SOLICITATION NOTICE
R -- Professional Advisory and Assistance Services for Internal Business Review and Performance Improvement Solutions for Administrative Functions - Package #1
- Notice Date
- 9/11/2014
- Notice Type
- Combined Synopsis/Solicitation
- NAICS
- 541611
— Administrative Management and General Management Consulting Services
- Contracting Office
- Department of Transportation, Research and Innovative Technology Administration, Volpe National Transportation Systems Center, 55 Broadway, Kendall Square, Cambridge, Massachusetts, 02142-1093
- ZIP Code
- 02142-1093
- Solicitation Number
- DTRT5714Q80084
- Archive Date
- 9/30/2014
- Point of Contact
- Roland J. Regan, Phone: 6174943185
- E-Mail Address
-
roland.regan@dot.gov
(roland.regan@dot.gov)
- Small Business Set-Aside
- Total Small Business
- Description
- Price Quotation Submittal Attachment #3 Certifications and Representations Attachement #2 Instructions, Conditions and Notices for Offeros Attachment #1 Notice Type: Combined Synopsis/Solicitation Solicitation Number: DTRT5714Q80084 Title: Professional Advisory and Assistance Services for Internal Business Review and Performance Improvement Solutions for Administrative Functions Classification Code: NAICS Code: 541611 Recovery and Reinvestment Act Action? Yes or No No Response Date: September 17, 2014 at 12:00 p.m. ET. Primary Point of Contact: Roland Regan Description: This is a combined synopsis/solicitation for commercial items prepared in accordance with the format in Federal Acquisition Regulation (FAR) Subpart 12.6, as supplemented with additional information included in this notice. This announcement constitutes the only solicitation; quotations are being requested and a written solicitation will not be issued. Solicitation No. DTRT5714Q80084 is issued as a Request for Quotation (RFQ). This solicitation is being conducted under FAR Part 12, Acquisition of Commercial Items and FAR Part 13, Simplified Acquisition Procedures. This solicitation document and incorporated provisions are those in effect through Federal Acquisition Circular 2005-76, effective July 25, 2014. The NAICS Code is 541611; the Small Business size standard is $15M. This procurement is a 100% small business set-aside. The U.S. Department of Transportation, John A. Volpe National Transportation Systems Center (Volpe Center), Cambridge, MA, is supporting a Volpe Center-initiated strategic planning initiative to streamline its acquisition and hiring processes. The objective of the initiative is to identify and prioritize areas within the Volpe Offices of Acquisitions and Human Resources that can be streamlined and simplified to enhance the procurement and hiring processes across the Center. In support of this effort, the Volpe Center requires professional advisory and assistance services for organizing, identifying, developing, supporting implementation and providing implementation assessment, feedback and recommended actions for successful process and business performance improvement activities in accordance with the Statement of Work. STATEMENT OF WORK - Begin Volpe National Transportation Systems Center Professional Advisory and Assistance Services for Internal Business Review and Performance Improvement Solutions for Administrative Functions 1. INTRODUCTION The Volpe National Transportation Systems Center (Volpe Center) is a Federal fee-for-service organization within the Office of the Secretary of Transportation Research and Technology (OST-R) of the Department of Transportation (DOT). The Volpe Center's mission is to improve the nation's transportation systems. In partnership with sponsoring agencies, the Volpe Center provides technical research and analysis services to the DOT, other Federal agencies, state agencies, and other organizations in connection with the transportation-related components of their missions. The Volpe Center's focus is research and innovation in all areas of transportation to improve the transportation system for the future. 2. BACKGROUND In 2012, the Volpe Center initiated a strategic planning initiative to clarify and streamline acquisition processes for all procurement actions as well as the personnel hiring processes. These initiatives are still ongoing and are co-led by the Director, Office of Acquisitions, and the Deputy Associate Administrator of Operations for the procurement initiative, and the Volpe Human Resources Council and the Deputy Associate Administrator of Operations for the hiring initiative. The objective of the initiative is to identify and prioritize areas within the Volpe Offices of Acquisitions and Human Resources that could be streamlined and simplified to enhance the procurement and hiring processes across the Center. For the procurement initiative, the initial area that was identified was the Procurement Request (PR) Process, from initiation of the action to Contracting Officer action. Several other areas have also been identified as priorities including streamlining the Small Business Innovation Research (SBIR) acquisition lifecycle and the Simplified Acquisition Procedures (SAP) acquisition lifecycle. The goals for FY 15 are to complete the PR process, the SBIR process, and SAP process streamlining efforts for the procurement initiative as well as streamlining personnel hiring and to identify additional high value areas that offer a positive return on investment and solutions for performance improvement. 3. OBJECTIVE This contract shall serve as a vehicle to provide professional advisory and assistance services to provide Subject Matter Expertise (SME) capabilities in organizing, identifying, developing, supporting implementation and providing implementation assessment, feedback and recommended actions for successful process and business performance improvement activities. The Contractor will also serve as a stakeholder facilitator for these business process improvement efforts. The Contractor shall use Lean Six Sigma methodologies in executing the work activities described herein. 4. TASKS/REQUIREMENTS The work described shall be ordered under the respective Contract Line Item Number (CLIN). CLIN 0100 Task 1 - ACQUISITION BUSINESS PROCESS REVIEW Background The Office of Acquisitions supports over 500 Volpe staff in over 300 technical and administrative programs that support the mission of DOT modal administrations and other Federal agencies. This support requires numerous processes, from the initial support of customer requirements identification through the acquisition lifecycle required to meet customer and programmatic requirements. An initial review of the inventory of acquisition process activities, activity prioritization in terms of mission criticality, and the identification of process improvement solutions for continuous success and performance efficiency is required. Activities: 1. 30-day assessment of the Volpe acquisition process areas and activities, 2. Return on investment (ROI) analysis and a rank ordering of process improvement solutions with the best ROI potential. Government Furnished Information: Upon award, electronic versions of the Acquisition Handbook; Office of Acquisitions samples and templates; historical information on the 2012 strategic initiative and actions taken to date; and 2012 and 2014 Office of Acquisitions Customer Satisfaction Survey results shall be provided to the contractor via email. Deliverables: 1. High level map of acquisition activities, 2. ROI analysis of potential process improvement areas and solutions, 3. Prioritized list of process improvement areas including a list of pros and cons and a cost benefit analysis for each, and 4. List of potential low hanging improvement solutions that are "just do it" quick-win improvements that can be easily implemented/adopted and do not require a full blown process improvement analysis and planning. The Contractor shall submit written deliverables via email in MS Office format to the Contracting Officer, Roland Regan, at roland.regan@dot.gov. Period of Performance: 2 months after receipt of order (ARO) CLIN 0200 Task 2 - PROCUREMENT REQUEST PROCESS IMPROVEMENT SOLUTIONS Background The PR process begins the acquisition process and is conducted electronically via an automated procurement system (i.e., PRISM). PR Initiators prepare the PR in accordance with the Acquisition Handbook (Chapter 5) and are advised of the following: allow sufficient time for the preparation of the documents required for submission with the PR and to obtain the necessary document reviews and approvals; failure to submit the required supporting documents and to obtain required reviews and approvals will delay processing the PR; and incomplete PR packages will be returned for rework by the Office of Acquisitions and re-routed to the PR Initiator for revision via PRISM. In 2012, the SAP PR process was mapped out on 191 actions with an average estimate of 6 days to complete the process, from initiation of the action by the PR Initiator to initial receipt in the Office of Acquisitions; process mapping showed 1 to 46 days of processing time depending on the level of rework required, if any. Metrics were collected on the current process times and analyzed with approximately 37.5 days annually spent on rework for PR editing, review, approval, and acceptance by the Office of Acquisitions of the PR for assignment and action. Some of the reasons that were identified for delays included: • Rework required for special justifications (i.e., brand name or sole source) • Incomplete or unacceptable Statements of Work (SOWs) or specifications • Incomplete or unacceptable Independent Government Estimates (IGEs) • Incomplete PR packages (e.g., required attachments missing) • Incorrect Functional Review Checklist and/or PR Approval • Other miscellaneous reasons The process was reworked for efficiencies and additional support aids were put in place. Even with these adjustments, the average mean time to complete the procurement request process was not significantly improved. Activities: This task includes a re-examination of the PR process, a review of the streamlined process and customer aides, a recommendation for additional process improvement and streamlining, a set of measures/metrics to assess process improvements, and a recommended means to track those metrics. Deliverables: PR process reassessment paper; PR process improvement recommendations including an implementation plan and milestones, and measures/metrics to track the PR process improvements including recommendations to set-up the measures/metrics data. Period of Performance: 4 months ARO CLIN 0300 Task 3 - PROCESS IMPROVEMENT SOLUTION FOR THE SMALL BUSINESS INNOVATION RESEARCH (SBIR) PROGRAM Background: The Volpe Center SBIR Program Office manages and oversees the DOT SBIR Program on behalf of the DOT Secretary; the Office of Acquisitions supports the SBIR Program Office by procuring and administering all SBIR program contracts. The SBIR and Small Business Technology Transfer (STTR) programs were reauthorized under Public Law 112-81, Section E. Section 5141 of P.L. 112-81 established a Pilot Program for administrative, oversight, and contract processing costs, allowing participating agencies to use not more than three percent of their SBIR/STTR awards budget for a variety of tasks in support of SBIR/STTR program execution and oversight. Allocating any portion of this three percent set-aside was subject to approval by the Small Business Administration (SBA) and DOT obtained such approval for our pilot. In order for DOT to determine the desired approach for improving award time and identifying processes to further streamline, we conducted analysis on past activities and performance meeting time to award requirements that are summarized below: FY 2010-2011 Comparative Analysis of Time to Award: A comparative analysis of time to award for fiscal years 2010-2011 indicates the following: • For Phase I the percentage of awards made in less than 180 days from solicitation close has decreased, from 100% in FY 2010 to 73% in FY 2011. The average number of months for the two years is 5.3 months. • For Phase II the percentage of awards made from the selection date (recommendation) and award date to occur in less than 60 days has improved from 0% in FY 2010 to 18% in FY 2011. Clearly, there was an opportunity to further improve on DOT award rates. DOT Streamlining and Simplification Activities, FY 2013: As part of the SBIR 2.0 initiative, the DOT did implement several streamlining and simplification activities as part of our overall administration of the Program, including: Phase I contracts: • Established a Phase I "Model" contract template: the DOT initiated a model contract for one project which was routed to internal parties for review and approval. Once that contract was issued, all other contracts did not go through the internal routing. This change in process expedited the award process by approximately 2-3 weeks. • Reducing Phase I technical evaluation timeframes: technical evaluation periods of Phase I proposal submissions were reduced by 2 weeks. Phase II contracts: • Reducing the need for audits: the DOT initiated the use of more firm fixed price type contracts for Phase II projects. These contract types do not require a pre-award cost accounting system audit. The requirement to conduct these audits with cost- type contracts was causing significant delays in award times. • Reducing Phase II proposal submission timeframes: The DOT also reduced the time for Phase II proposal submissions from 90 to 60 days. • Reducing Phase II technical evaluation timeframes: The Phase II technical evaluation timeframe was reduced from 60 to 30 days. • Establishing a Phase II Proposal Instruction Guide and Templates: The DOT also developed a Phase II proposal submission instruction guide with templates. The instruction guide is periodically reviewed and updated. With respect to our performance immediately upon implementation of these efforts, FY2011 resulted in a ¼% drop in Phase I awards made within the 180 day window. This was due in large part to significant delays in processing two Phase I contracts because of PHMSA HazMat leadership changes and budgetary issues. For Phase II contract awards we made progress in meeting the <60 day window with an 18% increase. While additional gains have been realized, there is still opportunity for improvement in the processing of Phase I and Phase II contracts. Activities: This task includes an examination of the SBIR program process, a recommendation of improvements to streamline the process, a set of measures/metrics to assess process improvements, and a recommended means to track those metrics. Deliverables: SBIR Program process reassessment paper; SBIR process improvement recommendations including an implementation plan and milestones, and measures/metrics to track the SBIR process improvements including recommendations to set-up the measures/metrics data. Period of Performance: 6 months ARO CLIN 0400 Task 4 - PROCESS IMPROVEMENT SOLUTIONS FOR SIMPIFIED ACQUISITION PROCEDURES (SAP) Background: In FY2013, the Office of Acquisitions processed 1,674 transactions with over 500 of these processed as SAP actions. Activities: This task includes an examination of the SAP process, a recommendation of improvements to streamline the process, a set of measures/metrics to assess process improvements, and a recommended means to track those metrics. Deliverables: SAP process reassessment paper; SAP process improvement recommendations including an implementation plan and milestones, and measures/metrics to track the SAP process improvements including recommendations to set-up the measures/metrics data. Period of Performance: 6 months ARO CLIN 0500 Task 5 - PROCESS IMPROVEMENT SOLUTIONS FOR OFFICE OF ADMINISTRATION - VOLPE HIRING Background: The hiring of permanent, term (i.e., temporary), full-time, and part-time employees and students involved processes that are both internal to the Volpe Center and processes that are required by federal hiring policies, guidelines, and regulations. The Volpe Center hires a wide variety of employees, some of whom require fairly specialized skills, certifications, degrees, experience, etc. Additionally, as a 100 percent fee-for-service agency (i.e., no federal appropriation), the Volpe Center must respond quickly to customer needs in order to perform critical transportation-related work. Often, responding quickly requires the recruitment and hiring of new staff, so the recruitment and hiring process requires refinement in order to meet our internal and external staffing needs. Activities: This task includes the examination of internal hiring processes designed by Volpe staff as well as processes required by the federal government. It will involve personnel throughout the Volpe Center including, but not limited to, human resources staff, human resources support services contractors, and federal hiring managers. The task will also include recommendations of ways to improve and streamline the process, a set of measures/metrics to assess process improvements and a recommended means to track those metrics. Deliverables: A hiring process assessment paper, hiring process improvement recommendations including an implementation plan and milestones, and key measures and metrics to track process improvements and desired results. Period of Performance: 6 months ARO CLIN 0600 Optional Task 6 - PROCESS IMPROVEMENT SOLUTIONS FOR PROCUREMENT ACTIONS IN EXCESS OF SAP (excluding SBIR) Background: In FY2013, the Office of Acquisitions processed 1674 transaction with the majority of these actions in excess of the SAP threshold. Activities: This task includes an examination of the acquisition program process (excluding SAP and SBIR detailed in Tasks 3 and 4 above), a recommendation of improvements to streamline these processes, a set of measures/metrics to assess process improvements and a recommended means to track those metrics. Deliverables: Acquisition program process reassessment paper for actions in excess of SAP (excluding SBIR) and improvement recommendations including an implementation plan and milestones, and measure/metrics to track the process improvements including recommendations to set-up the measure/metrics data. Period of Performance: 3 months ARO CLIN 0700 Optional Task 7 - PROCESS IMPROVEMENT SOLUTIONS FOR TECHNICAL EVALUATION TEAM REPORTING FOR MAJOR PROCUREMENT ACTIONS Background: The Office of Acquisitions conducts many procurements using source selection procedures and technical evaluation of proposals received by a Technical Evaluation Team (TET). Although detailed instructions and guidance are provided to the TET in the conduct of the evaluation process, many of the TET milestone dates are missed and substantial rework of the technical reports are required for completeness and thorough analysis. Acquisition Handbook guidance of conducting technical evaluation includes the following steps: Conducting the Technical Evaluation The following steps apply when conducting the technical evaluation of solicited proposals. 1. Pre-evaluation Instructions. The TET Chairperson and the CO convene a meeting of the Team to distribute proposals, unless that has already been accomplished by the CO and/or Chairperson; and to distribute and discuss the proposal evaluation plan (including a copy of the RFQ and rating worksheets) and the technical evaluation guidelines (TEG) (which are provided by the CO). After completing their review, each TET member is required to sign the TEG cover page; and the signed page is returned to the CO. The TET Chairperson is responsible for ensuring the confidentiality of the evaluation process and for conducting the evaluation in accordance with the TEG, which includes instructions to the Team as to the sensitivity of data in the proposal(s). 2. Independent Reviews. Each evaluator independently reviews a set of proposals and is responsible for the timely submission of completed rating worksheets, including narrative statements supporting the ratings and describing any strengths, weaknesses, and deficiencies. The TET Chairperson summarizes the individual scores and consolidates comments. 3. Consensus Rating. The Team meets as necessary to discuss the results; agree on strengths, weaknesses, and deficiencies of the proposals; and re-score if necessary. The TET Chairperson computes the final composite score/rating, using appropriate weight factors, and incorporates the narrative statements to support the consensus findings. Consensus requires a meeting of the minds on the assigned rating and ranking, and associated strengths, weaknesses, deficiencies, and risks. In exceptional cases where the evaluators are unable to reach an agreement without unreasonably delaying the source selection process, the evaluation report may include the majority conclusion and the dissenting view(s) of each with supporting rationale. 4. Final Report. The TET Chairperson prepares a draft of the Technical Evaluation Report for review and comment by each Team member. Once the Report is finalized, it is signed by each member; and the TET Chairperson transmits it to the CO, together with the file of rating worksheets that should include all supporting documentation. Ensure the Report is properly marked as "Source Selection Information - See FAR 2.101 and 3.104". Preparing the TET Report. The TET Chairperson will be responsible for the issuance of a written TET Report signed by each Team member and presented in either the standard format shown in the template titled "Technical Evaluation Team (TET) Report Template" (RVP30T.20) or in a similar format that addresses the Report template's major components. The template is available on the Office of Acquisitions SharePoint site. Consider the following when preparing the Report: 1. If a proposal appears to be satisfactory yet lacks information, it will be indicated in the Report and those discrepancies will be noted. The TET Chairperson has the responsibility for identifying areas in the offeror's technical proposal requiring additional clarification from the offeror and bringing them to the CO's attention. 2. After receipt of any revisions to the technical proposal(s), verification of each offeror's capabilities, and completion of the TET's final evaluation, the TET shall re-score those proposals where appropriate in accordance with the technical evaluation criteria. The TET will maintain an audit trail of the rationale of all scoring changes, including a step-by-step account of the events leading to the final rating. 3. If oral presentations are required as part of the technical proposal, the TET Chairperson is responsible for ensuring an adequate record of the oral presentation(s) is included with the final report. Activities: This task includes an examination of the TET process, a recommendation of improvements to streamline the process, a set of measures/metrics to assess process improvements, and a recommended means to track those metrics. Government Furnished Information: Upon award, the "Technical Evaluation Team (TET) Report Template" (RVP30T.20) shall be provided to the contractor via email. Deliverables: TET process reassessment paper; TET process improvement recommendations including an implementation plan and milestones, and measures/metrics to track the TET process improvements including recommendations to set-up the measures/metrics data. Period of Performance: 6 months ARO CLIN 0800 OPTION - Ancillary Services The Contractor may be required to provide ancillary services (e.g., training plan development, presentations, meeting facilitation skills, other professional services, etc.) in support of achieving the goal to clarify and streamline acquisition processes and procedures. The contractor shall propose an hourly labor rate for these services. 5. SUPERVISION OF EMPLOYEES The resulting contract will be a non-personal services contract defined by Federal Acquisition Regulation (FAR) Part 37 as a "contract under which the personnel rendering the services are not subject, either by the contract's terms or by the manner of its administration, to the supervision and control usually prevailing in relationships between the Government and its employees." The Government shall not supervise or otherwise direct Contractor employees. The Contractor shall not supervise or otherwise direct Government employees nor shall the Contractor supervise employees of other Contractors outside of the Contractor's own subcontracting/teaming arrangements. 6. CONTRACTOR IDENTIFICATION When communicating with Government personnel during business meetings either over the telephone or via electronic mail, support Contractor personnel shall identify themselves as such to avoid any perception that they may be Government employees and to avoid situations arising where sensitive topics might be better discussed solely between Government employees. Electronic mail signature blocks and business cards shall identify Contractor/company affiliation. Documents or reports produced by the Contractor shall be suitably marked as Contractor products or Contractor participation appropriately disclosed. 7. PLACE OF PERFORMANCE Some of the work may be accomplished off site or at the Contractor's facilities. However, the primary place of performance for on-site meetings shall be conducted at the Volpe Center located at 55 Broadway, Cambridge, MA 02142. 8. TRAVEL REQUIREMENTS Travel within the local area to attend meetings or to perform work shall be considered a cost of doing business and shall not be separately reimbursed as a travel expense. Local area travel is defined as a 50-mile radius from Volpe Center, Cambridge, MA. 9. NON DISCLOSURE AGREEMENT (NDA) Each Contractor employee working on this contract shall sign a non-disclosure agreement (NDA). The NDA certifies that the individual has read the NDA; is familiar with the directives and policies governing the disclosure of procurement sensitive information; that the individual agrees to fully and completely observe these directives and will not disclose such information to any unauthorized person, including the company or affiliates under which the individual is employed; and will not use any information obtained for private use or gain. The Contractor shall provide the Contracting Officer (CO) or Government-designated representative with a copy of the signed NDA within 5 work days of the Contractor employee's start date. The Contractor shall not release any information on any part of the subject matter of this contract without the prior written approval of the CO. Any documentation showing individuals' names or other personal information shall be controlled and protected. 10. SUSTAINABLE ACQUISITION REQUIREMENTS To the maximum extent possible and consistent with FAR Part 23 during the performance of the work under this SOW, the Government requires the Contractor to provide or use products that are energy efficient (ENERGY STAR® or Federal Energy Management Program (FEMA)-designated); water-efficient; biobased; environmentally preferable (e.g., EPEAT-registered or non-toxic or less toxic alternatives); non-ozone depleting; or made with recovered materials. Unless otherwise identified in this SOW, each recovered materials or biobased product provided and delivered must meet but may exceed the minimum recovered materials or biobased content of an Environmental Protection Agency- or U.S. Department of Agriculture-designated product. The sustainable acquisition requirements specified herein apply only to products that are required to be (1) delivered to the Government during contract performance; (2) acquired by the Contractor for use in performing services (including construction) at a Federally controlled facility; (3) furnished by the Contractor for use by the Government; or (4) specified in the design of a building or work or incorporated during its construction, renovation, or maintenance. STATEMENT OF WORK - End CLIN STRUCTURE (see Attachment #3) The Contractor shall furnish all support to the Volpe Center in conducting and rendering the tasks described below and in the Statement of Work (including Options). CLIN Description Quantity Type Total 0100 Acquisition Business Process Review* 60 HRS FFP $ 0200 Procurement Request (PR) Process Improvement Solutions* 60 HRS FFP $ 0300 Process Improvement Solutions for Small Business Innovation Research (SBIR) Program* 60 HRS FFP $ 0400 Process Improvement Solutions for Simplified Acquisition Procedures (SAP)* 60 HRS FFP $ 0500 Process Improvement Solutions for Additional Office of Administration Function - Volpe Hiring* 120 HRS FFP $ 0600 OPTIONAL TASK: Process Improvement Solutions for Procurement Actions in excess of SAP (excluding SBIR)**/**** Subject-to-the-Availability-of -Funds*** 60 HRS FFP $ 0700 OPTIONAL TASK: Process Improvement Solutions for Technical Evaluations Team Reporting forMajor Procurements **/**** Subject-to-the-Availability-of-funds*** 60 HRS FFP $ 0800 OPTIONAL TASK: Ancillary Services**/**** Subject-to-the-Availability-of-funds.*** 20 HRS FFP $ Total $ *Upon completion and acceptance by the government of each Task CLINs 0100-0500, contractor may invoice thereafter. **A notice to proceed in exercising Optional Tasks 0600-0800 shall be given in-writing fifteen (15) days before Option implementation. ***Optional tasks CLINs 0600-0800 are subject-to-the-availability of funds. ****Upon exercise, completion and acceptance of Optional Task CLINs 0600-0800 by the government, contractor may invoice thereafter. Period of Performance: Date of Award thru the periods of performance cited in Statement of Work (SOW) including any exercised optional tasks. NOTICE TO OFFERORS FAR 52.212-1, Instruction of Offerors-Commercial Items applies to this acquisition and is incorporated by reference. All Offerors must include a completed copy of the provision at FAR 52.212-3, Offeror Representations and Certification-Commercial Items (the complete provision is provided in Attachment 2). The Government intends to award one (1) purchase order on a firm-fixed price basis as a result of this solicitation. This RFQ is expected to result in a single purchase order award, subject to receipt of an acceptable quotation. FAR Clauses 52.212-4, Contract Terms and Conditions-Commercial Items, and 52.212-5, Contract Terms and Conditions Required to Implement Statutes or Executive Orders-Commercial Items are hereby incorporated by reference. Additional clauses cited in 52.212-5 that apply to this acquisition are: 52.222-3,52.222-19, 52.222-21, 52.222-26, 52.222-35, 52.222-36, 52.222-37, 52.223-15, 52.223-18, 52.225-13, 52.232-33, and 52.232-40. The FAR provisions and clauses cited in this notice can be viewed at http://www.acquisition.gov/far. This combined synopsis/solicitation hereby incorporates all FAR provisions and clauses contained herein. The offer should be addressed to the following: U.S. Department of Transportation, Volpe National Transportation Systems Center, Attn: Roland Regan, RVP-31, 55 Broadway, Cambridge, MA 02142. The signed offer must be submitted via e-mail to Roland.Regan@dot.gov by closing date of September 16, 2014 at 12:00 p.m. ET. No telephone requests will be honored. The Government will not pay for any information received. It is anticipated that an award resulting from this combined synopsis/solicitation will be made on or about September 19, 2014. The following notice is provided for informational purposes for Minority, Women-Owned and Disadvantaged Business Enterprises. ATTENTION: Small and Disadvantaged (SDB), Women-Owned, and Disadvantaged Business Enterprises (DBEs). The Department of Transportation's (DOT) Short-Term Lending Program (STLP) offers working capital financing in the form of lines of credit to finance accounts receivable for transportation-related contracts. The Maximum line of credit is $750,000. The STLP loan has a variable rate, which is connected to the prime rate. The current rate may be found on the OSDBU website http://osdbuweb.dot.gov or call 1-(800) 532-1169.
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- Place of Performance
- Address: DOT/Volpe Center, 55 Broadway, Cambridge, Massachusetts, 02138, United States
- Zip Code: 02138
- Zip Code: 02138
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