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Defense Health Agency

"On October 1, 2013, the Department of Defense established the Defense Health Agency (DHA) to manage the activities of the Military Health System. These activities include those previously managed by TRICARE Management Activity (TMA), which was disestablished on the same date. During the next several months, all TMA websites will change to reflect the new DHA. We appreciate your patience during this transition."

TEAMS User’s Guide

TRICARE Evaluation, Analysis, and Management Support (TEAMS) User Guide

Office of the Assistant Secretary of Defense (Health Affairs) TRICARE Management Activity Acquisition Management and Support Contract Operations Division – Falls Church

Updated July 2012

NOTE TO READERS
This document contains guidelines for the users of the TRICARE Acquisition, Automation, and Resource Management Support (TEAMS) contract for the Military Health System (MHS). TRICARE Management Activity (TMA) has developed an excellent working relationship with the US Army Medical Research Acquisition Activity (USAMRAA), and has begun to centralize the majority of its non-purchased care contracting requirements with USAMRAA. Therefore, USAMRAA has been given the primary responsibility of executing TMA's TEAMS requirement can be contacted at (301) 619-7350.

This guide is an internal Government document used solely to inform Government personnel of relevant organizational structures of the contract administration responsibilities under the TEAMS contract vehicle, and procedures relevant to managing Task/Delivery Orders. Nothing contained in this guide should be construed, interpreted or advanced as providing or bestowing any rights, privileges, defenses, claims or benefits to any Contractor. This guide does not supersede, void, cancel or replace any applicable laws, regulations or terms contained in any of the specific TEAMS contracts. Applicable laws, regulations and terms contained in the relevant TEAMS contracts take precedence over any inconsistencies that are contained in or attributed to this guide.

TABLE OF CONTENTS


1.0 INTRODUCTION

1.1 Authorization to Use TEAMS

1.2 AM&S Point of Contact

2.0 ROLES AND RESPONSIBILITES

2.1 Contracting Officer's Representative for the Prime Contract

2.2 Task Order Contracting Officer's Representative

2.3 Acquisition Manager (AM)

2.4 Resource Management (RM)

2.5 Contracting Officer

2.6 TEAMS Contractors

3.0 PHASES IN THE LIFECYCLE OF TEAMS

3.1 Phase One. Development and Coordination of the AM&S Package

3.2 Phase Two. Proposal Evaluation and Award

3.3 Phase Three. Post-Award Contract Administration

Appendix A: TEAMS CONTRACTORS

Guidelines For Users and Managers of the TEAMS Contract

1.0 INTRODUCTION.
The TRICARE Management Activity (TMA) is responsible for operationalizing TRICARE as the worldwide, integrated system for accessible, high quality and cost effective delivery of health care services to DoD beneficiaries during peacetime and wartime. The Military Health System (MHS) provides medical support for the full range of military deployments and peacetime support to members of the Armed Forces, their families, and others to advance our national security interests. The mission of the MHS is to provide and to maintain readiness, and to provide healthcare services and support to members of the Armed Forces during military operations.

The Office of the Assistant Secretary of Defense (Health Affairs)/TMA (OASD (HA)/TMA) have a requirement to provide support to the MHS to ensure the delivery of high quality, cost effective health care services across the operational continuum. The TMA supports MHS by developing and implementing policies, procedures, programs, and technical standards necessary to manage TRICARE and support the MHS. TEAMS will be used to support TMA in the execution of its vast mission.

This guide provides step-by-step instructions for a requiring activity to establish a task/delivery order with the contractors under the TEAMS contract vehicle. Specifically, this guide defines the roles and responsibilities of participants involved in the use, administration, and management of an order issued under the TEAMS contract. The procedures in this guide apply to all TMA non-purchased care requiring activities using this contract vehicle.

1.1 Authorization to Use TEAMS.
TEAMS contracts are available to all components of the MHS, including military treatment facilities (MTFs) and clinics, the TRICARE Management Activity (TMA), Activities conducting joint DoD/Veterans’ Affairs initiatives that directly impact the DoD health arena, Other DoD activities with an impact on the healthcare missions of DoD, and Contracting/Acquisition Activities supporting TMA.

1.2 AM&S Point of Contact.
For additional details on TEAMS or information presented in this guide, contact the Contracting Officer’s Representative (COR) for the TEAMS prime contract at:

Office of the Assistant Secretary of Defense (Health Affairs)
TRICARE Management Activity Administration Office
Attn: TMA Acquisition Management and Support Contract Operations Division-Falls Church TEAMS COR
14501 George Carter Way, Suite 105
Chantilly, VA 20151
Telephone: (703) 735-4959 / FAX Number: (703) 735-4944

1.3 Scope of Work.
The scope of TEAMS provides for nine functional areas to be performed under task orders awarded under this contract. These functional areas are:

Area 1: Program Management Support Services;
Area 2: Studies and Analysis;
Area 3: Performance Based Budgeting / Financial Management;
Area 4: Business Process Improvement;
Area 5: Functional Validation and Verification;
Area 6: Records Management;
Area 7: Information Management;
Area 8: Acquisition Management; and
Area 9: Logistical Support.

The Request for Proposal (RFP)/Task Order Template provides detailed language concerning the scope of work.

1.4 Contract Type.
Orders issued against TEAMS may be Firm Fixed Price (FFP), Cost Plus Fixed Fee (CPFF), Time and Material/Labor Hour (T&M/LH), and Cost Plus Award Fee (CPAF). The Government reserves the right to modify the basic contract at any time to include any other contract types, including Fixed Price Award Fee (FPAF) and Fixed Price Incentive Fee (FPIF). The Contracting Officer will have final authority to determine contract type.

2.0 ROLES AND RESPONSIBILITES.
The following Government organizational participants are key to the effective use, administration, and management of TEAMS: the COR for the TEAMS prime contract, the COR for the TEAMS task order, the Acquisition Manager (AM), Resources Management, and the Contracting Officer (CO). Additionally, this section describes the roles and responsibilities of TEAMS Contractors. Applicable roles and responsibilities are as follows:
2.1 Contracting Officer’s Representative for the Prime Contract.
The Contracting Officer’s Representative for the Prime Contract (referred to as COR for the Prime Contract throughout the remainder of this document) is a government official who has been delegated responsibility for the TEAMS prime contract. The COR for the Prime Contract (assisted by the Acquisition Management and Support (AM&S) AM will oversee the execution of the Surveillance Plans by the TEAMS Task Order COR and any other involved TMA personnel. The COR for the Prime Contract will provide advice and assistance in resolving any performance issues and initiate and coordinate global contract changes. The COR for the Prime Contract will interface with the requiring activity, AM&S, and USAMRAA on contract matters. These responsibilities are inherently governmental in nature. The COR for the Prime Contract will be nominated by AM&S. The CO will designate the COR for the Prime Contract in writing.

2.2 Task Order Contracting Officer's Representative.
The Task Order Contracting Officer’s Representative (referred to simply as COR throughout the remainder of this document) is a government official who has been delegated specific technical, functional and oversight responsibilities for the task order. The COR serves as the official point of contact for coordination on the individual task order. The COR will manage the task order on a day-to-day basis, will review contractor performance and deliverables, and will receive and approve all contractor invoices. The COR will be required to become certified as a COR. Following successful completion of COR training, the COR will be the officially designated COR for the task order. The COR will interface with the Contractor, the AM, and the CO on contract matters. These responsibilities are inherently governmental in nature. The duties of every COR will be formally designated in writing by the Contracting Officer in accordance with the Federal Acquisition Regulation (FAR) and the Department of Defense Federal Acquisition Regulation Supplement (DFARS). The COR will be nominated by the requiring activity, but must be approved by the CO.

2.3 Acquisition Manager (AM).
The AM is assigned by the AM&S and serves as the principle advisor to the requiring activity during all acquisition phases. The AM is responsible for assisting requiring activities in planning, managing, and processing all TEAMS acquisition actions. The AM will advise on all source selection activities. The AM serves as a first level resource to the COR in resolving issues on the task order.

2.4 Resource Management (RM).
Resource Management, within the Resources and Programs Office, certifies that adequate funding exists to cover the cost of a contract. Each requiring activity receives annual funding of a specified amount. The RM tracks the status of those accounts as funds are spent. Before an order for products or services is placed, the RM must certify that the requiring activity has enough money available to make the purchase.

2.5 Contracting Officer.
The USAMRAA Contracting Officer is a person with the authority to enter into, administer, and/or terminate contracts and make related determinations and findings.

2.6 TEAMS Contractors.
The TEAMS Contractors are responsible for preparation of Technical and Cost/Price proposals, performance of work in accordance with issued task orders, preparation and delivery of Monthly Progress Reports, and submission of specified deliverables with associated task orders.

3.0 PHASES IN THE LIFECYCLE OF TEAMS.
There are three major procurement phases involved in using TEAMS.

  • Phase One. Development and Coordination of the Procurement Package
  • Phase Two. Proposal Evaluation and Award
  • Phase Three. Post-Award Contract Administration

Each of these procurement phases are described in detail.

3.1 Phase One. Development and Coordination of the Procurement Package.
The Procurement Package should consist of all documents necessary for the CO to solicit proposals and award an order. The requiring activity should submit one electronic copy of the Procurement Package to their supporting AM. The process flow for coordinating and issuing a task order is depicted in the Acquisition Package Processing flow diagram; its process elements describe the activities, participants, and anticipated duration. Specific contents of the Procurement Package may be found at the DoD TAB of the: Procurement Package Documentation Checklist.

3.1.1 Step One. Performance Work Statement (PWS)/ Statement of Objectives (SOO).
The TEAMS Task Order Template is designed to facilitate this process. To the maximum extent possible, TEAMS should be written as a PWS or SOO. The PWS/SOO should state the government’s requirement/objective rather than how to perform the work. Additionally, as part of the PWS/SOO the requiring activity will need to develop a series of performance metrics. These metrics will indicate what measure the Government will use to determine whether the Contractor has achieved an acceptable level of performance and is eligible to receive payment. The PWS/SOO should describe in sufficient detail the desired outcome and provide the Contractor with enough supporting information to reasonably gauge the level of effort required. The Government should place as few limitations on the Contractor as possible. It is important to give careful thought to the PWS/SOO for several reasons:

  • The PWS/SOO drives the cost/price proposal from the Contractors. If it is vague or ambiguous, it may likely result in the contractor over/under estimating cost/price.
  • A vague or ambiguous PWS can discourage contractors from proposing or can cause a contractor to lodge a complaint.
  • Insufficient detail or inappropriate performance metrics may lead to delivery of a product/service that does not meet the Government need, and/or payment for unsatisfactory services.

3.1.1.1 Reserved

3.1.1.2 Reserved

3.1.2 Step Two. Projected Level of Effort (LOE).
Based on the Program Office's understanding of the requirement, an estimated LOE must be prepared. This should include an estimate of staff hours required to perform the task. These hours should be grouped by TEAMS labor category. It is important to note that TEAMS has over 100 labor categories that can be used for each task order. Labor category descriptions can be found at: TEAMS labor category descriptions. Although the exact job title proposed by the requiring activity may not be listed within the labor categories, a reasonable Independent Government Cost Estimate (IGCE) should be developed by matching requirements with the general skills and capabilities associated with the labor categories.

3.1.3 Step Three. Independent Government Cost Estimate (IGCE).
The IGCE should consist of estimated cost of labor and cost of equipment, material, travel, supplies, etc. Using the projected LOE and fully loaded TEAMS labor rates, the requiring activity can estimate the cost of labor. The supporting AM can provide the requiring activity with fully loaded labor rates for each of the categories identified.

The IGCE shall also include incidental costs needed to complete the task(s). These costs are referred to as “Other Direct Costs” (ODCs). ODCs may be billed on a cost reimbursable or FFP basis. All subcontractor costs shall be billed as ODC. The ODC charges received by the Contractor are subject to periodic Government conducted DCAA audits and to adjustment of the Final Contract Closeout Audit conducted by DCAA. All ODCs shall be fully supported and in compliance with all competition requirements of the FAR, specifically Part 31, “Contract Cost Principles and Procedures.” Fee or profit is unallowable on any ODC. The General and Administrative or Material Handling is allowable insofar as it conforms to the contractor’s adequate accounting system. No profit/fee is allowed on ODCs, except subcontractor costs.

Direct labor backup information shall reflect the person’s name, job title and quantity of hours worked for each pay period at a minimum. Backup information for ODCs shall list all elements of costs, such as travel breakout backup, including itinerary, dates of travel, name of employees traveling plus per diem costs shall accompany the receiving report. When ODCs in excess of $2,500 are anticipated, the IGCE must show evidence of a market survey (3 quotes) as a basis for the estimated cost. The requiring activity should provide estimated quantities for each ODC item as well as the reason for the number of trips, destinations, and duration for anticipated travel. The total of all of the projected labor costs plus ODCs is the IGCE.


The IGCE lays the groundwork for the cost, schedule, and performance goals for the Contractor. These goals are finalized after the Contractor’s proposals are received, negotiations are completed, and the task order is issued. AM&S has approved a standard IGCE template, guide, and example for users.

3.1.4 Step Four. Funding Identification.
Funding should be clearly identified in each procurement package and should be consistent with the IGCE and PWS/SOO. The requiring activity should coordinate with their Budget Officer to determine the appropriate Fund Citation and Funding Documentation to include in the Procurement Package.

  • Purchase Request Worksheet (PRW). TMA has a prescribed procedure for approval and coordination of a revised PRW form to reflect a logical staffing sequence and document the responsibility of each PRW signatory. The revised PRW form has been loaded into the Interfaced Budget Execution and Account Management System (I-BEAMS). If funding the requirement with TMA funds, the requiring activity should submit a PRW to the supporting AM as part of the procurement package.
  • Electronic Defense Automated Requisition Tracking System (eDARTS). eDARTS is an automated system implemented by Headquarters Department of the Army to streamline the acquisition process. RM uses this internet enabled system to initiate procurement actions for all TMA internal requiring activities. For those organizations external to TMA, contact your supporting AM for more information on eDARTS.

3.1.5 Step Five. Competition Requirements.
Section 803 of the FY02 National Defense Authorization Act (NDAA) defines specific requirements for DoD fair opportunity actions. Although TEAMS contracts have already been competed as full and open, all TEAMS contracts holders must be given a fair opportunity to compete on all orders issued under the contract vehicle.

3.1.5.1 Justification for Exception to Fair Opportunity.
Award to a specific contractor, or exclusion of specific contractors, requires a formal justification. The justification is only acceptable if it meets one of the following requirements, specified in the FAR Part 16.505 (b)(2).

i. The agency need for the supplies or services is so urgent that providing a fair opportunity would result in unacceptable delays;

ii. Only one awardee is capable of providing the supplies or services required at the level of quality required because the supplies or services ordered are unique or highly specialized;

iii. The order must be issued on a sole-source basis in the interest of economy and efficiency as a logical follow-on to an order already issued under the contract, provided that all awardees were given a fair opportunity to be considered for the original order; or

iv. It is necessary to place an order to satisfy a minimum guarantee.

Tailor the AM&S J&A template to be specific to your requirement. Because the justification must stand the test of formal legal scrutiny, it is imperative that the justification be prepared, approved by reviewing official, and approved by the contracting activity legal counsel. The supporting AM will assist the COR in determining if one of these exemptions supports the proposed strategy and in reviewing justification narrative prior to submission to USAMRAA. The final approval of the justification rests with the CO.

3.1.5.2 Small Business Considerations.
The TEAMS RFP was designed to improve small business participation and reduce the risks resulting from single lot limitations. Twenty two (22) companies were selected for participation in the TEAMS Multiple Award including seven (7) small businesses. Each contractor holds an Indefinite Delivery/Indefinite Quantity (IDIQ) contract featuring FFP, CPFF, CPAF, and T&M/LH order types. Orders will be competed to the greatest extent practicable between the contracts holders under fair opportunity procedures set forth in FAR 16.505.


Contractor Name

Contract #

1.

Altarum Institute

W81XWH08D0023

2.

Axiom Resource Management Inc.

W81XWH08D0024

3.

Bearing Point Inc.

W81XWH08D0036

4.

Booz Allen Hamilton (BAH)

W81XWH08D0025

5.

Capgemini Govt Solutions LLC

W81XWH08D0026

6.

Computer Technology Associates (CTA)

W81XWH08D0027

7.

Deloitte Consulting, LLP

W81XWH08D0028

8.

Dynamics Research Corporation

W81XWH08D0029

9.

Edmonds Computer International (ECC)

W81XWH08D0030

10.

General Dynamics (GDIT)

W81XWH08D0031

11.

IMS Government Solutions

W81XWH08D0033

12.

Interactive Technology Solutions (IT Solutions)

W81XWH08D0034

13.

Irving Burton Associates Inc. (IBA)

W81XWH08D0032

14.

Jacer LLC

W81XWH08D0037

15.

KSJ & Associates

W81XWH08D0038

16.

Lockheed Martin

W81XWH08D0039

17.

Netstar 1

W81XWH08D0041

18.

Perot Systems Government Svcs. Inc.

W81XWH08D0040

19.

Research Triangle Institute (RTI)

W81XWH08D0042

20.

Technology Automaton & Management Inc. (TEAM)

W81XWH08D0043

21.

The Informatics Application Group (TIAG)

W81XWH08D0044

22.

VECNA Inc.

W81XWH08D0045

3.1.6 Step Six. Quality Assurance Plan (QAP).
The QAP ensures that systematic quality assurance methods are used in the administration of the contract. The QA Plan will detail how and when the Government will survey, observe, test, sample, evaluate, and document the contractor’s performance according to the PWS. The Government will review monthly performance and progress reports and will attend regular task performance review meetings with the Contractor to survey quality of products and services for internal support to elements of the TMA. This plan provides the COR with a proactive way to track and manage potentially unacceptable or deficient performance, and provides verifiable input for the required Past Performance Information Assessments.

The QA Plan will focus on the quality, quantity, and timeliness of the performance outputs to be delivered by the contractor, and not on the steps required or procedures used to provide the product or services. The QA Plan is critical to smooth and effective contract administration and lays the groundwork for appropriate incentives.

3.1.7 Step Seven. Award Fee Plan.
No award fee or incentive fee plans will be included at the Task Order level. If circumstances were to require an Award Fee Plan (AFP), it would be required when a fixed price award fee (FPAF) or a cost plus award fee (CPAF) contract type is selected for a particular procurement. The AFP defines the amount of fee, the process for evaluating contractor performance and awarding the fee and personnel involved in the evaluation/award process. The AFP should be in accordance with the guidance on TEAMS Award Fee Delivery Orders and other guidance provided by the supporting AM&S AM.

3.1.8 Step Eight. Evaluation Criteria for Award. The evaluation criteria to be used MUST be defined in the RFP/RFQ. Tailor and expand the Evaluation Criteria for Award appendix to the TEAMS Task Order Template to be specific to your requirement.

3.2 Phase Two. Proposal Evaluation and Award.
To ensure an effective evaluation and award, the evaluation criteria must be identified and defined by the requiring activity in the request for proposal/quotes (RFP/RFQ). The Proposal Evaluation Guide describes the processes and documentation necessary to plan and conduct fair opportunity evaluations.

3.2.1 Step One. Proposal Submission.
The TEAMS Contractors will be given a minimum of 15 calendar days to develop and submit the Technical and Price Proposals to the USAMRAA CO. Normally, the Technical and Price Proposals are transmitted electronically.

3.2.2 Step Two. Proposal Check-in and Audit.
The CO reviews the Contractors’ proposals to ensure that all electronic files have been received without error, and that they are in compliance with the RFP/RFQ requirements. The CO then forwards the Technical and Price Proposals to the supporting AM for review and distribution to the COR and the evaluation team.

3.2.3 Step Three. Proposal Evaluation.
The COR, along with a team of at least two other independent evaluators, performs an evaluation of the technical and price proposals against the evaluation criteria defined in the RFP. The technical proposal must be evaluated before the price proposal. The evaluators must ensure that the Contractors have:

  • Responded to all requirements of the PWS/SOO;
  • Provided an acceptable schedule; and,
  • Proposed a level of effort that is logical, legitimate, and can be supported by the funding allocated for the requirement.

After completing this evaluation, the evaluation team completes the appropriate task order evaluation forms as stated in the Proposal Evaluation Guide and forwards the forms to the supporting AM. If discussions or negotiations of specific technical points or cost elements are required, this shall be documented onthe evaluation form and conveyed through the supporting AM to the CO. All proposal discussions with Offerors must include the CO.

3.2.4 Step Four. AM&S Review.
The supporting AM reviews the evaluation forms and, if necessary, identifies areas requiring clarification to ensure completeness and accuracy of this legal document. The AM then forwards the proposal evaluation forms to the CO. If the CO requires clarification/changes, they will coordinate with the AM and evaluation team.

NOTE: For planning purposes, TMs should allow 60 calendar days to issue a task order, beginning upon receipt of the package by the AM. (Unless the package must be returned for revisions.) Keep in mind that each procurement is different. Procurements that are large and complex may take longer than average.

3.2.5 Step Five. Clarification, Legal Review, and Award.
Based on the recommendation contained in the proposal evaluation forms, the CO may conduct discussions or negotiations with the Offerors. The CO may coordinate legal review prior to award. Once reviewed by legal, the CO issues a signed task order to the successful Contractor and provides a copy to the supporting AM and the TM. The CO is the only official that can authorize Contractors to work.

3.2.6 Step Six. AM&S: COR Delegation Memorandum.
The duties of the COR will be formally designated in writing in accordance with the FAR and DFARS. Once the AM receives certification that the COR has successfully completed COR training, the AM will provide a formal written COR delegation memorandum to the USAMRAA CO for signature. The CO will sign and forward the delegation memorandum to the COR and AM, thereby officially delegating the authority to the COR.

3.3 Phase Three.; Post-Award Contract Administration.
Post-award contract administration roles and responsibilities are outlined within the TMA Guide on Non-Purchased Care Acquisition Roles and Responsibilities. The COR serves as the primary technical point of contact for the task order. The Reviewing Official (usually Program Manager or Division Chief) will oversee the activities of the COR from a program management perspective. Should any issues arise during the life of the task order, the COR will coordinate with the AM for assistance and guidance. The AM&S COR for the Prime Contract will work with the COR to ensure proper execution of the surveillance plans, tracking procedures, and related management control processes for evaluating technical performance on active orders, to include past performance reports.

3.3.1 Contract Administration Delegation Memo.
USAMRAA will issue a written delegation of authority for contract authority duties to the COR. The CO, in coordination with AM&S signs the formal written delegation memorandum and forwards the memorandum to AM&S for signature by the COR. The COR is required to sign the delegation memorandum signifying their receipt and understanding of acquisition roles and responsibilities. If the COR has not received this delegation memorandum within two weeks of task order issuance, they should contact their AM who will coordinate with the CO.

3.3.2 Post Award Kick-Off Meeting.
The COR should arrange for a post-award kick-off meeting to review government expectations regarding performance, contractor invoices and receiving reports and clarification of deliverables. A well-run post-award kick-off meeting can prevent misunderstandings, improve contractor responsiveness, and increase overall contract performance. For large and complex procurements, the AM and CO may participate in the post-award kick off meeting.

3.3.2.1 Performance Standards.
During the post-award kick-off meeting, performance standards and performance assessment should be discussed and clarified as necessary. The COR should solicit input from the contractor regarding the discrete activities necessary to define the success of the task and other areas as necessary (Quality of Product or Service; Schedule; Cost Control; Business Relations; Management of Key Personnel; and other areas as necessary) and verify the name and e-mail address of the Contractor Representative.

3.3.2.2 Invoicing.
During the post award kick off meeting, contractors should be briefed on which invoice processing method is appropriate for the task order. The contractor should also be briefed on the use of the Wide Area Workflow-Receiving and Acceptance (WAWF-RA) system to submit electronic payment requests and receiving reports in accordance with DFARS 232.7003. The AM&S WAWF-RA Coordinator is available to go over system requirements and contractor steps for gaining access to the WAWF-RA.

3.3.3 Task Performance Reviews and Monthly Progress Reporting.
Most TEAMS task orders should require that Contractors prepare and submit a Monthly Progress Report (MPR).

3.3.3.1 Monthly Progress Report Contents.
For all task order/delivery orders awarded under the resulting contract, the Contractor shall ensure that a MPR is submitted outlining the expenditures, billings, progress, status, and any problems/issues encountered in the performance of this task order/delivery order in accordance with the format found at TEAMSMonthlyProgressReport.doc. A copy of Section 4.0 of the MPR, the cost reporting template can be found at: CostReportFormatTEAMS.xls. Contractors shall be required to submit a copy of Section 4.0 of the MPR, the completed cost reporting template, to AM&S. The completed cost report templates shall be emailed to invoice.delivery@dha.mil. Except for FFP price task orders/delivery orders, the MPR shall also include the current cost and labor effort (i.e., labor hours and costs expended, by labor category and by contract defined task categories, for each task and sub-task). For FFP task orders/delivery orders, monthly costs will be reported by defined task categories, however they will not normally be broken out by labor hours, and any breakout of contractor costs must be in accordance with the terms of the contract.

As defined within individual orders, the MPR report shall measure the Contractor’s cost and schedule performance using a Government-provided Work Breakdown Structure. As provided in individual delivery orders, the report shall include the current cost and level of effort (i.e., hours worked by task).

Activities that require designation as critical or significant shall be proposed by the Contractor for Government approval as part of each individual order Technical Proposal. Each subcontractor's reported cost and schedule information shall be incorporated into the Contractor's MPR.

3.3.3.2 Task Performance Review Meeting.
The Contractor must meet with the COR to conduct a task performance review, discuss associated costs incurred for the current billing period and present the MPR. If any costs are questioned, the COR and the Contractor will alert the COR for the Prime Contract and CO and immediately attempt to resolve the issue. If the questioned cost cannot be expeditiously resolved, the CO will provide guidance to the Contractor regarding submission of the current Public Voucher or invoice. Pending receipt of this guidance, the Contractor may only submit a Public Voucher or invoice for those items not in question. If necessary, the CO will make a determination of allowability and allocability of the cost. The CO will notify the Contractor, COR, and COR for the Prime Contract of his/her determination. If the CO disallows the cost(s), a copy of the determination will be provided to the cognizant DCAA Auditor(s). If the cost(s) are material and allowability and/or allocability cannot be determined by the CO, the CO may elect to send a request to the DCAA Auditor(s) for a specific cost element audit, an interim voucher review, and/or any other audit as deemed necessary. All cost and performance issues that require task order modifications to the original order or any negative performance issues should be coordinated by the COR with the AM. The AM will ensure that the CO is notified immediately.

3.3.4 Review of Deliverables.
It is the responsibility of the COR to receive and carefully review each deliverable to determine whether it satisfies the requirements specified in the order. If it is acceptable, the COR will approve the receiving report. If any deliverables are unacceptable, the COR will immediately notify the contractor and request corrective action. The COR should keep the AM&S AM informed of the status of any unacceptable deliverables. If the COR and the contractor cannot resolve the issue, the COR should provide a copy of the documentation to the AM, along with a list of all actions taken to resolve the issue. The AM will then assist the COR in attempting to resolve the issue. If AM efforts fail, the AM will involve the COR for the Prime Contract and CO to attempt resolution with the contractor.

3.3.5 Invoicing. TMA requires that TEAMS contractors use the Wide Area Workflow-Receiving and Acceptance (WAWF-RA) system to submit electronic payment requests and receiving reports in accordance with DFARS 232.7004.

3.3.5.1
Use of WAWF allows for the submission of an invoice and receiving report as a combined form. The WAWF 2 IN 1 format (for services) and the COMBO format (only for supplies or equipment) are the preferred methods of processing electronic invoices and receiving reports within TMA. Information regarding WAWF-RA is available on the Internet at: https://wawf.eb.mil/. Prior to submitting the first WAWF-RA electronic form for a given task order, Contractors should first coordinate with the assigned TMA COR.

3.3.5.2 WAWF documents are routed by location codes.
When initiating documents within WAWF, vendors must use the appropriate two-part TMA location code to include BOTH the Government Acceptor Department of Defense Activity Address Code (DoDAAC) / Extension (Ext) fields and the Local Processing Office (LPO) DoDAAC / Extension fields. Each TMA office has a unique WAWF location code extension. Please refer to the crosswalk of TMA offices and WAWF location codes.

3.3.6 Documenting Contractor Past Performance.
The Federal Acquisition Regulation (FAR) requires that past performance information (PPI) be collected (FAR Part 42) and used in source selection evaluations (FAR Part 15). Past performance information must be gathered for the following Business Sectors/Thresholds:

  • Health Care greater than $100,000
  • IT greater than $1,000,000
  • Services greater than $1,000,000
  • Systems greater than $5,000,000
  • Operations Support greater than $5,000,000

TMA activities will separately evaluate each task order or stand alone contract above the appropriate threshold (include all option periods). This is typically the responsibility of the COR with program oversight as necessary by the Program Manager/Division Chief.

3.3.6.1
The Contractor Performance Assessment Reporting System (CPARS) has been adopted by TMA to electronically capture assessment data and manage the evaluation process. In addition to satisfying the mandatory collection and reporting of past performance data, the use of CPARS is expected to directly benefit each contract action and result in better government-contractor relations and more responsive contract support. The AM&S CPARS Coordinator will provide guidance and grant system access for a specific task order to the COR (CPARS Assessing Official) and the Program Manager/Division Chief (CPARS Government Reviewing Official). CPARS is accessed through the website at http://www.cpars.gov/cparsmain.htm. If the COR has not received CPARS system access for their task order within 30 days of task order issuance, they should contact the TEAMS COR for the Prime Contract for guidance.

3.3.6.2
It is of the utmost importance that the COR /Assessing Official prepare a quality narrative to thoroughly describe the circumstances surrounding a rating. Assessments may be supported by multifunctional input from government specialists familiar with the contractor’s performance. Both government and contractor program management perspectives are captured on the CPAR form. Once the COR /Assessing Official completes the proposed assessment, the CPAR is released to the appropriate Contractor Representative who has 30 days to comment on the evaluation. If the contractor does not concur with the proposed assessment, it can only be closed out after a Government Reviewing Official reviews it and enter comments. The entire process must be completed no later than 120 days after completion of the period of performance.

3.3.7 Problem Resolution.
Development and maintenance of strong, positive business relationships between the Government and Contractors is strongly encouraged. However, there may be instances when problems develop that will require involvement of other organizations to bring the issue to resolution. The process for resolving problems that may arise during the life of the task order is described below.

1) The COR identifies and addresses the problem directly with the Contractor, creating written notes or emails for the file.

2) If informal resolution cannot be reached, the COR shall refer the problem to the AM. The COR shall provide the AM with copies of all pertinent materials, including progress reports, briefing materials, notes of conversations with the contractor, and copies of emails/correspondence.

3) The AM will then address the problem with the Contractor. If resolution still cannot be reached, the AM will involve the COR for the Prime Contract and CO.

4) The CO will discuss the problem with the Contractor, and will inform the AM, COR for the Prime Contract and the COR of the outcome. If resolution is achieved, the CO will advise the AM, COR for the Prime Contract and COR of the agreement and will provide a document for the file. If resolution is not achieved, the CO will apprise the AM, COR for the Prime Contract and the COR of next steps.

3.3.8 Delivery Order Close-Out.
An order is considered to be complete when final delivery is made of the required goods and services and the Government has made acceptance and final payment to the order. Until the TEAMS contractor has complied with all the terms of the order, the order is not complete and ready for closeout. This ensures that the closeout is completed when all administrative actions have been completed, all disputes settled, and final payment has been made. Contract closeout requires coordination between all of the key government organizational participants and the TEAMS contractor.

Appendix A: TEAMS CONTRACTORS


Contractor Name

Contract #

1.

Altarum Institute

W81XWH08D0023

2.

Axiom Resource Management Inc.

W81XWH08D0024

3.

Bearing Point Inc.

W81XWH08D0036

4.

Booz Allen Hamilton (BAH)

W81XWH08D0025

5.

Capgemini Govt Solutions LLC

W81XWH08D0026

6.

Computer Technology Associates (CTA)

W81XWH08D0027

7.

Deloitte Consulting, LLP

W81XWH08D0028

8.

Dynamics Research Corporation

W81XWH08D0029

9.

Edmonds Computer International (ECC)

W81XWH08D0030

10.

General Dynamics (GDIT)

W81XWH08D0031

11.

IMS Government Solutions

W81XWH08D0033

12.

Interactive Technology Solutions (IT Solutions)

W81XWH08D0034

13.

Irving Burton Associates Inc. (IBA)

W81XWH08D0032

14.

Jacer LLC

W81XWH08D0037

15.

KSJ & Associates

W81XWH08D0038

16.

Lockheed Martin

W81XWH08D0039

17.

Netstar 1

W81XWH08D0041

18.

Perot Systems Government Svcs. Inc.

W81XWH08D0040

19.

Research Triangle Institute (RTI)

W81XWH08D0042

20.

Technology Automaton & Management Inc. (TEAM)

W81XWH08D0043

21.

The Informatics Application Group (TIAG)

W81XWH08D0044

22.

VECNA Inc.

W81XWH08D0045

The links to vendor websites below are provided for the convenience of requiring activities within the MHS and are not an endorsement in any way of any of the companies, the content, or accuracy of the information contained therein.

Contractor Name

Website

Altarum Institute

http://www.altarum.org

Axiom Resource Management Inc.

http://www.axiom-rm.com

Bearing Point Inc.

http://www.bearingpoint.com

Booz Allen Hamilton (BAH)

http://www.boozallen.com

Capgemini Govt Solutions LLC

http://www.capgemini.com

Computer Technology Associates (CTA)

http://www.cta.com

Deloitte Consulting, LLP

http://www.deloitte.com

Dynamics Research Corporation

http://www.drc.com

Edmonds Computer International (ECC)

http://www.ecc.net

General Dynamics (GDIT)

http://www.generaldynamics.com

IMS Government Solutions

http://www.imsgovt.com

Interactive Technology Solutions (IT Solutions)

http://www.interactivetechnologysolutions.com

Irving Burton Associates Inc. (IBA)

http://www.ibacorp.us

Jacer LLC

http://www.jacer.com

KSJ & Associates

http://www.ksj.us

Lockheed Martin

http://www.lockheedmartin.com

Netstar 1

http://www.netstar-1.com

Perot Systems Government Svcs. Inc.

http://www.perotsystems.com

Research Triangle Institute (RTI)

http://www.rti.org

Technology Automaton & Management Inc. (TEAM)

http://www.teamconsult.com

The Informatics Application Group (TIAG)

http://www.theinformaticsgroup.com

VECNA Inc.

http://www.vecna.com

A full list of TEAMS Prime Contractors and Subcontractors is available at: TEAMS Teaming Arrangements.