that your PR contains the appropriate information before
sending it to M&O. A PR is also required when adding funds
to a delivery order or deobligating funds from a delivery order.
Superfund Justification - Whenever a delivery order is funded
fully or in part from the Superfund appropriation, a
justification for the use of Superfund monies must be included
with the PR. The justification must explain how the effort is
"necessary for and incidental to" the Superfund program. The
justification should be written on a separate sheet of paper
attached to the PR and be signed by the DOPO. Include
enough information to make it obvious to any reviewer or
auditor why Superfund money was spent on this project.
0-s Rationale for Multiple Appropriations - Whenever a delivery
order is funded from more than one appropriation (not
account), the DOPO needs to obtain approval of the basis for
the allocation (or split) of costs among the source
appropriations. This is most often derived from a ratio
involving either personnel (budgeted or actual) or transactions,
depending on the product required.
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A memorandum explaining the allocation method proposed to
charge each appropriation funding the delivery order and
requesting approval of the basis for use of such methodology
must accompany the PR. The memorandum should contain
a signature line for the Director, Financial Management
Division. Please send the memo along with the complete work
request package to the Director, FMD, PM-226F. On the
route slip you may wish to request that you receive a call when
the memo has been signed by the Director. Please do not
forward your work request package to M&O before obtaining
the required signature from FMD.
Statement of Non-duplication of Effort - A statement composed
by the DOPO indicating that he/she has researched and
determined that the requirement does not duplicate any
previous work efforts of the office. M&O retains this
statement for the record, in order to respond to internal or
external contract audits or to Congressional oversight inquiries
regarding duplication of effort under EPA contracts. This
statement should be in memo format from the DOPO to the
PO. Cite the contract number and the title of your statement
of work. At the bottom of the memo include a signature line
for the DOPO.
The PO, after reading the SOW, will determine if the
requirement duplicates a previous or current contractor effort
for a similar purpose. If your work does duplicate previous or
current contractor efforts, a review of the project which is
similar to yours will be performed by the PO and the DOPO.
The intent of the review is to determine if the findings of the
project may be applied to the DOPO's situation. If there are
parts of the DOPO's work which have not been accomplished
under the other project, then the DOPO may revise his/her
SOW to reflect the work which needs to be done. The DOPO
may also be able to demonstrate that the work defined in
his/her SOW does not duplicate previous or current efforts.
In this situation, the DOPO should write a memorandum to
the PO explaining why the work does not duplicate the other
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effort. The PO, in consultation with the CO, will decide
whether the work may be performed.
Bona Fide Need Justification - The bona fide need rule states
that a fiscal year appropriation may be obligated only to meet
a legitimate or bona fide need arising in the fiscal year for
which the appropriation is available. This rule applies when
you have end of year one-year funds that you either must
obligate or lose.
If this situation applies, you must prepare a justification
explaining why work started in the current fiscal year will not
be completed until the next fiscal year. In addition, to allow
the period of performance to extend beyond the current fiscal
year using one-year money, the tasks in your statement of work
must be non-severable in nature. Your justification must also
explain the nature of the tasks and how they are non-
severable.
A delivery order is non-severable if the required performance,
as defined by the SOW, focuses on completion of the required
work rather than providing effort over a period of time.
Generally, a non-severable delivery order will define specific
end products or deliverables in its SOW which must be
produced by a specific date. An example of a non-severable
activity would be a requirements analysis document for a new
system.
A delivery order is severable when the required performance,
as defined by the statement of work, reflects a direct
relationship to specific time periods. A severable delivery
order tends to involve repetitive or routine continuing services
that are only relevant to the period in which furnished. If a
delivery order requires performance of services throughout a
period of time rather than by a specific date and does not
define any end products or deliverables there is a good
possibility that it is severable. An example of a severable
activity would be conducting training sessions.
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Two other situations which require that the tasks in your
statement of work be non-severable are:
(1) When you obligate annual appropriations
(one-year funds) any time during the fiscal
year for which the appropriation is
available but you request a period of
performance which crosses into the next
fiscal year.
(2) When you have obligated a two year
appropriation (two-year money) and the
second year of that appropriation begins
and you request a period of performance
which crosses into the next fiscal year.
The tasks to be performed in the second
year of a two year appropriation must be
non-severable if you request a period of
performance which extends beyond that
second year.
In these two instances the DOPO does not need to prepare a
justification; however, the PO will review your SOW to
determine if the tasks described in it are non-severable in
nature. If the PO determines that the tasks are severable,
he/she will contact the DOPO and request that the SOW be
rewritten to describe tasks that are non-severable or that the
period of performance be changed to reflect only the current
fiscal year.
Designation and Appointment of Project Officer/Work Assignment
Manager/Delivery Order Officer - EPA Form 1900-65 designates
the DOPO for the particular delivery order. This form must
be completed and submitted with each new delivery order, for
the DOPO and the Alternate DOPO. This form must also be
submitted when there is a change in DOPO to an existing
delivery order. To be a DOPO or an Alternate DOPO, you
must complete the Contract Administration course. If you
have not taken this course you may request an interim
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certification or a waiver. To request interim certification you
must prepare a memorandum from the Director of your office
through the Chief of the Contracting Office (CCO) to the
Director, PCMD. The CCO denotes the Branch Chief(s) in
PCMD and the Directors of the Contracts Management
Divisions at Research Triangle Park and Cincinnati. For the
OARM contracts the CCO is Thomas McEntegart, Chief,
Procurement Operations Branch. The memo should explain
the circumstances that make the request necessary; the
contract and delivery order number(s) involved (you may
obtain the delivery order number from the PO); and a
commitment to take the next available course. The CCO will
indicate his/her concurrence on the request and forward it to
the Director, Policy and Management Support Staff (PMSS).
The Procurement Policy Staff (PPS) will prepare a response
to the program office from the Director, PCMD. If you
decide to request a waiver from the training requirement or
the experience and workload limitations, you must prepare a
memorandum which has the concurrence of your Assistant or
Regional Administrator (or equivalent) through the CCO to
the Director, PCMD. The memo should address the
circumstances necessitating a waiver. The CCO will indicate
his/her concurrence with the request and forward it to the
Director, PMSS. The PPS will prepare a response to the
program office from the Director, PCMD. Please obtain the
document granting the waiver or interim certification from the
Director, PCMD before sending your work request package to
the appropriate Project Officer in M&O. Inquiries regarding
the status of requests may be directed to Kent Goodger of the
PPS on 382-5031. See Appendix G for a copy of the
memorandum describing the procedures for requesting an
interim certification or a waiver. The CO will not issue a
delivery order unless the work request package contains an
EPA Form 1900-65 designating a DOPO who has either taken
the course or has been granted an interim certification or a
waiver.
O°TJ Office of Regulatory Management & Evaluation (ORME) Review
of Questionnaires - The Paperwork Reduction Act requires that
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EPA prepare an Information Collection Request (ICR) to
explain and justify any activity that involves collecting
information from ten or more non-federal respondents. This
means that if your SOW requires that a questionnaire be
administered to more than ten non-federal respondents you
must complete an ICR and submit it to the Information Policy
Branch (IPB) within the ORME. You may contact the IPB
on 382-2706 to obtain an ICR form and advice and assistance
on how to prepare it. The IPB will review your ICR and
submit it to OMB for review and approval. The IPB may
take up to 30 days to review your ICR and OMB may take up
to 90 days. If OMB disapproves your request they will state
why it was not approved. If you wish to rewrite and resubmit
your request the IPB will be happy to assist you.
0-s Other Forms - On occasion, other forms or documents will
need to accompany the work request package. For example,
to authorize the use of government furnished property (GFP),
a DOPO must prepare a 7-Point Justification of Need for
GFP. Instructions on how to prepare a 7-Point Justification
are contained in the Contract Administration Manual, Chapter
7, page 35.
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Life Cycle of a Delivery Order
DOPO prepares
work request
package, sends
loPO
1
PO reviews
If
problem
PO contacts
DOPO for
revisions
-
DOPO revises &
sends to PO
PO prepares
DO, DO becomes
part of package
CS sends
package to CO
CO reviews
package
^
If
problem
CO contacts CS
for revisions
-
CS contacts PO
for revisions
-
PO contacts
DOPO lor
revsions
-
DOPO sends
revisions to PO
-
PO sends
revisions to CS
CS sends
revisions to CO
CO signs
delivery order
& gives order
to CS for
distribution
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VIII. PO/CS/CO REVIEW
When your work request package arrives in M&O, it is reviewed by the
appropriate PO. The PO applies the following criteria in his/her review:
I5T Does the statement of work fit within the OARM contract
statement of work?
Is the statement of work clear and detailed? Does it contain
all of the necessary elements?
Are all of the other parts of the work request package
(described above) present?
S Have the appropriate signatures been obtained on all
documents and forms?
If any of these criteria are not met, the PO will contact the DOPO and suggest
additions, deletions and/or revisions as necessary. When the PO determines that all of the
criteria have been met, he/she will prepare the delivery order. The order, along with the
other parts of the work request package, is then sent to the Contract Specialist (CS) in
PCMD.
The CS reviews the package, and contacts the PO if there are any problems. If
the revisions required are extensive the CS will return the entire package to the PO.
However, in most cases the CS retains the original package and calls the PO to discuss
the deficiencies and request that corrections be made to specific parts of the package.
The PO contacts the DOPO about any necessary revisions and sends the revised material
to the CS. The CS inserts the revised material into the package and gives it to the CO.
The CO reviews the package, and if there are any problems returns it to the CS. The CS
will contact the PO and request that revisions be made or that additional material be
provided. The PO will call the DOPO and request that changes be made and sends the
corrected or additional material to the CS. The CS gives this material to the CO. The
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CO then signs the delivery order (thereby authorizing the contractor to begin work). The
CS notifies the contractor either by mail or phone that the delivery order has been signed.
The CS gives the signed copies of the order to the PCMD Distribution Section who then
mails them to the contractor, PO, DOPO, and FMD-RTP. Sometimes the CS may set up
a box in PCMD for the contractor where he may pick up signed contractual documents.
The DOPO may request that the PO notify him/her when the order has been signed.
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OOPO prepares
modification (mod)
request
Life Cycle of a Modification
CS reviews
package
"
problem
CS contacts
POtor
revisions
PO contacts
DOPOIor
revisions
OOPO sends
revisions to
TO
PO sends
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IX. DELIVERY ORDER MODIFICATIONS
It is usually necessary to request a modification to your delivery order. Some of
the most frequent reasons for a modification are:
• Changes in the distribution of labor hours,
• Changes in the period of performance,
• Additions or deletions to the statement of work,
• Changes in the schedule of deliverables (check to see if this
change also affects the period of performance),
• Changes in the designation of the DOPO (if so, include a new
EPA Form 1900-65),
• Changes in the accounting data (please indicate changes to the
accounting data in your memo, as you do not need a new PR),
• Changes in funds - a modification to deobligate funds or add
funds must be accompanied by a PR and a budget detailing
the increase or decrease in labor hours.
Modifications often occur as a result of changes proposed in the contractor's
Project Work Plan and subsequently requested by the DOPO, or at the time of delivery
order closeout when changes to the labor distribution are necessary. However,
modifications may be requested at any time during the period of performance of your
delivery order. If you are requesting an extension of the period of performance, you
should submit your request to the PO at least one month before the expiration date.
Please reference the tasks in the statement of work which require the extended period.
Also explain why the extension is necessary (for example, why was there a slippage in the
schedule).
Extensions requested for delivery orders funded with one-year money or with an
appropriation which expires at the end of that current fiscal year will be granted on a
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case by case basis at the discretion of the CO. The PO will review the request submitted
by the DOPO. If any revisions need to be made the PO will contact the DOPO and
request that corrections be made. When the PO receives the revised request he/she will
prepare the modification and send the package to the CO. The CO will review the
request and make a decision. Please remember that an expired order cannot be extended.
A modification request consists of:
• A memorandum from the DOPO to the PO explaining the
reason for the modification;
• A revised budget indicating changes to labor categories and
distribution of labor hours, if changes to labor hour mix are
required. The revised budget must be attached to the memo;
• Additional tasks - If you are adding tasks, please prepare this
as an attachment to your memo. The additional tasks should
be numbered so that they follow sequentially the last task of
the SOW. If the last task in your SOW was #4 then the first
additional task should be #5. If the additional task(s) are
subtasks under tasks contained in your SOW, you should so
indicate by stating "subtask #n under task 4 of the statement
of work". If you are deleting tasks, please indicate this in your
memo.
When the PO receives your request for modification, he/she will review it to ensure
that it is detailed and explicit. The PO will also check the labor rates and the arithmetic
in the revised budget. If there are any problems, the PO will contact the DOPO and
suggest any revisions. When the request is satisfactory the PO will prepare a modification
to your delivery order, assemble the modification request package, and send it to the CS.
The CS will review the package and if he/she has any problems, contact the PO
and suggest revisions. If the revisions required are extensive the CS will return the entire
package to the PO. However, in most cases the CS retains the original package and calls
the PO to discuss the deficiencies and request that corrections be made to specific parts
of the package. The PO contacts the DOPO about any necessary revisions and sends the
revised material to the CS. The CS inserts the revised material into the package and
gives it to the CO. The CO reviews the package, and if there are any problems returns
it to the CS. The CS will contact the PO and request that revisions be made or that
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additional material be provided. The PO will call the DOPO and request that revisions
be made and sends the corrected or additional material to the CS. The CS gives this
material to the CO. When the CO determines that the package is satisfactory and, if the
modification is unilateral (see below), he/she will sign the modification. If the modification
is bilateral (see below) the CS will mail it to the contractor for signature. If the
contractor has any problems with the modification, he/she will notify the CS. Once the
contractors' issues have been resolved, the contractor will sign the modification and return
it to the CS. The CS will give the modification to the CO who then signs it.
When the PO receives your request for modification, he/she will review it to ensure
that it is detailed and explicit. The PO will also check the labor rates and the arithmetic
in the revised budget. If there are any problems, the PO will contact the DOPO and
suggest any revisions. When the request is satisfactory the PO will prepare a modification
to your delivery order, assemble the modification request package, and send it to the
Contract Specialist (CS).
The CO will review the package and if he/she has any problems, contact the PO
or occasionally the DOPO and suggest revisions. When the CO determines that the
package is satisfactory and, if the modification is unilateral (see below), he/she will sign
the modification. If the modification is bilateral (see below) the CO will mail it to the
contractor for signature. If the contractor has any problems with the modification, he/she
will notify the CO. Once the contractors' issues have been resolved, the contractor will
sign the modification and return it to the CO. The CO will then sign it.
Some delivery order modifications are unilateral. This means that only the CO is
required to sign the modification before it becomes binding upon the contractor.
Unilateral modifications may be issued when the modification request is for:
• Changes in the distribution of labor hours,
• Changes in the Delivery Order Project Officer,
• Changes to the accounting data,
• Adding funds and ordering additional hours,
• Changes in the schedule of deliverables when those changes
have been proposed by the contractor in the project work
plan.
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There are also instances when delivery order modifications are bilateral. This
means that both the CO and the contractor must sign the modification before it becomes
binding upon the contractor. Bilateral modifications are issued when the modification
request is for:
• Changes in the period of performance,
• Changes to the statement of work,
• Changes in the schedule of deliverables when the changes are
not a result of the contractor's project work plan, and
• Deobligation of funds.
When the CO signs the modification, the terms of that modification are binding
upon the contractor. The CS gives the signed copies of the modification to the PCMD
Distribution Section who then mails copies of the signed modification to the PO, DOPO,
contractor, and FMD-RTP. If you are concerned about when the modification will be
effective, you may request the PO to notify you once the modification has been signed by
the CO. Please keep in mind that bilateral modifications will require more time to
process because they must be sent to the contractor for signature.
X. REVIEWING THE PROJECT WORK PLAN
The contractor will respond, within ten days of receipt of an approved delivery
order, with a draft Project Work Plan. The OARM contracts require that work plans
address the following elements:
• Overall approach and timetable for completion,
• Outline of delivery order/task reports,
• Anticipated problems in completing each task, and
• Resumes of personnel assigned to the project, hours to be
spent on the task(s) (broken out by sub-tasks), hourly wage
rates, other direct costs by type, and the total cost of the task.
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The DOPO will review the draft work plan to determine if the contractor's
understanding and approach are consistent with the delivery order's statement of work.
The DOPO should look for answers to the following questions:
ET Does the contractor demonstrate a complete understanding of
all project elements?
Ea Are the proposed milestones appropriate? Are they too
general or too ambitious?
M Is the staffing plan appropriate and reasonable? Are the
personnel qualified or over-qualified for the task?
ET Has the contractor identified any questions or problems which
need to be resolved?
El Are the hours and rates appropriate and reasonable?
M Are the labor rates those which are contained in the contract?
See Appendices B, C, and D for the rates of the prime and
approved subcontractors.
ET Is the labor mix appropriate for the work?
SET Are the proposed subcontractors/consultants already approved?
See Appendices 8, C and D for the names of the prime
contractor and each subcontractor already approved under the
contract. If the subcontractor(s) or consultant(s) are not
contained in these appendices, you should call the PO to see
if a modification to the contract has been approved authorizing
the use of the subcontractor(s) or consultant(s).
Is the subcontracted portion of the effort reasonable?
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IET Is there too much subcontracting? Can the contractor
maintain adequate control over the project?
Is the proposed amount of travel acceptable?
Did the contractor provide a breakdown on Other Direct Costs
(ODCs)? Is each component reasonable?
GET Is any government-furnished property involved? Government-
furnished property has not been authorized in any of the
OARM contracts. Therefore, it will be necessary to write a 7
Point Justification for Providing GFP. Please refer to
Contracts Management Manual, Chapter 5 for a detailed
description of the elements required in this justification. The
PO will be happy to assist you in writing the justification.
When you have finished writing the justification, you should
send it to the PO who will review it and let you know if any
revisions are required. When the PO determines that the
justification is complete he/she will forward it to the CO. The
CO will review it and, if any revisions are required, he/she will
contact the PO. The PO will notify the DOPO of any changes
or revisions that need to be made. When the CO determines
that the justification is acceptable, he/she will prepare a
modification to the contract authorizing the use of GFP by the
contractor. The GFP should not be given to the contractor
before the modification has been signed by the CO. You may
want to ask the PO to let you know when the modification is
signed.
When performing the review, the DOPO should carefully compare the statement
of work with the draft work plan. The draft work plan should demonstrate the
contractors' understanding of the delivery order SOW. It is important to look for
additions, deletions or changes in task descriptions. Also note if there has been any
renumbering of the tasks contained in the SOW. The next step is to compare the period
of performance of your SOW to that contained in the draft work plan. To determine the
end of the period of performance as proposed in the draft work plan, simply check the
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date of the last deliverable or the latest date for any of the deliverables listed in the
Schedule of Deliverables section in the draft work plan. Note any discrepancy between the
end date of the period of performance as stated in your delivery order and the one
proposed in the draft work plan. It is also important to compare the budget contained
in your SOW with the one proposed in the draft work plan. Note any proposed changes
to the labor distribution.
The DOPO must review and return comments on, or approval of, the draft work
plan within thirty days of receipt from the contractor. The contractor will stop work if he
has not received comments on, or approval of, the draft work plan from the DOPO within
thirty days. On occasion, the proposed draft work plan may describe an approach, budget
or labor distribution that is unacceptable. In other words, the draft work plan may
demonstrate a complete or partial lack of understanding of the delivery order SOW. If
this is the case, the DOPO must inform the contractor within thirty days of receipt of the
draft work plan and notify the PO. The PO will consult with the CO and a meeting with
the contractor, DOPO, PO, and CO will be scheduled to thoroughly discuss all problems
and work out a schedule for a revised draft work plan. The DOPO should review the
revised draft work plan, following the same procedures discussed above.
After you have submitted your comments on or approval of the draft work plan to
the contractor and received the final work plan you may need to prepare a request for
modification of your delivery order. Please follow the instructions in Section IX ("Delivery
Order Modifications") when preparing your modification request. You may want to use
one or more of the following statements as the purpose or reason for a modification
which is the result of the contractor's work plan. You should preface these statements
with the following sentence, "I have reviewed the contractor's work plan and would like
to request a modification to my delivery order. The purpose of this modification is:"
• To modify the SOW of my delivery order to add a task or
tasks, to delete a task or tasks, or to modify an existing task.
I have attached a description of the additional or revised tasks.
• To extend the period of performance or to decrease the
period of performance. When you are requesting a change to
the period of performance please explain why the change is
necessary.
• to redistribute labor resources.
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If tHe work plan proposes changes to the SOW, period of performance, or labor
resources contained in your delivery order, you must request a modification to your
delivery order. Changes described in the work plan may not be performed by the
contractor unless a modification has been requested by the DOPO, reviewed and prepared
by the PO, and approved and signed by the CO.
XI. TECHNICAL DIRECTION AND
MONITORING CONTRACTOR PERFORMANCE
Acting as the technical coordinator between the contractor and EPA is one of the
most important aspects of the DOPO's job. Throughout the period of performance a
DOPO needs to communicate with the contractor to direct the effort to ensure that the
desired results are achieved. Communicating regularly and directly with the contractor is
necessary to ensure that work progresses within the technical and budgetary requirements
of the delivery order. All technical clarification and direction must stay within the written
SOW of the delivery order. It is important to maintain records of meetings or phone
calls regarding progress, problems, and technical direction on the delivery order. As
suggested in Section IV, a useful way to maintain these records is to create a delivery
order file.
According to the Technical Direction Clause in the OARM contracts, the DOPO
will provide technical direction on individual delivery orders. Technical direction includes:
• Direction to the contractor which assists him/her in
accomplishing the statement of work.
• Comments on and approval of reports or other deliverables.
DOPO's do not have the authority to issue technical direction which:
• Authorizes services or work to begin before issuance of the
delivery order.
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Institutes additional work outside the scope of the contract or
the delivery order.
Results in an increase or decrease in the estimated cost of the
delivery order.
Alters the period of performance.
Changes any of the express terms or conditions of the contract.
Directs the contractor to perform services which create an
employer I employee relationship. This creates a personal services
contract which is illegal. A personal services contract results
when the government assumes the right to instruct, supervise
or control a contractor's employee in how he/she performs the
work. It is the contractor's right to hire and fire, to assign and
organize the work. The DOPO should explain to the
contractor what is needed but not how to perform the work.
Directs the contractor to perform services which are "inherently
governmental" in nature (e.g., making policy).
Consents to a subcontract. Consent to subcontract denotes the
CO's written consent for the prime contractor to enter into a
particular subcontract. The DOPO must never give written or
verbal approval to the prime contractor to enter into a
subcontract.
Directs the prime contractor to subcontract with a specific firm
or consultant.
Directs that any portion of the work be performed by a
subcontractor rather than the prime contractor.
Provides technical direction to a subcontractor since there is
no privity of contract. No privity of contract means that there
is no direct contractual relationship between EPA and any
subcontractor.
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The DOPO must issue technical direction in writing or confirm verbal direction
given to the contractor in writing within five calendar days of its issuance. The DOPO
should send a copy of all technical directives that he/she issues to the contractor to the
PO.
It is important to remember that a DOPO must never ask the contractor to
perform work before a delivery order has been signed or to continue work after the
delivery order has expired. If a DOPO directly or tacitly approves of a contractor
performing work before a delivery order has been issued or after the period of
performance has expired, then a ratification of an unauthorized procurement action must
be requested. Other examples of unauthorized contract actions are: 1) Ordering services
without contracting authority; 2) unauthorized direction of work through assignment of
orders or tasks; 3) unauthorized addition of new work; 4) directing contractors to
subcontract with particular firms; or 5) unauthorized direction which changes the terms
and conditions of the contract. Consenting to an unauthorized procurement action is a
serious violation. Obtaining approval of a request for ratification is a long and complex
process, and may result in personal liabilities for the DOPO involved. Therefore, extreme
caution must be exercised to avoid such a situation.
If an unauthorized procurement action does occur, the Director, Management &
Organization Division must notify the CO by memorandum of the circumstances
surrounding the action and the measures taken by the PO, to ensure that the DOPO does
not repeat this action. The PO will request the DOPO to provide, by memorandum, the
following information:
• Documentation detailing and demonstrating: 1) who authorized
the work, 2) what the work was for, 3) when the work
occurred (approximate dates), 4) when the work was
performed, 5) how the work was necessary to and for the
benefit of the government;
• A description of why it happened and a statement of the steps
taken or proposed to prevent the recurrence of the
unauthorized action;
• If expenditure of funds are involved, the notification must also
include a PR with sufficient funds to cover the services
involved;
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• Approval of the Division Director (or equivalent) of the
responsible office. The signature of the Division Director must
be on the memorandum.
The DOPO should send the request for ratification to the PO. The PO will review
the request and determine if any revisions or additions are necessary. If so, he/she will
contact the DOPO and request that changes be made. When the request is complete the
PO will forward it to the Director, M&O who will include this information in his/her
memorandum. The Director, M&O will then forward the request to the CO. The CO
will:
• Prepare a determination and findings regarding ratification of
the unauthorized act. A determination and findings (D&F)
means a special form of written approval by an authorized
official that is required by statute or regulation as a
prerequisite to taking certain contracting actions. The
"determination" is a conclusion or decision supported by the
"findings." The findings are statements of fact or rationale
essential to support the determination and must cover each
requirement of the statute or regulation. To document this
determination, additional information may be required from
the contractor and an additional opinion may be requested
from the Office of General Counsel.
• Inform (at the CO's discretion) the Inspector General (IG) of
the action by memorandum routed through the Director,
PCMD.
• Prepare a memorandum from the Assistant Administrator,
OARM to the Assistant, Associate or Regional Administrator
(or equivalent level) advising him/her of the person committing
the unauthorized action. This memorandum shall contain a
brief description of the circumstances surrounding the
unauthorized action, recommend corrective action, and include
a copy of the memorandum sent to the IG.
Once the work plan has been approved, it is up to the DOPO to monitor the
contractor's performance to ensure that EPA obtains the services and/or products
specified in the statement of work. Some effective ways to monitor the contractor's
progress are:
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• Inspection of work (at the work site, if possible);
• Telephone communications;
• Meetings with contractor personnel;
• Comparison of progress with work plan, schedule of tasks and
deliverables;
• Review of delivery order progress reports;
• Review of delivery order level financial reports;
• Review of deliverables;
• Evaluation of contractor performance.
The DOPO should review all draft and final deliverables to determine if they
comply with the delivery order statement of work and are technically sufficient. If the
deliverable does not meet the requirements, discuss it with the contractor. If the DOPO
continues to encounter deficiencies in the contractor's performance, he/she should
immediately contact the PO so that the necessary steps may be taken to remedy the
situation. It cannot be stressed enough that this should be done as early as possible so
that the funds in the delivery order are not exhausted before obtaining the necessary
services and the project does not fall behind schedule.
XII. CONTRACT REPORTING REQUIREMENTS
Monthly Reports
The terms of the OARM contracts require contractors to provide Delivery Order
Progress Reports by the 15th of each month and a Delivery Order Level Financial Report
by the 20th of each month. The DOPO should review these monthly reports carefully.
They are valuable for determining delivery order progress, and provide important
background information for reviewing invoices and deciding whether or not to recommend
DOPO GUIDE Page 32
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approval for payment. There is no set format for these reports, although there are
requirements on their content.
Delivery Order Progress Reports must discuss:
• The work accomplished in the previous month;
• Any difficulties encountered during that time;
• Remedial actions taken;
• A statement of activities anticipated during the subsequent
reporting period;
• Changes in personnel; and
• Work-hours expended (current month and cumulative).
Delivery Order Level Financial Reports must specify:
• Delivery Order Number and effective date;
• Title of the project;
• EPA client (name and organization);
• Period of Performance (including explanations for any
extensions that may be needed);
• Status of the work in terms of percentage completed;
• Number of hours, loaded rate applied, and corresponding
total dollar amount expended to date for each employee (by
name) employed during the reporting period;
• Cumulative number of hours and corresponding dollar amounts
expended to date;
• Estimate of total hours and corresponding dollar amount
required to complete the project; and
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Any accumulated costs which have not been invoiced and
reasons why they have not been billed.
XIII. INVOICE REVIEW AND APPROVAL
An invoice is the contractor's bill or written request for payment under the contract
for supplies delivered or services performed. An invoice payment is a government
disbursement of monies to a contractor under a contract or other authorization for
supplies or services accepted by the government. The government is obligated to make
payment to the contractor for services rendered. Therefore, reviewing invoices and
recommending approval or disapproval of payment is an extremely important.
responsibility of the DOPO. In addition, the Prompt Pay Act requires payment of
contractor invoices within 30 days of receipt or the government must pay an interest
penalty to the contractor for late invoices. If an interest penalty is assessed, it will be
charged to the account cited on the DOPO's PR. This account number is taken from
the PR and also cited on the delivery order that is eventually issued.
The OARM contracts require submission of invoices on a monthly
basis. The 30 day clock begins when the FMD-RTP receives invoices
from the contractor. At the same time that the contractor sends the
invoices to FMD-RTP, he/she also provides the M&O PO with copies of
the invoices. The PO will send the invoice to the DOPO, who must
review it, recommend approval or disapproval of payment, sign the invoice
and return it to the PO. The DOPO must inform the PO, within five calendar days of
receipt of the invoice, of his/her recommendation that the invoice should or should not be
paid. The DOPO may indicate his/her recommendation for approval or disapproval of the
invoice by sending an e-mail to the box number cited on the invoice transmittal form or
by calling the PO. However, the DOPO is required to submit the signed hardcopy of the
invoice recommendation form to the PO for the official file.
If no recommendation is received from the DOPO by the 5th calendar day, the PO
will phone the DOPO on the 6th day to remind him/her that the invoice is due. If this
fails the PO will send an e-mail to the DOPO and the Alternate DOPO on the 8th day.
If the PO does not receive any response to the phone call or e-mail, he/she will contact
the DOPO's supervisor. After receiving the DOPO's recommendation, the PO will also
DOPO GUIDE
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review the invoice before providing approval or disapproval to FMD-RTP to pay or not
to pay the invoice.
Since there are times when the DOPO is on leave or travel, each DOPO should
designate an Alternate DOPO. The Alternate DOPO is also required to have completed
the Contract Administration course. As discussed above, PCMD requires an EPA Form
1900-65 for each Alternate DOPO. The contract and delivery order number should be
indicated on the form. The Alternate DOPO should submit one form for each delivery
order that he/she is responsible for. If the DOPO expects to be out of the office during
the time that an invoice is expected to arrive, he/she should notify the Alternate DOPO
about the expected invoice, show him/her how to review it, and discuss any anticipated
problems that he/she may have with the contractor. It is the responsibility of the DOPO
to make arrangements so that the invoice recommendation form is returned within five
calendar days so that the PO may approve the invoice for payment in a timely manner.
The invoice must show the period covered, the contract and delivery order numbers
and provide a detailed description of the costs covered by the invoice. The breakout for
direct labor should indicate prime contractor and subcontractor(s) (if any), the labor
classification, the hours worked, the labor rate, and the total cost. The invoice should
show this information for the period of performance covered by the invoice (generally a
calendar month). The invoice should also show the total hours and total costs for direct
labor for the life of the delivery order to date (i.e., cumulative figures).
The various components for other direct costs are also shown on the invoice, and
are separated into categories agreed to in the delivery order or work plan. These
categories may include: travel; reproduction (copying); word processing and graphics;
supplies and miscellaneous. As with the direct labor charges, costs shown are for the
invoice period and for the cumulative period of performance of the delivery order.
When reviewing the invoice, the DOPO should check the following items:
Invoice cites the correct contract and delivery order numbers;
Invoice period is within the period of performance of the
delivery order;
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Invoice does not include billing for items already included in
a prior invoice;
Unauthorized items are not included, such as: travel when
none was specified; excessive copying charges, etc.;
Personnel who worked during the invoice period;
Travel costs are valid and reasonable;
Labor hours and all costs match those reported in the delivery
order level financial report submitted for that period;
Hours for various categories and the total cost to date does
not exceed the authorized amount for the delivery order;
Arithmetic is correct;
Appendix H contains the form that will be attached to each invoice and used to
indicate the DOPO's recommendation to the PO regarding approval or disapproval of
invoice payment.
If your review does not reveal any problems, simply check the approval
recommendation line and submit it to the PO. If your review does reveal problems, check
the disapproval recommendation line, and provide a brief explanation as to why you
recommend disapproval of the invoice. Submit this to the PO within the five day
deadline. You should contact the contractor to discuss the problems you have with the
invoice. A revised invoice will be submitted when the problems have been resolved.
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XIV. DELIVERY ORDER CLOSEOUT
After work has been completed on a delivery order, the DOPO must:
Check to see if a modification to redistribute resources or
deobligate funds is necessary;
Complete and submit to the PO an evaluation of the
contractor's performance on the delivery order. A copy may
be found in Appendix I;
Submit recommendation to the PO on payment of the final
invoice.
After the contract has expired the CO will request the PO to complete an
evaluation of the contractor's performance. The PO will review the evaluations submitted
by the DOPOs' before completing his/her own evaluation. Therefore, it is extremely
important that the DOPO complete the evaluation form and submit it to the PO as soon
as work on the delivery order has been completed.
XV. POLICIES REGARDING PRINTING AND TRAVEL
Printing Restrictions
There are several restrictions, based on P.L. 100-202, involving printing, binding,
and copying by contractors. "Printing" refers to the artistic development of covers and the
production of entire documents, generally using equipment and producing results that are
superior to those found in day-to-day work at EPA. "Binding" refers to the various
methods used to pull several sheets of paper into one document; it includes gluing,
stitching, use of plastic spiral binders, etc. "Copying" refers to the reproduction of a
document; otherwise known as "xeroxing".
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PCMD states that in general, any printing or binding must be done by EPA's
printing plant, or through another printing plant under a contract arranged with the
Government Printing Office (GPO). To obtain good results, make sure to coordinate with
the print shop before you submit your documents and provide sufficient time to complete
the job. Exceptions to this restriction involve classes of work the Joint Committee on
Printing (JCP) considers to be urgent or necessary to have done elsewhere, and work
authorized by law, which the Public Printer is not able or equipped to do at the GPO.
For this latter case, the work may be produced elsewhere under contracts made by the
Public Printer with the approval of the JCP.
Copying may be done by EPA contractors, within specified limits. Contractors may
duplicate less than 5,000 units (copies) of less than one page, or less than 25,000 units in
the aggregate of multiple pages for any individual "requirement" (which is interpreted to
mean per delivery order). Keep in mind that copies of monthly Delivery Order Progress
Reports and Financial Reports count against this ceiling.
Contractor Travel Discounts
Comptroller Transmittal 88-27, issued September 22, 1988 addressed the matter of
travel discounts for government contractors, updated by the General Services
Administration (GSA) Federal Property Management Bulletin A-95, dated August 19,
1988. Agencies are encouraged to promote the use of travel discounts available to
contractors to help reduce direct reimbursements for travel expenses. However, the
provision of such discounts is at the discretion of each participating vendor.
The Federal Travel Directory (FID) is the source document for determining which
vendors have agreed to extend these discounts to contractors. To obtain a discount, a
Request for Authorization for Government Contractors to Qualify for Travel Discounts
and a letter stating that the contractor has a government contract with the Agency must
be prepared on Agency letterhead, and signed by the authorizing CO. The DOPO must
prepare a separate letter for each contractor. The letter must site the contract number,
the delivery order number, and the name of the contractor employee who will be
traveling. The DOPO should draft the request and letter(s) and submit them to the PO
for review. If the PO has any suggestions or comments he/she will notify the DOPO.
After revisions have been made, the PO will send the package to the CO for signature.
The CO will review the request and determine if any revisions are necessary. If so, the
CO will contact the PO and ask that the changes be made. The PO will contact the
DOPO. When the DOPO has made the changes, the PO will review it and forward it to
the CO. The request will then be signed by the CO. The signed request may then be
DOPO GUIDE Page 38
-------
picked up by the contractor and presented to a participating vendor to obtain a travel
discount.
XVI. CONCLUSION
We have attempted in this guide to provide DOPOs with:
• Practical advice and assistance on issues and concerns relating
to the day to day administration of a delivery order, and
• A complete description of the sequence of events that take
place from the time a statement of work is originally conceived
and drafted until the contractor completes work on the project
and it is closed out.
We hope the guide is a useful tool to you and welcome any suggestions or
comments you may have on it. Please direct all suggestions and comments to the
Management and Organization Division, care of Adriana Fortune (382-5000), (PM-213).
DOPO GUIDE Page 39
-------
APPENDIX A:
LIST OF ACRONYMS
-------
LIST OF ACRONYMS
ADP Automated Data Processing
CCO Chief of the Contracting Office
CO Contracting Officer
CS Contract Specialist
DO Delivery Order
DOPO Delivery Order Project Officer
FMD-RTP Financial Management Division, Research Triangle Park
FTD Federal Travel Directory
FY Fiscal Year
GFP Government Furnished Property
GPO Government Printing Office
GSA General Services Administration
ICR Information Collection Request
IG Inspector General
IPB Information Policy Branch
TCP Joint Committee on Printing
K Contractor
M&O Management & Organization Division
OARM Office of Administration & Resources Management
ODCs Other Direct Costs
OIRM Office of Information Resources Management
-------
OMB Office of Management & Budget
ORME Office of Regulatory Management & Evaluation
PCMD Procurement & Contracts Management Division
PMSS Policy and Management Support Staff
PO Project Officer
PPS Procurement Policy Staff
-------
APPENDIX B:
STATEMENT OF WORK AND LABOR RATES FOR CONTRACT 68-W9-0037
GENERAL MANAGEMENT ASSISTANCE
AND
ADVISORY SERVICES
BOOZ, ALLEN & HAMILTON
-------
68-W9-0037
Page 6
Section Q
PART I - THE SCHEDULE
SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS
B.1 FIXED RATES FOR SERVICES—INDEFINITE
• DELIVERY/INDEFINITE QUANTITY CONTRACT
(EPAAR 1552. 216-73) (APR 1984)
The following fixed rates shall apply for payment purposes for the
duration of the contract.
Base Period:
Personnel
Classification
Senior Professional
Skill
Level
IV
Officer
Officer
Program
Program
Prj/Area
Prj/Area
Sr. Tech
Sr. Tech
(Base)
(Field)
Mgr '(Base)
Mgr (Field)
Mgr
Mgr
Mgr
Mgr
(Base)
(Field)
(Base)
(Field)
Special Consultant (Field)
"Mid Professional III
Task Leader A (Base)
Task Leader A (Field)
Task Leader-5fB IB«««>
Task Lead«M» (Field>
Task LeadervC (Base)
Task Leadcr-C (Field)
Junior Professional
II
Analyst
Analyst
Analyst
Analyst
(Base)
(Field)
(Base)
(Field)
Clerical Support
Secretary
Secretary
(Base)
(Field)
Estimated
Direct Labor
Hours
24.500
245
370
490
2,080
2,450
4,410
4, 165
9.065
1,225
35, 000
700
1,400
2,450
5.250
7, 700
17,500
26, 750
2,675
5, 350
7, 758
10,967
13, 750
275
550
Fixed
Hourly
Rate
Total
*172. 54
126. 13
111. 75
85. 55
82. 48
62. 85
61.87
46. 41
42. 90
* 42, 272. 30
46, 668. 10
54, 757. 50
177.944. 00
202, 076. 00
277. 168. 50
257. 688. 55
420, 706. 65
52. 552. 50
75. 94
55. 82
55. 77
39. 66
40. 57
29. 46
41. 40
31. 78
30. 88
23. 28
36. 41
25. 64
53, 158. 00
78, 148. 00
136,636. 50
208, 215. 00
312,389. 00
515, 550. 00
110,745. 00
170, 023. 00
239, 567. 04
255.311. 76
10, 012. 75
1-4, 102. 00
-------
68-W9-0037
Page 7
Section Q
Secretary B (Base)
Secretary B (Field)
1,238
11,687
29. 85
21. 77
36, 954. 30
254. 425. 99
First Option Period:
Personnel
Classification
Senior Professional
Skill
Level
IV
Officer
Officer
Program
Program
(Base)
(Field)
Mgr (Base)
Mgr (Field)
Prj/Area Mgr (Base)
Prj/Area Mgr (Field)
Sr. Tech Mgr (Base)
Sr. Tech Mgr (Field)
Special Consultant (Field)
Mid Professional
III
Task Leader A
Task Leader A
Task Leader B
Task Leader B
Task Leader C
Task Leader C
(Base)
(Field)
(Base)
(Field)
(Base)
(Field)
Junior Professional
Analyst A (Base)
Analyst A (Field)
Analyst B (Base)
Analyst B (Field)
Clerical Suppgttt,
II
Secretary
Secretary
Secretary
Secretary
A
A
B
B
(*•*•>
ffteld)
fBase)
(Field)
Estimated
Direct Labor
Hours
24, 500
Fixed
Hourly
Rate
Total
245
370
49O
2,080
2,450
4, 410
4, 165
9,065
1,225
*178. 44
130. 46
1 1 5. 62
88. 50
85. 35
65. 00
64. 00
48. 03
45. 15
* 43, 717. 80
48, 270. 20
56, 653. 80
184, 080. 00
209, 107. 50
286, 650. 00
266, 56O. 00
435.391. 95
55, 308. 75
35, 000
700
1,400
2,450
5,250
7,700
17, 500
26, 750
2,675
5,350
7,758
10,967
13, 750
275
550
1.238
11,687
78. 57
57. 74
57. 68
41. 03
41. 96
3O. 47
42. 82
32. 87
31. 95
24. 07
37. 68
26. 52
30. 89
22. 49
54, 999. 00
80. 836. 00
141.316. 00
215.407. 50
323. 092. 00
533, 225. 00
114, 543. 50
175, 854. 50
247,868. 10
263, 975. 69
10, 362. 00
14, 586. 00
38.241. 82
262. 840. 63
Second Option Period.
Personne1
Classification
Estimated Fixed
Skill Direct Labor Hourly
Level Hours Rate
Total
Senior Professional
24, 500
-------
68-W9-OO37
Page 8
Section B
Officer (Base)
Officer (Field)
Program Hgr (Base)
Program Mgr (Field)
Prj/Area Mgr (Base)
Prj/Area Mgr (Field)
Sr. Tech Mgr (Base)
Sr. Tech Mgr (Field)
Special "Consultant (Field)
Mid Professional
III
Task Leader A
Task Leader A
Task Leader B
Task Leader B
Task Leader C
Task Leader C
(Base)
(Field)
(Base)
(Field)
(Base)
(Field)
Junior Professional
Analyst A (Base)
Analyst A (Field)
Analyst B (Base)
Analyst B (Field)
II
Clerical Support
Secretary
Secretary
Secretary
Secretary
A
A
B
B
(Base)
(Field)
(Base)
(Field)
245
370
490
2.080
2,450
4, 410
4. 165
9.065
1.225
35. OOO
700
1.400
2.450
5.250
7.700
17,500
26, 750
2.675
5,350
7, 758
10,967
13. 750
275
550
1. 238
11. 687
$184. 40
134. 81
119. 45
91. 42
88. 18
67. 18
66. 15
49. 61
46. 65
* 45, 178. 00
49. 879. 70
58. 530. 50
190, 153. 60
216,041. 00
296. 263. 80
275, 514. 75
449. 714. 65
57, 146. 25
81. 18
59. 66
59. 61
42. 39
43. 35
31. 47
44. 25
33. 95
33. 01
24. 85
38. 94
27. 42
31. 93
23. 25
56, 826. OO
83. 524. 00
146, 044. 50
222, 547. 50
333. 795. 00
550, 725. OO
118,368. 75
181,632. 50
256,091. 58
272, 529. 95
10, 708. 50
15,081. OO
39, 529. 34
271,722. 75
(Minimum qualifications for the professional personnel
classifications are set forth in Attachment B.)
The rate, or rates, set forth above cover all expenses, including
report preparation, salaries, overhead, general and administrative
expenses, and profit.
The Contractof »hall voucher for only the time of the personnel
whose services «p* applied directly to the uiork called for in
individual Delivery Orders and accepted by the EPA Project Officer
The Government shall pay the Contractor for the life of a delivery
order at rates in effect when the delivery order was issued, even if
performance under the delivery order crosses into another period.
The Contractor shall maintain time and labor distribution records
for all employees who work under the contract. These records must
document time worked and work performed by each individual on all
Delivery Orders.
-------
Page 10
6S-W9-0037 Section C
SECTION C - DESCRIPTION/SPECIFICATION
/WORK STATEMENT
C. 1 INCORPORATION OF CONTRACTOR'S TECHNICAL
PROPOSAL (EP52. 210-120) N^Vcolutiorr-and follow-up, and OMB Circular
requir|Sli»nt» <•. g. , A-76. A-123. etc. )
f,
o initiatives in implementing Government—wide management
improvement activities
o facilities management and organization analyses and services
o environmental health and safety management and services
o procurement through contracts
o assistance through grants, and interagency and cooperative
ag reement s
-------
Page 11
&8-W9-0037 Section C
o information resources management and information services;
automated data processing systems development* acquisitign.
and operations
o resources management and systems (including budget and
financial management)
o personnel and human resources management and services
(SEE ATTACHMENT C FOR A MORE COMPLETE DESCRIPTION OF THE FUNCTIONS
AND RESPONSIBILITIES OF ORGANIZATIONS WHICH MAY REQUIRE MANAGEMENT
SERVICES VIA THIS CONTRACT)
The purpose of this contract is to augment OARM's ability to provide
general management studies and analyses and to improve the Agency's
management activities in these functional areas.
The scope of these studies and analyses will range from limited
examination of management issues internal to a single organization
or process to management issues which involve EPA nationwide.
Federal. State or local governments. Congress and the private 3
sector for the primary benefit of EPA. The primary purpose of thesp
studies and analyses will be to improve the quality and timeliness *
of the Agency's policy development, decision—making, program
management, and administrative processes.
The potential work requirements of this contract may include:
o activities involving data gathering through research of
applicable laws, statutes, regulations* Executive Orders,
Office of Management and Budget directives, and other Federal
Agencies' guidance;
o interviews at all levels in and outside EPA (surveys which
require information from more than 10 individuals for the
purpose of gathering statistical data are not authorized
under this contract)
o application o* a wide range of basic and advanced data
collecfcian and analytical methods, use of' statistical
analyse* where appropriate;
o formulation of alternative approaches to existing procedures
and operations;
o literature searches of administrative/ management, business
and financial and other non-scientific data bases;
o presentations (oral, written, audio-visual, etc. ) or reports
of findings, alternatives, and recommended approaches;
o limited assistance with follow—up and implementation
activities related to individual studies
o limit.ed conference assistance, comprised of contractor
-------
Page 12
68-W9-0037 Section C
attendance at a conference/ presentations, preparation of
briefing papers* providing documentation and information for
a conf»rence> etc. Assistance at conferences must be
directly related to an assigned task or specific knowedge the-
contractor has gained from a task under this contract.
Logistic support* i.e./ meeting/conference room arrangements.
reservations, etc. are excluded unless specifically approved
by the Contracting Officer on a case by case basis.
o training assistance is limited to one (!) prototype (i.e./
train-the-trainer) session of less than fifteen people. The
training must be a direct result of an assigned task.
Major activities will be directed at the implementation of
government-wide management improvement initiatives* as well as
internal Agency management improvement efforts. The purpose of
these studies and analyses mill be to ensure more efficient and
effective operations of managerial* administrative and related
systems.
This contract may include management requirements from non-OARM
organizations and locations (i.e.. other Program Offices. Regional
Offices and laborat'ories within EPA). Such requirements will relate*
directly to OARM's functional areas and will be co-managed by
representatives of the organizations involved and the cognizant OARM
offices. Specifically excluded is work in highly technical/
program-oriented areas of analyses which OARM would not ordinarily
perform. (I.e. environmental measurements/ environmental studies/
etc. ). Also excluded are on-going operational support activities/
data base maintenance and training other than prototype.
-------
APPENDIX C:
STATEMENT OF WORK AND LABOR RATES FOR CONTRACT 68-W9-0038
RESOURCES MANAGEMENT ASSISTANCE
AND
ADVISORY SERVICES
AMERICAN MANAGEMENT SYSTEMS
-------
Page 11
68-W9-0038 Section C
SECTION C - DESCRIPTION/SPECIFICATION
/WORK STATEMENT
C.I INCORPORATION OF CONTRACTOR'S TECHNICAL
PROPOSAL (EP52. 210-120) (APR 1984)
The Contractor's technical proposal entitled. "Resource Management
Assistance & Advisory Services" dated November 23, 198S and Best &
Final Technical proposal dated February 16, 1989, are incorporated
by reference and made a part of this contract. In the svent of any
inconsistency between the provisions of this contract and the
Contractor's technical proposal, the contract provisions take
precedence.
C. 2 STATEMENT OF WORK—CONTRACT WHERE WORK IS ORDERED 6Y WORK
ASSIGNMENTS OR DELIVERY ORDERS
(EP52. 210-110) (APR 1984)
The Contractor shall furnish the necessary personnel, material,
equipment, services and facilities (except as otherwise specified),
to perform the Statement of Work/Specifications included below.
The Contractor shall perform work under this contract only as
directed in delivery orders issued by the authorized ordering
officers.
RESOURCES MANAGEMENT ASSISTANCE
AND ADVISORY SERVICES
The major objective of the* Off ice of Administration and Resources
Management (OARM) is to serve as the National Program Manager for
the following functional areas:
o assistance through grants, and interagency and cooperative
agreements
o resource* management and systems (including bud';=t and
financial management)
o initiatives in implementing Agency-wide internal controls,
audit resolution and follow-up, and OMB Circular
requirements (e. g. , A-76, A-123, etc. )
o management and organization analyses and services
o initiatives in implementing Government-wide management
improvement activities
-------
Page 12
68-W9-0038 Section C
o facilities management and organization analyses and services
a environmental health and safety management and services
o procurement through contracts
o information resources management and information services;
automated data processing systems development/ acquisition,
and operations
o personnel and human resources management and services
(SEE ATTACHMENT C FOR A MORE COMPLETE DESCRIPTION OF THE FUNCTIONS
AND RESPONSIBILITIES OF ORGANIZATIONS WHICH MAY REQUIRE MANAGEMENT
SERVICES VIA THIS CONTRACT)
The purpose of this contract is to assist QARM by providing studies
and analyses and improving the Agency's management activities in alt
of these functional areas, but primarily in resources management.
The scope of these studies and analyses will range from limited
examination of resources management issues internal to -- single
organization or process to resources management issues which involve
EPA nationwide. Federal. State or local governments* Congress and
the private sector for the primary benefit of EPA. The primary
purpose of these studies and analyses will be to improve the quality
and timeliness of the Agency's policy development, decision-making,
program management! and administrative processes.
The potential work requirements of this contract may include:
o activities involving data gathering through research of
applicable laws/ statutes, regulations, Executive Orders,
Office of Management and Budget directives, and other Federal
Agencies' guidance.
o interviews at all Irevels in and outside EPA (su-veys which
require information from more than 10 individuals for the
purpose of gathering statistical data are not authorized
under this contract)
o application of a wide range of basic and advanced data
collection and analytical methods, use of statistical
analyses where appropriate/
o formulation of alternative approaches to existing procedures
and operations;
o literature searches of administrative, management, business
and financial and other non-scientific data bas?s;
o presentations (oral, written, audio-visual, etc. > or reports
of findings, alternatives, and recommended approaches;
-------
Page 13
68-W9-O038 Section C
o limited assistance with follow-up and implementation
activities related to individual studies
o limited conference assistance/ comprised of contractor
attendance at a conference* presentations* preparation of
briefing papers/ providing documentation and information for
a conference/ etc. Assistance at conferences m-;t be
directly related to an assigned task or specific knowledge
the contractor has gained from a task under this contract.
Logistic support, i.e., meeting/conference room arrangements!
reservations/ etc. are excluded unless specifically approved
by the Contracting Officer on a case by case basis.
o training assistance is limited to one (1) proto* pe (i.e.,
train-the-trainer) session of less than fifteen people. The
training must be a direct result of an assigned task.
Major activities will be directed at the implementation of
government-wide resource management improvement initiatives/ as well
as internal Agency resource management improvement efforts. The
purpose of these studies and analyses will be to ensure more
efficient and effective operations of managerial/ admi .strative and
related systems.
This contract may include requirements for management studies and
analyses from non-OARM organizations and locations (i.e., other
Program Offices/ Regional Offices and laboratories within EPA).
Such requirements will relate directly to OARM's functional areas
and will be co-managed by representatives of the organisations
involved and the cognizant QARM offices. Specifically excluded is
work in highly technical, program-oriented areas of an^'yses which
OARM would not ordinarily perform (i.e. environmental Measurements/
environmental studies/ etc. >. Also excluded are on-going
operational support activities, data base maintenance -nd training
other than prototype.
EXAMPLES OF WORK WHICH COULD BE ORDERED UNDER THIS CON-TACT:
Management analysis to develop revised approach for managing the
FOIA response process for the Superfund Program agencywide
Assistance to develop a workplan to optimize use of data
management system* for the superfund program
Analyze organization structure/ funds control and financial
management structure and operations
Evaluate EPA's total FMS (financial management system) for
conformance with A-127, 123 - perform financial transaction
testing at 5 locations
Evaluate State organizational structures/processes.- procedures
for conformance with cost recovery requirements
Analysis and recommendations regarding decentralization of roles
-------
Page 14
68-W9-0038 Section C
and responsibilities associated with superfund cos recovery
-------
68-W9-0038
Page 6
Section B
PART I - THE SCHEDULE
SECTION B - SUPPLIES OR SERVICES AND PRICE/COST*1?
B.1 FIXED RATES FOR SERVICES—INDEFINITE
DELIVERY/INDEFINITE QUANTITY CONTRACT
(EPAAR 1552.216-73) (APR 1984)
The following fixed rates
duration of the contract.
Base Period:
shall apply for payment purposes for the
Personnel
Classification
Skill
Level
PRIME - AMERICAN MANAGEMENT
Senior
Senior
Senior
Senior
Senior
Professional
Professional
Professional
Professional
Professional
Mid Professional
Mid Professional
Mid Professional
Mid Professional
•Junior Professional
Junior Professional
Clerical Support
Clerical Support
SUBCONTRACTORS:
ROY F. WESTON
Senior Professional
Mid Professional
Junior Professional
Clerical Support
APOGEE RESEARCH
Senior Professional
Mid Professional
IVA
IVB
IVC
IVD
IVE
IIIA
IIIB
lire
IIID
IIA
IIB-
IA
IB
IV
III
II
I
IV
III
Estimated
Direct Labor
Hours
500
4/000
9,300
1/000
900
3. 500
12/000
4,000
3,000
4, 500
14,000
4,OOO
6, OOO
600
600
500
200
700
700
Fixed
Hourly
Rate
*110. 00
66. 00
45. 00
34. 00
37. 00
59. 00
42. 00
30. 00
32.00
33. 00
25. 00
22. 00
16. 00
*63.88
47. 77
37. 40
26. 75
*60. 71
44. 74
Total
* 55, OOO. 00
264, 000. 00
418, 500. 00
34, OOO. 00
33, 300. 00
206, 500. 00
504, OOO. OO
120.0OO. 00
96, OOO. 00
148, 500. 00
350, 000. 00
88, OOO. OO
96, 000. 00
»38, 328. 00
28, 662. 00
18, 700. 00
5, 350. 00
*42, 497. 00
31, 318. OO
-------
68-W9-O038
Pag* 7
Section B
Junior Professional II
Clerical Support I
MCMANIS ASSOCIATES
Senior Professional IVA
Senior Professional IVB
hid Professional III
Junior Professional II
Clerical Support I
COOPERS & LYBRANO
Senior Professional IV
Mid Professional III
Junior Professional II
Clerical Support I
1,OOO
4OO
30
430
600
50O
200
500
60O
500
20O
28. 46
17. 14
*10O. 00
64. 93
44. 98
31. 99
22. 98
*65. 00
43.00
33.00
22. 00
28. 460. OO
6. 856. OO
3, 000. OO
29, 218. SO
26, 988. 00
13,993. OO
4, 596. OO
*32, 500. OO
27, 000. 00
17, 500. 00
4, 4OO. 00
First Option Period:
Personnel
Classification
Skill
Level
PRIME - AMERICAN MANAGEMENT
Senior Professional
Senior Professional
Senior Professional
Senior Professional
Senior Professional
Mid Professional
Mid Professional
Mid Professional
Mid Professional
Junior Professional
Junior Professional
Clerical Support
Clerical Support
SUBCONTRACTORS:
ROY F. WESTON
Senior Professional
Mid Professional
Junior Professional
Clerical Support
IVA
IVB
IVC
IVD
IVE
IIIA
IIIB
me
uro
IIA
IIB
IA
IB
IV
III
II
I
Estimated
Direct Labor
Hours
Fixed
Hourly
Rate Total
IVA
IVB
IVC
IVD
IVE
IIIA
IIIB
me
uro
IIA
IIB
IA
IB
500
4,000
9,300
1,000
900
3, 5OO
12, OOO
4,OOO
3,000
4, 50O
14, OOO
4,000
6,000
*114. 40
68. 64
46. 80
35. 36
38. 48
61. 36
43. 68
31. 20
33. 28
34. 32
26. 00
22.88
16. 64
* 57, 200. OO
274, 56O. OO
433, 240. 00
35, 360. 00
34, 632. OO
214, 760. OO
524, 16O. OO
124, 80O. OO
99, 84O. OO
154, 44O. 00
364, 000. OO
91, 520. 00
99, 840. OO
600
600
500
200
*66. 44
49. 68
38. 90
27. 82
*39, 864. 00
29, 808. 00
19, 450. 00
5, 564. 00
APOGEE RESEARCH
-------
68-W9-OO38
Pag* 8
Section 8
Senior Professional IV
Mid Professional III
Junior Professional II
Clerical Support I
MCMANIS ASSOCIATES
Senior Professional IVA
Senior Professional IVB
Mid Professional III
Junior Professional II
Clerical Support I
COOPERS S-. LYBRAND
Senior Professional IV
Kid Professional III
Junior Professional II
Clerical Support I
700
700
1.000
400
»62. 53
46. 08
29. 32
17. 66
*43, 771. 00
32, 296. 00
29, 320. 00
7, 064. OO
50
450
600
500
200
*104. 00
67. 53
46. 78
33. 27
23. 90
* 5, 200. 00
30, 388. 5O
28, 068. 00
16, 635. 00
4, 780. 00
500
600
500
200
'*67. 60
46. SO
36. 40
22.89
*33, 800. OO
28, 08O. OO
18, 20O. OO
4, 578. OO
Second Option Period:
Personnel
Classification
Skill
Level
PRIME - AMERICAN MANAGEMENT
Senior Professional
Senior Professional
Senior Professional
Senior Professional
Senior Professional
Mid Professional
Mid Professional
Mid Professional
Mid Professional
Junior Professional
Junior Professional
Clerical Support
Clerical Support
SUBCONTRACTORS:
ROY F. WESTON
Senior Professional
Mid Professional
Junior Professional
IVA
IVB
IVC
IVD
IVE
IIInA
IIIB
me
HID
HA
IIB
IA
IB
iV
III
II
Estimated
Direct Labor
Hours
Fixed
Hourly
Rate
Total
IVA
IVB
IVC
IVD
IVE
IIInA
IIIB
me
HID
HA
IIB
IA
IB
500
4,000
9,300
1,000
900
3, 500
12, 000
4,000
3,000
4, 500
14,000
4,000
6,000
*118. 98
71. 39
48. 67
36. 77
4O. 02
63. 81
45. 43
32. 45
34. 61
35. 69
27. 04
23. 80
17. 31
* 59, 490. 00
285, 560. 00
452,631. 00
36, 770. OO
36, 018. OO
223, 335. OO
545, 160. OO
129, 800. 00
103, 830. 00
16O. 60S. 00
378, 56O. OO
95, 200. 00
1O3, 860. 00
600
600
500
*69. 10
51. 66
4O. 46
*41, 460. 00
30, 996. 00
20, 230. 00
-------
68-W9-OO38
Page 9
Section B
Clerical Support I
APOGEE RESEARCH
Senior Professional IV
Mid Professional III
Junior Professional II
Clerical Support I
MCMANIS ASSOCIATES
Senior Professional IVA
Senior Professional IVB
Mid Professional III
Junior Professional II
Clerical Support I
COOPERS it LYBRAND
Senior Professional IV
Mid Professional III
Junior Professional II
Clerical Support I
200
700
700
l.OOO
400
50
450
600
50O
20O
500
600
500
200
28. 93
*64.41
47. 46
30. 20
18. 19
*108. 16
70. 23
48. 65
34. 60
24. 86
*70. 3O
48. 67
37. 86
23. 8O
5, 786. 00
*45, 087. 00
33, 222. OO
30. 200. 00
7, 276. 00
* 5, 408. OO
31,603. 50
29, 190. 00
17, 300. 00
4, 972. 00
*35, 150. OO
29, 202. OO
18, 93O. OO
4, 76O. OO
The rate, or rates, set forth above cover all expenses, including
report preparation, salaries, overhead, general and administrative
expenses, and profit.
The Contractor shall voucher for only the tint* of the personnel
whose services are applied directly to the work called for in
individual Delivery Orders and accepted by the EPA Project Officer.
The Government shall pay the Contractor for the life of a delivery
order at rates in effect when the delivery order was issued, even if
performance under the delivery order crosses into another period.
The Contractor shall maintain time and labor distribution records
for all employees who work under the contract. These records must
document time worked and work performed by each individual on all
Delivery Orders.
B. 2 MINIMUM AND MAXIMUM AMOUNTS
During the period specified in the "Ordering" clause, the
Government shall place orders totaling a minimum of *10,OOO. OO.
The amount of all orders shall not exceed *3,427,168.50. The
maximum includes a not to exceed amount of $650,000 for Travel and
Other Direct Costs.
B. 3 OTHER DIRECT COSTS
The alienability of direct materials and other direct costs will
be determined by the Contracting Officer in accordance with FAR
Subpart 31.2. The amounts available for other direct costs and
travel for each contract period are inclusive of G&A coats (see
-------
APPENDIX D:
STATEMENT OF WORK AND LABOR RATES FOR CONTRACT 68-W9-0039
INFORMATION MANAGEMENT ASSISTANCE
AND
ADVISORY SERVICES
AMERICAN MANAGEMENT SYSTEMS
-------
Page A-76, A-123, etc. )
o initiatives in implementing Government-wide management
improvement activities
o facilities management and organization analyses and services
o environmental health and safety management and services
-------
Pag* 10
68-W8-OO39 Section C
o procurement through contract*
o assistance through grantsi and interagency and cooperative
agreements
o resources management and systems (including budget and
•financial management)
o personnel and human resources management and services
-------
Pag* 11
68-W8-0039 Section C
activities related to individual studies
o limited .conference assistance* comprised of contractor
attendance at a conference, presentations, preparation of
briefing papers* providing documentation and information for
a conference* etc. Assistance at conferences must be
directly related to an assigned task or specific knowledge
the contractor has gained from a task under this contract.
Logistic support, i.e., meeting/conference room arrangements,
reservations, etc. are excluded unless specifically approved
by the Contracting Officer on a case by case basis.
o training assistance is limited to one (1) prototype (i.e.,
train-the-trainer) session of less than fifteen people. The
training must be a direct result of an assigned task.
Major activities will be directed at the implementation of
government-wide management improvement initiatives, as well as
internal Agency management improvement efforts in the area of
information resources management. The purpose of these studies and
analyses will be to ensure more efficient and effective operations
of managerial, administrative and related systems.
This contract may include requirements for management studies and
analyses from non-OARM organizations and locations (i.e., other
Program Offices, Regional Offices and laboratories within EPA).
Such requirements will relate directly to OARM's functional areas
and will be co-managed by representatives of the organizations
involved and the cognizant OARM offices. Specifically excluded is
work in highly technical, program-oriented areas of analyses which
OARM would not ordinarily perform (i.e. environmental measurements,
environmental studies, etc. ). Also excluded are on-going
operational support activities, data base maintenance and training
other than prototype.
EXAMPLES OF WORK WHICH COULD BE ORDERED UNDER THIS CONTRACT:
Data collection and analysis to support the restructuring of
programs for environmental research centers
Information resources management strategic planning support
Develop internal control programs for contract management and
test the programs
-------
68-W8-0039
Page 6
Section B
PART I - THE SCHEDULE
SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS
B.1 FIXED RATES FOR SERVICES—INDEFINITE
DELIVERY/INDEFINITE QUANTITY CONTRACT
(EPAAR 1332.216-73) (APR 1984)
The following fixed rates shall apply for payment purposes for the
duration of the contract.
Base Period:
Personnel
Classification
Estimated
Skill Direct Labor
Level Hours
PRIME - AMERICAN MANAGEMENT
Senior Professional
Senior Professional
Senior Professional
Mid Professional
Mid Professional
Junior
Junior
Professional
Professional
Clerical Support
ROY F. WESTON:
Senior Professional
Mid Professional
Junior Professional
Clerical Support
IVA 3OO
IVB 8.000
IVC 6. 300
IIIA 12,672
IIIB 11.328
IIA 3.300
I IB 13. OOO
I 10, 700
IV 3. OOO
III 1.OOO
II 300
I 3OO
Fixed
Hourly
Rate
Total
*122. 62 » 61.310. OO
61.81 494.480.00
43. 70 297, 030. OO
44.64
32. 99
32. 83
24. 82
363. 678. 08
373, 710. 72
180. 363. OO
372, 300. 00
21.82 233,474.00
»63. 88 *191, 64O. OO
47. 77 47, 770. OO
37. 40 18, 70O. 00
26. 73 8, 023. OO
First Option Period:
Personnel
Classification
Skill
Level
PRIME - AMERICAN MANAGEMENT
Senior Professional IVA
Senior Professional IVB
Estimated
Direct Labor
Hours
300
8.00O
Fixed
Hourly
Rate
»127. 32
64. 28
Total
» 63, 760. 00
314.240. OO
-------
68-W8-0039
Pag* 7
Section B
Senior Professional
Mid Profession*!
Mid Professional
Junior Professional
Junior Professional
Clerical Support
ROY F. WESTQN:
Senior Professional
Mid Professional
Junior Professional
Clerical Support
IVC
6, 3OO
IIIA
IIIB
IIA
IIB
12, 672
1 1 , 328
3, 300
13,000
46. 43
34. 31
34. 14
23. 81
10, 700
IV
III
II
I
3,000
l.OOO
300
30O
47. 33 3O8, 943. OO
388, 360. 96
388. 663. 68
187,770.00
387, ISO. 00
22. 69 242, 783. 00
*66. 44 *199, 32O. OO
49. 68 49, 680. OO
38. 90 19, 430. 00
27. 82 8, 346. 00
Second Option Period:
Personnel
Classification
Skill
Level
PRIME - AMERICAN MANAGEMENT
Senior Professional
Senior Professional
Senior Professional
Mid Professional
Mid Professional
Junior
Junior
Professional
Professional
Clerical Support
ROY F. WESTON:
Senior Professional
Mid Professional
Junior Professional
Clerical Support
Estimated
Direct Labor
Hours
10, 700
IV
III
II
I
3,000
1,000
300
300
Fixed
Hourly
Rate
IVA
IVB
IVC
IIIA
IIIB
IIA
IIB
300
8,000
6, 300
12, 672
11,328
3,300
13, OOO
*132. 63
66.83
49. 43
48. 28
33. 68
33. 31
26. 83
Total
* 66,313. 00
334, 80O. 00
321,293. 00
611,804. 16
4O4, 183. O4
193, 303. OO
4O2, 73O. OO
23. 60 232, 32O. 00
*69. 10 »2O7, 3OO. OO
31.66 31,660.00
40. 46 20, 230. 00
28. 93 8, 679. 00
The rate, or rates, set forth above cover all expenses, including
report preparation, salaries, overhead, general and administrative
expenses, and profit.
The Contractor shall voucher for only the time of the personnel
-------
APPENDIX E:
PROCUREMENT REQUEST CHECKLIST
-------
PROCUREMENT REQUEST CHECKLIST
Element
PR
SOW
Budget
P.O.
DOPO
Alternate DOPO
Designation and Appointment of
Project Officer/Work
Assignment Manager/Delivery
Order Officer (EPA Form 1900-
65)
Request for Interim
Certification or Waiver of
Training Requirement
Schedule of Deliverables
Present in Package
Yes
No
NA
: Requirements
Block 12 "Financial Data" and
Block 16 "Approvals" must be
completed correctly.
Does it fit within the contract
SOW? Are all of the elements
present as described on pages 7-9
of this guide?
Correct rates and math (generally
7% to 10% ODCs). See
Appendices B, C, and D of this
guide.
Name, mailcode, address, phone, e-
mail
Same as above
Same as above
All DOPOs must complete the
Contract Administration course.
See page 14 of this guide.
If a prospective DOPO has not
completed the Contract
Administration course he/she may
prepare one or the other of these
requests. See page 14-15 of this
guide.
Should contain deliverables for
each task contained in the SOW.
Specify due dates for each
deliverable. Due dates must be on
or before the end of the period of
performance. See page 8 of this
guide.
-------
Element
«
Statement of Non-Duplication of
Effort
Bona Fide Need Justification
OIRM Review
Superfund Justification
Rationale for Multiple
Appropriations
OARM Sponsor for Non-
OARM Offices
ORME Review of
Questionnaires
, Present la Package ,, J
Y*s
Jfe
NA
Requirements
•;
Statement from DOPO that work
has not been previously performed.
If the work is related to any
previous contractor effort provide
the name of the contractor, the
contract and delivery order #, and
a description of the work
performed. See page 12 of this
guide.
Explain why work begun in the
current FY will not be completed
until the next FY. See page 12 of
this guide.
Work that involves ADP, i.e.
feasibility studies, requirements
analysis, systems design, etc.
requires the signature of the
appropriate OIRM official. See
page 6 of this guide.
For delivery orders funded
completely or partially with a SF
appropriation a justification must
be prepared and signed by the
DOPO. See page 11 of this guide.
When multiple appropriations are
used to fund a delivery order, a
rationale must be prepared and
signed by the Director, FMD. See
page 11 of this guide.
Non-OARM offices must obtain
the signature on the PR of the
OARM Office Director who has
national program manager
responsibility over the functional
requirement specified in the SOW.
See page 4 of this guide.
Required if information is
collected from ten or more non-
federal respondents. See page 15
of this guide.
-------
APPENDIX F:
DEFINITION OF LABOR CLASSIFICATIONS
-------
Pag* SO
ATTACHMENT B
DEFINITION OF LABOR CLASSIFICATIONS
Offerers shall use the following labor classifications in
preparing their technical and cost proposals:
(1) Level IV - Senior Professional (Management):
Plans, conducts/ supervises and participates in: Short-term
studies; the design* review and evaluation of management and
administrative systems; and the provision of management support. At
least some of the experience must include scheduling work to meet
completion dates, estimating manpower needs and reviewing project
process and making changes in methodology where necessary. This
individual plans, conducts' and supervises projects of major
significance* necessitating advanced knowledge and the ability to
originate and apply new* unique methods and procedures. This person
supplies technical advice and counsel to other professionals and
generally operates with wide latitude for unreviewed action.
Typical Title: Project Manager
Minimum Qualifications: Masters Degree in Business
Administration* Management* Public Administration or a
related discipline or equivalent* and
Experience: 8 years or more
(2) Level III - Mid Professional
Participates in short-term studies! the design* review and
evaluation of management and administrative systems* and the
provision of management support. Individual receives assignments
associated with projects from the senior professional translating
technical guidance received into usable data applicable to the
particular assignment. Assignments are varied and require some
originality and ingenuity.
Typical Title: Senior Analyst
Minimum Qualifications: Masters Degree in the social
sciences* Management, Business Administration, Public
Administration* or equivalent; and
Experience: 3-7 years
(3) Level II - Junior Professional
Participates in short-term studies; the design* review and
evaluation of management and administrative systems; and the
provision of management support. Individual gathers and correlates
basic data and performs routine analyses. Person works on less
complicated assignments where little evaluation is required.
-------
Page 31
Typical Title: Analyst
Minimum Qualification*: Bachelors Degree in administration
or a related discipline or equivalent! and
Experience: 0-2 years
Experience/Qualifications Substitutions:
For the purposes of an individual's satisfying the qualifications
set forth above for any labor classification level* experience and
education may be substituted for one another according to the
following rules of equivalency:
(1) Any combination of experience in the proposed field of
expertise plus full time college level study in the particular field
totaling four (4) years will be an acceptable substitute for a
Bachelors Degree.
(2) A Bachelors Degree plus any combination of years of
experience and graduate level study in the proposed field of
expertise totaling two (2) years will be an acceptable substitute
for a Masters Degree.
(3) Additional years of graduate level study in an appropriate
field will be considered equal to years of experience on a
two-for-one basis.
-------
APPENDIX G:
PROCEDURES FOR REQUESTING
AN INTERIM CERTIFICATION OR A WAIVER
-------
UNITED STATES ENVIRONMENTAL PROTECTION AGENCY
WASHINGTON, O.C. 20460
JAN 26 1990
Office OF
ACMMST1UTCN
AND RESOURCES
UMUGElCNr
MEMORANDUM
SUBJECT: Requests for Interim Certification and Waivers from
Chapter 7 of the Contracts Management .Manual
FROM: David J. O'Connor, Director
Procurement and Contracts Management Division (PM-214F)
TO: Associate Directors
PMSS Director
PCMD Branch and Staff Chiefs
Director, CMD - RTF
Director, CMD - CINN
Ika Joiner
Ron Kovach
Regional Contracting Officers
This memorandum formalizes current unwritten procedures for
processing the above subject requests.
Requests for Interim Certification
Chapter 7 of the Contracts Management Manual addresses
interim certification at paragraph 7. 3. a. The program office
must initiate all such requests, in writing, at the Division
Director level or higher. The request shall include the
circumstances that make the request necessary; the contract (s) ,
work assignment(s) , or delivery order(s) involved; and a
commitment to take the next available course at the program
office's location.
The program office shall address the request to me through
the Chief of the Contracting Office (CCO) . The CCO shall
indicate his/her concurrence on the request and forward the
request to the Director, Policy and Management Support Staff
(PMSS) (a separate cover memorandum is not required) .
The request should not include EPA Form 1900-65,
Designation and Appointment of Project Officer/Work Assignment
Manager/Delivery Order Officer. The Contracting Officer shall
retain this form pending approval or disapproval of the request.
-------
-2-
The Procurement Policy Staff will prepare a response for my
signature to the program office, and provide a copy to the CCO.
Waivers
Chapter 7 of the Contracts Management Manual addresses
waivers at paragraph 7.3.b. Waivers may be from the training
requirements or the experience and workload limitations.
Program office requests must have the concurrence of the
Assistant or Regional Administrator, or equivalent. The request
shall adequately address the circumstances necessitating a
waiver. The program office shall address the request to me
through the CCO. The CCO shall indicate his/her concurrence on
the request, and forward the request to the Director, Policy and
Management Support Staff (PMSS).
As with requests for interim certification, a separate cover
memorandum is not required. The EPA Form 1900-65 should not
accompany the request. The Procurement Policy Staff will prepare
a response to the program office, and provide a copy to the CCO.
Please direct any questions on the status of requests to
Kent Goodger, of the Procurement Policy Staff, on 382-5031.
-------
APPENDIX H:
INVOICE APPROVAL FORMS
-------
Contract #68-W9-0037
SUBJECT:
Invoice #
For Delivery Order
TO:
FROM:
THROUGH:
DATE:
Delivery Order Project Officer
Donald Wright
Alternate Project Officer, PM-213
Vicki Bailey
Project Officer, PM-213
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the Booz, Allen and Hamilton Contract. Payment is due immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
.date to avoid interest charges to the government.
Since this is the first invoice for this Delivery Order, our office must know if you have
received and approved the workplan.
Charges reflected in this invoice are appropriate for payment. Also, I have received
and approved the WORKPLAN of this Delivery Order.
Recommend approval.
Signed:.
Delivery Order Project Officer
Recommend disapproval.
Date:
Office of Administration
Management and Organization Division
-------
Contract #68-W9-0037
SUBJECT:
Invoice #
Delivery Order
TO:
FROM:
THROUGH:
DATE:
Delivery Order Project Officer
Donald Wright
Alternate Project Officer, PM-213
Vicki Bailey
Project Officer, PM-213
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the Booz, Allen and Hamilton Contract. Payment is due immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
date to avoid interest charges to the government.
Charges reflected in this invoice are appropriate for payment and are mathematically
correct.
Recommend approval.
Signed:.
Delivery Order Project Officer
Recommend disapproval.
Date:
Office of Administration
Management and Organization Division
-------
Contract #68-W9-0038
SUBJECT: Invoice # For Delivery Order
TO:
Delivery Order Project Officer
FROM: Donald Wright
Alternate Project Officer, PM-213
THROUGH: Adriana Fortune
Project Officer, PM-213
DATE:
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the American Management Systems, Inc. Contract. Payment is due
immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
date to avoid interest charges to the government.
Since this is the first invoice for this Delivery Order, our office must know if you have
received and approved the workplan.
Charges reflected in this invoice are appropriate for payment. Also, I have received
and approved the WORKPLAN of this Delivery Order.
Recommend approval Signed:
Delivery Order Project Officer
Recommend disapproval Date:
Office of Administration
Management and Organization Division
-------
Contract #68-W9-0038
SUBJECT:
Invoice #
Delivery Order
TO:
FROM:
THROUGH:
DATE:
Delivery Order Project Officer
Donald Wright
Alternate Project Officer, PM-213
Adriana Fortune
Project Officer, PM-213
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the American Management Systems, Inc. Contract. Payment is due
immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
date to avoid interest charges to the government.
Charges reflected in this invoice are appropriate for payment and are mathematically
correct.
Recommed approval
Signed:.
Delivery Order Project Officer
Recommed disapproval.
Date:
Office of Administration
Management and Organization Division
-------
Contract #68-W9-0039
SUBJECT: Invoice # For Delivery Order
TO:
Delivery Order Project Officer
FROM: Donald Wright
Alternate Project Officer, PM-213
THROUGH: Adriana Fortune
Project Officer, PM-213
DATE: '
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the American Management Systems, Inc. Contract. Payment is due
immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
date to avoid interest charges to the government.
Since this is the first invoice for this Delivery Order, our office must know if you have
received and approved the workplan.
Charges reflected in this invoice are appropriate for payment. Also, I have received
and approved the WORKPLAN of this Delivery Order.
Recommend approval Signed:
Delivery Order Project Officer
Recommend disapproval Date:
Office of Administration
Management and Organization Division
-------
Contract #68-W9-0039
SUBJECT:
Invoice #
Delivery Order
TO:
FROM:
THROUGH:
DATE:
Delivery Order Project Officer
Donald Wright
Alternate Project Officer, PM-213
Adriana Fortune
Project Officer, PM-213
Enclosed is a copy of an invoice for services performed under your Delivery
Order on the American Management Systems, Inc. Contract. Payment is due
immediately.
Your recommendation for approval or disapproval of the invoice is required
within FIVE CALENDAR DAYS of the above date in order to approve the invoice for
payment. Please indicate your recommendation for approval or disapproval by sign-
ing below. To expedite invoice payment, you may send me an e-mail at epa3186 or
call me on 382-5013. However, THE SIGNED COPY HAS TO BE RETURNED TO THIS
OFFICE FOR OUR RECORDS.
Without your recommendation for approval I cannot authorize payment to the
contractor. Payment must be made to the contractor within thirty days of the invoice
date to avoid interest charges to the government.
Charges reflected in this invoice are appropriate for payment and are mathematically
correct.
Recommend approval.
Signed:.
Delivery Order Project Officer
Recommend disapproval.
Date:
Office of Administration
Management and Organization Division
-------
APPENDIX I:
FORM FOR EVALUATION OF
CONTRACTOR PERFORMANCE
-------
DOPO'B EVALUATION OT CONTRACTOR PBRTORHXNCZ—IM8TRDCTION8
1. Insert the effective date of the original delivery order.
2. Insert the date of the end of the period of performance
for the delivery order.
3. Ignore
4-5-6-7. Self-explanatory
8. Insert program area.
9. Insert the total amount of the delivery order.
10. Ignore
11. Give the name of the contractor's lead staff on the
delivery order.
12. Insert the title of the delivery order.
13-16. Circle one of the ratings:
E (Excellent); VG (Very Good); A (Average); P (Poor);
D (Unsatisfactory)
and provide a brief narrative supporting the rating.
17. Either:
number of overruns and reasons (do not consider change
in scope where contractor had to submit a proposal for
the additional work) or.
if underrun, reasons (e.g., reduced the scope of work,
the development of nev methods, etc.).
18-21. Self-explanatory
-------
DELIVERY ORDER PROJECT OFFICER'S
EVALUATION OF CONTRACTOR PERFORMANCE
1.FROM
2. TO
3. FORWARD (origin*! onfy) TO:
Quality Asauranc* Section (PM-214)
Washington. DC 20460
4. CONTRACT NO.
6. ACTIVITY
6. CONTRACTOR'S NAME AND ADDRESS
7. PROJECT OFFICER'S NAME
8. TECHNICAL PROGRAM
9. BASIC CONTRACT COST
10. FINAL CONTRACT COST
11. CONTRACTOR PROJECT OFFICER'S NAME
12. PROJECT TITLE
13. EVALUATED CONTRACTOR'S TECHNICAL ADHERENCE TO SCOPE OF WORK AND COMMITMENT OF PERSONNEL (CM* on*
uttho following ondgivtntrntivoolnting) E VQ A P U
14. EVALUATE CONTRACTOR'S TECHNICAL PERFORMANCE AND TECHNICAL APPROACH TO THE PROJECT (Ore/* ono oftno following or*
giv* narrativ* of rating) E VO A P U
15. EVALUATE CONTRACTOR'S SUBMISSION/DELIVERY OF PROGRESS REPORT. FINANCIAL REPORT. FINAL REPORT. EQUIPMENT(CMt
en* of Iha following and giv* narrativ* of rating) E VO A P U
16. EVALUATE CONTRACTOR'S DELIVERED END PRODUCT (Report fov«MMnt olej (Cinlo ono of tin following ondgfvo norrotn* ofnting
E VG A P U
17. HAS CONTRACTOR fj OVERRUN. OR Q UNDERRUN THE CONTRACT (Etploin rooton tot oilhorl
18. RECOMMENDATIONS AND ADVICE TO PERSONNEL CONSIDERING THIS CONTRACTOR FOR FUTURE AWARDS
19' DELIVERY ORDER PROJECT OFFICER'S
SIGNATURE
20. DATE
21. OVERALL RATING (Cnoc* onoj
E VG A P U
EPA Form 1900-27 (R*v. 4-«4) Prsviou* *ditiona ar* otMot**.
0. <. aevncwxr nirrns omcf-i»»«-»*i-o6i/TJ03
-------
DATE DUE
HIGHSMITH #45115
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