1. Under Section B, it is explained that the DOL anticipates that the lease payments for the leased space be paid for by the contractor on the unrestricted portion. This conflicts with what is stated in Section C.4 Partnering wherein it states that "the purpose of the partnering sessions is to . . .prepare a plan to present to DOL for the transition including the assignment of office space and shared costs items such as lease payments". Since this cost item will be a major factor in preparing a cost proposal, it is necessary whose responsibility the lease payments portion of the contract falls under.

1a. Lease payments will be made under the 8(a) restricted solicitation in accordance with Section C.9.

2. Section C.4 – Partnering states that, within one week following award and notification, the two successful contractors will schedule an initial partnering session to, among other things, prepare a plan to present to DOL for the transition. Section C.8 states that the transition period is envisioned to be between 1 – 3 months, commencing upon award and notification.

• a.) Should we assume that "notification" in the phrase "…award of the two contracts and notification…." means Notice to Proceed (NTP)?

• b.) What is the anticipated plan in the event NTP is not granted to both contractors at the same time, e.g., in the event of a protest on one of the packages?

• c.) Since most good partnering facilitators are not available on one week's notice, it could easily take several weeks to schedule and hold the initial partnering session. This is of concern given the length of the transition period, which could be as little as one month. How many days/weeks following NTP is DOL envisioning submission of the Transition Plan that is the deliverable from the initial partnering session?

• d.) What does DOL envision will take place during the transition period of "from one to three months"? We assume this time frame will involve the two new contractors working together, as well as both of these contractors working with DMJM/HTB to transition documents, etc., with all three contractors sharing the same office space during this transition phase. Is this a correct assumption?

• e) The Partnering Session is supposed to be the time and place where the organizational aspects of the "team" are worked out. This may have an impact upon the number of individuals required for each team as well as their costs.

2a. While the exact framework for the transition cannot be determined at this time, it is anticipated that the transition period will not exceed 30 days from the "move-in" date. Clearly, the transition framework and the degree of planning will vary depending on the identity and the composition of the successful offeror's staff. With that in mind, it is anticipated that DOL will negotiate with the incumbent to identify key staff to assist in the transition and sharing of office space, (conference rooms can be used for this purpose if necessary), during the transition period.

Exact planning and move-in dates for transition will be determined immediately following award. It should be assumed therefore, that there will be a period of one to two weeks following award for the parties to address staffing issues and other start-up activities. It is further assumed that there will be costs associated with this period.

3. Section C.9 d) requires the 8(a) contractor to "implement a system of accurate and complete maintenance and security of contract files and other records…. (Only one contract file system will be maintained by the two contractors on the project.)." Section C.8 Task 7(d) (4) also states, with respect to the Engineering Support Contractor (ESC), "the contractor shall maintain an adequate and uniform record keeping and filing system to ensure proper management and compliance with legal and procedural requirements of the work to be performed…." In addition, Section C.7 Physical Security states that "the contractors shall be liable for all losses of Government equipment, materials, and records in their charge, regardless of cause." [Emphasis added.]

• a.) What constitutes "record files" for the work performed for Job Corps?

  Answer: All documentation related to the project/contract. See FAR Part 4.800.

• b.) Are the records to be maintained in the shared office space the "record files" for the DOL?

  Answer: Yes.

• c.) How do these sections of the RFP fit together, i.e., which of the two contractors has the ultimate responsibility/liability for the files/ records maintained, the 8(a) contractor or the ESC?

  Answer: The 8a contractor will be responsible for the files in accordance with Section C.9 of the solicitation.

• d.) What are the archival responsibilities of the contractors jointly and individually (i.e., which package is responsible for the archives)?

  Answer: The 8a contractor will have archival responsibilities.

4a. Yes, consistent with FAR part 19 and SBA Regulations.

5. Can a large business act as a sub on the 8(a) set-aside and a prime on the open solicitation? (Same two firms.)

5a. Yes, see 5a.

6. What is the projected procurement schedule for award of this contract?

6a. Please see attachment I.

7. Please clarify the percentages for small business participation. In particular, correlate the disadvantaged, woman-owned, and HUBzone requirements with the 15% small business requirement.

7a. In order for DOL to meet its firm goal to ensure that small businesses, small disadvantaged businesses, and women-owned businesses have maximum practicable opportunity to provide substantive and significant participation in the contract, large business are required to submit subcontracting plans. To be acceptable, a subcontracting plan will have to meet DOL's goal of at least 15% of the annual value of the contract to be allotted to small business concerns with at least 10% of the award value of the contract allotted to small-disadvantaged business(es); at least 5% to women-owned business(es); and at least 2% to HUBZone small business(es). This small business representation must be evident in the management and leadership tasks of the contract. The award of this contract is contingent upon an approved subcontracting plan demonstrating evidence of meeting this requirement (See Attachment II). Please Note: The breakdown of 15, 10, and 2 percent are not additive. For example, a small-disadvantaged business, which is a women-owned business, could be located in a HUBZone. All three are small businesses.

8. Will an oral presentation be required as for the set-aside contract? If yes, what will be the attendance limitations; What is the expected time frame for presentations; Are hard copies of slides required at the time of the 2-15-00 submission?

8a. Oral presentations, in accordance with FAR Part 15, are required for the 8(a) restricted solicitation only. However, offerors competing under the full and open solicitation (SOL JC-03-00), will be required to give an interview in accordance with FAR Part 36.

9. Will the full and open contract be awarded simultaneously with the set-aside contract?

9a. Yes.

10. What is the expected length of the transition period from incumbent to new contractor?

10a. See question and answer no. 2.

11. Who will be responsible for the design and procurement of dormitory furniture?

11a. The equipment specialist will be responsible for the design and procuremente of dormitory furniture as stated in Section C.9, Task 10(e), page C-19.

12. Can a firm serve as a subconsultant (subcontractor) under both the unrestricted contract and the 8(a) set-aside contract?

12a. See question and answer no. 4.

13. Can a firm submit as a subconsultant (subcontractor) on multiple teams?

13a. Yes.

14. Please describe the computer system used for tracking design, construction, and budget.

14a. A description of the computer system is found in Section C.9, page C-19.

15. Describe the type of system used for facility assessment - paper checklists, hand-held computers, etc. Does this information go into a hard copy report only or into a database of facility conditions?

15a. The type of system used for the facility assessment is a paper checklist. The information goes into a hard copy report and into a database of facility conditions. (This information can be found in the Reading Room. Contact Chari Magruder for an appointment.)

16. How many facility assessment teams are used?

16a. There are approximately four teams, possibly five.

17. Type and list of special studies conducted over the past 2 years.

17a. Two (2) long range plans for specific Job Corps centers were conducted over the last two years.

18. Commercial firms need to submit SF-254 but what does a Non-Profit/University need to submit?

18a. They submit 254's as well.

19. What is the professional degree make-up of the Design and Construction Group?

19a. There is a mixture of disciplines such as civil, architectural, mechanical, electrical, and structural engineers.

20. What portions of the online RFP apply to the full and open solicitation?

20a. Sections C.1 through C.8 describe the scope of work to the full and open competition solicitation.

21. Does paragraph L.7 A apply to the full and open solicitation?

21a. No it does not.

22. Does paragraph L.8 apply to the full and open solicitation? Are the slides for the presentation to be submitted with the SF-255/254? Is there a limit of 5 personnel allowed for the presentation?

22a. See questions and answer no. 8.

23. For the full and open solicitation, is there cost/pricing required to be submitted with the SF-255/254.

23a. Cost and pricing information should not be submitted with the SF-255/254.

24. Are letters of intent required for all key personnel, even those currently employed by the prime and subcontractors?

24a. Yes, letters of intent are required for all key personnel even if those employees are currently employed by the prime and subcontractors. However, letters of intent are only required for the 8(a) solicitation.

25. What is Energy Savings Performance Contracting (ESPC), ref paragraph C5 Task 7(a)?

25a. It is a contracting tool to be used when the facility needs an "energy upgrade" and this allows DOL to enter into an agreement with a local Utility for purposes of getting the upgrade with a future rebate.

26. Should the SF 254/255 be organized by evaluation factors or by task 1-6?

26a. The organizational structure is up to the offeror. However, they must address the evaluation factors.

27. Further describe the requirement for HUBZone subcontractors.

27a. See Attachment No. 3.

28. Is the subcontracting plan included in the SF-254/255, or a separate document? Is it required to be submitted at the same time as the SF-254/255 or upon selection/negotiation.

28a. The subcontracting plan is a separate document and is to be submitted at the same time as the SF-254/255. The plan should identify the firms that will be proposed in fulfillment of the offeror's plan and the nature of firms participation.

ATTACHMENT I

PROCUREMENT SCHEDULE

SOL JC-03-00

ATTACHMENT II

SUBCONTRACTING PLAN REQUIREMENTS

19.704 Subcontracting plan requirements.

(a) Each subcontracting plan required under 19.702(a)(1) and (2) must include.

(1) Separate percentage goals for using small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns as subcontractors;

(2) A statement of the total dollars planned to be subcontracted and a statement of the total dollars planned to be subcontracted to small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns;

(3) A description of the principal types of supplies and services to be subcontracted and an identification of types planned for subcontracting to small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns;

(4) A description of the method used to develop the subcontracting goals;

(5) A description of the method used to identify potential sources for solicitation purposes;

(6) A statement as to whether or not the offeror included indirect costs in establishing subcontracting goals, and a description of the method used to determine the proportionate share of indirect costs to be incurred with small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns;

(7) The name of an individual employed by the offeror who will administer the offeror's subcontracting program, and a description of the duties of the individual;

(8) A description of the efforts the offeror will make to ensure that small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns have an equitable opportunity to compete for subcontracts;

(9) Assurances that the offeror will include the clause at 52.219-8, Utilization of Small Business Concerns (see 19.708(a)), in all subcontracts that offer further subcontracting opportunities, and that the offeror will require all subcontractors (except small business concerns) that receive subcontracts in excess of $500,000 ($1,000,000 for construction) to adopt a plan that complies

with the requirements of the clause at 52.219-9, Small Business Subcontracting Plan (see 19.708(b));

(10) Assurances that the offeror will.

(i) Cooperate in any studies or surveys as may be required;

(ii) Submit periodic reports so that the Government can determine the extent of compliance by the offeror with the subcontracting plan;

(iii) Submit Standard Form (SF) 294, Subcontracting Report for Individual Contracts, and SF 295, Summary Subcontract Report, following the instructions on the forms or as provided in agency regulations; and

(iv) Ensure that its subcontractors agree to submit SF 294 and SF 295; and

(11) A description of the types of records that will be maintained concerning procedures adopted to comply with the requirements and goals in the plan, including establishing source lists; and a description of the offeror's efforts to locate small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns and to award subcontracts to them.

(b) Contractors may establish, on a plant or division-wide basis, a master plan (see 19.701) that contains all the elements required by the clause at 52.219-9, Small Business Subcontracting Plan, except goals. Master plans shall be effective for a 3-year period after approval by the contracting officer; however, it is incumbent upon contractors to maintain and update master plans. Changes required to update master plans are not effective until approved by the contracting officer. A master plan, when incorporated in an individual plan, shall apply to that contract throughout the life of the contract.

52.219-9 Small business subcontracting plan.

As prescribed in 19.708(b), insert the following clause:

Small Business Subcontracting Plan (Jan 1999)

(a) This clause does not apply to small business concerns.

(b) Definitions. As used in this clause.

Commercial item means a product or service that satisfies the definition of commercial item in section 2.101 of the Federal Acquisition Regulation.

Commercial plan means a subcontracting plan (including goals) that covers the offeror's fiscal year and that applies to the entire production of commercial items sold by either the entire company or a portion thereof (e.g., division, plant, or product line).

Individual contract plan means a subcontracting plan that covers the entire contract period (including option periods), applies to a specific contract, and has goals that are based on the offeror's planned subcontracting in support of the specific contract, except that indirect costs incurred for common or joint purposes may be allocated on a prorated basis to the contract.

Master plan means a subcontracting plan that contains all the required elements of an individual contract plan, except goals, and may be incorporated into individual contract plans, provided the master plan has been approved.

Subcontract means any agreement (other than one involving an employer-employee relationship) entered into by a Federal Government prime Contractor or subcontractor calling for supplies or services required for performance of the contract or subcontract.

(c) The offeror, upon request by the Contracting Officer, shall submit and negotiate a subcontracting plan, where applicable, that separately addresses subcontracting with small business, HUBZone small business concerns, small disadvantaged business, and women-owned small business concerns. If the offeror is submitting an individual contract plan, the plan must separately address subcontracting with small business, HUBZone small business, small

disadvantaged business, and women-owned small business concerns, with a separate part for the basic contract and separate parts for each option (if any). The plan shall be included in and made a part of the resultant contract. The subcontracting plan shall be negotiated within the time specified by the Contracting Officer. Failure to submit and negotiate the subcontracting plan

shall make the offeror ineligible for award of a contract.

(d) The offeror's subcontracting plan shall include the following:

(1) Goals, expressed in terms of percentages of total planed subcontracting dollars, for the use of small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns as subcontractors. The offeror shall include all subcontracts that contribute to

contract performance, and may include a proportionate share of products and services that are normally allocated as indirect costs.

(2) A statement of.

(i) Total dollars planned to be subcontracted for an individual contract plan; or the offeror's total projected sales, expressed in dollars, and the total value of projected subcontracts to support the sales for a commercial plan;

(ii) Total dollars planned to be subcontracted to small business concerns;

(iii) Total dollars planned to be subcontracted to HUBZone small business concerns;

(iv) Total dollars planned to be subcontracted to small disadvantaged business concerns; and

(v) Total dollars planned to be subcontracted to women-owned small business concerns.

(3) A description of the principal types of supplies and services to be subcontracted, and an identification of the types planned for subcontracting to.

(i) Small business concerns;

(ii) HUBZone small business concerns;

(iii) Small disadvantaged business concerns; and

(iv) Women-owned small business concerns.

(4) A description of the method used to develop the subcontracting goals in paragraph (d)(1) of this clause.

(5) A description of the method used to identify potential sources for solicitation purposes (e.g., existing company source lists, the Procurement Marketing and Access Network (PRO-Net) of the Small Business Administration (SBA), the list of certified small disadvantaged business concerns of the SBA, the National Minority Purchasing Council Vendor Information Service, the Research and Information Division of the Minority Business Development Agency in the Department of Commerce, or small, HUBZone small, small disadvantaged, and women-owned small business trade associations). A firm may rely on the information contained in PRO-Net as an accurate representation of a concern's size and ownership characteristics for the purposes of maintaining a small and women-owned small business source list. A firm shall rely on the information contained in SBA's list of small disadvantaged business concerns as an accurate representation of a concern's size and ownership characteristics for the purposes of maintaining a small disadvantaged business source list. Use of PRO-Net and/or the SBA list of small disadvantaged business concerns as its source lists does not relieve a firm of its responsibilities (e.g., outreach,

assistance, counseling, publicizing subcontracting opportunities) in this clause.

(6) A statement as to whether or not the offeror in included indirect costs in establishing subcontracting goals, and a description of the method used to determine the proportionate share of indirect costs to be incurred with.

(i) Small business concerns;

(ii) HUBZone small business concerns;

(iii) Small disadvantaged business concerns; and

(iv) Women-owned small business concerns.

(7) The name of the individual employed by the offeror who will administer the offeror's subcontracting program, and a description of the duties of the individual.

(8) A description of the efforts the offeror will make to assure that small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns have an equitable opportunity to compete for subcontracts.

(9) Assurances that the offeror will include the clause of this contract entitled "Utilization of Small Business Concerns" in all subcontracts that offer further subcontracting opportunities, and that the offeror will require all subcontractors (except small business concerns) that receive subcontracts in excess of $500,000 ($1,000,000 for construction of any public facility) to adopt

a subcontracting plan that complies with the requirements of this clause.

(10) Assurances that the offeror will.

(i) Cooperate in any studies or surveys as may be required;

(ii) Submit periodic reports so that the Government can determine the extent of compliance by the offeror with the subcontracting plan;

(iii) Submit Standard Form (SF) 294, Subcontracting Report for Individual Contracts, and/or SF 295, Summary Subcontract Report, in accordance with the instructions on the forms or as provided in agency regulations and in paragraph (j) of this clause; and

(iv) Ensure that its subcontractors agree to submit SF 294 and SF 295.

(11) A description of the types of records that will be maintained concerning procedures that have been adopted to comply with the requirements and goals in the plan, including establishing source lists; and a description of the offeror's efforts to locate small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns and award subcontracts to them. The records shall include at least the following (on a plant-wide or company-wide basis, unless otherwise indicated):

(i) Source lists (e.g., PRO-Net), guides, and other data that identify small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns.

(ii) Organizations contacted in an attempt to locate sources that are small business, HUBZone small business, small disadvantaged business, or women-owned small business concerns.

(iii) Records on each subcontract solicitation resulting in an award of more than $100,000, indicating.

(A) Whether small business concerns were solicited and, if not, why not;

(B) Whether HUBZone small business concerns were solicited and, if not, why not;

(C) Whether small disadvantaged business concerns were solicited and, if not, why not;

(D) Whether women-owned small business concerns were solicited and, if not, why not; and

(E) If applicable, the reason award was not made to a small business concern.

(iv) Records of any outreach efforts to contact.

(A) Trade associations;

(B) Business development organizations; and

(C) Conferences and trade fairs to locate small, HUBZone small, small disadvantaged, and women-owned small business sources.

(v) Records of internal guidance and encouragement provided to buyers through.

(A) Workshops, seminars, training, etc.; and

(B) Monitoring performance to evaluate compliance with the program's requirements.

(vi) On a contract-by-contract basis, records to support award data submitted by the offeror to the Government, including the name, address, and business size of each subcontractor. Contractors having commercial plans need not comply with this requirement.

(e) In order to effectively implement this plan to the extent consistent with efficient contract performance, the Contractor shall perform the following functions:

(1) Assist small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns by arranging solicitations, time for the preparation of bids, quantities, specifications, and delivery schedules so as to facilitate the participation by such concerns. Where the Contractor's lists of potential small business, HUBZone small business, small disadvantaged business, and women-owned small business subcontractors are excessively long, reasonable effort shall be made to give all such small business concerns an opportunity to

compete over a period of time.

(2) Provide adequate and timely consideration of the potentialities of small business, HUBZone small business, small disadvantaged business, and women-owned small business concerns in all "make-or-buy" decisions.

(3) Counsel and discuss subcontracting opportunities with representatives of small business, HUBZone small business, small disadvantaged business, and women-owned small business firms.

(4) Provide notice to subcontractors concerning penalties and remedies for misrepresentations of business status as small, HUBZone small, small disadvantaged, or women-owned small business for the purpose of obtaining a subcontract that is to be included as part or all of a goal contained in the Contractor's subcontracting plan.

(f) A master plan on a plant or division-wide basis that contains all the elements required by paragraph (d) of this clause, except goals, may be incorporated by reference as a part of the subcontracting plan required of the offeror by this clause; provided. (1) the master plan has been approved, (2) the offeror ensures that the master plan is updated as necessary and provides copies

of the approved master plan, including evidence of its approval, to the Contracting Officer, and (3) goals and any deviations from the master plan deemed necessary by the Contracting Officer to satisfy the requirements of this contract are set forth in the individual subcontracting plan.

(g) A commercial plan is the preferred type of subcontracting plan for contractors furnishing commercial items. The commercial plan shall relate to the offeror's planned subcontracting generally, for both commercial and Government business, rather than solely to the Government contract. Commercial plans are also preferred for subcontractors that provide commercial

items under a prime contract, whether or not the prime contractor is supplying a commercial item.

(h) Prior compliance of the offeror with other such subcontracting plans under previous contracts will be considered by the Contracting Officer in determining the responsibility of the offeror for award of the contract.

(i) The failure of the Contractor or subcontractor to comply in good faith with (1) the clause of this contract entitled "Utilization Of Small Business Concerns," or (2) an approved plan required by this clause, shall be a material breach of the contract.

(j) The Contractor shall submit the following reports:

(1) Standard Form 294, Subcontracting Report for Individual Contracts. This report shall be submitted to the Contracting Officer semiannually and at contract completion. The report covers subcontract award data related to this contract. This report is not required for commercial plans.

(2) Standard Form 295, Summary Subcontract Report. This report encompasses all the contracts with the awarding agency. It must be submitted semi-annually for contracts with the Department of Defense and annually for contracts with civilian agencies. If the reporting activity is covered by a commercial plan, the reporting activity must report annually all subcontract awards under that plan. All reports submitted at the close of each fiscal year (both individual and commercial plans) shall include a breakout, in the Contractor's format, of subcontract awards, in whole dollars, to small disadvantaged business concerns by Standard Industrial Classification (SIC) Major Group. For a commercial plan, the Contractor may obtain from each of its subcontractors a predominant SIC Major Group and report all awards to that subcontractor under its predominant SIC Major Group.

(End of clause)

ATTACHMENT III

SUBPART 19.13. HISTORICALLY UNDERUTILIZED BUSINESS ZONE (HUBZONE) PROGRAM

Authority: 41 U.S.C. 486(c); 10 U.S.C. chapter 137; and 42 U.S.C. 2473(c).

Source: (FAC) 97-10, (FAR) Case 97-307, Item I, 63 FR 70272, Dec. 18, 1998,

unless otherwise noted.

19.1301 General.

(a) The Historically Underutilized Business Zone (HUBZone) Act of 1997 (15 U.S.C. 631 note) created the HUBZone Program (sometimes referred to as the "HUBZone Empowerment Contracting Program").

(b) The purpose of the HUBZone Program is to provide Federal contracting assistance for qualified small business concerns located in historically underutilized business zones, in an effort to increase employment opportunities, investment, and economic development in those areas.

19.1302 Applicability.

(a) Until September 30, 2000, the procedures in this subpart apply only to acquisitions made by the following Federal agencies:

(1) Department of Agriculture.

(2) Department of Defense.

(3) Department of Energy.

(4) Department of Health and Human Services.

(5) Department of Housing and Urban Development.

(6) Department of Transportation.

(7) Department of Veterans Affairs.

(8) Environmental Protection Agency.

(9) General Services Administration.

(10) National Aeronautics and Space Administration.

(b) On or after September 30, 2000, the procedures in this subpart will apply to all Federal agencies that employ one or more contracting officers.

19.1303 Status as a qualified HUBZone small business concern.

(a) Status as a qualified HUBZone small business concern is determined by the Small Business Administration (SBA) in accordance with 13 CFR part 126.

(b) If the SBA determines that a concern is a qualified HUBZone small business concern, it will issue a certification to that effect and will add the concern to the List of Qualified HUBZone Small Business Concerns on its Internet website at http://www.sba.gov/hubzone. The concern must appear on the list to be a HUBZone small business concern.

(c) A joint venture (see 19.101) may be considered a HUBZone small business if the business entity meets all the criteria in 13 CFR 126.616.

(d) Except for construction or services, any HUBZone small business concern (nonmanufacturer) proposing to furnish a product that it did not itself manufacture must furnish the product of a HUBZone small business concern manufacturer to receive a benefit under this subpart.

19.1304 Exclusions.

This subpart does not apply to.

(a) Requirements that can be satisfied through award to.

(1) Federal Prison Industries, Inc. (see subpart 8.6); or

(2) Javits-Wagner-O'Day Act participating non-profit agencies for the blind or severely disabled (see subpart 8.7);

(b) Orders under indefinite delivery contracts (see subpart 16.5);

(c) Orders against Federal Supply Schedules (see subpart 8.4);

(d) Requirements currently being performed by an 8(a) participant or requirements SBA has accepted for performance under the authority of the 8(a) Program, unless SBA has consented to release the requirements from the 8(a) Program;

(e) Requirements that do not exceed the micro-purchase threshold; or

(f) Requirements for commissary or exchange resale items.

19.1305 HUBZone set-aside procedures.

(a) A participating agency contracting officer shall set aside acquisitions exceeding the simplified acquisition threshold for competition restricted to HUBZone small business concerns when the requirements of paragraph (b) of this section can be satisfied. The contracting officer shall consider HUBZone set-asides before considering HUBZone sole source awards (see 19.1306) or small business set-asides (see subpart 19.5).

(b) To set aside an acquisition for competition restricted to HUBZone small business concerns, the contracting officer must have a reasonable expectation that.

(1) Offers will be received from two or more HUBZone small business concerns; and

(2) Award will be made at a fair market price.

(c) A participating agency may set aside acquisitions exceeding the micro-purchase threshold, but not exceeding the simplified acquisition threshold, for competition restricted to HUBZone small business concerns at the sole discretion of the contracting officer, provided the requirements of

paragraph (b) of this section can be satisfied.

(d) If the contracting officer receives only one acceptable offer from a qualified HUBZone small business concern in response to a set aside, the contracting officer should make an award to that concern. If the contracting officer receives no acceptable offers from HUBZone small business concerns, the HUBZone set-aside shall be withdrawn and the requirement, if still valid, set

aside for small business concerns, as appropriate (see subpart 19.5).

(e) The procedures at 19.202-1 and, except for acquisitions not exceeding the simplified acquisition threshold, at 19.402 apply to this section. When the SBA intends to appeal a contracting officer's decision to reject a recommendation of the SBA procurement center representative to set aside an acquisition for competition restricted to HUBZone small business concerns, the SBA procurement center representative shall notify the contracting officer, in

writing, of its intent within 5 working days of receiving the contracting officer's notice of rejection. Upon receipt of notice of SBA's intent to appeal, the contracting officer shall suspend action on the acquisition unless the head of the contracting activity makes a written determination that urgent and compelling circumstances, which significantly affect the interests of the Government, exist. Within 15 working days of SBA's notification to the contracting officer, SBA shall file its formal appeal with the head of the contracting activity, or that agency may consider the appeal withdrawn. The head of the contracting activity shall reply to SBA within 15 working days of receiving the appeal. The decision of the head of the contracting activity shall be final.

19.1306 HUBZone sole source awards.

(a) A participating agency contracting officer may award contracts to HUBZone small business concerns on a sole source basis without considering small business set-asides (see subpart 19.5), provided.

(1) Only one HUBZone small business concern can satisfy the requirement;

(2) The anticipated price of the contract, including options, will not exceed.

(i) $5,000,000 for a requirement within the Standard Industrial Classification (SIC) codes for manufacturing; or

(ii) $3,000,000 for a requirement within any other SIC code;

(3) The requirement is not currently being performed by a non-HUBZone small business concern;

(4) The acquisition is greater than the simplified acquisition threshold (see part 13);

(5) The HUBZone small business concern has been determined to be a responsible contractor with respect to performance; and

(6) Award can be made at a fair and reasonable price.

(b) The SBA has the right to appeal the contracting officer's decision not to make a HUBZone sole source award.

19.1307 Price evaluation preference for HUBZone small business concerns.

(a) The price evaluation preference for HUBZone small business concerns shall be used in acquisitions conducted using full and open competition. The preference shall not be used.

(1) In acquisitions expected to be less than or equal to the simplified acquisition threshold;

(2) Where price is not a selection factor so that a price evaluation preference would not be considered (e.g., Architect/Engineer acquisitions);

(3) Where all fair and reasonable offers are accepted (e.g., the award of multiple award schedule contracts).

(b) The contracting officer shall give offers from HUBZone small business concerns a price evaluation preference by adding a factor of 10 percent to all offers, except.

(1) Offers from HUBZone small business concerns that have not waived the evaluation preference;

(2) Otherwise successful offers from small business concerns;

(3) Otherwise successful offers of eligible products under the Trade Agreements Act when the acquisition equals or exceeds the dollar threshold in 25.402; and

(4) Otherwise successful offers where application of the factor would be inconsistent with a Memorandum of Understanding or other international agreement with a foreign government (see agency supplement).

(c) The factor of 10 percent shall be applied on a line item basis or to any group of items on which award may be made. Other evaluation factors, such as transportation costs or rent-free use of Government facilities, shall be added to the offer to establish the base offer before adding the factor of 10 percent.

(d) A concern that is both a HUBZone small business concern and a small disadvantaged business concern shall receive the benefit of both the HUBZone small business price evaluation preference and the small disadvantaged business price evaluation adjustment (see subpart 19.11). Each applicable price evaluation preference or adjustment shall be calculated independently against an

offeror's base offer. These individual preference and adjustment amounts shall both be added to the base offer to arrive at the total evaluated price for that offer.

19.1308 Contract clauses.

(a) The contracting officer shall insert the clause 52.219-3, Notice of Total HUBZone Set-Aside, in solicitations and contracts for acquisitions that are set aside for HUBZone small business concerns under 19.1305 or 19.1306.

(b) The contracting officer shall insert the clause at 52.219-4, Notice of Price Evaluation Preference for HUBZone Small Business Concerns, in solicitations and contracts for acquisitions conducted using full and open competition. The clause shall not be used in acquisitions that do not exceed the simplified acquisition threshold.

BIDDERS LIST ATTACHMENT IV

Winston Austin Parsons Brinckarhoff 465 Spring Park Place Herndon, Virginia 20170 703*742*5897 Caballerro Architects, P.C. 6601 Little River Turnpike Annadale, Virginia 22120 703*256*3180 Samson Desta Reed Riefer Perkowitz & Ruth Associates - 11800 Sunrise Valley Drive Reston, Virginia 20191 703*390*0400 Ansar Burney Lance O. Bailey Lance Bailey & Associates 7961 Eastern Avenue Silver Spring, Maryland 20910 301*565*2283 Craig Deering The Hiller Group Architects 1444 Eye Street, N.W. Suite 1100 Washington, D.C. 20005 202*216*0111 Steven Krug NNS 550 American Avenue King of Prussia, Pennsylvania 19406 610*265*8323 Nicole Leilich Alex Papademetrim Heery International 100 East Pratt Street Baltimore, Maryland 21202 410*685*7977 Tom Olmstead Parsons 1133 15th Street Washington, D.C. 20005 202*775*6026 Chris Lear GEM Technology 441 10th Street, N.E. Washington, D.C. 20002 301*428*7600 Walter Huber Dennis Roberts Beryl McKissack Greene McKissack & McKissack 1025 Vermont Avenue, N.W. Washington, D.C. 20005 202*347*1446 Ronald A. Davis D. J. Miller & Associates 1400 Eye Street, N.W. Suite 550 Washington, D.C. 20005 202*289*2555 Matthew Deeter P. Ohoa CETROM 818 West Diamond Avenue Suite 300 Gaithersburg, Maryland 20878 301*990*4111 Marvin I. Semter JHM R&D 6930 Carroll Avenue Takoma Park, Maryland 20912 301*270*1225 Bill Malamphy Gary Pan Panacea 1555 Wilson Boulveard Suite 5600 Arlington, Virginia 22209 703*841*4348 Rob Hammell Erin McNamara URS Greiner Woodward Clyde 2020 K Street, N.W. Suite 300 Washington, D.C. 20006 202*872*0277 David Gregory Anadac 2200 Clarendon Boulevard Suite 900 Arlington, Virginia 22201 703*741*7171 Henry Weissenberger Tecumseh PA Albuquerque, New Mexico 505*293*1156 Douglas Hyde Chi H. Chiu Jim Stewart DMJM/HTB 1525 Wilson Boulevard Suite 1100 Arlington, Virginia 22209 703*807*2500 Daniel Silva Data Management Services 7272 Wisconsin Avenue Suite 300 Bethesda, Maryland 20814 301*941*1925 Mark Serio EBA Engineering 4813 Seton Drive Baltimore, Maryland 21215 410*358*7171 Abe Chehab Charles Kumi SC Myers & Associates 3615 Wisconsin Avenue, N.W. Washington, D.C. 20016 202*244*2616, ext. 12 W. T. Gregory Cynthia McLendon Stith Alex Johnson Heery International 8201 Corporate Drive Suite 800 Lanham, Maryland 20785 301*577*9408 Mary K. White The Temple Group 1120 Connecticut Avenue, N.W. Suite 310 Washington, D.C. 20036 202*822*6600 Paul Charles Charles & Associates 5214 Lindsey Street Fairfax, Virginia 22032 703*278*0149

David Hasso DFW Group 2942 Camp Wisdom Grand Prairie, Texas 75054 800*980*9914 Mark Keene ISN Corporation 10411 Motor City Drive Bethesda, Maryland 20817 301*469*0400, ext. 474 Rosem Dela Vega RTKL Associates 1250 Connecticut Avenue, N.W. Washington, D.C. 20036 202*833*4400 Bob Eshenbaugh Jacobs/Gilbane 1300 Wilson Boulevard Arlington, Virginia 22009 703*351*4331 Mike Clark Rick Gonzalez MRC 6800 Versar Center Suite 320 Springfield, Virginia 703*960*4682 Rocky Semmes Kling Lindquist 2000 L Street, N.W. Suite 215 Washington, D.C. 20036 202*785*5800 Ken Wilkinson Scott Waters Dewberry Design Group 8401 Arlington Boulevard Fairfax, Virginia 22031 703*849*0100 Mahesh Reddy Management Strategies 6515 Main Street Suite 6 Trumbull, Connecticut 06611 203*459*9361 Al O'Konski Terry Williams Leo A. Daly 1201 Connecticut Avenue, N.W. Suite 1000 Washington, D.C. 20036 202*861*4688 Matthew Munter EMG Hunt Valley, Maryland 21031 800*733*0660 Tom Bukoski Woolpert LLP 2 Wisconsin Circle Chevy Chase, Maryland 301*961*1528 Gary Helminski John T. Wilso 3D International 1001 G Street, N.W. Washington, D.C. 20001 202*478*1446 Tom Seybold Warner Construction Consultants 2275 Research Boulevard Rockville, Maryland 20850 301*670*9020 George Walker OSI 1050 17th Street, N.W. Suite 950 Washington, D.C. 20036 202*682*9100, ext. 23 Sam Carradine Business Development Consultants 60 Rutherford Circle Potomac Falls, Virginia 20165 703*421*2723 Beverly Pannee RJM Engineering, Inc. 5525 Twin Knolls Road Suite 332 Columbia, Maryland 21045 410*730*1001 Bruce Maddock Ducom, Inc. 850 Sligo Avenue Suite 700 Silver Spring, Maryland 301*585*0900, ext. 15 Steve K. Mukherjee NCSBCS 505 Huntmar Park Drive Suite 210 Herndon, Virginia 20170 703*467*2043 Kim Oshinksi CMSI 1260 Wedgewood Manor Way Reston, Virginia 703*516*2242 Tracy Knott Rolf Jensen & Associates 3040 Williams Drive Suite 400 Fairfax, Virginia 22031 703*641*4600 Neil Munshi Progressive Eng. Consultants, Inc. 9160 Red Branch Road Columbia, Maryland 21045 410*715*0390 Greg O'Dell KPMG, LLC 1676 International Boulevard McLean, Virginia 21022 703*627*9216 Marvin L. Doxie, Sr. Delon Hampton & Associates 800 K Street, N.W. Suite 720N Washington, D.C. 20001 202*898*1999 Claude Gregory Financial & Realty Services, LLC 8720 Georgia Avenue Suite 608 Silver Spring, Maryland 20910 301*650*9112, ext. 15 Patricia Yee Mike Foster Hill International 1225 Eye Street, N.W. Suite 601 Washington, D.C. 20005 202*408*3000

ATTACHMENT V

Transcript from Pre-Proposal Conference held January 12, 2000

LOCATION: 200 Constitution Avenue, N.W.

Room S-4215 A&B

Washington, D.C.

DATE: Wednesday, January 12, 2000

P R O C E E D I N G

(10:10 a.m.)

MR. STEENBERGEN: Good morning. My name is John Steenbergen. I'm a Contracting Officer with ETA. I'm just going to introduce everybody who's going to be working on this, these two - in the next year or so and then we're going to go to Mike O'Malley, who's going to run through the scope of work briefly and we will have a discussion, questions and answers. Okay, as you know, this is a pre-proposal conference for two solicitations for the Engineering Support contract. There is a set aside portion. There is a unrestricted portion. This conference is for both contracts. Our intention of doing that was one, so a lot of people could meet each other and two, since we will be all working together - we might as well keep the contracts together from the very beginning. That's why we published the scope of work that way.

The procurement process will be run in two different units of my office. This is Keith Bond. He's a Contracting Officer. He'll be running the set aside portion. And Monica Gloster and Brenda Williams, who isn't here today, will be on the unrestricted portion. Also Chari Magruder, who will be the Contract Specialist for the set aside portion. This is Mike O'Malley. He's an Architect with the Department of Labor. Our other technical person from the Department of Labor in the Job Corps Program is Eric Lukenhaus. Okay, we also have from our Small Business Office, if you have any questions on the small business area, Fritz Trawkowski. Fritz works under June Robinson (ph). I think that's it. Oh, Paul Milam, if you have any questions about the Job Corps Program not related to the support contract. And I think that's it as far as introductions.

Just real quick, I want to advise everybody that any remarks or explanations at this Conference do not mean the solicitation is changed the solicitation will be an amendment. That would only apply to the set aside portion, but anything that's going to be issued officially that would change anything, even in the unrestricted portion, will be done through amendment or official notice on our Web site. So, if we make errors or misstatements here, that doesn't count.

Our plan is approximately 10 days from this meeting to publish an amendment, which should include the transcript of this session, the bidders' list, probably answer some questions if we don't have all the question by the end. We'll get one amendment out in ten days. We gave a date of February 4^th for the last date for questions and approximately ten days after that, we will publish another amendment. If we get any questions, the answers will go to everyone and all of this will be published on the Web page as opposed to distributing paper copies.

MR. O'MALLEY: If anyone hasn't signed the sign-in sheet, maybe - make sure you - because that's the way we're going to publish the amendments.

MR. STEENBERGEN: Okay, I think that's all I have. We'll just turn it over to Mike and like I said --

MR. O'MALLEY: Okay.

MR. STEENBERGEN: -- will briefly run through the scope of work and we can get in the questions and answers.

MR. O'MALLEY: Thank you, John. Again, my name is Mike O'Malley and I'm an Architect with the Department of Labor, within the Office of Job Corps. Previously I was within another division, which basically as we've gone through - the Department is going through a reorganization and they've taken the tasks that were in another division and melded them into the Office of Job Corps. So I actually work for the Office of Job Corps. As John said, I have one other technical person that helps us out with trying to manage this project and that was Eric Lukenhaus. We have a support staff of one and then the other people who help us out on this contract, from the property management side, we have two other folks. So it's a very lean operation here. It hasn't changed for 20 years. Even when we only had 90 centers, we now have probably over 100 - we have close to 120 and the magnitude of the contract has expanded. Our staff has not, so this is the reason basically why we have a contract like this. To get - and I'm only going to take about 20-25 minutes to try to go through the entire scope. I imagine there will be many questions so, I guess, the way we want to run it is, once - Monica's going to give a brief after me about the actual procurement and then Keith will have some statements and then, I guess, questions and answers. So, if you could hold your questions until then, that would be perfectly appropriate. If I'm talking too fast, I have to get through in 20 to 25 minutes.

The first thing, if you take your solicitation, your package, I want to make sure there will be an amendment on this, on the Section C, page C-1, JTPA, the Job Training Partner Act, is on longer in force. What has replaced it is the Work Force Investment Act of 1999. It is in force for Job Corps. It's in the Federal Register. It's under the Department of Labor, 20 C.F.R. Part 652 and essentially the page that you want to go to in the Federal Register, it's actually published on April 15, 1999, Volume 64, Number 72 and it's page 18751. And it's actually very good reading. Some of these Federal Registers are kind of dry, but I'm excited about Job Corps. It tells you what the Job Corps Program is all about. It talks about how it's funded, who's eligible, what responsibilities as Center Operators have in managing the basic learning process, what types of training must be done, what role is the Job Corps national director have, what role do regional directors have, so I encourage you to download this or go to your public library and get it. Again, it's Federal Register, Volume 64, Number 72, April 15, 1999 and page 18751. The rest of the Work Force Investment Act really pertains to a lot of the other departments in the Department of Labor, school to work and that type of thing and I just want to make that perfectly clear. I saw that last night. In general, many of the numbers that we use in the background, like it says total of 117 residential Job Corps Centers, there might be 120 by the time this, you know, the award happens. There might be more gross square foot so I don't want to get too bogged down and you shouldn't get too bogged down on how many acres of land that are in this solicitation because there's a little ebb and flow. We might be selling properties, we might be abandoning them, that type of thing.

In general, for the folks who don't know, Job Corps is all about training and education for our youth of America, from 16 to 24. They provide academic education, GED for example. You can get your GED there. They provide vocational training, anything from carpentry to right now CAD operators to HVAC work. We're looking at all different types of vocational education right now. We also provide housing, in form of dormitories, college-type dormitories. We provide healthcare. That is right now being talked about as we speak, what type of healthcare we can provide in this year in the next millennium. I hate using that term, but we have to use it. We also provide counseling, from iota to social skills so it's a rather all encompassing type of venture and I characterize it as sort of a city community college operation, except that we focus - that's the facilities, but Job Corps focuses really on the individual, young woman and young man to help them to become better, to get back into the work force or if they weren't in the work force, to enter into the work force with a trade or an education and also there's the other thing that is growing, within the Department of Labor, is this follow-up. They're really going to concentrate on the 6 month, then the 12 month follow-up. Congress wants this as part of the accountability. It's one of the most accountable programs, I think, in the Government. There are no $600.00 toilet seats. We don't do that. That's the Department of Defense. We work on a real tight budget. We don't have enough money to fix everything so we do a lot of selection and really look at what's the priority - we go through a priority list of what are the needs of each of the centers.

At any one time, you will probably be serving Job Corps about 48,000 to 50,000 students. That number grows. It is an old LBJ program, started back in 1964 - right. One of the great frontiers and it's still going on. One of the last ones, I believe and it's got full support, bi-lateral support, from the Congress and we're all excited in Job Corps because we think the future is still very, very bright.

So getting back to - and that's enough on Job Corps - but getting to what we are here today about, as I said, we only have two technical folks and in support of what Job Corps wants, we have to have an engineering support contractor to support the needs, the technical needs, and the contracting needs for the Department, for the Office of Job Corps.

As John said, there are two contracts out; one is a full and open contract. I'm -- I guess, you would characterize me as a COTR. I'm not a Contracting Officer. I am an Architect. I will go through quickly what the full and open competition is first, what the sections are about, they are pretty self explanatory in the solicitation, I think, and then I'll talk a little bit about the set aside solicitation, more or less. So anyway, as you go into C-3, the thing I want to talk a little bit about here is this partnering aspect. We tried it on our general contracts with general contractors between A&E's in general and us at the Department. We've been successful in many of them. We've been unsuccessful at a few. We think it's an important aspect of this contract and we are going to encourage it.

Does partnering always work? Does it really work? We think it works if you have two committed people or functions or organizations to make it work. It's not going to solve all the conflicts, but we think it focuses in on resolution of conflicts and resolution of areas that, instead of posturing and those types of attitudes, we take two contractors and we're going to meld them together to work together within the confines of each one of their contracts. I think, just basically, there's a common goal to enhance the engineering productivity. I glean that from some of the partnering sessions that I've been in and so we did put it in the contract and it's going to be an important part of this contract for both contractors.

Obviously, the overall object is to assist the ETA Department of Labor and to accomplish its mission and function for the planning, management and oversight responsibilities for the Job Corps Design and Construction Program. That is about what we need and in trying to accomplish that objective, we described several tasks. I'm not going to talk to the - security or the personnel. That's pretty self-explanatory and if you have any questions, please bring them up. But the tasks that are described - they start on C-4 for the full and open and the first task is the site selection and analysis of sites. Fairly self-explanatory. There's always a potential for Job Corps throughout the duration of this contract to review and give recommendations on various sites. The sites may be empty, for example, an open piece of property or the site may be full of buildings or there might be a mix and what we need in this portion is basically a quick two page report basically on giving us, Job Corps, the ability to determine whether we want to pursue this property or not. It's not a full and in-depth report, it's dot-points, it's someone's ability and what we want is someone's ability to give us an idea whether - I said - to repeat it - whether we should pursue this property. It's not a full in-depth at all. It's an important part and we'll probably have about, we say, 20 site assessments. We don't know how many, it's just really a pure guess at this time. There might be 30 or there might be only five.

The next task is the utilization study and that's where you get more in-depth about what the actual site or the buildings that we want to procure, what they want to turn out to be. You will be given a program or a suggestion of a program and in that utilization study, that team, the architect, the engineer, the electrical and the mechanical, will have to give us a form that shows how the program will be fitted into that facility or on to that site. Again, it might be a combination of buildings. It might be a new dormitory. It might have a shoe factory that we might want to turn into a dormitory and that's not out of the realm because we have one. Down at Carl B. Perkins, it was an old shoe factory and we turned it into a Job Corps Center. So that's a type of an example that we might need a full utilization study, but, again, I want to focus on that study is more in-depth. We gave you longer to accomplish that study.

The site assessment can be done within 15 days and actually the reason why we give a longer time in that utilization study is that we bring in the Regional Offices of which there are 10 right now. I think, Paul? There's something about Hub Regions and things like that, but actually, we operate on 10 Regional Offices, everything from Boston to San Francisco. I think GSA has a very similar layout. So, in this study, we would actually take the study, approve it and also get concurrence from the Regional Offices. And the reason why we do that is because it involves problematic issues, we want to make sure the Region understands what we're putting into this building and what we're designing for this facility. So, therefore, we've given an extra couple days. And these are deliverable dates. We expect them to be finished by that time. Unless there are some extenuating circumstances, we work with that.

The next task, which is really the bulk of the work or a lot of the work is the facilities survey. Looking out at the crowd, I think, you all have probably had an experience, one way or the other, with any Government Agencies is it can be called a condition survey, a facilities survey. I allude to it as a version of a dental visit to each one of the Centers. We send a team into each individual Center every three years. It's on a rotating basis and we actually review and inspect every building that is on that Center and we look at the deficiencies and the issues that revolve around life safety, code-related items, repair and replacement issues and actually just a category of what we can do to enhance the daily living of the student at that Center. As you read through this -- it is pretty self-explanatory. We do have an existing process ongoing right now and the survey report is pretty functional. We have a priority of what the tasks are and what the deficiencies that are involved and how to prioritize them. We -- of course, life study and code-related issues we fund. Right now, it's something new - immediately after the final report is approved by my office, we develop a memo to take those deficiencies that are related to life study and code-related issues to - we have the estimate with that - with each one of the deficiencies, how to correct them, and we authorize the Financial Office of Job Corps to send those dollars directly to the Center through the Region, of course, because the Center Operators have a contract with the Regional Offices.

So what happens is the flow of money goes to the National, to the Regional, down to the Center Operator and then is given to the Center Operator to correct those deficiencies. Most of those deficiencies are pretty easy and correctable, they don't need design, they don't need really any technical assistance so we've sort of adapted that process and it's worked. We've been, for probably about a year, we've been doing it that way and we've gotten good reviews and the Centers are very happy. Before, it used to take almost a full funding year before those deficiencies were corrected and so it shows how flexible and how we like to think out-of-the-box. If there's a suggestion from a contractor, we look at it and say, yeah, that might work, let's do it. And we'll do a pilot on it and if it works out, it works and if it doesn't, we just say, well, we'll go back to doing it the old way. So anyway, the facility survey is also the source documentation and when I say source documentation, it means this is how we develop the entire budget for the construction and rehab appropriation for each year and right now we're doing 35 of these a year. That might change. As I said, we're up to 120 Job Corps Centers now and maybe 119 as we go along. It may change. It might go to 38. It might go to 39. This is also a deliverable item. It spells out what the preliminary survey has, how many days it has to take to do the preliminary. It spells out how many days you have to issue the final and I guess it's pretty self-explanatory. There is some photographic documentation and it's pretty cut and dry.

Task Four, the presentation of the CAR budget, that's a task that we decided to highlight because it's such an important part of your efforts, the efforts of the support contractor. It's a full day. Basically, we allow for the presentation of the dollars that are given to us from Congress and how you allocate them to each one of the projects, each one of the Centers. There are parameters. We have parameters developed. We give ideas of whether we build a dormitory at Sacramento versus a dormitory at North Texas. We focus in on the priorities and as I say, right now we have a system that's pretty easy to follow and it's easy to be presented and Mary Sober (ph), who's the National Office Director, she sits in and we present it and she has her discussion about it and then she says we need to do more in this area or less in that area. We then come back with you guys and we reallocate funds and issue the official budget in the next couple days, next 10 or 15 days. And each year, we do a two year budget cycle. We used to do a one year, one year, one year and somehow we got it through our heads it's much easier to do two years at one time and it actually makes it better.

We also look at, however, almost on a - this year we're looking at almost a 2004, I think, not officially, but we want to see the ripple effects of all the decisions we make in 2001, what's going to be affected in 2004. So we look into this crystal ball, it's not very clear, but we ask - Job Corps has asked us to do that and it gives us an idea, a vague idea, of what we have to do. If we start a project in design in 2001, we are going to need equipment dollars to get that building all set up in 2002. So the explanation of the presentation of the CAR budget is pretty clear also.

The Task Five, the Job Corps Program-Your Plan, it's an important task because what it does is it shows Job Corps and us, the technical folks, how you plan to do all the projects that we decided to do and the most important part of that aspect, in my assessment of it, is to display the allocation of staff, the person years and to show how they're sequenced because you might overload one project manager too much and this is a task that's important. It's used as a tool for your program managers to make sure that the tasks are all basically evened out, you're not overloading one project manager versus another. This is another task that has a timeline on it. It's basically 30 days due after we've approved the budget and we've approved the next option year, I guess, of the contract.

The next task is about project administration and design scheduling. This is on page C-10 and this is more or less the nitty-gritty of what we do. Your tasks are assisting the Government in carrying out the acquisition of Job Corps or A&E Design Services. It's all under FAR, Part 36. Most of our procurements are under the Brooks Act Bill and - yes, for A&E and the tasks that you need to do during that process of design is mostly revolving around reviews. Basically, the task revolved either a 30% review or a 60% review or a final review and sometimes we have projects that go through a 50 final review, but's incumbent that each one of our projects, everything from a $50,000 design or a fire alarm to a $23 million new Center. Those review have to be performed and they are part of your tasks. There are calendar days also to do those reviews.

They also involve sometimes a VST project, which is a vocational skills training project that occur on the Center that would be done through the students that are learning the skills to build buildings, from carpentry to plastering to masonry and the Centers don't have that ability to have an official design accomplished, but they would do through sketching and development of written scopes of work. That would be a task also under this task.

Then we get into construction. Once the thing is designed, we go through a typical construction project and there's pre-construction meetings that have to occur. That's all well described in here. The basic area here is that the project manager assist mostly of the contracts specialists in developing all change order requests, directives issued by the contracting officer, contract modification requests and the key word there is assist because this is where the partnering comes in. One can't happen without the other in my opinion. The better that relationship is developed and focused, then these directives and analyses and general letters can come quicker and we get the contractor back on schedule.

Those, again, are set aside contracts, mostly on the construction side. In fact, the A&E portion are all small business A&E firms in local areas. We concentrate on that. In fact, that how we issued a contract. Unless there's a special condition, which rarely happens, it's all small businesses.

The next task is a bunch of different tasks in Task Seven and this starts on C-11 and this is a catchall task. They talk about energy audits and energy conservation systems. We have that responsibility to comply with the National Energy Policy Act of 1992 in the Executive Order of 12902. These functions mainly fall within Eric Lukenhaus's purview. It's pretty self-explanatory. We do have to do energy audits. We have to comply with a lot of different issues and we have various procurement strategies of how to do that. One of them is called an energy saving performance contract and I think it might mention it in here and that's just a tool to make the process quicker on trying to get better lighting systems, to make it more efficient. Mostly this is a department goal and since most of the square footage outside of this building is run by Job Corps, the department focuses in on Job Corps and how to process these types of activities. We also in this 7-C, accessibility studies for the disabled, Section 502 and you're all aware of the new Accessibility Act of 1992 and we are conferments with both, the UFAST and ADA. We want all of our Centers to be in conformance with UFAST and ADA. Right now, officially, the Department has not adopted the ADA, but unofficially, we tell all our architects and A&Es, engineering firms, to tell us -- in the scopes of work, we ask them to tell us what we need to do officially under ADA and then we will make the decision. If it turns out there's a clause in the ADA, it talks about a 20% rule, we make the decision whether we're going to comply with that. Most of the time we do. It's all a matter of trying to tell us before what we need to conform to and one additional thing, in the facilities surveys, we are not going to develop a database. Right now we do not have a database of all the ADA related deficiencies in our Centers. There are some Centers that cannot conform to ADA and what our responsibility is right now is to gather that data, have a database that we can put to Job Corps and tell them each year how were' going -- what the most important issue is we have to correct. So that's another function of the facilities survey. We might do special studies in terms of when we renovate a new facility. We might have a special contractor come in and give us the ideas of what we need to do in terms of ADA. So that's a little different from the last contract that we put out.

In special projects and assistance, we take a look at - this is where emergencies happen and it's sort of like a mini-FEMA part of our contract. We sometimes get calls from the Center in Lorring, Maine, which is up in Caribou, Maine -- our boiler just blew up and it's in the middle of winter, tell us what to do so we'll ask the project manager or the mechanical engineer from the contract to go up, give us a quick and dirty assessment, we'll make a decision immediately of how much it costs to correct that and we'll issue the go-ahead for the Center to correct it. It doesn't happen a lot, but it happens more often than we'd like to think so you got to be on your Ps and Qs on that. We do have a relationship with -- I forgot to mention some of our Centers are operated by other agencies that are not contract centers and they're operated by the Interior and Agriculture and there's about 28 or 27, around there, don't quote me on that, but we also have to review their long-range development plans, which we also are going to incorporate within our facilities survey. These are more or less -- they are not master plans. They are a -- I don't know -- I don't know what I would call it, but they are not master plans. They are just long-range plans to tell the Job Corps, the Office of Job Corps, of what we can expect or what we're going to be needing in the next five or ten or twenty years. That's part of our task in that special projects that they have to be reviewed.

We do -- in Section 7-E, there's an environmental management program. We do environmental assessments for each one of our major procurements and building activities. Those are mostly contracted out by firms that have specialties in that area. Every new Center we open, we have to go through the environmental assessment process. There's also a historical preservation aspect of your contract. It's not large, but we do have Centers that are on the Historical Register. We do buy property that are, not often, but we do get property that have historical preservation aspects to them so we need expertise in that field. I mentioned on page 714 there is a task about trying to develop eight long-range development plans on our own Centers and that's going to be -- I think we've done three or four already and we want to continue in the vein. It's a special sidelight and we can talk, if you want to ask us questions more about that, we can about that later.

Post-occupancy evaluations -- we're going to require four under this contract. There might be more later on. We've done -- I think there's examples in the reading room of what we've done and it's good to look at that. That's a contracted out, right now, task, but you might be able to develop within-house something that can be done on your own, within your own staff requirements.

The next major task that we have to go through and develop is a long-ignored area. It's called the Job Corps Handbooks, the redevelopment of that. There's about four or five Job Corps Handbooks that we want that have not been updated for maybe 15 years, maybe. I don't know. Ten to fifteen years and many, for example, the Minimum Standards for Existing Job Corps Facilities, that's completely changed. So we want this contractor to take the existing documents and redevelop them and have them out within the first year of the contract. The old ones are in the reading room so you can read over that and you can see where the tasks are that are related to that.

We also have something called a Transition Phase in this document. We want the contractor to realize that there may be a phase to provide a smooth transition and to provide a continuity of services to the Government. We don't know how long it will take. John might want to address that later on. We put one to three months, but we might do an addendum to that after talking with in-house. We'll address that later on, I think. And that's basically all for an open contractor.

The next task we talk about is the set-aside specific tasks and that's project management and contract administration of design and construction contracts. This is a very self-explanatory scope. I think one of the major sentences in that first, on page C-15, you talk about work with the design and engineering staff to review and address issues that arise doing contract performance, review and monitor construction program and progress payments and facilitate and direct project close-out and final acceptance. That's very important to this whole management of this particular contract.

Another issue in B, it talks about assisting the DOL Contracting Officer in locating and obtaining the assistance of outside experts and consultants when necessary and claims preparation or other contract disputes. Very important and I think all of these tasks are pretty well outlined in the development of contract administering for all of our projects that we go through every year.

Obviously, we have changed from just a very small budget program. At one time we were getting approximately $27 million a year back in 1990 and now we're getting approximately $100 million and these contracts have grown. They have become more complicated, they're larger and, as you know, in this litigious world, the larger you get, the more problems are created whether they are perceived or real and it's very important for this contractor to be able to handle those types of issues.

Within this contract, we also included something call Task Nine on page C-16, On-site Construction Engineers. It's -- we're looking at -- we call them a construction engineer. They can be architects also, but we think the engineer, whether mechanical, civil or whatever, is more important to be the on-site person that will be the eyes and ears of the project manager and also of our department. They have a whole bunch of duties and responsibilities, but more importantly, it's to help the small business architectural engineering firm to make sure their duties are not neglected and also on the other side, the small business construction firm to make sure they have all the tools. Example, a CPM chart -- all the management tools that are out there these days, so that they can be utilized and help them fulfill their terms of the contract. The exact duties, as it says, this person shall be formally established before sites are selected for this task. We're predicting at least five new sites so, generally, what happens is we solicit -- say the site is going to be in Jacksonville, Florida, we'll put an ad in the paper requesting resumes. It's a durational contract. It'll be for X amount of months, whatever we think the duration of the project will be.

The next major task is real estate and it's an important task and right now it's pretty clear on what the objectives are on this, site selection analysis, what the Government needs and how to manage their own real property. Like I said, we have about two million square feet. I'm not sure what that's quoted in there. It's a lot of square feet and a lot of Centers and we have about 63 or 68 leases. They all have to be managed. They all have to be looked at in terms of what the responsibilities of the lessor are and mostly the experience from a GSA prospective is very important here. Again, that's a lean part of the contract. I think we're looking at about three folks doing all this work. You can go through it and see what the -- I think on CAT they talk about the number of lease sites we have. It may be less or may be more and some of these are very complicated leases. Some are very bad leases. Some we want to get out of right now. And it takes a very active person and team work to produce a good product. So that's all a part of this contract.

The other thing that we want that is new here is on page C-19, there's an equipment specialist. This person really is going to be interacting with the interior design. We're not sure whether right now we need to -- there will probably be an addendum because we talk about in Item 2 on page C-19 that this person will assist the operating contractor in all buildings for new Centers excluding dormitories. The reason being is that we have a dormitory interior design that's pretty functional right now and it's quid pro quo and there's not a whole lot of assistance needed, but this person is going to -- mostly Center Operators do not have the ability to order furniture, look at furniture for like, if they get a new vocational building. They don't have a -- they have a procurement specialist obviously -- whether it's a vocational building, an educational building and work in tandem like that. Also, they will also be helpful in preparing the annual budget. Say we're going to build a building in 2001, we want to know how much it's going to cost equipment wise in 2002.

The last task is pretty evident also in the ADP land support. Please do not ask John or me or I guess Keith, what a CISCO Catalyst 5000 Router is. We don't know, I don't think. But needless to say, it's there at the Center at the existing contract has it and that's exactly how's it written is exactly what you have to produce all the reports; the facilities surveys, the budget that have to be prepared for our function. I know it's not as quick as I wanted it to be, but it's basically an outline of the entire contracts and open to questions and answers after Monica Gloster.

MR. STEENBERGEN: Questions that we can't answer here today we'll respond to them by -- e-mail so if there's an area that we don't feel that we can talk about, we'll certainly respond to --

MS. GLOSTER: My name is Monica Gloster. I'm the Contract Specialist and for those who did not receive a brochure or pamphlet, make sure you sign in. Put your company's name and address and we'll send you a copy and I'll be very brief. There's a little procurement schedule in your pamphlet and on the -- portion, I put -- handle incoming proposals and -- from -- close out contracts and also we'll be working with Ms. Brenda Williams and I also included Marisa --. She's also a Contract Specialist and working with Division of Contracts -- and as far as the proposals will be due, as you see, February 15th and the two reports -- will be reviewed by panel and shortlist will be established and we'll notify the selected persons on the short list for interviews and there will be cost selection. Each proposal will be due approximately about 30 days from the -- time and then we'll make a recommendation form. -- file -- appropriate congressional persons, press release, the actual award application will be made and the unsuccessful offerors will be notified at least sometime, although we sometimes call those the bad news letters and that's pretty much how it works. It depends on the negotiation process, you know, as far as -- final -- waiver or -- survey. Pretty much that's how the schedule will go. Hopefully, we can pretty much stick with these dates.

MR. STEENBERGEN: Chari?

MS. MAGRUDER: Good morning. I'm Chari Magruder and I'm the Contract Specialist responsible for the 8(a) Solicitation and I'm going to go through the procurement process for my solicitation and you can follow along with the procurement schedule. Proposals are due in the designated office on Wednesday, March 15th, by 2:00 p.m. local time. If a proposal is received after that time, it is considered late and will probably not be accepted.

Offers will be evaluated by a panel of specialists on the basis of the evaluation criteria in Section M and as stated in Section M-2, Basis for Award, proposals will be evaluated using a two-step methodology. The first step will involve the evaluation of the individual staff experience and qualifications, past performance and contractor's experience with related work, which are factors B, C and D and on the basis of this evaluation and competitive range consisting of the most highly rated proposals will be established.

Also, during the first step, a copy of each offeror's business proposal will be sent to our Office of Cost Determination for a field pricing review and the purpose of the field pricing review is for OCD to determine if costs are reasonable, realistic for this requirement.

The second step involves the evaluation of the technical approach, which is criterion A and that's your oral presentation. So, on the basis of your oral presentation and the questions on the responses you give during the question and answer session following the oral presentation. Presentations will be scheduled to coincide with the review, the receipt date for the field pricing review and we normally receive those reviews from OCD within 30 days. Only those offerors who make the competitive range will participate in oral presentation.

On the same day the offer comes in for the oral presentation, we will meet to discuss the business proposal and the purpose of this meeting is to allow the contractor an opportunity to respond to cost issues derived from your business proposal. A cost realism analysis will be done on those offerors who made the competitive range and the purpose of the analysis is to assess whether the costs in an offerors proposal are realistic for the work to be performed, reflects a clear understanding of the requirements and that the costs are precise with various elements in your technical proposal. All presentations have been completed. Revised proposals have been received -- revised proposals are due one week following the oral presentation and the meeting for the discussions on the business proposals.

After all this has been done, I will make a recommendation for award and we anticipate awarding on August or by August 15th. Thank you.

MR. STEENBERGEN: Okay, let's open up for questions now.

MS. DELAVEGA (ph): I'm Rose Delavega with RT Cal Associates (ph) and I wondered what the rationale is for using the standard form 33 instead of the standard form 252 as prescribed in FAR Part 36?

MR. STEENBERGEN: You're talking about the set-aside portion?

MR. DELAVEGA: No, I'm talking about the solicitation. Instead of the 33 -- usually for AD Contracts, the FAR 36 says you will use the standard --

MR. STEENBERGEN: I think because in our A&E design contracts, we would normally use the form there that you are talking about on a cost reimbursement contract. We don't do any design in this one. I expect that's the rationale, it's not a design contract. It's more like an RFP, the actual contract, we negotiate procurement. We'll look into it and see if there's any sort of violation of using one form or the other, but I don't think so.

MS. DELAVEGA: Okay.

MR. STEENBERGEN: -- it's probably just -- together.

MR. BOND: Next? State your name?

MR. WEISSMAN: I'm Howard Weissman. I'm with NCS-PCS. I'm curious about the level of effort identified on page F-1 of the solicitation you've given out today. You've identified what appears to be a level of 21 to 23 man years, which by my estimates in -- would seem very, very low and I was curious if you could reconfirm that as being the entire effort under the, I guess, the large portion and what you would assess for the small A&E portion.

MR. STEENBERGEN: I'm not sure what the question is, Howard.

MR. WEISSMAN: Well, 21 man years would mean a staff of 21 people for -- to me -- and it's just the A&E portion or is that the --

MR. O'MALLEY: That's correct.

MR. WEISSMAN: -- the other portion. I'm sorry, I didn't --

MR. O'MALLEY: I think it's in page -- it's under C-2, page C-2, the two contracts. It talks about the level of effort for the full and open is 65 to 70 and then the set-aside is 21 to 23. I think I meant -- it says 21 and 23, but I guess I meant 21 to 23 professions. Does that answer --

MR. WEISSMAN: Thank you.

MS. CHALET (ph): You had said in the original schedule that questions were due by 2/4, an amendment would be issued 10 days after that, which would be 2/14. With an amendment of 2/14, will the unrestricted due date still be 2/15? So that would be one day to review the amendment?

MR. STEENBERGEN: I think we're going to have to think about that. I think when we did that, we were thinking in terms of the unrestricted portion. Anyone else. Of course, we have the small business office if there's anyone who has any questions on set-asides, the percentages, on HUB zones. Anyone have any questions? Okay, thank you very much.

MR. BOND: If you all have any additional questions, you should send them via e-mail to Chari Magruder for the set-aside portion. To Monica Gloster for the unrestricted portion and I just want to remind you that all questions that -- the method will supercede any answers that were given during this prebidder's conference and if you have questions or anything, you can always call me. My number is 219-8698, extension 140 on the set-aside portion. Monica, do you want to give them a number for the unrestricted portion?

MS. GLOSTER: 219-8706, extension 118.

MR. BOND: And you can send me your questions via e-mail to Ms. Chari Magruder. Thank you very much for coming.

MS. MAGRUDER: In talking with the Contracting Officer, those of you and it's only for those of you who took a plane to get here, not Metro, you did drive and if you're not within the Washington Metropolitan area, if you could stay behind and reading room material will be available to you to review for the remainder of the --