Procurement Manual

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 A Note from the Procure-to-Pay Department

This manual is designed for GW staff and faculty involved in requesting, ordering,
receiving, and/or paying for goods or services needed by departments and schools.
It is a guide to the tasks and responsibilities of employees who play a role helping
maintain the university’s reputation for fairness and integrity in procurement
practices.

To have an outstanding procurement program, all personnel involved must work

as a team, and cooperation between the various functions is vital. Those
individuals whose duties require them to become a part of the acquisition function
must be aware of the responsibilities delegated to them in their role as an agent
for their school/department; and with the Procurement staff who can help them
through the procurement process.

This guide will serve as a general framework within which consistent, sound
business decisions can be made. The policies and procedures outlined in this
manual are all within the context of the university, Federal Acquisition Regulations
(FARs), Office of Management and Budget (OMB) Circulars, Uniform Guidance (UG)
and other governing sources.

Please note that the goal is to procure materials, supplies, equipment and services
deemed to be the best value. To achieve this objective, the university needs to
seek, within reason, as much competition as possible. This requires all players in
the process to adopt the value of fairness so that the process is open to all those
who want to compete for our business.

Each person involved in procurement strives to ensure that integrity and sound
business practices are woven throughout the procurement cycle in order to
maintain a position of unquestioned ethics in the transaction of university
business.

Finally, we welcome your comments or suggestions for improvement and these may
be incorporated in future revisions of these procedures.

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Chapter 1 - Introduction
The procedures described in this manual have been prepared to ensure the best possible service
to all concerned at George Washington University (GW) and are a summary guide for GW
faculty and staff engaged in procurement activities. The manual clarifies policies and objectives
necessary to procure goods and services for our schools and departments as expediently as
possible and at the best value for the university.

1.1 Procure-to-Pay Department

The Procure-to-Pay Department (P-2-P) is ready to assist university schools and departments in
obtaining quality goods and services at competitive prices with responsive and responsible
service while ensuring timely delivery. The P-2-P staff, which primarily consists of buyers,
processors and customer service professionals, has been assigned responsibilities to support
procurement and payables activities on behalf of GW.

1.2 How to Contact P-2-P

P-2-P is a support department whose primary focus is to assist GW schools and departments with
their acquisiton needs. To this end, Procurement has been divided into teams dedicated to Goods
and Services. A current listing of team and commodity assignments is maintained on the
departmental website at: The Procurement Team at www.procurement.gwu.edu/our-team.

1.3 GW Procurement Code of Ethics

In all of their personal and professional dealings with schools, departments, and the supplier
community, all employees of the university shall be guided by the conduct and disciplinary
provisions of the GW Procurement Code of Ethics.

Chapter 2 – Procurement Guidelines Matrix (Requirements

and Thresholds)
Those who procure on behalf of the university are charged with acquiring the best quality
supplies, equipment and services at the lowest cost. To maintain economies of scale, it is
necessary for the university to combine and compete like purchases. Procurement follows two
distinct tracks depending on the funding source.

2.1 Procurement Guidelines Matrix

The following matrix lists threshold values for purchases and the actions required based on the
funding source. Additional information on the actions required for each threshold also follows.
Regardless of funding source, the first stop for any purchase should be iBuy+, the university’s
online procurement portal for goods, services and travel.

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Sponsored Research Projects:

Each time goods are required, the approach below should be followed prior to acquiring goods
under grants and contracts:

Each research project shall try to acquire their needed goods through resources and publications
listed below in descending order of priority:

• Existing university inventories;

• Excess from federal agencies and other sources of surplus property; and
• Existing university contracts;

Process for Dollar University Funds & Non- Federal Grants and
Amount of Purchase by Federal Sponsored Cooperative Federal Contracts
funding type Projects Agreements
Single Quote - Competition <$25,000 <$10,000 <$3,500
is encouraged but not
required. Required Documentation Required Documentation Required Documentation
Three written quotes by
$25,000 – $249,999 $10,000 - $249,999 $3,500 - $149,999
Procurement or Requestor

Required Documentation Required Documentation Required Documentation

Competition is required.
$150,000 and above
Formal Bid or RFP Process
$250,000 and above $250,000 and above Due to public advertisement
Competition is required. requirements, Procurement must handle
Required Documentation Required Documentation solicitation process.

Required Documentation

2.2.1 University Funds and Non-Federal Sponsored Projects less than $25,000

A single quote is required for purchases under $25,000 however competition is encouraged.
Please check GW iBuy+ Goods and Services prior to engaging a new source of supply for a good
or service that is currently under agreement with GW.

Supporting documentation:

1. Purchase Order Process:

• A quote from the supplier, keeping in mind that competition is encouraged but not
required.

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 • If a service is requested, please include a Scope of Work (SOW) or Specifications in the
absence of a quotation that will be incorporated as part of the PO to create a contract
between GW and the company. If assistance is needed in drafting these documents,
please contact Procurement for samples.
• Payment will be processed via an invoice sent to AP.

If a new supplier is being used, they must register in iSupply prior to engaging in work for
GW. If the supplier providing the service is an individual, first check the Worker
Classification Form (WCF) Exemptions at https://taxdepartment.gwu.edu/worker-classification-
and-international-engagement-request-form-exemptions. If the service being provided is not
listed, please complete a WCF and send it to the Tax Department for review.

If the work being performed by an individual is being done outside of the United States, please
complete an International Engagement Form. Guidelines for the use of this form are provided on
the Tax website.

2. P-Card Payment Process:

• If you would like to pay for a contract via P-Card, please forward a $0 requisition to
Procurement utilizing the supplier number 449074 – GW Procurement for P-Card
Contracts Only with the contract and information requested in item 1. Procurement will
review and route the document for legal and risk review. Once we have executed the
agreement, you are able to use your p-card for payment. No WCF form is needed.
• A copy of the contract, invoice and receipt for payment should all be attached to the
transaction in iBuy+ when reconciling the card charge.
• Do not pay for services from international individuals on a p-card.

For questions, please call 202-994-2500 or email p2p@gwu.edu for assistance with your
purchase.

2.2.2 University Funds and Non-Federal Sponsored Projects $25,000 to $249,999

Purchases for services, supplies, and equipment for any item or group of similar items between
$25,000 and $249,999 from university or non-federal sponsored research funds follow the
procedures as outlined below. Purchases must not be split to avoid this threshold.

When using non-federal sponsored project funding or university funds and if the procurement
process is handled by the requesting department, a Supplier Selection Memo must be attached to
the requisition documenting the process followed leading to the award.

If Procurement is handling the solicitation, the requisition must give clear, precise direction and
specifications to the Buyer. Procurement is happy to facilitate the solicitation process on behalf
of the requesting school/department.

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Sole-Source or non-competitive awards are procurements through the solicitation of a proposal
from only one source. If an award is to be made from a single quote or proposal at this dollar
level, a Supplier Selection Memo must be completed.

The above required information should be attached to a requisition within EAS (Oracle R12) and
be forwarded it to Procurement for further action. Once received, a Procurement representative
will contact you with a timeline for the procurement to occur.

Supporting documentation:

1. Purchase Order Process:

• A list of suggested suppliers, keeping in mind that competition is required.

• If a service is requested, please include a Scope of Work (SOW) or Specifications in the
absence of a quotation that will be incorporated as part of the PO to create a contract
between GW and the company. If assistance is needed in drafting these documents,
please contact Procurement for samples.
• Payment will be processed via an invoice sent to AP.

If a new supplier is being used, they must register in iSupply prior to engaging in work for
GW. If the supplier providing the service is an individual, first check the Worker
Classification Form (WCF) Exemptions at https://taxdepartment.gwu.edu/worker-classification-
and-international-engagement-request-form-exemptions. If the service being provided is not
listed, please complete a WCF and send it to the Tax Department for review.

If the work being performed by an individual is being done outside of the United States, please
complete an International Engagement Form. Guidelines for the use of this form are provided on
the Tax website.
2. P-Card Payment Process:

• If you would like to pay for a contract via P-Card, please forward a $0 requisition to
Procurement utilizing the supplier number 449074 – GW Procurement for P-Card
Contracts Only with the contract and information requested in item 1. Procurement will
review and route the document for legal and risk review. Once we have executed the
agreement, you are able to use your p-card for payment. No WCF form is needed.
• A copy of the contract, invoice and receipt for payment should all be attached to the
transaction in iBuy+ when reconciling the card charge.
• Do not pay for services from international individuals on a p-card.

For questions, please call 202-994-2500 or email p2p@gwu.edu for assistance with your
purchase.

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2.2.3 University Funds and Non-Federal Sponsored Projects $250,000 and Above

A purchase for services, supplies, and equipment for any item or group of similar items over
$250,000 should be processed as a formal solicitation in the form of an Invitation to Bid (Bid)
or Request for Proposals (RFP).

Sole-Source or non-competitive awards are procurements through the solicitation of a proposal

from only one source. If an award is to be made from a single quote or proposal at this dollar
level, A Supplier Selection Memo must be completed.

Sealed Bid(s)/RFP(s) shall be received until the date and time indicated in the document for the
return of that Bid(s)/RFP(s). Any Bid(s)/RFP(s) received after the designated time shall neither be
accepted nor considered for evaluation, recommendation and award.

Once a request for Bid(s)/RFP(s) is released, the university is under a “code of silence.”
Individuals should not discuss the requirements of the solicitation or in any way offer additional
information to suppliers outside of a formal addendum to the solicitation documents. If a
supplier contacts a school/department directly, that potential supplier should be referred to the
appropriate representative issuing the solicitation. No verbal or written information obtained other
than by the Bid/RFP documents or by an addendum to the Bid/RFP is binding on the university.

Unless otherwise noted in the Special Conditions section of a Bid/RFP, responses received to
Bids/RFPs shall not be publicly opened. Bids/RFPs will then be evaluated, tabulated, and an
award recommendation made. A supplier may not proceed with filling the requirement of the Bid/
RFP until a contract has been executed or a Purchase Order released to the supplier.

Procurements of goods and services over $10,000,000 will be subject to the Major Procurement
Review process found in Section 2.3.

2.2.4 Federal Grants and Cooperative Agreements less than $10,000

A single quote is required for purchases under $10,000 however competition is encouraged.

Please check GW iBuy+ Goods and Services prior to engaging a new source of supply for a
good or service that is currently under agreement with GW.

Supporting documentation:
1. Purchase Order Process:

• A quote from the supplier, keeping in mind that competition is encouraged but not
required.
• If a service is requested, please include a Scope of work (SOW) or Specifications in
the absence of a quotation that will be incorporated as part of the PO to create a
contract between GW and the company. If assistance is needed in drafting these
documents, please contact Procurement for samples.
• Payment will be processed via an invoice sent to Payables.

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If a new supplier is being used, they must register in iSupply prior to engaging in work for
GW. If the supplier providing the service is an individual, first check the Worker
Classification Form (WCF) Exemptions https://taxdepartment.gwu.edu/worker-classification-and-
international-engagement-request-form-exemptions. If the service being provided is not listed,
please complete a WCF and send it to the Tax Department for review.

If the work being performed by an individual is being done outside of the United States, please
complete an International Engagement Form. Guidelines for the use of this form are provided on
the Tax website.
2. P-Card Payment Process:

• If you would like to pay for a contract via P-Card, please forward a $0 requisition to
Procurement utilizing the supplier number 449074 – GW Procurement for P-Card
Contracts Only with the contract and information requested in item 1. Procurement will
review and route the document for legal and risk review. Once we have executed the
agreement, you are able to use your p-card for payment. No WCF form is needed.
• A copy of the contract, invoice and receipt for payment should all be attached to the
transaction in iBuy+ when reconciling the card charge.
• Do not pay for services from international individuals on a p-card.

For questions, please call 202-994-2500 or email p2p@gwu.edu for assistance with your
purchase.

2.2.5 Federal Grants and Cooperative Agreements $10,000 to $249,999

Purchases for services, supplies, and equipment for any item or group of similar items between
$10,000 and $249,999 from federally sponsored grants and cooperative agreements follow the
procedure below. Purchases must not be split to avoid this threshold.

Three quotes are required to demonstrate competition. If the procurement process is handled by
the requesting department, a Supplier Selection Memo must be attached to the requisition
documenting the process followed leading to the award.

If Procurement is handling the solicitation, the requisition must give clear, precise direction and
specifications to the Buyer. Procurement is happy to facilitate the solicitation process on behalf
of the requesting school/department.

Sole-Source or non-competitive awards are procurements through the solicitation of a proposal

from only one source. If an award is to be made from a single quote or proposal at this dollar
level, A Supplier Selection Memo must be completed along with a requirements document
and/or Scope of Work.

Under Uniform Guidance, non-competitive awards may be used when one or more of the
following circumstances apply:

• The item is available only from a single source (this must be verifiable);

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 • The public exigency or emergency for the requirement will not permit a delay resulting
from competitive solicitation;
• The Federal awarding agency or pass-through entity expressly authorizes noncompetitive
proposals in response to a written request from the non-Federal entity; or
• After solicitation of several sources, competition is determined inadequate

The above required information should be attached to a requisition within EAS (Oracle R12) and
be forwarded it to Procurement for further action. Once received, a Procurement representative
will contact you with a timeline for the procurement to occur.

Supporting documentation:

1. Purchase Order Process:

• Quotes from a minimum of three suppliers, keeping in mind that competition is required.
• If a service is requested, please include a Scope of work (SOW) or Specifications in the
absence of a quotation that will be incorporated as part of the PO to create a contract
between GW and the company. If assistance is needed in drafting these documents,
please contact Procurement for samples.
• Payment will be processed via an invoice sent to AP.
If a new supplier is being used, they must register in iSupply prior to engaging in work for
GW. If the supplier providing the service is an individual, first check the Worker
Classification Form (WCF) Exemptions https://taxdepartment.gwu.edu/worker-classification-
and-international-engagement-request-form-exemptions. If the service being provided is not
listed, please complete a WCF and send it to the Tax Department for review.

If the work being performed by an individual is being done outside of the United States, please
complete an International Engagement Form. Guidelines for the use of this form are provided on
the Tax website.
2. P-Card Payment Process:

• If you would like to pay for a contract via P-Card, please forward a $0 requisition to
Procurement with the contract and information requested in item 1. Procurement will
review and route the document for legal and risk review. Once we have executed the
agreement, you are able to use your p-card for payment. No WCF form is needed.
• A copy of the contract, invoice and receipt for payment should all be attached to the
transaction in iBuy+ when reconciling the card charge.
• Do not pay for services from international individuals on a p-card.

For questions, please call 202-994-2500 or email p2p@gwu.edu for assistance with your
purchase.

2.2.6 Federal Grants and Cooperative Agreements $250,000 and Above

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A purchase for services, supplies, and equipment for any item or group of similar items over
$250,000 should be processed as a formal solicitation in the form of an Invitation to Bid (Bid) or
Request for Proposals (RFP). Public advertisement of the opportunity is required.

Under Uniform Guidance, non-competitive awards may be used when one or more of the
following circumstances apply:

1. The item is available only from a single source (this must be verifiable);
2. The public exigency or emergency for the requirement will not permit a delay resulting
from competitive solicitation;
3. The Federal awarding agency or pass-through entity expressly authorizes noncompetitive
proposals in response to a written request from the non-Federal entity; or
4. After solicitation of a number of sources, competition is determined inadequate

Requests for sole source approval must be made to the Sponsor's Grants Officer and not to the
Program Officer.

When publicly advertised, Sealed Bid(s)/RFP(s) shall be received until the date and time
indicated in the document for the return of Bids/Proposals. Any Bid/Proposal received after the
designated time shall neither be accepted nor considered for evaluation, recommendation and
award. See the Procurement Manual for further information on Bids and RFPs and their
associated procedures.

Once a request for Bid/RFP is released, the university is under a “code of silence.” Individuals
should not discuss the requirements of the solicitation or in any way offer additional information
to suppliers outside of a formal addendum to the solicitation documents. If a supplier contacts a
school/department directly, that potential supplier should be referred to the appropriate
representative issuing the solicitation. No verbal or written information obtained other than by
the Bid/RFP documents or by an addendum to the Bid/RFP is binding on the university.

Unless otherwise noted in the Special Conditions section of a Bid/RFP, responses received to
Bids/RFPs shall not be publicly opened. Bids/RFPs will then be evaluated, tabulated, and an
award recommendation made. A supplier may not proceed with filling the requirement of the
Bid/RFP until a contract has been executed or a Purchase Order released to the supplier.

If you have questions on how to proceed with your procurement, please call 202-994-2500 and
ask for a Contract Services representative.

2.2.7 Federal Contracts less than $3,500

A single quote is required for purchases under $3,500 however competition is encouraged.

Please check GW iBuy+ Goods and Services prior to engaging a new source of supply for a good
or service that is currently under agreement with GW.

Supporting documentation:

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1. Purchase Order Process:

• A quote from the supplier, keeping in mind that competition is encouraged but not
required.
• If a service is requested, please include a Scope of work (SOW) or Specifications in the
absence of a quotation that will be incorporated as part of the PO to create a contract
between GW and the company. If assistance is needed in drafting these documents,
please contact Procurement for samples.
• Payment will be processed via an invoice sent to AP.
If a new supplier is being used, they must register in iSupply prior to engaging in work for
GW. If the supplier providing the service is an individual, first check the Worker
Classification Form (WCF) Exemptions https://taxdepartment.gwu.edu/worker-classification-and-
international-engagement-request-form-exemptions. If the service being provided is not listed,
please complete a WCF and send it to the Tax Department for review.

If the work being performed by an individual is being done outside of the United States, please
complete an International Engagement Form. Guidelines for the use of this form are provided on
the Tax website.
2. P-Card Payment Process:

• If you would like to pay for a services contract via P-Card, please forward a $0
requisition to Procurement with the contract and information requested in item
1. Procurement will review and route the document for legal and risk review. Once we
have executed the agreement, you are able to use your p-card for payment. No WCF
form is needed.
• A copy of the contract, invoice and receipt for payment should all be attached to the
transaction in iBuy+ when reconciling the card charge.
• Do not pay for services from international individuals on a p-card.

For questions, please call 202-994-2500 or email p2p@gwu.edu for assistance with your
purchase.

2.2.7 Federal Contracts $3,500 to $149,999

Purchases for services, supplies, and equipment for any item or group of similar items between
$3,500 and $149,999 from federal contracts follow the procedure below. Purchases must not be
split to avoid this threshold.

Three quotes are required to demonstrate competition. If the procurement process is handled by
the requesting department, a Justification and Approval Form must be attached to the requisition
documenting the process followed leading to the award.

If Procurement is handling the solicitation, a requisition in the budgeted amount of the contract,
along with a completed Requirements Document and a list of suggested sources (if known)
should be sent to Procurement via EAS.

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Sole-Source or non-competitive awards are procurements through the solicitation of a proposal
from only one source.

In accordance with the FAR, Section 6.1, Contracts may be awarded under Other than Full and
Open Competition when one or more of the following circumstances apply:

1. When the supplies or services required are available from only one responsible source,
(6.302-1)
2. Unusual and Compelling Urgency (6.302-2)
3. Industrial Mobilization; Engineering, Developmental, or Research Capability; or Expert
Services (6.302-3)
4. International Agreement (6.302-4)
5. Authorized or Required by Statute (6.302-5)
6. National Security (6.302-6)
7. Public Interest (6.302-7)

If an award is to be made from a single quote or proposal at this dollar level, A Justification and
Approval Form must be completed along with a Requirements Document and/or Scope of
Work.

Irrespective of the process followed, the above required information should be attached to a
requisition within EAS (Oracle R12) and be forwarded it to Procurement for further
action. Once received, a Procurement representative will contact you with a timeline for the
procurement to occur.

2.2.7 Federal Contracts $150,000 and above

A purchase for services, supplies, and equipment for any item or group of similar items over
$150,000 against a Federal Contract should be processed as a formal solicitation in the form of
an Invitation to Bid (Bid) or Request for Proposals (RFP). Public advertisement is required by
the Federal Acquisition Regulations (FAR), as such Procurement must handle the solicitation. In
order to begin this process, a requisition in the budgeted amount of the contract, along with a
completed Requirements Document and a list of suggested sources (if known) should be sent to
Procurement.

Sole-Source or non-competitive awards are procurements through the solicitation of a proposal

from only one source.

In accordance with the FAR, Section 6.1, Contracts may be awarded under Other than Full and
Open Competition when one or more of the following circumstances apply:

1. When the supplies or services required are available from only one responsible source,
(6.302-1)
2. Unusual and Compelling Urgency (6.302-2)
3. Industrial Mobilization; Engineering, Developmental, or Research Capability; or Expert
Services (6.302-3)

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 4. International Agreement (6.302-4)
5. Authorized or Required by Statute (6.302-5)
6. National Security (6.302-6)
7. Public Interest (6.302-7)

If an award is to be made from a single quote or proposal at this dollar level, A Justification and
Approval Form must be completed along with a requirements document and/or Scope of Work.

When publicly advertised, Sealed Bid(s)/RFP(s) shall be received until the date and time
indicated in the document for the return of Bids/Proposals. Any Bid/Proposal received after the
designated time shall neither be accepted nor considered for evaluation, recommendation and
award.

Once a request for Bid/RFP is released, the university is under a “code of silence.” Individuals
should not discuss the requirements of the solicitation or in any way offer additional information
to suppliers outside of a formal addendum to the solicitation documents. If a supplier contacts a
school/department directly, that potential supplier should be referred to the appropriate
representative issuing the solicitation. No verbal or written information obtained other than by
the Bid/RFP documents or by an addendum to the Bid/RFP is binding on the university.

Unless otherwise noted in the Special Conditions section of a Bid/RFP, responses received to
Bids/RFPs shall not be publicly opened. Bids/RFPs will then be evaluated, tabulated, and an
award recommendation made. A supplier may not proceed with filling the requirement of the
Bid/RFP until a contract has been executed or a Purchase Order released to the supplier.

See Chapter 5 on Methods of Procurement for further information on Bids and RFPs and their
associated procedures.

Irrespective of the process followed, the above required information should be attached to a
requisition within EAS (Oracle R12) and be forwarded it to Procurement for further
action. Once received, a Procurement representative will contact you with a timeline for the
procurement to occur.

If you have questions on how to proceed with your procurement, please call 202-994-2500 and
ask for a Contract Services representative.

Sealed Bid(s)/RFP(s) shall be received until the date and time indicated in the document for the
return of that Bid(s)/RFP(s). Any Bid(s)/RFP(s) received after the designated time shall neither
be accepted nor considered for evaluation, recommendation and award. See section 5.4 for
definition of sealed bid and section 5.5 for definition of RFP and their associated procedures.

Once a request for Bid(s)/RFP(s) is released, the university is under a “code of silence.”
Individuals should not discuss the requirements of the solicitation or in any way offer additional
information to suppliers outside of a formal addendum to the solicitation documents. If a supplier
contacts a school/department directly, that potential supplier should be referred to the appropriate

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representative issuing the solicitation. No verbal or written information obtained other than by
the Bid/RFP documents or by an addendum to the Bid/RFP is binding on the university.

Unless otherwise noted in the Special Conditions section of a Bid/RFP, responses received to
Bids/RFPs shall not be publicly opened. Bids/RFPs will then be evaluated, tabulated, and an
award recommendation made.

A supplier may not proceed with filling the requirements of the Bid/RFP until a contract
has been executed or a Purchase Order released to the supplier.

2.2 Purchases Exempt from Competitive Process

There are a number of purchases that are exempt from competitive source selection and may be paid
through a Payment Request Form through University Payables directly or by using a P-card. POs
are not required for payment but may be created upon request.

Please visit the Procurement website for the most current list of competitive exemptions.

Chapter 3 – Requisitions
Information presented on the requisition provides the basis for Bids or RFPs sent to potential
bidders or offerors supplying the needed goods or services. The requisition serves to inform the
buyer of the needs of the school/department and to fully define the material or services
requested. An accurate and well-planned requisition will ensure the completion of an economical
and timely procurement transaction.

3.1 Pre-Planning

A. It is important for schools and departments to invest a sufficient amount of time in preparing
their requisitions for the items or services needed. Schools and departments must remember that
their requisitions will determine what they will receive and how quickly they will receive it. Any
additional information supplied to the buyer will help the purchasing process flow smoothly
(e.g., suggested suppliers, manufacturer or model numbers, previous POs, brochures or
literature). However, if a school/department has critical, complex or expensive requirements,
these should be coordinated with the buyer prior to the issuance of the requisition.

B. The formal Bid or RFP process (for procurements valued over $150,000) may take 45-90
days from the time of receipt of specifications to final approval. Administrative lead time for
purchasing includes preparation of the bid or proposal documents and review by the using
department prior to release (mailing).

C. The rule, "Five W's and an H” should be used when preparing or reviewing a requisition.

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 • Who: Who needs it? Who will receive the goods or services? Who will administer the
contract and ensure compliance by the supplier? Who are the recommended suppliers?
Who is authorized to approve the requisition?
• What: What is needed (e.g., item, service, installation, training, warranty)? What are the
critical features that the school/department must have? What funds will be used to pay for
the item? What is the budget estimate? What are the criteria for acceptance or rejection?
• Where: Where must the item be delivered? Where will it be used?
• When: When must the item arrive or service be provided? When will the
school/department personnel be at the location to receive the item?
• Why: Why is the item needed? Why is the delivery time important? Why are certain
features important?
• How: How is the item to be used? How is it to be packaged for delivery?

3.2 Requisition Preparation

A purchase requisition is the initiating document required for the purchase of items and the
engagement of service providers. Purchase requisitions transfer the authority to expend funds.
This document is prepared electronically through the GW Enterprise Accounting System (EAS)
financial system by authorized individuals within schools and departments. Depending on
various elements and method of procurement, Procurement staff will convert the purchase
requisition into a PO.

Typical components of a Requisition:

• Description of the requirement;

• Quantity of the item(s) to be procured;
• Delivery or performance requirements;
• Any recommended special packaging and marking requirements;
• Inspection and acceptance requirements;
• Recommended sources;
• Any recommended special contract administration requirements;
• Any recommended special provisions or clauses (e.g., options, university-furnished
property, grant flow-through terms and conditions, contract template etc.);
• Any recommended price-related factors for award;
• Any recommended non-price evaluation factors for award (if any);
• Justifications and approvals for other than full and open competition (if needed);
• Acquisition plan (if required for federal funds);
• Determination that a pre-bid or pre-proposal conference is needed; and
• Independent cost estimate/acquisition plan (if required for federal funds).

Procurement will review and approve the requisition and complete the contracting process once
all documentation is received. Please remember:

• Should major deficiencies or omissions be identified, the requisition shall be suspended

and the school/department contacted to supply any missing information or to make the
necessary corrections.

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 • Failure to provide the needed documentation within three business days may cause the
requisition to be returned to your school/department for further processing.

For information on entering requisitions into the EAS financial system, please visit EAS System
Training and Support at https://eas.gwu.edu/home/support/support.cfm

Chapter 4 – Specifications
The term "specification" refers to that portion of a solicitation that describes the characteristics of
a commodity or service required by a school/department. It is used interchangeably with the
terms, "purchase description," "purchase specification," "purchase requirement," "commercial
item description, and “scope of work."

A specification may include requirements for samples, prototypes, inspection, testing, warranty
and packaging. The specification portion of a solicitation should not contain bidding instructions,
contractual terms and conditions, pricing formats or similar materials.

4.1 Authority for Specifications

The ordering school/department has the authority and responsibility for specifications. Since the
purpose of a specification is to translate a user's need into the delivery of goods or services, the
development of specifications must be a cooperative effort between the ordering department and
Procurement. However, prior to release of a specification, as part of a solicitation, the buyer must
be satisfied that its inclusion will result in a fair and equitable purchase.

4.2 Types of Specifications

There are several types of specifications. The development, selection and use of a particular type
of specification, is dependent on the situation, time, information available and needs of the user.
Procurement staff is available to assist with determining which type to use.

A. Performance Specifications (also known as functional specifications) are preferred since they
communicate what a product is to do, rather than how it is to be built. Among the ingredients of
a performance specification would be the following:

• A general description;
• Required characteristics to performance (minimum/maximum) including speed, storage,
production capacity, usage, ability to perform a specific function;
• Operational requirements, such as limitations on environment, water or air cooling,
electrical requirements;
• Site preparation requirements for which the contractor will be responsible, such as
electricity, plumbing, or for which the university will be responsible;
• Compatibility requirements with existing equipment or programs;

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 • Conversion requirements for maintaining current equipment or system until switching to
the new equipment or system;
• Installation requirements;
• Delivery date;
• Maintenance requirements;
• Supplies and parts requirements;
• Quantity and method of pricing;
• Training Requirements;
• Warranty; and
• Service location and response time.

B. Design Specifications employ dimensional and other physical requirements and concentrate
on how a product is fabricated, rather than on what it should do. Design specifications are
normally prepared by architects and engineers for construction or custom manufactured
products. Among the ingredients of a design specification would be the following:

• Dimensions, tolerances and specific manufacturing or construction processes;

• References to a manufacturer's brand name or model number; and
• Use of drawings and other detailed instructions to describe the product.

C. Brand Name or Equal – When a specification mentions a manufacturer's brand name or model
number, it shall also include the words "or equal." In this regard, "or equal" is interpreted to
mean, "substantially equal and capable of performing the essential functions of the referenced
brand name or model." Any specific features of the referenced brand that must be met shall be
identified in the requisition. This will help make certain we have as many options as possible.

D. Scope of Work for Services – This is a written description of the contractual requirements for
the materials and services contained within a Request for Proposal. The following is an outline of
the types of information needed to scope out the work that is included in a requisition for
purchase of professional or other services:

• General Requirements. Describe the service provider/contractor's responsibility to

provide a service, a specific study, design or report for the requesting school/department.
• Specific Requirements. Address the specific tasks, sub-tasks, parameters and limitations
that must be considered in producing the service or final project. Such factors as the
following should be included:
o Details of work environment;
o Minimum or desired qualifications;
o Amount of service needed;
o Location of where service is to be performed;
o Definition of service unit;
o Time limitations;
o Travel regulations or restrictions;
o Special equipment required; and
o Other factors affecting working environment.

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 • University Provided Materials or Services. List any plans, reports, statistics, space,
personnel, or other university-provided items that must be used by the contractor.
• Deliverables, Reports and Delivery Dates. Identify the specific delivery dates for all
documentation or other products the contractor must furnish. Be clear about the
expectations of the university for the contractor's performance.

4.3 Statement of Work

A statement of work (SOW) is a formal document that details the work, deliverables, locations,
timelines, pricing, and other requirements of a contractor in performing specific work. The SOW
is typically used after the RFP process, builds on the scope of work, and is used to manage the
agreement once it is time to execute. The SOW can also be used as a “task order” when placing
an order against an established contract. See Appendix B for assistance with writing a SOW.

4.4 Specification Drafting

Schools/Departments are responsible for the first draft of specifications to be submitted to

Procurement. Lengthy and complex specifications may be submitted as an attachment in EAS on
the requisition. After Procurement has reviewed the specifications and written any special terms
and conditions in addition to our standard terms and conditions, the school/department will be
forwarded a draft for review and approval. Keep the following in mind when writing
specifications:

• Be specific and detailed in presenting mandatory requirements in construction projects,

goods or services, (e.g., licensing, drawings, blueprints, bonding requirements, and
insurance).
• State a requirement of fact once, and avoid duplication.
• Don’t present something as mandatory if it is really optional;
• Try not to write specifications or scopes of work that restrict response to a single
bidder/offeror.

Chapter 5 – Methods of Procurement

5.1 iBuy+

Procurement has pre-negotiated pricing agreements with many of the suppliers the university
uses on a repeat basis. Many of these suppliers are represented on GW’s online procurement
platform at http://www.ibuy.gwu.edu, for direct use by departments. For processing, most orders
will be shipped within a day. However, other orders that require configuration or have longer leads
will take more time. Invoices are submitted directly from the supplier to University Payables.

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For further information, visit http://www.ibuy.gwu.edu or contact the iBuy+ Hotline at 571-553-
4477.

5.2 P-Card Program

The P-Card is a “corporate” credit card that can be used to make small-dollar purchases
necessary to conduct university business. The P-Card is administered by Procurement.
The P-Card is a “corporate liability” card meaning that the university pays the bill in full. The P-
Card is used by authorized university staff, faculty, and student employees, and by designated
affiliate fiscal staff to purchase small-dollar items (up to $3,500) for university use. The
authorized cardholder is able to purchase directly on behalf of the university, thereby facilitating
tax-exempt purchases.

For more information on the P-Card program at the university, please visit
www.procurement.gwu.edu/p-card.
It is also important to be familiar with the Procurement Card (P-Card) policy.

Finance Directors of each school/department will also be able to explain relevant procedures.

5.3 Emergency Purchases

The Emergency Procurement Policy authorizes the approval and waiver of competitive processes
when the items needed are necessary to maintain a safe operational environment, the loss of
which would create a situation which would adversely and unduly affect the safety, health or
comfort of buildings and their occupants or otherwise cause loss to the university.
The following are the criteria for determining whether to use Emergency Purchase Procedures:

• An equipment breakdown or act of God threatens to terminate essential services; or

• Public safety, health or welfare is threatened by a dangerous condition or immediate need
for supplies, equipment or services.

The following procedures should be followed for emergency situations. During normal
university business hours, the dean/department head shall notify Procurement of the emergency
situation and shall provide the buyer with the following:

1. The nature of the emergency;

2. The estimated cost of the service/goods required;
3. The supplier recommended to receive the order; and
4. A requisition entered and approved in EAS.

Written justification of the purchase shall be signed by the initiating dean/department head and
his/her assistant dean/director. Procurement will then have it approved by the executive vice
president and CFO (EVP&CFO) or designee and will process the PO.

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If a purchase must be made during other than normal university business hours, the initiating
dean/department head shall call the Executive Director of Procurement or designee or the
EVP&CFO or designee and request approval to proceed with the emergency purchase. The
above-mentioned paperwork shall follow the approval of any such emergency purchase prior to
the close of the next business day at the university.
The initiating dean/department head shall take special care in ensuring the emergency service is
completed promptly and accurately. Any problems should be reported promptly to the Executive
Director of Procurement.

5.4 Informal Bid/Quote Solicitation Procedure

A bid/quote or proposal solicitation is the process of notifying potential qualified

offerors/bidders that you have a need for a specific product or service and wish to receive
bids/quotes or proposals on… Regardless of the threshold or procurement method, all bid
solicitation documents should have enough details to allow potential offeror/bidder to submit an
adequate response and to avoid unnecessary change orders and risk of exceeding your budget.
For bids solicitation or quotes request under the micro-purchasing threshold where only one
quote is required, request may be made my calling or emailing the offeror. Documentation of the
solicitation should include by not limited to the elements below if additional elements are
identified and deemed necessary:
Document call details to include:

• Offeror name
• Agent spoke to name and contact information to include email address if possible
• Quantity, hourly rate/unit price and or price agreed to
• Delivery date…
• If possible, email the offeror right after the call to document the discussion and use this
email in place of quote when submitting requisition in EAS

Email bids solicitation or quotes request should include:

• Supplier name and representative

• General description of the goods or services being procured
• Estimated quantities of goods or services
• Hourly rate/unit price and total price
• Delivery date…
• This email in place of quote when submitting requisition in EAS

Quote (s) from offeror(s) emailed or faxed should:

• Be on company letterhead if possible

• Contain company contact information – name, address, point of contact and phone
number…

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 • Have general description of the goods or services being procured
• Have estimated quantities of goods or services
• Have hourly rate/unit price and total price
• Delivery date and or any other specifications

For bids solicitation or quotes request exceeding the micro-purchasing threshold where
competition and written quotes are required but not a formal RFP/Bid response, request may be
made by email, snapshot of pricing from potential vendors’ website or official quotes submitted
by the vendors on their letterhead. Documentation of the solicitation should include by not
limited to the elements below if additional beneficial elements are identified and necessary:
Requirements/Solicitation Document

• Requirements document or scope of work with enough in scope/detail to allow offerors to

identify the general nature of the goods or services to be procured,
• How the goods and/or services will be used
• Eligibility requirements of offerors
• Offeror's years of experience,
• Offeror's past performance
• Facilities, reputation, financial resources, and other factors necessary to fulfill the terms
of the contract successfully.
• Estimated quantities of goods or services
• Inclusion of the university’s standard terms and conditions. Contact Procurement
Department for RFP/RFQ template if needed
• Performance period or duration of the contract if applicable
• Deliverables details or terms
• Delivery terms such as time or days of delivery, unloading and shelving services,
distribution of materials, location(s) of delivery, etc.
• Place of performance or delivery
• Delivery date
• Inspection and acceptance,

Procedural issues to be considered

• How and who to contact at the school/department for questions and clarification
• Clarification procedures that the school/department will use to explain the solicitation
and respond to questions,
• The date and time by which the bid or proposal is due (same proposal due date should be
granted to all bidders),
• Allowable methods for offerors to submit a response (i.e., by mail, hand delivery, or
electronic mail…)

Pre-bid meeting and conference information, including a notice when attendance is mandatory, if
applicable

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Required forms and certifications that must be completed and submitted with the bid or proposal
(i.e. Bond and permit…)
An explanation of how the school will proceed if a contract cannot be executed with the apparent
successful offeror,
Cancellation, withdrawal, and reissuance procedures that the school/department will use when
the solicitation is withdrawn for cause or convenience, protest procedures that are available to
offerors to resolve disputes … Contact your Procurement team for assistance.
Details of what method and criteria will be used for evaluating responses and may include
factors and weighting information – See evaluation criteria table below:
Example of RFP weighted criteria matrix:
Criteria should be weighted carefully to assure that they are properly weighted in accordance
with the importance of each criterion and tight to the need objectives.

Criteria Weight
1 Organization’s qualifications and experience 30%
2 Approach/Philosophy 15%
3 Qualifications of Staff 15%
4 References/Depth of Client Base 20%
5 Pricing 20%
Total 100%

5.5 Competitive Sealed Bidding - Invitations to Bid

A competitive sealed bid is a method of source selection in which an award is made to the most
responsive and responsible bidder whose bid complies with the specifications contained in the
solicitation. The competitive sealed bid process includes the following elements:

• Issuance of a written invitation to bid;

• Required receipt by the university at the date and time advertised;
• Evaluation of bids based upon the requirements set forth in the Bid; and
• Award to the lowest-cost responsive and responsible bidder meeting all of the terms and
specifications specified in the solicitation.

Responsibilities

School/Division P-2-P (Procurement)

• Submitting a funded purchase • Preparing bid solicitation documents
requisition with an attached set of based on the requisition and specifications
specifications describing the catalog submitted by the school/department.

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 description, design or performance • Ensuring the process is open, equitable
characteristics of the goods or and fair to all potential suppliers.
services required. • Issuing and posting notification of the
• Reviewing the bids received by sealed bid requirement.
Procurement to be certain that the • Receiving and securing bids prior to bid
offered products or services meet the opening in a secure facility.
specifications of the bid. • Opening bids at the date and time given in
• Documenting reasons, based on the the bid.
specifications, why a bidder should • Tabulating and analyzing the bids to
not be considered for an award, if determine the apparent lowest responsive
necessary; and and responsible bidder.
• Recommending award to the most • Providing copies of the apparent lowest
responsive and responsible bidder responsive and responsible bid and the
meeting the specifications. results of the analysis to the requisitioning
school/ department for review.
A Note on Processing Times
1. A school/department should take no more than five working days to review a draft bid
document or the results of a sealed bid and return its recommendations to Procurement.
2. Procurement should take no more than five working days to review and notify department
of bid results. However, for Federal awards, time must be given to allow for public notice
prior to formal award.
3. All those involved need to be notified of the delay whenever a review is expected to
require additional time and analysis.

5.6 Non-Responsive, Non-Responsible and Debarred Suppliers

GW has a policy not to do business with companies that have been debarred from working with
the Federal government. For instructions on how to access the list, visit the Department of Labor
website at:
http://www.dol.gov/ofccp/regs/compliance/preaward/debarlst.htm
It is also important to understand the reasons why a bid might be declared non-responsive or
non-responsible.

Determination of Non-Responsiveness Reasons: Determination of Non-Responsibility

Reasons:
• They substitute their standard terms and
conditions for those included in the • The bidder is not a regular dealer or
solicitation document; supplier of the goods and services
• Qualify their offers in such a manner as offered;
to nullify or limit their liability to the • The bidder does not have the ability to
university; comply with the required delivery or
• Offer an all-or-none proposal; performance schedule;

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 • Fail to conform with the required • The bidder does not have a satisfactory
delivery schedules as set forth in the record performance as documented
solicitation or the permissible prior to the receipt of bids by the
alternatives; requesting school/department, the
• Qualify their prices in such a manner division or other jurisdictions;
that the proposal prices cannot be • The bidder is debarred by the
determined; university or the federal government.
• Make the proposal contingent upon the The bidder may be considered non-
receipt of other awards currently under responsible if they do not have a
consideration; satisfactory record of integrity or if
• Fail to provide the required bonds; or they are debarred or suspended by
• Present any substantive difference another governmental jurisdiction; and
between the RFP and the proposal’s • The bidder does not have the
terms and conditions, or inconsistencies necessary facilities, organization,
and errors in quantitative or other experience, technical skills or financial
reasoning. resources to fulfill the terms of the PO
or contract.

Confidentiality: Department staff shall not discuss bids with competing suppliers nor shall they
discuss with any supplier the recommended award or the reasons for awarding or not awarding to
any bidder. During the solicitation period, all supplier questions should be collected and
responded to in writing through an addendum. Following award, debriefing of suppliers is
allowed, but discussions should be focused on their bid and why it was unsuccessful, vs. the
other bids received.

5.7 Request for Proposals and Competitive Negotiations

Request for Proposals (RFPs) are normally used when the item or service required cannot be
easily specified or is of a qualitative nature. RFPs are used to solicit proposals for services or
other complex requirements where price is not the sole factor in determining award.
RFP Process Summary
When an RFP will be issued, the first action should be to establish the evaluation committee to
verify that the scope information represents the work to be done and to validate that the
evaluation criteria is appropriate and represents the accurate weighting for each criterion.
When Procurement issues the RFP documents, the following is the process that will be followed
to ensure the best possible outcomes.
1. A purchase requisition should be prepared by the department and include the following:

• The scope of work for the project. This should include the following elements, as a
minimum and should be submitted in EAS as a Word document:
o Background of the requirement;
o Objectives of the RFP;
o The expected schedule; and

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 o Expected deliverables.
• The recommended evaluation criteria for the RFP, names and location of the evaluation
committee and a list of prospective offerors to be contacted.

2. Procurement will prepare a draft RFP and submit it to the school/department for review. After
all changes are made to the draft, it will be released to prospective offerors.
3. Procurement will receive and secure all proposals until the date and time announced for the
closing. At that time, the proposals will be opened, recorded and reviewed to be certain the
administrative requirements of the RFP have been met.
4. Procurement will forward copies of the proposals and RFP to evaluation committee members
and the school/department contact. These will be accompanied by an instruction memorandum,
and any other pertinent information.
5. Committee members will independently read and evaluate the proposals prior to the
committee's first meeting. The evaluation must be done in accordance with the criteria contained
in the RFP. Committee members must treat the information in proposals as confidential during
the evaluation process. The ratings for individual criteria as well as the overall rating will be
consensus ratings.
6. The Procurement representative shall facilitate and assist the committee. The Procurement
representative will arrange interviews and clarifications, if necessary.
7. The committee will submit a recommendation for award to Procurement. A copy of the
committee rankings will be kept in the RFP file. The committee's recommendation must contain
the following:

• Name and location of the offerors considered;

• A ranking of the proposals submitted;
• The criteria used for evaluation;
• The consensus and recommendation for award of the committee; and
• If applicable, recommendations for any provisions or prices which are to be negotiated
with the recommended offeror.

8. The committee shall not consider its recommendation as authorization to notify any offeror of
the status of the evaluation.
9. The committee chair will provide a written recommendation to the dean/department head
supporting its review and recommendation. If management approves the committee’s
recommendation, the procurement action will continue through the normal university
procurement and contract approval process. If management rejects the committee’s
recommendation, and selects a different vendor, then management will notify the committee
chair of this action along with the reasons and justifications. Management may reject all of the
vendors and ask that the procurement process be re-opened and the committee will be
reconvened to review the new bids and quotations.

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10. Once management approves the selection, Procurement, in cooperation with the
school/department, will conduct negotiations with the highest ranked offeror. If agreement
cannot be reached, negotiations may begin with the next highest ranked proposer or subsequent
proposers until an agreement is reached or all proposals are rejected. The school/department will
be asked to review the draft contract document before the buyer and the contractor execute it.
11. Procurement will notify all offerors of the selection and debrief any offerors requesting a
debriefing.
12. If the RFP is for a professional service that does not allow cost to be a factor in evaluating,
the committee will provide Procurement with a short list of offerors in the order in which they
are ranked. Procurement will seek price proposals and negotiate a contract in coordination with
the school/department.
Please read Appendix A – Evaluation Committee Formation and Procedures for details on
the process and services provided.

5.8 Responsibilities for Procurements on Sponsored Projects

This section assigns accountability for both federal and non-federal sponsored projects
procurements to:

1. The Sponsored Project Administrator (SPA) from the Office of the Vice President for
Research (OVPR). The SPA is responsible for the review and approval of proposed
procurements that includes determining that the proposed procurement is reasonable,
allowable, allocable, and appropriate for the purpose of the sponsored projects.
2. The Director, Sponsored Projects. The Director serves as a general resource to
Procurement in interpreting federal regulations related to sponsored projects and to PIs in
complying with GW procurement processes. The Director is responsible for educating
PIs with respect to the regulations and requirements for procurements on sponsored
projects.
3. Procurement. As indicated above, Procurement is responsible for final approval of
procurements and the initiation of purchases. Procurement is not responsible for
identification and/or final approval of sub-awards, but simply processes the transactions
when provided the required documentation.
4. The Principal Investigator (PI). The PI is responsible for:

• Identifying procurement transactions and forwarding requisitions through the

department/school administrative staff to the SPA.
• Coordinating with the department/school administrative staff, SPA and Procurement on
federally sponsored projects to conduct procurement transactions that are $3,500 or
greater to provide open and free competition to three or more responsible sources.
• Ensuring that no sponsored research funds are expended or committed prior to
appropriate reviews.
• Providing clear and detailed justifications when requesting a named source.

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 • Providing any additional documentation that may be required by the sponsor or internal
policies and procedures.

Please see Appendix C for definitions of terms related to federally-funded sponsored research
grants.
Sub-Awards
Fully executed sub-awards for all dollar levels should be forwarded to Procurement in the form
of a Notice of Grant Award (NOGA) requisition to reserve the funding as a NOGA and not as a
PO. In the case of uncertainty as to whether the resulting contractual document is a contract or
sub–award, please consult your OVPR SPA or Procurement for guidance. Sub-awards that
conduct collaborative research and development under grants and cooperative agreements are not
subject to the procurement documentation criteria and procedures. Agreements that contract for
commercially available goods and/or services are not sub-awards.

Chapter 6 – Contracts and Leases

6.1 Contracts

A contract is a written agreement for the purchase or disposal of supplies, services, insurance,
equipment or construction. To be effective, a contract must include an offer and acceptance by
competent parties to furnish goods and/or services for an agreed monetary consideration.

Procurement Facilitates access to Three Types of

Contract Types
Contracts
1. Blanket Agreements. These 1. University Contracts. Established by Procurement,
contracts establish the commitment of these contracts are specifically intended either for
a supplier to furnish the purchaser's university-wide purposes or for a specific
requirements for items or services on school/department. Example: Filtered Water, Office
an as-required basis. Supplies etc.
2. Governmental Contracts and Other University's
2. Term Contracts. These contracts
Contracts. These contracts are entered into by other
establish a source of supply for goods
higher-ed institutions and/or governmental
or services during a specified period
entities. These agreements have a "piggyback" clause
of time. Often these have a discount
acknowledged by the contractor that may be used by
off list price structure but have a firm
other non-profit entities and institutions of higher-
start and end date.
education, such as GW.
3. Requirements Contracts. These are 3. Cooperative Purchase Contracts. These are contracts
agreements in which the supplier where two or more named entities combine their
agrees to supply all of the purchaser's requirements in order to realize a volume cost
normal requirements for an item(s) at advantage. GW may use these contracts even if not
a specified price during a specified specifically named in the original cooperative purchase.

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period. Quantity and delivery dates
are unknown at award.

6.1.1 Use of University Contracts

Whenever Procurement has executed a contract for a particular commodity or service, schools
and departments are encouraged to order from that contract. Contracts established for university-
wide use can be found on the Procurement website at www.procurement.gwu.edu/best-value and
through www.ibuy.gwu.edu.
Contracts should be processed in accordance with the Contract Process Guide. For further
questions on contracts and delegation, please contact Procurement or the Office of the General
Counsel.

6.1.2 Execution of Contracts/Agreements

Only individuals that have received specific delegation of authority are authorized to sign
contracts that bind the university for the purchase of goods, services, insurance or construction.
Please see the Signing of Contracts and Agreements Policy for further information, or visit the
Procurement website for the Signature Authority Table.

6.2 Leases
There are two types of leases that the university will enter into for the purchase or use of
equipment or services: capital and operational. With a Capital lease, at the end of the term of
the lease, the university owns the item. With an operational lease, the university is paying for the
use of the item, but as with a leased vehicle, after the term of the lease ends, the item is returned
to the leasing company and GW is free to either lease another item or purchase the same item for
its fair market value, or pre-determined price as established in the lease.

6.2.1 Lease-Purchase Decision

A lease-purchase decision is based on the results of a cost-benefits analysis of the costs to own,
costs to lease, and the advantages and disadvantages of any other relevant factors [Institute for
Supply Management, 2000].
Factors to be Considered: A cost-benefit analysis can take several forms, however consideration
of the total costs associated with the life cycle of the equipment, to include asset management
and disposal should be made prior to moving forward with a purchase. These factors include:

• Length of time the item will be used

• Total of rental payments for the period of time to be used
• Outright purchase price of item
• Transportation and installation price of item
• Maintenance and service costs
• Funds availability and cost of capital
• Obsolescence due to rapid advancement of technology

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Additional considerations, depending on the cost, complexity and period of use could include:

• Alternate purchase options

• Use by others after initial purpose has ended
• Continued maintenance by in-house staff if purchased vs. leased

Chapter 7 – Supplier and Contract Performance

7.1 Importance of Supplier Performance

Among the important reasons for maintaining properly documented supplier performance are the
following:

• To use when considering debarment or suspension of suppliers;

• To use in making decisions on tie Bids;
• To use as evidence in court cases;
• To justify a claim for liquidated damages;
• To justify a declaration of supplier default;
• To justify the university seeking delivery from another source and charging the difference
to the defaulting supplier;
• To use as justification for withholding payment until performance is completed; and
• To use in processing warranty claims.

It is critical to manage the performance of all suppliers. Procurement will not seek to disqualify
any supplier without a properly documented performance file. Payment may not be withheld
unreasonably from a supplier if services/goods have been delivered and invoiced, unless there is
demand in writing for the supplier to correct an unsatisfactory situation with a definite "date
certain" for performance.

Assuring proper performance by suppliers requires cooperation and communication between

schools/departments and Procurement. Timely action on the part of the schools/department and
Procurement is a prerequisite for enforcing the terms of purchase orders and contracts.

7.2 Non-Compliance

Failure by suppliers to deliver on time, in the proper quantities, or to meet other contractual
agreements or performance milestones are serious discrepancies that must be handled in a
prompt, uniform and fair manner.

When a noncompliant circumstance becomes apparent, the school/department should promptly

contact the supplier to request rectification of the situation. A complete record should be made of
the contact to include the name, title and telephone number of the person contacted and any
promises made by that person.

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If the supplier continues to be noncompliant after the initial contact, notification of
noncompliance should be forwarded to Procurement with complete background information.

Procurement will provide the supplier with a written notice to "cure" the situation. If the supplier
fails to comply with the terms of the contract or order after this notice, Procurement will cancel
the agreement, order from another source, and seek to recover the difference in price, if any,
from the noncompliant supplier.

Procurement will document the supplier record to provide a complete history of the supplier's
performance.

Chapter 8 – Cooperative Purchases

Cooperatives are contracts where two or more named entities combine their requirements in
order to realize a volume cost advantage. The university may use these contracts even if they are
not named in the cooperative purchase.

8.1 Basis for Using Cooperative Programs

This form of procurement has the benefits of reducing administrative costs, eliminating
duplication of effort, lowering prices, sharing information, and taking advantage of expertise and
information that may be available in only one of the participating agencies.

Cooperative purchasing transactions must be legitimate and enforceable. There must be

mutuality between buyers and sellers and a commitment on the part of participants in the
cooperative purchasing process to purchase from the successful supplier.

8.2 Types of Cooperative Purchasing

The following are the three types of cooperative purchasing that may be used by the university:

1. Two or more entities combine their requirements into a single request for bids. One of
the participants serves as lead jurisdiction and performs the administrative details of
preparing and issuing bid documents, analyzing bids and recommending award of a
contract. The other participating jurisdictions commit to using the resulting contract for
their requirements to be purchased. This section shall include all contracts established by
U.S. Communities, Western States Cooperative Alliance, Educational and Institutional
Cooperative as well as other cooperatives established for use by non-profits and
institutions of higher-education.
2. "Riding" or "piggybacking" another entity's contract. The supplier must agree to offer
the commodities to the "riding" jurisdiction at the same terms and conditions as were
offered to the contracting entity.

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 3. Federal Contracts. Contracts established by the General Services Administration on
behalf of the federal government. The terms and conditions are then granted to the
university by the sponsor’s contracting officer for use by GW on the contract.

8.3 Procedures

If a school/department becomes aware of a contract held by another entity that may be of benefit
to the university, the school/department should submit a purchase requisition for the items
required. The requisition should contain a notice to Procurement explaining the existence of the
contract with as much information as is available to assist Procurement in locating the
information needed to make the determination required by university Policy. Procurement will
then contact the supplier to secure agreement to allow GW to use the contract.

From time to time, Procurement may request estimated quantities of commodities to be used by
schools/departments in cooperative bid processes initiated by Procurement or other entities.

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Appendix A - Evaluation Committee Formation and
Procedures
The following outlines all the details needed to form and work through the committee
procurement process.

Functions of the Committee

1. Determine and Apply Evaluation Criteria

2. Evaluate Proposals Individually and/or Discuss
3. Rank and/or Develop a Shortlist
4. Interview/Obtain Clarifications
5. Recommend Award

Where does the committee begin?

The evaluation committee first reviews all of the relevant information (e.g., scope of work,
purchase description/specifications) and develops weighted evaluation criteria that will establish
the standards by which to measure how well an offeror’s approach meets the needs of the
requesting department or the RFPs performance requirements.

The establishment of these criteria is critical, since only those standards listed in the RFP can be
considered in the evaluation of competing offers.

The second major task of the committee is to agree upon a scoring method to rate or rank the
offers. Once a scoring system has been devised, it must be impartially applied to each proposal.

What are the next steps?

Clarify each member’s role on the committee and establish a work plan and schedule that
includes clear milestone dates. The committee must review the solicitation documents (Request
for Bids or Request for Proposals) and then review procedures to be used during the process. At
the request of the department or school needing the goods/services, the Procurement
representative may serve as the committee chair. Committee members should work out an
acceptable workload arrangement with their supervisor in order to allow time for committee
activities. Management must be supportive of all the arrangements so that committee members
can adequately fulfill their evaluation duties.

What does the committee chair have to do?

The chair of the evaluation committee (i.e., Procurement representative or school/department

representative) is charged with the responsibility of assuring that the committee’s actions are in
accordance with all GW policies and applicable guidelines. The chair establishes a timetable for
evaluation activities and assumes the responsibility for keeping activities on schedule. If
necessary, intervention by management to assist in enforcing the completion of scheduled events

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can be solicited. The chair is responsible for scheduling and coordinating the activities of the
evaluation committee; however, these efforts can be negated if the committee members are not
cooperative and do not make the required time commitment to committee
activities. Participation on an evaluation committee is a priority effort.

The chair also arranges the time, date and place for any oral sessions that the committee feels are
necessary and notifies the offerors. The offerors are individually scheduled to appear before the
committee; and all other offerors are normally barred from attendance unless prohibited by law.
It is customary for the committee to ask a certain set of questions that apply to all the offerors
invited to oral sessions in addition to specific questions that are directed to specific offerors.

Other Key Roles

School/Departmental Representative and Other

Procurement Department
Technical Party's Role
• Serve as Committee Chair when
requested (Administrative);
• Votes, if voting member; • Serve as Committee Chair when
• Ensures integrity of procurement requested (Administrative);
system; • Votes, if voting member;
• Ensures compliance with RFP • Develop scope of work and technical
requirements; requirements;
• Schedules Committee meetings; • Develop budget estimates;
• Schedules supplier interviews; • Develop technical questions for orals;
• Keeps minutes and files; • Negotiate technical RFP aspects; and
• Corresponds with RFP respondents; • Provide overall technical input.
and
• Negotiates financial issues.

What is the Evaluation Committee Code of Conduct?

• Committee membership obligates the individual to both a commitment of judgment as

well as time. Participants serving on a committee evaluating proposals are morally bound
to be as objective and fair as possible, since these decisions impact the expenditure of
university funds and the business livelihood of the offerors in the private sector. Members
should also be prepared to make a priority commitment of time, since a timely turnaround
on award recommendation is important.
• Committee members should exhibit a competent, non-authoritarian attitude in
representing the university’s position on any particular procurement. There should be a
strong resolution as to the needs and interests of the university from the very beginning of
the procurement. Members should be reasonable, open-minded, and willing to entertain
and consider suggestions and compromises that could ultimately result in a better contract
for the university. Internal committee deliberations over the merits of proposals should be

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 constructive discussions. Members have the right to voice their opinions to either make or
refute a point.
• Evaluation committee members are expected to conduct themselves in a professional
manner at all times when dealing with prospective offerors, actual offerors, or the general
public. The opportunities for outside interaction can present themselves a number of
times. Pre-solicitation conferences, proposal openings and oral presentations are typical
examples of outside interaction.
• Inherent in committee membership is a trust that all proceedings be held in confidence
until final contract award is a matter of record. The only information a committee
member is obligated to divulge to an outside party is a reconfirmation of the contents of
the evaluation committee selection report. This document is the official statement of the
deliberations and decision-making process within any committee. In practice, all outside
questions relating to any area of the procurement process should be referred to the
committee chair.
• Individual committee members are responsible for defending their own vote. A voting
committee member is charged with recommending the award of a contract to the offeror
who gives the best proposal response to the university’s RFP.

What is the optimal composition of the committee and what are their crucial
tasks?

The evaluation committee is often comprised of university staff; however, other knowledgeable
people may be on the committee. The committee should include both technical and
administrative personnel and, if appropriate, should include user department staff and persons
from other departments. The committee may include individuals outside the university who bring
a special expertise to the process. Members of the evaluation committee or their immediate
family shall not have any financial interest in or any personal relationship with any of the
offerors.

If requested, Procurement will help coordinate the selection of committee members and assign
tasks.

Upon formation of the evaluation committee, the chair will convene a meeting to provide
instruction and direction on the process, role, responsibilities and requirements of the
committee/team. Typically, the chair and the end-user determine the composition of the
committee. To ensure integrity in the process as well as fair and open competition, the committee
members will be instructed to retain all evaluation documents; including worksheets, evaluation
forms, and notes during the evaluation. These will be returned to the chair for future reference
and referral. Committee members will also be instructed to individually and independently
evaluate, score and rank proposals by applying the same objective criteria and to refrain from
discussion with any other member during the evaluation process until which time the committee
meets as a whole to discuss their individual ratings and rankings.

Committee members are encouraged to take as many notes as they feel necessary when reading
through proposals. Not only does it help them to mentally organize the information, but also aids

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in any recap required to come up with final scoring. In addition, the notes become a quick
reference tool to an individual when the committee meets as a group to discuss each proposal.

If requested, Procurement will help coordinate the selection of committee members and
assign tasks.

What is the best way to establish the evaluation plan?

The first step in developing the evaluation plan is to identify parameters to be used in the
solicitation method. These parameters will measure the most important aspects of the offerors
proposals. Weighted rating factors are then assigned to the parameters which become the
evaluation criteria and must reflect the relative importance of each factor in the overall
evaluation. By reviewing the proposed weighting at this stage, Procurement can help the end-
user ensure that the most significant factors drive the choice of the recommended offeror. Again
the relative weighting of each component will differ for each RFP issuance. Finally, the plan
must indicate which offeror selection method will be used.

To establish the evaluation plan, considerable collaboration with and input from the end-user
must be secured. Consensus among all interested parties as to the manner in which proposals will
be evaluated, as well as the process and methods used must be achieved prior to the
commencement of the solicitation.

The purpose of the evaluation process is to identify the most responsive proposal and to ensure
sufficient accurate information is included to make a sound decision. A well-defined and
thorough RFP will result in a solicitation with multiple responses. Inclusion of the evaluation
method and criteria within the RFP is vital to achieving proposals that will meet the objective of
the solicitation.

What is the best way to establish the evaluation criterion?

RFP award decisions are based on the proposal affording the best value - in other words, not only
on the price but also on technical quality and other factors of the proposal. Therefore, fair
evaluations based on clearly defined evaluation criteria are very important. These criteria,
including price and non-price factors, weights and values by category, minimum upset score by
category, where appropriate, and the evaluation matrix, should appear in the RFP document. At a
minimum, the order of importance of the criteria should be stated.

Evaluation criteria are designed to determine which competing proposal represents the best value
or the optimum balance between price and quality. Consider having a combination of minimum
mandatory criteria as well as rated criteria. Evaluation criteria should relate directly to:

• The proposer’s understanding of the requirement;

• Experience of the offeror in providing services of similar size and scope;
• Professional qualifications and experience of the resources being proposed; and
• The proposed approach, work plan or solution.

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Procurement staff can provide guidance on the most appropriate way to factor in price for your
specific requirement. Always do a sensitivity analysis to ensure that the most relevant or
important criteria drive the decision.

Steps in the Evaluation Process

While the evaluation process is slightly different for every RFP, a strong similarity can be
anticipated. Typically there are five steps in the process:

a. Review for inclusion of mandatory requirements;

b. Discussions for clarification;
c. Preliminary evaluation;
d. Tentative cost evaluation; and
e. Discussion with responsible offerors for best and final offers.

There are a number of important responsibilities for Procurement and the Departmental/School
employees to take note of. First is the review of proposals for completeness – or “determination
of responsiveness.”

When the university solicits proposals through the RFP process, any and all contractual terms
and provisions may be subject to negotiation. Accordingly, the university is permitted greater
latitude in considering proposals that fail to conform to the requirements of the solicitation or
which qualify their response or suggest alternatives to the university’s stated requirements. It is
the soliciting department’s responsibility to review all timely proposals to determine their
responsiveness.

The university must determine whether or not the omission of any requirement of the solicitation
document or modification thereof is material. Such a determination cannot be made without
considering the possibility of waiving these deviations as possible minor technicalities. This
interpretation is based on the professional judgment of the procurement official in conjunction
with the end user and legal department.

To review when proposals will typically be deemed to be non-responsive see section 5.5 in this
manual. Examples of minor irregularities and informalities include but are not limited to the
failure of an offeror to:

• Provide information concerning the number of its employees;

• Return the number of copied, signed offers required by the solicitation;
• Furnish affidavits concerning parent company and affiliates;
• Failure to provide required insurance documents;
• Failure to provide requested samples; and
• Failure to return the proposal addendum or amendment, if on the face of the offeror’s
submittal, it is apparent to procurement that the offeror was aware of the addendum and
their proposal was submitted in accordance therewith.

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The university or the offeror may initiate clarifications to eliminate minor irregularities or
apparent clerical mistakes. However it is the university’s responsibility to verify any variances
between the offeror’s proposal and the RFP.

The university has the right to reject proposals that cannot be made responsive. Although the
university has greater flexibility in the case of RFPs than in the case of Bids, certain mandatory
requirements may be essential to the performance of the contract. This includes insurance
requirements, license requirements and certain types of certifications. The determination of
responsiveness must consider whether the offeror is capable of meeting these requirements in an
acceptable time frame prior to any contract award.

Following the determination of responsiveness, all proposals received should be screened for
compliance with mandatory requirements. Any discrepancies will be noted, along with proposals
that are non-conforming, once the initial review is completed.

If the offeror provides sufficient evidence within their response submission that it intends to
comply with all mandatory terms and conditions prior to award of the contract, the evaluation
committee may waive the non-compliance as a minor irregularity. It is highly unusual for a
proposal not to comply with mandatory requirements. An offeror who fails to meet a mandatory
submittal requirement is usually eliminated from further consideration with regard to the RFP.
The decision to eliminate a proposal submission must be thoroughly documented to justify the
committee’s decision.

Mandatory requirements must be clearly stated in the RFP. These requirements may be
administrative, such as “Proposals are due by April 3 and must be received no later than 3:00
pm, at the specified location.” These requirements may be technical in nature, identifying a
critical feature or functional capability. For RFPs with mandatory requirements, the evaluation
process will be a two-step process. The committee first examines each offer’s stated ability to
satisfy the mandatory requirements. Offers unable to meet these standards are eliminated from
further consideration. Once compliance is determined, the committee members assign a score to
each proposal based on the evaluation criteria defined in the RFP.

A mandatory condition is a requirement that must be met without alteration. One example is the
submission of the proposal by a specified time. If it is late, it is usually returned to the supplier
unopened. Another example is a requirement that the offeror must provide 24-hour emergency
service. To ensure that offerors do not miss mandatory requirements scattered throughout the
RFP, all of the mandatory requirements should be identified in one section of the RFP. Many
evaluators can be uncomfortable eliminating an offeror from further consideration for failure to
satisfy a mandatory condition, especially when the contract specialist deems the requirement to
be only “highly desirable.” It is incumbent upon Procurement to ensure that mandatory
requirements are precisely defined and must be essential elements for the success of the project.

The process of proposal rejection is awkward and sometimes embarrassing when the mandatory
requirements are unclear and could be interpreted in several ways. In order to compensate for
error, all proposals may be declared to be responsive, examine the actual requirement more
closely, and seek clarification from the offerors. Committee members should evaluate each

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proposal on its merits. Failing to deal properly with mandatory requirements may lead to
litigation.

Proposals sent to the Evaluation Committee

Following the review for responsiveness, proposals will be distributed to the evaluation
committee. Generally each committee member will review a proposal in its
entirety. Occasionally, a subject matter expert will do a special review of a particular
section. Scores received from these individuals are incorporated into the final scoring matrix.

• Each member of the evaluation committee must receive a complete copy of each
proposal, a copy of the original RFP including all addenda, and an evaluation committee
scoring sheet for each proposal. This information will be distributed promptly in order to
provide each committee member adequate time to review and evaluate each proposal.
Each committee member should have a preliminary score entered for each proposal prior
to the first committee evaluation meeting.
• Proposals shall ONLY be evaluated by using the criteria listed in the EVALUATION
CRITERIA section of the RFP. Initial evaluation must be based solely upon the proposal
submitted; no other or additional information is to be used.
• Any evaluation committee meeting discussion must be either taped or summary minutes
recorded for the Procurement files. If an oral presentation from proposers is part of the
meeting, then that meeting must be taped OR minutes recorded.
• The evaluation committee should begin work by establishing procedure, with a general
discussion of their tasks, and review of the proposals received. The committee member(s)
assigned to review references should make a report to the committee. On highly technical
matters, a technical review sub-committee should make a report to the full committee.
After discussion and reports, each member will review their scoring sheets and pass them
to the committee chair for tabulation. It is best practice for the committee to come to a
consensus based on the evaluation criteria and discussion of the committee.

• Oral presentations by proposers should be for clarification purposes only. Committee

members shall not communicate with proposers outside of presentations. The committee
may not receive or consider any material, additions, or changes to the proposal submitted.
If oral presentation option is offered to all proposers, the presentations shall occur before
individual scoring sheets are submitted to the committee chair. If oral presentations are
available only to the finalists, then new evaluation scoring sheets will be distributed to
the committee prior to presentations. Each committee member will re-evaluate each of
the finalists on both the oral presentation and the proposal submitted using the same
process of tabulation as noted above.
• Once the finalists have been rated, the committee should review the process and reach a
consensus on the ratings and on a recommendation for award to the first ranked
proposer(s).
• The university shall reserve the right to further negotiate any terms or conditions,
including price, with the highest rated proposer. If an agreement cannot be reached with
the highest rated proposer, the university reserves the right to negotiate and recommend

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 award to the next highest rated proposer or subsequent proposers until an agreement is
reached.
• The committee chair shall be responsible for the following: All of the individual scoring
sheets collected, minutes and/or tapes, and tabulations. All RFP information including the
evaluation committee scoring sheets, tabulations, minutes, and tapes shall become public
record upon recommendation for award or ten (10) days after proposal opening,
whichever occurs first. Any proposer may review the scoring as presented. It is very
important to enter comments on the scoring sheets, particularly when giving a low score,
so that committee members can recall scoring rationale if it is required at a later date.

During the evaluation process, if additional information or clarification is required, it should be

directed to the Procurement representative, who will see the response and distribute the related
information to all committee members. Committee members will also be instructed not to make
contact with any of the offerors or proponents, but rather, direct inquiries to the procurement
representative. Similarly, if a site visit, demonstration, or further presentation is required, it will
be coordinated, established, and arranged through Procurement.

The number of proposals to be evaluated from interested respondents for any open-competitive
procurement can theoretically range from a single submittal to an indefinite number. A
committee can conceivably be formed to review just one proposal. For example, an offeror may
be the sole source supplier for the particular good or services required; or only a few submittals
are received in response to an RFP and all but one proposal has to be automatically rejected for
mandatory requirements (e.g., signature, bid bond, insurance).

When the committee members have completed their individual reading and scoring of proposals,
the committee chair assembles the committee as a group. These group/team meetings are the
center points of the evaluation process. The discussions on each proposal and the resulting
deliberations are the means by which the committee can ultimately arrive at a collective decision.
At this stage, the committee process is dynamic; it is designed to solicit the perspectives and
opinions of all voting members. What one committee member may have understood about a
certain concept or approach may differ from what another member may have perceived. A
committee can go back and forth until all members are convinced of their choices and the
rationale behind them.

Final Notes:

• Depending on the degree of agreement/disagreement within the committee, the

committee chair may deem it necessary to end the present committee meeting and
reconvene the group for another meeting at a later date. In the interim, committee
members may choose to re-read certain proposals or sections of proposals in order to
confirm their particular convictions or to verify the positions of the committee members.
Once the committee has met several times as a group, it is hoped that a unanimous
decision on award recommendation can be made. However, when it is clear that only a
consensus opinion has resulted, then the committee should go forward with both a
majority and minority report.

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 • Once a selection has been identified, the committee chair will provide a written
recommendation to the dean/department head, or depending upon amount, the executive
vice president and treasurer or delegate supporting its review and recommendation. If
management approves the committee’s recommendation, the procurement action will
continue through the normal university procurement and contract approval process. If
management rejects the committee’s recommendation, and selects a different vendor,
then management will notify the committee chair of this action along with the reasons
and justifications. Management may reject all of the vendors and ask that the
procurement process be re-opened and the committee will be reconvened to review the
new bids and quotations.

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Appendix B - Statements of Work
What is a Statement of Work?

A Guide to the Project Management Body of Knowledge (PMBOK™ Guide) defines a

Statement of Work (SOW) as “a narrative description of products or services to be supplied
under contract.” The definition, as written, can be interpreted to mean only those products and
services to be provided to the client; however, in actuality, it should also encompass the needs
and requirements of the contractor to properly perform the delivery of the products and services
(facility requirements, security access, and so forth). To ensure clarity, the definition may be
expanded upon to read: “a narrative description of the products and services to be supplied to a
client, as well as a description of the contractor's needs and requirements to properly perform the
delivery of such products and services under contract.”

The SOW must identify the responsibilities of all parties involved.

Why is the SOW important?

The SOW establishes the baseline or foundation upon which the services and products are to be
delivered. The importance of having a solid foundation almost goes without saying.

Imagine the construction of a house. One of the first things you do in constructing a house is to
build the foundation. Since this is what the physical structure rests upon, the structural integrity
of the house is largely determined by the stability of the foundation. While it's relatively easy to
go back and make adjustments to the superstructure, it is often impossible to make changes or
adjustments to the foundation. Thus, it's imperative that the foundation be constructed right the
first time.

Most project failures occur not in the implementation or execution phase of a project, but in the
initiation and planning phases. During this time you establish the foundation that will ultimately
determine whether the project will succeed or fail. Without a detailed description of the work to
be performed, you're essentially managing a project with an unknown objective; as such, you
have no baseline upon which to measure progress or to base change (i.e., scope, cost, schedule,
etc.). It's also important to note that change doesn't necessarily cause a project to fail. It's an
organization's inability to properly manage change that will ultimately lead to project failure.
Without an established baseline or foundation for a project, you are left trying to manage change
on an undefined or unknown scope.

The SOW is also a supporting document to the contract. The contract defines the legal terms and
conditions whereas the SOW defines in detail what services and products will be provided to the
client, as well as what you, the service deliverer, require from the client to properly provide those
services and products. It basically provides all parties with an objective measure of when work is
satisfactorily completed and when payment is justified for such work.

SOW Tips

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Structure of a Simple SOW Writing Style Suggestions
• Project Title
• Project Period of Performance
• Use a straightforward numbering system
• Background or Problem Statement
• Write in the active person
• Objective
• Avoid legalese
• Scope of Work
• Avoid vague words
• Requirements
• Avoid indefinite phrases
• Deliverables
• Define acronyms
• Terminology/Glossary
• Include sufficient details
• Project Budget
• Applicable documents

Identifying risks and addressing mitigation in the SOW is a best practice. This means first,
identify key risk areas and sources of risk. Next, determine how to manage and contain risk.
Then add those elements to the SOW. Be sure to consider using milestones and payment
schedules to manage potential risk. Mitigate risk by adding performance-based elements to the
SOW. These include items such as:

• Project Title: Provide a consistent title that will be used by both parties to identify and
administer the project on reports, invoices and communications.
• Background/Problem Statement: Briefly describe how the specific project/task in the
SOW relates to the primary project.
• Project Budget: Include a detailed budget that covers the entire project period of the
SOW. If the period of performance is multi-year, the budget should be represented in
yearly increments.
• Deliverables: Outline project deliverables to be provided, dates due and to whom they
should/will be delivered.
• Period of Performance: Provide the specific start and end dates for performance of the
SOW. If the SOW performance does not span the entire project, be sure to note. For
example, if the SOW is only performed in years 2-3 of a 5 year project, be sure to
indicate the exact dates.
• Requirements: This section should provide a detail to support the SOW, to include tasks,
meeting frequency and types, milestones, required compliance measures and payment.
• Scope of Work: Statement of project, intended accomplishments and overview of all
tasks to be undertaken to accomplish project goals. This section should include methods
and timeline.
• Terminology/Glossary: Define any terms, as needed.

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Appendix C - Uniform Guidance or 2 CFR 200 Definitions -
Federally Funded Sponsored Projects
Compliance with all relevant policies and regulations is the responsibility of all employees
engaged in procurement. Office of Management and Budget (OMB) issued Uniform
Administrative Requirements, Cost Principles, and Audit Requirements (Uniform Guidance or 2
CFR 200) for federal awards. The Uniform Guidance streamlines and supersedes guidance
previously contained in eight separate OMB Circulars. Included in the new guidance are
uniform administrative requirements (pre and post-award), cost principles, audit requirements,
and definitions.

GW has moved forward to update its policies and procedures with the exception of the
Procurement Policy for which the university accepted the one year extension provided. The new
Procurement guidelines took effect for GW on July 1, 2018.

Important to note for Sponsored Projects, the Uniform Guidance supersedes OMB Circulars A-
110, A-21, and A-133 Below find four important definitions: Federal award, contract, contractor
and subaward.

Quick Links:

• Federal Register - 2 CFR 200

• Council on Financial Assistance Reform (COFAR) – 8/29/2014 Frequently Asked
Questions
• COFAR's "Uniform Guidance Implementation: A Conversation Presented by the
Council on Financial Assistance Reform" - Webinar

Below find four important definitions: Federal award, contract, contractor and subaward. For
more information, read GW’s Sponsored Projects Handbook.

200.38 Federal award

Federal award has the meaning, depending on the context, in either paragraph (A) or (B) of this
section:

(A)(1) The Federal financial assistance that a non-Federal entity receives directly from a Federal
awarding agency or indirectly from a pass through entity, as described in 200.101 Applicability;
or

(A)(2) The cost reimbursement contract under the Federal Acquisition Regulations that a non-
Federal entity receives directly from a Federal awarding agency or indirectly from a pass through
entity, as described in 200.101 Applicability

(B) The instrument setting forth the terms and conditions. The instrument is the grant
agreement, cooperative agreement, other agreement for assistance as defined in paragraph (B) of

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§200.40 Federal financial assistance, or the cost reimbursement contract awarded under the
Federal Acquisition Regulations.

(C) Federal award does not include other contracts that a Federal agency uses to buy goods or
services from a contractor or a contract to operate federal government owned, contractor
operated facilities (GOCO’s).

200.22 Contract

Contract means a legal instrument by which a non-Federal entity purchases property or services
needed to carry out the project or program under a Federal award. The term as used in this part
does not include a legal instrument, even if the non-Federal entity considers it a contract, when
the substance of the transaction meets the definitions of a Federal award or subaward.

200.23 Contractor

An entity that receives a contract as defined in 200.22.

200.23 Contractor

An entity that receives a contract as defined in 200.22.

200.92 Subaward

An award provided by a pass-through entity to a subrecipient for the subrecipient to carry out
part of a Federal award received by the pass through entity. It does not included payment to a
contract or payments to an individual that is a beneficiary of a Federal program. A subaward
may be provided through any form of legal agreement, including an agreement that the pass
through entity considers a contract.

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Appendix D - Purchasing Terms to Note
Competitive Solicitation Process

A formal process providing an equal and open opportunity to qualified parties and culminating in
a selection based on submitted documentation and established criteria. At GW, the Competitive
Solicitation Process may be achieved through the issuance of an invitation to bid or a request for
proposals.

Formal Solicitation

A formal invitation to receive quotes, in the form of a request for proposal or an invitation to bid.

Invitation to Bid

A formal bid solicitation document that is used when (1) the estimated value of the requirement
exceeds the threshold for formal bidding; (2) two or more sources are considered able of
supplying the requirement; (3) the requirement is adequately defined in all respects to permit the
evaluation of bid against clearly stated criteria; and (4) bids can be submitted on a common
pricing basis. An Invitation to Bid is intended to accept the lowest-priced responsive bid without
negotiations.

Justification and Approval (J&A)

A form required to justify the selection of a contractor where the responsible university office
does not utilize an informal or formal solicitation process (i.e., obtaining quotes or sending out
an invitation for bid or request for proposals) or when the selected contractor is not the lowest
bidder. In such cases, it is required when purchases are: (1) part of federal contracts and in an
amount greater than $3,500; or (2) made with university funds, federal grants, or non-federal
sponsored funds in an amount of $3,500 or more. The form requires a rationale for omitting the
solicitation process. It is submitted to the Procurement Department through the online
requisition for approval.

Lease

A lease is a contract by which an owner of real estate, facilities, or equipment conveys to

another, the exclusive use of such asset for a specified amount of time in return for a specific
amount of rent. The university commonly uses leases for the rental of office space and the rental
of copying machines.

License

A license is a contract by which an owner gives permission to another to use something or to

allow an activity that would otherwise be forbidden. A common license used by the university is
a Software License: A software license is a type of license made by the owner of a computer

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program (“licensor”) to another (“licensee”) for the use of that computer program. A software
license grants the licensee the ability to use one or more copies of the software in ways that
without such permission would be considered infringement. Another common license is a
License for the Use of Space: A license for the use of space conveys a different set of rights than
what is conveyed by a lease Purchase Order (PO): A document issued by GW (the buyer) to a
contractor, authorizing a purchase. It includes the terms and conditions that will govern the
purchase and describes the purchase quantity and price. After a Requisition is approved by
Procurement, Procurement issues a PO to the contractor.

Quote

An offer by a contractor for the sale of a good or service. An informal quote can be verbal
(received by phone and documented in the requisition) or written. A formal quote must be
received in writing from the contractor. Quotes are requested so that the university can get the
best price and quality.

Request for Proposal

A request for proposal (sometimes known as a “RFP”) is used to solicit proposals from potential
contractors for goods and services. Unlike the invitation to bid, price is usually not a primary
evaluation factor when a RFP is used. A RFP provides for the negotiation of all terms, including
price, prior to contract award. It may include a provision for the negotiation of best and final
offers. Use of RFPs can be a single-step or multi-step process.

Requisition

A written request for an authorized purchase. GW requires submission of a Requisition for the
purchase of most goods and services. Requisitions are created using Enterprise Accounting
Services (EAS). Procurement reviews the choice of contractor to ensure it is not in conflict with
an existing contract with a preferred contractor.

Requirements Document

Documentation relating to a procurement – such as a specification, scope of work, or statement

of work – that describes the good or service to be procured. The requirements document is used
to solicit responses (bids or proposals) from contractors.

Scope of Work

This is a written description of the contractual requirements for the materials and services
contained within a Request for Proposal.

Specifications

A precise description of the physical or functional characteristics of a product, good or

construction item. A description of goods as opposed to a description of services. A description

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of what the purchaser seeks to buy and what a bidder must be responsive to in order to be
considered for an award of a contract.

Statement of Work

A statement of work (SOW) is a formal document that details the work, deliverables, locations,
timelines, pricing, and other requirements of a contractor in performing specific work. The SOW
is typically used after the RFP process, builds on the scope of work, and is used to manage the
agreement once it is time to execute. The SOW can also be used as a “task order” (see below)
when placing an order against an established contract.

Supplier Selection Memo (SSM)

The document that accompanies a requisition for goods or services that tells the story of how the
procurement occurred. The SSM records what vendors were contacted for competition, what
responses were received, as well as how the recommendation for award was determined. A SSM
is also used to justify sole-source awards to suppliers when competition is not sought.

Suspension

A disqualification from federal government contracting and subcontracting for a temporary

period of time because a company or individual is suspected of engaging in criminal, fraudulent,
or seriously improper conduct. Suspension is to be used on an interim basis pending debarment
proceedings.

Task Order

An order for services placed against an established contract (sometimes known as a Master
Services Agreement).

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