1.05-PWS.pdf

PERFORMANCE WORK STATEMENT (PWS)

THE JOINT CHIEFS OF STAFF

WARGAMING, ANALYTIC, AND TECHNICAL SUPPORT SERVICES IV

1.0 OBJECTIVE

The Contractor shall provide all staffing, equipment, and materials necessary to perform the tasks as defined in this Performance Work Statement (PWS); except Government Furnished Information, Facilities, Property, Equipment and Services. The Government will provide these items at the primary place of performance at the Pentagon, Washington D.C. The Contractor shall perform to the standards in this contract. In this effort, the Contractor shall provide strictly non-personal services and shall work as an independent Contractor not subject to supervision and control by the Government.

The Contractor shall advise and assist the Government but shall not make final decisions or certifications on behalf of the Government, nor perform any inherently Government functions. The Contractor and its employees shall not represent the Government nor appear to represent the Government in performance of these contract services. At all times, contractor personnel shall wear appropriate identification (in accordance with JCS policy), identifying themselves as contractor personnel. At all meetings, conferences, or sessions with Government personnel, contractor personnel shall clearly identify their status as contractor employees. All deliverables under this contract shall become the property of the U.S. Government upon receipt.

Tasks may not be used to:

- Assign additional work outside the original scope of work

- Direct a change

- Increase/decrease costs or period of performance

- Change any of the terms and conditions of the contract

- Increase the scope of the contract

- Create a binding obligation upon the contractor or the Government

2.0 BACKGROUND

The Joint Staff, J-8 Directorate, has a requirement to provide analytic, strategic, technical, managerial, and administrative support to enhance the Joint Staff’s mission and total force readiness. The J-8 Directorate is charged with providing support to CJCS for evaluating and developing force structure requirements. J-8 conducts joint, bilateral, and multilateral war fighting analysis, war gaming, and interagency politico-military seminars and simulations to assess the ability of the programmed force to execute the National Military Strategy. It develops, maintains, and improves the models, techniques, and capabilities used by the Joint Staff and combatant commands to conduct studies and analyses for CJCS.

To assist the CJCS in his duties, the J8 performs detailed, timely, and verifiable assessments of threats and capabilities to establish realistic goals for U.S. defense spending, ensuring linkage between future U.S. military force structure and national objectives. The focal point for J8’s analysis of defense capabilities needs, when coupled with the potentially revolutionary impact of technology and increasingly constrained budget authority, is the Joint Requirements Oversight Council (JROC). J8 provides much of the assessment underpinnings for the council’s review of defense resource policy on a myriad of items ranging from precision strike capabilities to the designation of advanced concepts technology demonstrations and analyzes the associated service budgets and programs.

The Combat Support Agency Review Team (CSART) assessment is a constructive and collaborative process designed to optimize the combat support effectiveness of each combat support agency (CSA). Because of SARAO’s unique capability of assessing organizations support to the Combatant Commands and Services (primarily the Components), it may be tasked to assess similar agencies/ organizations. The success of the CSART process is measured by the degree to which it can facilitate the introductions of its recommendations to positively influence agency internal processes and systems, and potentially actions within larger key capability, programmatic, and budgetary processes. The Support Agency Review and Assessment Office (SARAO) also maintains the Joint Staff expertise on the CSAs and represents Joint Staff in forums and studies where such expertise is required. The CSART process, outlined in CJCS Instruction 3460.01, is a process based upon agency requirements outlined in their respective charters, Operations and Contingency Plans, and utilizes their respective CSA Joint Mission Essential Tasks Lists (JMETLs) or other associated metrics and performance data to support more objective and continual assessments of responsiveness and readiness.

The CSART will also assess the CSAs participation/consideration within the Joint Strategic Planning System (JSPS), with emphasis in the Chairman’s Readiness System (CRS), Joint Training Information Management System (JTIMS), Joint Lessons Learned Information System (JLLIS) and Joint Capabilities Integration Development System (JCIDS). As a result, this effort is evolving to meet the Chairman’s Title 10, USC Section 193 responsibilities while addressing emerging issues and further advancing and refining the Joint Staff processes needed to affect evolution of the CSART. The desired outcome is the improved responsiveness and readiness of the CSAs, or other similar organizations, to support the CCMDs and Services (primarily Service Components).

The Studies, Analysis and Gaming Division (SAGD) of the Force Structure, Resources and Assessment Directorate (J-8) of the Joint Staff provides wargames, tabletop exercises (TTX), studies, and analysis to help sponsors explore the range of contemporary political-military, strategic, operational and programmatic questions that confront the Department of Defense. The Chairman of the Joint Chiefs, the Vice Chairman of the Joint Chiefs, the Director of the Joint Staff, and the Director of the J-8 depend on SAGD’s agility and responsiveness to develop innovative qualitative and quantitative methodologies that address a wide array of questions on the timelines required.

The Joint Staff Innovation Group (JSIG) of the Force Structure, Resources and Assessment Directorate (J-8) of the Joint Staff is comprised of operational experts pursuing new and emerging capabilities and concepts of employment/operation, assessing their effectiveness within an operational context to reshape the Joint Force. The JSIG’s efforts are directed by the Vice Chairman of the Joint Chiefs of Staff. Routine actions of the JSIG explore emerging capabilities and concepts and provide forums for Services, Agencies, National Laboratories and Combatant Commands to connect and gain innovative synergy in support of the development of the future Joint Force.

The Forces Division (FD) of the Force Structure, Resources, and Assessment, J-8, provides support to the Chairman of the Joint Chiefs of Staff (CJCS) by playing a significant role in the Global Force Management (GFM) process, the Global Defense Posture process, and Force Structure assessments. The J-8 assesses joint force structure integration with joint strategy, deliberate planning, global defense posture, and current operations. The J- 8 conducts assessments to understand and mitigate near-term force management risks stemming from recent and projected global operations.

The Capabilities and Acquisition Division (CAD) leads cost assessment, schedule, and performance of all major Department of Defense acquisition programs. Serves on OSD and JS issues teams to propose Program Objective Memorandum (POM) funding and integrated capability decisions for executive leaders. Assesses the ability of major acquisition programs to meeting JROC validated requirements in accordance with Title 10 USC provisions.

CAD members represent JS, CCMD, and Service equities to the NSC, OSD, IC and Congress.

2.1 SCOPE

The Contractor shall provide on-site technical support services to Joint Staff, J-8 Directorate (or other Department of Defense organizations as determined and directed by contract authority) by accomplishment of described functional tasks associated with Joint Staff's organizational structure, and other programmatic elements; and by representing DoD interests in high-level Government meetings as requested.

Work within the scope and the ceiling of this contract may be performed offsite on a limited, case-by-case basis.

Offsite support will be limited to situations where physical presence in the government site is restricted or when offsite support is deemed advantageous to the Government. All offsite work requires prior written direction from the COR, who will define the authorization during and scope of each instance.

2.2 NEGLIGENT DISCHARGE OF CLASSIFIED INFORMATION (NDCI)

When information is placed on or processed on an information system with insufficient security controls to appropriately protect it (e.g., classified data on an unclassified system) there is a potential for an unauthorized disclosure. Such actions will be classified as a security violation, specifically a negligent discharge of classified information or NDCI. Contractors that cause NDCIs during the course of the contract shall be held financially liable for all actual accumulated restoration costs incurred, as described below, but not less than $5,000 per incident. Such costs will be deducted from the contract price and are not reimbursable.

a. Restoration costs above $5,000 will be itemized. DISA has developed a Classified Message Incident Standard Operating Procedures (SOP) that will be followed in the event of an NDCI by the Contractor.

Personally Identifiable Information (PII) incidents fall under this category. This is not an exclusive remedy (e.g., in the case of PII spillage, identity theft or other insurance may be needed to protect the individuals).

b. NDCI Cleanup actions may include the following actions:

i. Server destruction

ii. Hard drive or other storage wipe and destruction

iii. Containment actions

3.0 GENERAL INFORMATION

3.1 CONTRACTOR PROGRAM MANAGEMENT

The Contractor shall provide technical program management support to the Government. The Contractor shall provide program operational support and business operations services in support of various programs’ day-to-day operations and missions. The Contractor shall provide program coordination support for the development and coordination of program related assessments, studies, reports, and strategies. The Contractor shall support business operations to achieve office functionality, process, and control. This support includes schedule management support, quality control and coordination of documents, drafting business process procedures, and resource management support.

Contractor employees performing services under this contract shall be controlled, directed and supervised at all times by management personnel of the Contractor. The contractor's management shall ensure that employees properly comply with the performance standards outlined in this Performance Work Statement and as required by the Contracting Officer or the Contracting Officer's Representative (COR). Contractor employees shall perform independent of and without the supervision of any Government official. Actions of contractor employees may not be interpreted or implemented in any manner that results in any contractor employee creating or modifying Federal policy, obligating the appropriated funds of the U.S. Government, overseeing the work of Federal employees, providing direct personal services to any Federal employee or otherwise violating the prohibitions set forth in Parts

7.5 and 37.1 of the Federal Acquisition Regulation (FAR). The Government shall control access to the facility and shall perform the inspection and acceptance of completed work and tasks. The contractor shall provide the services required by the contract pursuant to the general requirements specified herein.

3.2 GOVERNMENT PROPERTY (GP)

Government Property is all property owned by the Government, including Government Furnished Property and Contractor acquired property (FAR 45.101(a))

Government Furnished Property is property in the possession of or directly acquired by the Government and provided to a Contractor for contract performance (FAR 45.101(a))

Contractor Acquired Property is property acquired, fabricated, or otherwise provided by the Contractor for Contract performance and to which the government has title (FAR 45.101(a))

Contractor Inventory is excess Contractor acquired property, Government furnished property, and any property the Government is obligated to take or has the option to take (45.101(a))

3.3 GOVERNMENT FURNISHED PROPERTY (GFP), EQUIPMENT AND SERVICES

The Government shall provide information, services, and facilities listed below.

3.3.1 Information: The Government shall provide the Contractor access to the information and information systems required to perform the tasks in this PWS and facilitate the interface of contractor personnel with other Joint Staff offices as required completing this effort.

3.3.2 Services: Utilities. All utilities in the Government’s facility will be available for the contractor’s use in performance of duties outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The Contractor shall be responsible for operating under conditions that preclude the waste of utilities.

3.3.3 Facilities: The Government shall furnish the necessary workspace within the Pentagon to provide the support outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment. The Program/Contract Manager shall not be required to reside within government workspace.

However, the Program/Contract Manager shall, at a minimum, visit the Government workspace monthly and communicate with the Contracting Officer’s Representative (COR) and the Technical Advisor (TA) regarding contract performance. The Program/Contract Manager shall be accessible via phone or email.

3.4 TRANSITION PERIOD

To minimize any decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall have all Personnel on board the very first day after the anticipated thirty (30) day Transition Period (estimated transition period, July 2026). The Contractor shall manage an overlap of operations with the replacement personnel in accomplishment of tasks beginning at the end of the contract.

3.4.1 Phase-In: The Contractor shall provide a phase-in plan with their proposal, which enables a smooth transition to replacement services for thirty (30) days prior to the start of the new contract. The Contractor shall be responsible for conducting all tasks necessary to be capable of fully performing within thirty (30) days after contract award without disruption or degradation of the mission. The Contractor shall be responsible for the coordination of all information needed to obtain appropriate access to facilities and badges required by government sites. Contractor Phase-In tasks include ensuring that sufficient personnel, that are fully trained and qualified to perform the requirements set forth in the PWS, are on hand and available to begin work on the first day after the thirty (30) day Start-Up period.

3.4.2 Phase-Out: The Contractor shall provide a phase-out plan with their proposal, which enables a smooth transition to replacement services for thirty (30) days when the contract ends (including technical data rights considerations). The plan shall provide phase-in support for up to thirty (30) days to the selected contractor if the incumbent contractor is not selected for subsequent contract. The Contractor is responsible for returning all badges and access obtained as a result of performance under the contract. Contractor Phase-Out tasks include ensuring that sufficient personnel are available to perform the requirements set forth in the PWS during the thirty (30) day Phase-Out period.

4.0 CONTRACT MANAGEMENT

The Contractor shall provide to the COR a Monthly Status Report (MSR) no later than the 10th business day of the month. The MSR provided to the COR shall contain a monthly cost report and a monthly technical report.

The monthly technical report shall identify all work performed for the previous month. It shall provide a breakdown of personnel and tasks, provide details on tasks to be completed in the future, and discuss any issues or concerns. The technical report shall also include a projection of work scheduled for the upcoming month, keyed to the contract.

The monthly cost report shall include a monthly and cumulative summary of labor expended. The summary shall include, by labor category, hours authorized, monthly and cumulative hours expended, hours remaining, billing rate, and monthly and cumulative labor costs expended. The report shall also include a detailed summary of travel, which must list the traveler’s name, destination, travel dates and total travel funding authorized, expended, and remaining. The monthly cost report shall conclude with the identity of any known risk and provide an estimate of the burn rate for the effort.

4.1 PERIODIC PROGRESS MEETINGS

The Contracting Officer, COR, and other Government personnel, as appropriate, shall meet periodically with the Contractor to review the Contractor’s performance. At these progress meetings, the Government shall provide feedback to the Contractor on how the Government views the Contractor’s performance; and, the Contractor shall apprise the Government of problems, if any, being experienced. The Government and the Contractor shall take appropriate action to resolve outstanding issues. These meetings shall be at no additional cost to the Government.

4.2 IDENTIFICATION OF CONTRACTOR EMPLOYEES

All Contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties, shall identify themselves as such to avoid creating an impression in the minds of the audience that they are Government employees. Contractor personnel shall ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed. Contractor personnel shall be required to obtain and wear Pentagon identification and/or badges specified in the task.

4.3 DELIVERABLES

All deliverables become the property of the United States Government. Unless otherwise stated, all deliverables will be submitted in both hardcopy and electronic media in Microsoft Word/PowerPoint/ Excel/Access/Visio format. Deliverables shall be sent to the Contracting Officer Representative (COR) and Technical Advisor (TA) as appropriate.

4.4 TRAINING REQUIREMENTS

The Joint Staff has a Joint Knowledge Online (JKO) training requirement that all contractor personnel shall adhere

to. Contractor employees shall take all online training that is listed as "required" for contractor personnel.

Contractors shall not take training courses labeled as "recommended." Newly awarded contracts and task orders require the contractor employees to complete all required online courses within six months, from the date of award, for the calendar year when the award was made. New contractor hires have six months from the date their JS LAN account is established to complete the mandatory online training applicable to the calendar year the LAN account was established. Only full-time contractor employees, with JS LAN accounts, fall under the required training mandate. Part-time-on-call, temporary hires, and those at locations providing occasional support via a reach-back capability shall not be required to take the training, nor allowed to invoice the Government for training taken while in this less-than-full time support capacity.

Occasionally, other training may be made available to contract personnel such as those available on an ad hoc basis through Defense Acquisition University (DAU).

5.0 APPLICABLE DOCUMENTS

DoD 5220.22-M (National Industrial Security Program Manual (NISPOM)) https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/JSM%205230.01A.pdf

CJCSM 5760.01B VOL I (Joint Staff and Combatant Command Records Management Manual: Volume I - Procedures) https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/CJCSI%205760.01B.pdf

CJCSM 5760.01B, VOL II (Joint Staff and Combatant Command Records Management Manual: Volume II – Disposition Schedule) https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/CJCSI%205760.01B.pdf

DFARS 252.204-7003 (Control of Government Personnel Work Product) https://www.acquisition.gov/dfars/252.204-7003-control-government-personnel-work-product.

FAR 52.204-2 (Security Requirements) https://www.acquisition.gov/far/part-52#FAR_52_204_2

DoDD 3000.06 (Combat Support Agencies) https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodd/300006p.pdf?ver=2019-01-24-093121-273

DoDI 5154.31 (Commercial Travel Management) https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/515431_vol01.pdf https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/JSM%205230.01A.pdf https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/CJCSI%205760.01B.pdf https://dod365.sharepoint-mil.us/sites/JS-Matrix-DEL/JEL%20%20Unlimited/CJCSI%205760.01B.pdf https://www.acquisition.gov/dfars/252.204-7003-control-government-personnel-work-product https://www.acquisition.gov/far/part-52#FAR_52_204_2 https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodd/300006p.pdf?ver=2019-01-24-093121-273 https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodi/515431_vol01.pdf

DoD Manual 5110.04, Volume 2 (Manual for Written Material: Examples and Reference Material) https://www.esd.whs.mil/Portals/54/Documents/DD/issuances/dodm/511004vol2.PDF?ver=rmG5MAJP3kjFjDLf m1D9yA%3d%3d

Joint Travel Regulations https://www.defensetravel.dod.mil/site/travelreg.cfm

6.0 REQUIREMENTS

Specific Tasks: The Contractor shall provide subject matter expertise in the following task areas: research and technical support; modeling, simulation, stimulation, and analysis support; and, interoperability, test and evaluation, trials support (specifically interoperability). The Contractor shall provide the deliverables described in Section 7 (DELIVERABLES) of this PWS for each task.

6.1 SCHEDULE

6.1.1. Kick-Off Meeting. The Contractor shall schedule and conduct a joint Government and Contractor kick-off meeting to review PWS requirements within ten (10) days after contract award.

6.1.2. Project Schedule. The Contractor shall develop and maintain a project schedule by major analytic task that shows all resource-loaded tasks, durations, dependencies, and deliverables (using PowerPoint or Excel). The Contractor shall provide the Government (COR and TA) with an updated task schedule as part of the Monthly Status Report (MSR).

6.2 COST REPORTING

6.2.1 Expenditures. The Contractor shall provide cost reporting to the COR in accordance with section 4.0 and as specified in each task within this Performance Work Statement (PWS). . The reporting shall provide technical, schedule, and fiscal status by comparing planned verses actual expenditures and shall be included in the Monthly Status Report (MSR).

6.2.2 Problems and Shortfalls. The MSR shall also be used to identify potential problems. The Contractor shall identify any anticipated technical or funding shortfalls or irregularities during the specified period of performance, in writing, not later than four (4) months prior to the anticipated shortfall.

6.3 QUALITY

The Contractor shall implement a Quality Control Program (QCP) for this effort. The Contractor shall prepare and provide a Quality Control Plan to detail and describe the Contractor's framework and processes within the QCP for delivering quality products and services required by the tasks in this PWS. This QCP shall be provided to the Government within ten (10) days after contract award. The Contractor shall provide a briefing to the Government outlining the plan for implementation of the QCP for the contract tasks during the kick-off meeting. The Contractor shall ensure all work will be performed in accordance with the contract requirements and the quality control plan.

The Contractor shall provide the requisite staffing and procedures to meet the quality, quantity, timeliness, responsiveness, customer satisfaction, and service delivery and performance requirements of this effort. The Contractor shall identify in the Quality Control Plan, the applicable processes and metrics used to self-assess performance, in addition to the resources to be applied to this effort. The Contractor shall include results of results of self-assessment monthly in the Monthly Status Report (MSR) and deemed acceptable by the COR of the contract.

6.4 TECHNICAL

https://www.defensetravel.dod.mil/site/travelreg.cfm

The Contractor shall provide fully trained personnel with expertise and experience conducting research and development support; modeling, simulation, stimulation, and analysis support; and, interoperability, test and evaluation, trials support (specifically interoperability). The Contractor shall provide administrative support for wargaming planning and execution, concept design or wargaming, tabletop exercises (TTXs), studies, and analysis, and practical execution of wargames. The following requirements include efforts in Forces Division (FD);

Support Agency Review and Assessment Office (SARAO); Studies, Analysis, and Gaming Division (SAGD); and Joint Staff Innovation Group (JSIG).

The Contractor shall provide personnel with a final and active (in-scope) TOP SECRET (TS) clearance based on a Single Scope Background Investigation (SSBI), Single Scope Background Periodic Reinvestigation (SBPR), or Phased Periodic Reinvestigation (PPR). Personnel in direct support of FD, SARAO, SAGD, JSIG, and CAD tasks shall possess a TS clearance with Sensitive Compartmented Information (SCI) Director of Central Intelligence Directives (DCID) 6/4 eligibility and support Special Access Program (SAP). All other personnel shall possess a TS clearance only. Foreign Nationals are prohibited from working on classified and unclassified portions of this contract

6.4.1 FORCES DIVISION

6.4.1.1 The Contractor shall provide timely supporting analyses as it relates to force management development, issues, and implementation. The analyses may be presented in the form of PowerPoint briefings, Excel spreadsheets, point papers, and information papers, as required by the Government, up to and including Top Secret, Sensitive Compartmented Information (SCI), Alternative Compensatory Control Measures (ACCM), and Special Access Programs (SAP) classification levels.

6.4.1.2 MEETINGS. The Contractor shall arrange and conduct Conference(s) and meetings on Joint military issues, up to and including Top Secret, Sensitive Compartmented Information (SCI), Alternative Compensatory Control Measures (ACCM), and SAP classification levels.

6.4.1.2.1 MEETING PREPARATION. The Contractor shall conduct a wide range of preparation activities for various conferences, meetings, and other sessions as directed by the Government. Preparation shall include such activities as compilation and review of data, analysis of data, coordination with stakeholders, scheduling of meetings, and coordination for a wide range of meeting support (such as scheduling and coordinating teleconferences or video teleconferences).

6.4.1.2.2 CONDUCTING MEETINGS. The Contractor shall conduct, and support meetings as planned on a wide variety of Joint military issues. The Contractor shall participate in additional meetings on Joint military actions and issues as directed by the Government.

6.4.1.2.3 MEETING SUMMARIES. The Contractor shall prepare and provide the Government with summary notes of meetings as required. Summaries shall synergize the highlights of meetings; shall be audience appropriate; and shall be in the Government requested format.

6.4.1.3 ALTERNATIVE ANALYTICAL APPROACHES. The Contractor shall provide analytic support, sometimes requiring the development of alternative analytical approaches to solve complex and not well-defined force management problems and other Joint issues. Associated methods and findings shall be presented by the Contractor through PowerPoint slides or through other presentation materials as required by the Government.

6.4.1.3.1 The Contractor shall demonstrate expertise in the knowledge of and application of analytic processes. Examples of analytic processes include, but are not limited to, knowledge of quantitative and qualitative approaches and understanding of the underlying fundamentals of analytic approaches.

6.4.1.3.2 The Contractor shall develop alternative analytic approaches to promote understanding of complex and often ill-defined Joint Force management challenges and problems.

6.4.1.3.3 The Contractor shall prepare written recommendations on the use and application of alternative analytical approaches for promoting understanding of Joint Force challenges and issues.

6.4.1.4 APPLICATION OF ANALYTICAL APPROACHES. The Contractor shall conduct and summarize the Analyses of Alternatives. The Analyses of Alternatives (AoA) leads to Joint Services’ decisions that optimize Joint Services’ outcomes. The Contractor shall present the information to the Government using PowerPoint slides (or other formats as directed by the Government).

6.4.1.4.1 The Contractor shall use appropriated analytical approaches, as required by the Government, to conduct analyses of alternatives on a broad range of Joint requirements, challenges, and issues.

6.4.1.4.2 The Contractor shall prepare and maintain analyses in accordance with approved approaches. The Contractor shall maintain, and archive analyses and associated results as required by the Government.

6.4.1.4.3 The Contractor will synergize and summarize the results of analyses as required by the Government.

6.4.1.4.4 The Contractor shall prepare presentation materials that summarize the insights, results, and findings of analyses. Presentation materials may be in presentation graphics format (i.e. PowerPoint), spreadsheets, or in written form, as required by the Government. Presentation materials shall be consistently logical, clear, understandable, and audience appropriate. Presentations shall routinely promote senior-leader decision-support.

6.4.1.4.5 The Contractor shall present materials in a logical, clear, and understandable way that is audience appropriate.

6.4.1.5 JOINT FORCE ASSESSMENTS. The Contractor shall support Joint Force assessments, as required by the Government, and develop briefing material for representing Joint Force Assessments.

6.4.1.6 COORDINATION AND RESEARCH. The Contractor shall coordinate with members of the Force Management community and research databases to obtain and verify forces related data.

6.4.1.6.1 The Contractor shall coordinate with a wide range of Joint Force stakeholders. This shall routinely include coordinating with the Office of the Secretary of Defense, across the Joint Staff, with Combatant Commands, and with the Services. Required coordination shall be through formal and informal processes.

6.4.1.6.2 The Contractor shall conduct a wide range of research on a wide range of subjects and databases.

6.4.1.7 GLOBAL POSTURE, STRATEGY, AND PLANS. The Contractor shall provide a broad range of analysis and decision-support products concerning strategy, planning, and posture.

6.4.1.7.1 The Contractor shall provide a broad range of analyses of strategy and plans actions as required by the Government.

6.4.1.7.2 The Contractor shall provide a wide variety of analytic support for review and understanding of a wide variety of global posture actions and issues. As example, this could involve support to prioritization of proposed adjustments to global posture.

6.4.1.8 FORCES DIVISION GENERAL SUPPORT. The Contractor shall provide administrative and executive support through meeting coordination in support of various Division meetings. The Contractor shall provide meeting minutes at the completion of meetings.

6.4.1.8.1 The Contractor shall provide a broad range of support in the preparation for and conduct of meetings on a broad range of Joint subjects and issues. Preparation shall include, but not be limited to, development of agenda items, development and preparation of meeting materials, scheduling, coordinating for attendance by stakeholders, and coordination for teleconferencing or video teleconferencing.

6.4.1.8.2 The Contractor shall provide a broad range of support for a wide range of senior-leader meetings and deliberations. This shall include development of agenda items, development and preparation of meeting materials, scheduling, coordinating for attendance by stakeholders, and coordination for teleconferencing or video teleconferencing.

6.4.2 SUPPORT AGENCY REVIEW AND ASSESSMENT OFFICE (SARAO)

6.4.2.1 GENERAL SUPPORT

The Contractor shall provide support to improving the responsiveness and readiness of the CSAs and CSART process. SARAO seeks to continuously influence the CSAs to improve their responsiveness and readiness to support the Combatant Commanders and Services. Part of this effort requires SARAO to be able to identify and influence DoD processes and exploit opportunities to increase the CSA’s responsiveness and readiness. An example is to identify common issues across the agencies and opportunities to leverage solutions (best practices).

As the CSART process continues to evolve, SARAO also requires support to refine, improve or further define the process; develop and refine assessment criteria; ensure the CSART assessment process remains consistent with OSD and Joint Staff policy decisions and processes, particularly those related to elements of the Joint Strategic Planning System (JSPS) and areas such as readiness, readiness reporting, training, plans development and future capabilities development. The Contractor shall participate in forums to further advance and advocate the CSART process and its goals. The Contractor shall be required to conduct tasks associated with the below on various electronic media, which includes but may not be limited to web portals, share point and intellipedia (an online system for collaborative data sharing). The Contractor shall prepare briefings, memorandums, and instructions necessary to implement the evolving process and ensure the CSART stakeholders are informed of the evolving processes in accordance with the following sub-tasks:

6.4.2.1.1 PROJECT MANAGEMENT

The Contractor shall provide integrated project management of all tasks within the PWS, ensure the consistency of the assessment process, and provide recommendations on process and product improvements necessary to ensure the credibility of the CSART assessments and its process. The Contractor shall provide in the Monthly Technical Report (MTR), contractor funds expended and estimated future contract utilization and provide proposed revision to the level of effort required for each of the CSART assessment.

6.4.2.1.2 STAFFING ACTIONS

The Contractor shall review, analyze, comment upon, and draft specific written recommendations for the SARAO position on planning, doctrine, and policy documents associated with the JSPS that may contain CSA or CSART related equities. Documents to be reviewed may include, but are not limited to National Defense Strategy, Defense Planning Guidance, Guidance for Development and Employment of the Force, Joint Strategic Capabilities Plan, DoD Directives and Instructions and CJCS Instructions and Manuals.

6.4.2.2 PRE-ASSESSMENT SUPPORT

The Contractor shall provide support to the CSART pre-assessment process to facilitate planning and preparing for the conducting of the assessment.

6.4.2.2.1 PROGRESS RESULTS

The Contractor shall draft, for government approval, a POA&M for inclusion in the current CSA CSART report.

The POA&M will be coordinated with the requisite agencies providing inputs and the respective OSD Principal

Staff Assistant (PSA). The Contractor shall insure inclusion of unresolved recommendations from that POA&M as issues to be assessed in the upcoming assessment.

6.4.2.2.2 PLANNING, ANALYSIS AND COORDINATING THE ASSESSMENT

The Contractor shall develop, present, and upon Government approval, execute a written assessment plan (“Assessment Methodology’) for the execution of each CSART assessment. This action includes those areas that effect how the assessment is conducted versus development of specific issues. The written plan shall include as a minimum the following:

a. Overall plan of milestones.

b. Recommended assessment areas derived from analysis of agency charters, Joint Strategic Capabilities

Plans, JMETLs and other related and available documents.

c. Identification of relevant strategic level guidance that may have been issued that impacts the agency, and potentially the methodology of the assessment.

d. Coordination of assessment related visits and interviews.

e. Organize and facilitate assessment team meeting.

6.4.2.2.3 ASSESSMENT NOTIFICATION

The Contractor shall prepare memorandums, with assessment milestones and interview schedule 45 days prior to initiation of each CSART assessment, to announce the start of each CSART assessment.

6.4.2.2.4 DRAFT IN-BRIEFINGS

The Contractor shall draft a briefing for each CSART assessment, at the start of each CSART assessment, which will include methodology to be used, team composition, status of recommendations from the previous assessment, interview schedule, topics from relevant strategic level documents, and a schedule for conducting the overall assessment.

6.4.2.3 CONDUCTING THE ASSESSMENT

The Contactor shall provide administrative, technical, and subject matter expert assistance to the Government in conducting assessments of the responsiveness and readiness of the CSAs to support the Combatant Commands, Services, Service Components, or other CSAs that are supporting those previously listed. The eight CSAs are DCMA, DIA, DISA, DHA, DLA, DTRA, NGA and NSA. CSART assessments are to be conducted biennially meaning four should be conducted every year; however, due to lengthiness of assessments and availability of Government personnel that schedule may vary. Schedules are subject to change and other studies or assessments of agency like organizations may be included. In addition, more than one agency may be included in a single assessment such as DCMA and DLA in an assessment and DIA, NGA and NSA in a single assessment.

6.4.2.3.1 INTERVIEW PREPARATION

The Contractor shall prepare questionnaires to be sent to assessment participants after being notified of the assessment starting and prior to the interviews being conducted. This information shall be collated and analyzed in a spreadsheet type document so it can be sorted in various manners (organization, rank individual, subject, rating of the CSA). In addition, the Contractor shall prepare an interview protocol prior to conducting the interview phase of the assessment process; and prior to each organization being interviewed. This shall include individuals to be interviewed based on reviewing questionnaires that have been submitted, and identification of specific areas/topics to be discussed. The Contractor shall coordinate for participants in each interview. The Contractor shall participate in each interview. The Contractor shall provide the Government a written report for each CSART assessment.

6.4.2.3.2 CSART ASSESSMENT TRAVEL, INTERVIEWS AND ANALYSIS

The Contractor shall provide for one analyst to conduct interviews, usually by travel to the appropriate Combatant Commands, CSAs, Services or subordinate commands with appropriate staff, using the prepared interview protocol. The Contractor shall maintain a written record of responses for use in post-interview analyses for report preparation. Travel shall normally require the contractor to spend one day at each of the organizations. All travel shall be preapproved by the COR. Under certain conditions, such as in response to public health emergencies, security considerations, government-directed travel restrictions, or a reduction of travel funding, virtual or telephonic interviews may be conducted in lieu of physical travel. The Contractor shall submit a written report that includes responses from the interviews to the Government once per CSART assessment.

6.4.2.3.3 REPORT PREPARATION

The Contractor shall provide an outline of findings, issues and recommendations supported by analysis from the results of the interviews and subsequent team meetings. This outline will include issues raised during the interviews, the number of respondents who reported the issues and relative importance of the issues compared to other issues based on analysis.

6.4.2.3.4 DRAFT REPORT

The Contractor shall draft an initial CSART assessment report suitable for coordination and shall coordinate the report for concurrences/non-concurrences/comments (preliminary coordination). Upon receipt of staffing comments, the Contractor shall facilitate resolution of issues raised in staffing, and upon the decision by the Government, the Contractor shall draft the final report and coordinate it. The written reports shall include the following:

a. An assessment of the CSA’s responsiveness and readiness in supporting the CCMDs and Services, particularly their respective components, identifying general findings with specific underlying issues followed lastly by specific recommendations for corrective action or remediation. Note, this is the ponderance of the report.

b. An assessment of the CSA’s participation in JSPS areas including joint readiness reporting, supporting CCMD plans development, internal CSA plans/SOPs that articulate support to the CCMDs and Services, joint lessons learned, participation in joint exercises, CCMD Integrated Priority Lists, compliance of Joint Training Guidance and development of future capabilities. Two written reports per CSART assessment shall be produced by the Contractor, this includes an initial draft and final draft as noted above.

6.4.2.4 POST ASSESSMENT ACTIONS

The Contractor shall provide general support to the CSART assessment process to facilitate execution of the assessment task IAW the following sub-tasks.

6.4.2.4.1 FINALIZE AND STAFF CSART ASSESSMENT REPORT

The Contractor shall staff the written report for formal coordination within a Joint Staff Action Processing package via ETMS2 and IAW JS Instruction 5711.01, “Editorial Guidance and Accepted Usage for Joint Staff Correspondence” and DoD Manual 5110.04 “Manual for Written Material: Examples and Reference Material” and resolve any comments noted from staffing. Due to the high level of staffing required, Service Secretary and OSD Principal Levels, the Contractor shall establish an EXCEL spreadsheet with issues or concerns by agency, and recommended ways of mitigating these issues or concerns. Then the Contractor shall facilitate final staffing of the report, with associated memorandums, for signature by the CJCS.

6.4.2.4.2 OUTBRIEFS

The Contractor shall draft briefings, papers, and presentations to convey results of the CSART assessment to the J- 8, Agency Directors, and other senior leaders. The Contractor shall support SARAO in conducting out-briefings to the Joint Staff, Agency Director or representative and OSD representatives and document key discussion.

6.4.2.4.3 AFTER ACTION REVIEW (AAR)

The Contractor will solicit from CSART team members and CSART POCs and positive and negative aspects of conducting the assessment and document those results to include recommendations to act on for the next assessment. This AAR will be provided in PowerPoint format and presented to the SARAO office for consideration in conducting the next assessment.

6.4.2.4.4 ARCHIVING FILES AND UPDATING WEBSITE

The Contractor shall ensure all files necessary to document the CSART process are archived in the appropriate drives and folders, updating electronic files and SARAO website monthly. In addition, the Contractor shall ensure that any CSART electronic media or data posted on a Joint Staff website is accurate and consistent with the most recent information.

6.4.2.4.5 FORWARD CSART REPORT TO CONGRESSIONAL DEFENSE COMMITTEES

The Contractor shall develop a staffing action for signature by the CJCS or representative for forwarding the CSART report to the Congressional Defense Committees.

6.4.2.4.6 MONITOR PROGRAM OF ACTION & MILESTONES (POA&M)

The Contractor shall monitor the progress made by the CSA, Joint Staff, CCMDs, or other staff agencies and Services in resolving issues and implementing recommendations made in previous CSART assessments. The Contractor shall work with the OSD PSA to document these results in the form of a plan of action and milestones (POA&M). The Contractor shall initiate actions to obtain the updated status on each recommendation. The Contractor shall develop and maintain a spreadsheet with details on the status of implementation of recommendations, points of contact, due dates of completion or steps toward completion for each recommendation.

The Contractor shall provide the Government with an updated status of these details 90 days after each assessment, or as directed by the DepSecDef, and subsequent 90-day updates, or again as directed by the DepSecDef thereafter and distribute such documents to the CCMDs and Services.

6.4.2.4.7 ESTABLISH & MAINTAIN ASSESSMENT TRENDS

The Contractor shall establish and maintain assessment trends for each agency and across all agencies, documenting issues that recur and associated recommendations and mitigating actions. This will be documented in an EXCEL SPREADSHEET and updated after each assessment and POA&M update. The Contractor will prepare a briefing documenting this analysis.

6.4.3 STUDIES, ANALYSIS, AND GAMING DIVISION (SAGD)

6.4.3.1 ADMINISTRATIVE SUPPORT FOR WARGAME PLANNING AND EXECUTION

The Contractor shall continually support the SAGD Game Directors through administrative planning for wargames, tabletop exercises, studies, and analysis(games); and, through participation in information exchanges.

These Joint and Coalition (including NATO) games shall be executed at levels up to and including TS-SCI, FP- ACCM, and SAP. The Contractor shall operate as part of a team in SAGD and therefore shall be able to provide support in a collaborative and timely manner. The Contractor shall leverage the full suite of resources available to the Joint Staff for producing visual aids.

6.4.3.1.1 In administrative support for wargames and TTXs, the Contractor, as part of a team, shall develop methodologies, produce visual aids, develop data collection techniques, track event participation, and verify clearance of participants.

6.4.3.1.2 During the conceptual design stage of each wargame and TTX, the Contractor, as part of a team, shall: identify key variables for experimentation; develop courses of action and scenario elements to support wargames and TTXs; and articulate the advantages and disadvantages of each suggested wargame and TTX approach to the Game Director, SAGD Division Chief, and sponsors.

6.4.3.1.3 For all SAGD Operational-Level Wargames, the Contractor, as part of a team, shall develop sound methodologies tailored to the needs of specific games; and maintain current game materials (including, but not limited to, developing read-aheads, maps, force lists, and force icons for game relevance) for each individual game.

The Contractor, as a team member of the SAGD team, shall maintain adequate knowledge to intelligently discuss the merits of various approaches regarding specific games with SAGD colleagues and stakeholders.

6.4.3.1.4 The Contractor shall assist SAGD with Wargaming Analysis Working Group (AWG) Subcommittee and Defense Wargaming Alignment Group (DWAG) Steering Committee responsibilities. Duties include: the Contractor coordinating Secure Video Teleconferences; the Contractor assisting with developing meeting agendas; the Contractor producing and publishing meeting minutes after each meeting; and the Contractor corresponding with the broader DWAG regarding ongoing and upcoming DWAG business.

6.4.3.2 CONCEPTUAL DESIGN OF WARGAMES, TABLETOPS, STUDIES, AND ANALYSIS

Within the limitations imposed by substantive and administrative constraints, the Contractor, as part of a team, shall apply creative solutions that meet sponsor objectives and are grounded in prior experience with running wargames, TTXs, studies, and analysis.

6.4.3.2.1 The Contractor, as part of a team, shall propose alternative approaches to the wargame development without showing preference to any one approach; and present the Government with their proposed approaches through a PowerPoint slide presentation.

6.4.3.2.2 When assisting with the development of the Conceptual design of wargames, TTXs, studies, and analysis the Contractor shall: scope larger problems to limited analytical questions; revise wargame designs to incorporate sponsor changes to allotted event times; and produce games on short notice (within days) when required. Contractor shall provide substantial contribution to the wargame development, evident in the wargame design product and documented in the game day presentation materials and post-game reports.

6.4.3.2.3 Due to the sensitivity of many game topics, it is unlikely the Contractor’s Site Manager will see many of the details. Therefore, game design deliverables can be described generically in official reports but will require SAGD Game Director validation by the sponsor responsible for the project.

6.4.3.3 PRACTICAL EXECUTION OF WARGAMES, TABLETOPS, STUDIES, AND ANALYSIS

6.4.3.3.1 The Contractor shall conduct the full range of duties on game day including but not limited to:

escorting cleared participants within the Pentagon; transcribing detailed notes of the events; facilitating working groups and wargame teams; reconfiguring and preparing wargame spaces for follow-on uses; contributing to post-game SAGD office-wide after-action reports; and, supporting SAGD executed off-site events.