20221006_MS3 DRAFT_PWS Sources Sought.pdf

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Performance Work Statement (PWS)

Air Force Nuclear Weapons Center (AFNWC)

Management and Staff Support Services (MS3)

06 October 2022

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1.0 INTRODUCTION

1.1 Background

1.2 Mission

1.3 Scope

2.0 GENERAL REQUIREMENTS

2.1 Non-Personal Services

2.2 Business Relations

2.3 Contract Administration

2.3.1 Contract Management

2.3.2 Personnel Administration

2.4 Subcontract Management

2.5 Contractor Personnel, Disciplines, and Specialties

2.5.1 Personnel

2.5.2 Key and Non-Key Personnel

2.5.3 Professionalism, Responsiveness, and Quality

2.6 Location, Base Support, Hours of Work, Federal Holidays, Weather and Emergency Situations for On-Site Personnel, and Telework

2.6.1 Location

2.6.2 Base Support

2.6.3 Hours of Work

2.6.4 Federal Holidays

2.6.5 Weather and Emergency Situations for On-Site Personnel

2.6.6 Telework

2.7 Travel / Temporary Duty (TDY)

2.8 Training………………………………………………………………………………………………15

2.9 Transition…………………………………………………………………………………………….15

3.0 PERFORMANCE REQUIREMENTS

3.1 Capability Development Programs Management Support

3.1.1. General Administrative & Programmatic Support for AFNWC Capability Development

Programs

3.1.2 Capability Development Program Report

3.2 AFNWC Financial Management and Program Support

3.2.1 General Administrative & Programmatic Support for AFNWC Financial Management

3.2.2 Financial and Analytical Support AFNWC Financial Management Directorate

3.2.3 Financial Decision Support and Reporting Recommendations

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3.2.4 Financial Management Systems

3.2.5 AFNWC Defense Travel Support

3.2.6 Acquisition Financial Management

3.3 Office Administration Support

3.3.1 Office Operations/Management Support

3.3.2 Document and Correspondence Management Support

3.3.3 Schedule and Conference Management

3.4 Specialized Adminstrative Support Functions

3.5 PEG and CAG Support General Tasks

3.5.1 Task and Taskers

3.5.2 Task Management and Tracking

3.5.3 Task Monitoring and Reporting

3.5.4 Coordination

3.6 PEG Program Management Specialist Support

3.6.1 General Acquisistion Program Support

3.6.2 Program Documentation Support

3.6.3 Program Reviews/Reporting Support

3.7 CAG Program Management Specialist Support

3.7.1 Commander's Action Group Support

4.0 SPECIAL REQUIREMENTS

4.1 Security and Safety

4.1.1 Security

4.1.2 Safety

4.2 Government Support

4.2.1 Government Furnished Information

4.2.2 Safeguarding Government-Furnished Property

4.3 Environmental Requirements

4.4 Privacy and Privilege

5.0 QUALITY ASSURANCE SURVEILLANCE

5.1 Quality Control Plan (QCP)

5.2 Delivery of QCP

5.3 Modifications to QCP

5.4 Contracting Officer's Representative (COR)

5.7 Service Summary

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TABLE 1:SERVICE SUMMARY TABLE

5.8 Non-Conformance

6.0 DELIVERABLES

TABLE 2: CONTRACT DATA DELIVERABLES

6.1 Scientific and Technical Information (STINFO)

7.0 RELATED DOCUMENTS

8.0 ASSOCIATE CONTRACTOR AGREEMENTS

9.0 ORGANIZATIONAL CONFLICT OF INTEREST

10.0 REPORTING REQUIREMENTS FOR CONTRACTED SERVICES……………………...…38

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1.0 INTRODUCTION

The objective of this Performance Work Statement (PWS) is to delineate contractor support and deliverables required under the Air Force Nuclear Weapons Center (AFNWC) Management and Staff Support Services (MS3) contract. The MS3 contract will provide contractor support for requirements under the AFNWC Program Execution Group (PEG), the Commander’s Action Group (CAG), the Office of the Chief Scientist (CT), and the AFNWC Financial Management Directorate (AFNWC/FM) and will provide administrative support to AFNWC senior leaders. These senior leaders include the Air Force Program Executive Officer for Strategic Systems (AFPEO/SS) and the deputy.

1.1 Background

The Air Force Materiel Command's (AFMC) AFNWC, was established in 2006 and its headquarters is located at Kirtland Air Force Base (AFB), New Mexico (NM). The AFNWC mission is to deliver nuclear capabilities warfighters use every day to deter and assure. The AFNWC vision is to ensure our Nation's most powerful weapon systems are never doubted, always feared. AFNWC goals are to resource, develop, and care for a diverse, mission-driven workforce and ensure time-certain delivery of capability to the warfighter.

The AFNWC PEG provides acquisition oversight support to the Air Force Program Executive Officer for Strategic Systems (AFPEO/SS), and his deputy, in the planning, execution, and reporting of assigned acquisition category (ACAT) programs. The CAG supports the day-to-day administrative activities for

AFNWC.

A key aspect in achieving confidence in our Nation’s weapon system is the work completed by CT to develop and support innovative public-sector ideas to modernize and expand capabilities. In August of 2021, the Capability Development (CD) program held its inaugural Pitch Day which led to the award of over a dozen Direct to Phase II Small Business Innovation Research (SBIR) awards. Since this event, the profile of the CD Program has grown. The CD Program has been contacted to participate in industry days, webinars, and conferences. AFNWC needs to leverage this opportunity to expand into more areas. The United States Government (USG) has developed many programs to foster creativity and innovation for the DoD. The CD program currently leverages only a small fraction of these programs, and the CD program’s goal is to leverage as many as possible to stimulate technological innovation for the nuclear enterprise.

One of the CD program focus areas at AFNWC is the SBIR/Small Business Technology Transfer (STTR) program. Its main target are small businesses that are used to meet federal R&D needs while also encouraging participation by socio-economically disadvantaged firms. It also funds cooperative R&D between small businesses and research institutions, as well as, bridging the funding gap between basic research and the commercial marketplace.

The Tactical Financing and Strategic Financing (TACFI/STRATFI) program was developed to accelerate the capability bridge between current SBIR/STTR Phase II efforts while continuing to develop technologies, products and services to Phase III. Phase II is for the R&D of the technology and is expected to produce a prototype; Phase III is for the commercialization of SBIR/STTR-funded technologies into goods or services in the private sector or a federal agency.

In addition to the SBIR/STTR programs, the USG established the Rapid Innovation Program (RIP) in Section 1073 of the Fiscal Year 2011 National Defense Authorization Act (NDAA). It is a competitive, merit-based program aimed towards accelerating the fielding of innovative technologies into military systems.

Additionally, there are several other programs AFNWC is interested in pursuing, including: AFWERX Spark Cells, the Air Force Academic Partnership and Engagement Experiment (APEX), Air Force Office of Research and Technology Applications (ORTA), Defense Innovation Unit (DIU), Joint Capability Technology Demonstration (JCTD), National Security Innovation Capital (NSIC), National Security Innovation Network (NSIN), Rapid Defense Experimentation Reserve (RDER), and WARTECH. AFNWC is either not leveraging or underutilizing these programs, and the goal of the CD program is to engage with each of these opportunities and direct them towards AFNWC needs.

Furthermore, as the nuclear enterprise has grown and continues to evolve, the financial management and administration of the enterprise and its complexities have evolved as well. This is critical, particularly for the major recapitalization efforts within the Air Force Nuclear Enterprise, as executed by AFNWC. As a result, analytical, programmatic, and administrative support are needed to accomplish AFNWC’s mission.

1.2 Mission

AFNWC is the Department of Defense (DoD) agency responsible for oversight, modernization, technology development, management, and inception-to-retirement control of integrated systems management of weapon systems. For these critical national systems, survivability and vulnerability performance attributes apply to the entire weapon system, to include: all non-nuclear mission essential assets, delivery systems or platforms, associated non-nuclear support systems, equipment, facilities, personnel, command and control links, and supporting logistical infrastructure. The AFNWC's span of control for these strategic systems include early concept development analysis support through life extension modernization of existing and future weapons systems. These weapons systems provide technological advancement, development, and testing of weapons effects for chemical, biological, radiological, nuclear, and explosive (CBRNE) threat environments, for operations and acquisition decisions.

1.3 Scope

The scope of this PWS describes contractor performance of administrative, advisory, assistance, and programmatic services in support of the CAG, the PEG, AFNWC/CT, AFNWC/FM, Scientific and Technical Advisor (AFNWC/ST), AFNWC/SS, and Contracting (AFNWC/PZ). The contractor shall provide specialized support functions in the areas of program management, business/financial management, analytical support, schedule analysis, DOD acquisition, and both common and executive administrative support services. The contractor shall also provide support in the execution of the Planning, Programming, Budget and Execution (PPBE) process, as well as support in analysis and financial reporting. This scope includes the AFNWC’s Execution and Staff Directorates’ R&D and procurement efforts in support of AFNWC’s capability development needs.

2.0 GENERAL REQUIREMENTS

This section describes the general requirements for this effort. The following subsections provide details of various considerations on this effort. The following core competency areas needed for this requirement are:

• Program Management Expertise in DoD 5000.02 acquisition systems Expertise in AFI 63-125 Nuclear Certification processes Programmatic Acquisition Support for AFNWC PEG/CAG Programs

• Scheduling and Schedule Integration Management

• Executive Administration

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• Documentation Support

• Capability Development Program Support

General Administrative & Programmatic Support for AFNWC CD Program Capability Development Program Reporting & Briefing o SBIR/STTR and CD Topic/Focus-area Creation and Portfolio Refinement o Portfolio Analysis – Execution Strategy and Transition Plan o CD Communication Plan o CD Marketing Strategy

• Financial Management and Program Support General Administrative & Programmatic Support Financial and Analytical Support for AFNWC Financial Management Directorate Financial Decision Support and Reporting Recommendations Financial Management Systems Travel Support Acquisition Financial Management

• Office Administration Support Office Operations Documentation and Correspondence Creation Scheduling Management

2.1 Non-Personal Services

The contractor shall provide the AFNWC with non-personal services (as defined in FAR 37.101) related to the efforts detailed in this PWS. The Government shall neither supervise contractor employees nor control the method by which the contractor performs the required work associated with this contract. Under no circumstances shall the Government assign tasks to or prepare work schedules for individual contractor employees. The contractor shall be responsible for managing its employees and guarding against any actions in the nature of personal services or that could give the perception of personal services. If the contractor believes that any actions constitute or are perceived to constitute personal services, it shall be the contractor's responsibility to notify the Contracting Officer (CO) immediately. All decisions relative to programs supported by the contractor shall be the sole responsibility of the Government.

2.2 Business Relations

The contractor shall successfully integrate and coordinate all activity needed to execute the requirement.

The contractor shall manage the timeliness, completeness, and quality of problem identification. The contractor shall provide corrective action plans, quality submittals, timely identification of issues, and effective management of subcontractors. The contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all contractor personnel.

2.3 Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer the requirement. The contractor shall respond to Government requests for contractually driven requirements within timeframes requested by the Government for action. The contractor shall have a single point of contact between the Government and contractor personnel assigned to support this contract. The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirements. The contractor shall assign work effort and

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maintain proper and accurate time keeping records of their personnel assigned to work on the requirement.

2.3.1 Contract Management

The contractor must maintain continuity between the support operations at customer locations and the contractor's corporate/business offices. This requirement includes tasks that must be performed daily. As such, the contractor is responsible for providing sufficient coverage to ensure that no tasks go unmet due to employee leave or absences.

2.3.2 Personnel Administration

The contractor shall provide alternate work options for employees according to its corporate policy regarding Government office closures, during designated Government non-workdays or other periods where Government offices are closed due to weather or security conditions. The contractor shall ensure all employees meet the training requirements necessary to maintain their proficiency in supporting these efforts. The contractor shall ensure these skill sets are leveraged throughout the contractor workforce to meet the contract requirements. The contractor shall have processes and procedures to provide required refresher, upgrade, and proficiency training for personnel to maintain pace with technology advances.

The contractor shall make necessary travel arrangements for employees. The contractor shall provide administrative support to employees in a timely fashion (time keeping, leave processing, pay, and emergency needs).

2.4 Subcontract Management

The contractor shall be responsible for any subcontract management necessary to integrate work performed on this requirement and shall be responsible and accountable for subcontractor performance on this requirement. The prime contractor shall manage work distribution to ensure there are no Organizational Conflict of Interest (OCI) considerations. Any potential concerns of subcontractor OCI will be brought to the attention of the CO immediately. At the direction of the CO, a subcontractor mitigation plan shall be submitted.

2.5 Contractor Personnel, Disciplines, and Specialties

The contractor shall accomplish the assigned work by employing and utilizing qualified personnel with appropriate combinations of education, training, and experience. The contractor shall possess the necessary training, qualifications, experience, and clearances to accomplish the requirements identified in this PWS. The contractor shall match personnel skills to the work with minimal under- and over-employment of resources. The contractor shall determine the number of personnel and shall ensure they assign personnel with the appropriate skill sets to accomplish the contract requirements. Minimal tradeoffs between education, experience or skills may be accepted by the COR and CO on a case-by-case basis. All assigned employees shall be US citizens; no foreign participation is authorized.

2.5.1 Personnel

Key skill sets should encompass program management, financial management and analysis, engineering, and other technical knowledge, skills, expertise, and experience needed to perform work under this contract.

2.5.1.1 The contractor shall notify the CO in writing prior to the departure of any individual assigned to a Key Personnel position, or if the departure was unknown to the contractor prior to occurrence, within 2 (two) hours post occurrence. The Government shall have the opportunity to confirm and validate that any

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proposed substitution/replacement for a Key Personnel position meets the Key Personnel requirements detailed in PWS paragraph 2.5.2.1 for the proposed position.

2.5.2 Key and Non-Key Personnel

Personnel assigned to these efforts will primarily support Section 3.0, Performance Requirements, of this PWS. The following subsections specify requirements for Key and Non-Key Personnel.

2.5.2.1 Key Personnel Requirements

In support of the efforts outlined in the PWS, the contractor shall provide, at a minimum, the following Key Personnel: PEG Program Manager, CAG Business Manager, Capability Development Program Manager, Strategic Communications Specialist, and Senior Financial Management Analyst. The contractor shall ensure the Key Personnel listed possess the necessary education, training, qualifications, experience, and clearances to accomplish the requirements identified in this PWS. Specific requirements for the Key Personnel are outlined below.

PEG Program Manager: Clearance Requirement-Secret Shall provide support as described at Sections 3.6 and 3.7 of this PWS.

A minimum of a Bachelor’s degree in a directly related career field from an accredited college, such as Business Management, Marketing, Finance, Sales, etc. Master’s degree preferred.

Acquisition program office experience, to include 3 to 5 years of this experience within a DOD acquisition office.

DOD 5000 Series acquisition process knowledge.

Program and/or business management experience.

Possess technical editing skills.

Program scheduling and schedule assessment experience.

Ability to understand and ensure compliance with the fiscal laws and funding policies that make up the Purpose Statute, Bona Fide Needs Rule, Anti-Deficiency Act, Full Funding Policy, Incremental Funding Policy, and Annual Funding Policy while reviewing funding documents in accordance with (IAW) DOD Financial Management Regulation 7000.14 and/or risk assessment or analysis experience.

With the prior approval of the CO and the COR, education may be substituted for Experience requirements on a year for year basis for up to four (4) years.

CAG Business Manager: Clearance Requirement-Secret Shall provide support as described at Sections 3.6 and 3.8 of this PWS.

A minimum of a Bachelor’s degree in a directly related career field from an accredited college, such as Business, Political Science, Accounting, etc.

2 to 3 years of acquisition program office, DoD staff office, and/or business management experience.

Understanding of Air Force processes and culture.

Technical editing skills Positive interpersonal skills.

Ability to collaborate with staff personnel in completion of various products.

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Ability to understand and ensure compliance with the fiscal laws and funding policies that make up the Purpose Statute, Bona Fide Needs Rule, Anti-Deficiency Act, Full Funding Policy, Incremental Funding Policy and Annual Funding Policy while reviewing funding documents IAW DOD Financial Management Regulation 7000.14.

With the prior approval of the CO and the COR, education may be substituted for Experience requirements on a year for year basis for up to four (4) years.

Capability Development Program Manager: Clearance Requirement-Secret Shall provide support as described at Section 3.1 of this PWS.

Minimum of a Bachelor’s degree in a Science and Technology (Mathematics, Science, Technology, Engineering, or Statistics) or Business (Management, Business, Economics, Finance, Accounting) related field from an accredited college or 3 years of directly related DoD experience in either Science and Technology (S&T), Acquisition, Sustainment, or Test and Defense industry technology insertion. Master’s degree preferred.

Possess knowledge of the management and oversight of SBIR/STTR acquisition programs as well as Capability Development.

Possess an understanding of the SBIR/STTR program operation including SBIR/STTR program legislation, SBIR/STTR enterprise roles, responsibility for each role, and supporting infrastructure and execution processes to include TACFI/STRATFI.

Demonstrated success in facilitating effective communication and collaboration across multiple geographically separated and functionally specialized activities, ability to develop and execute strategic and operational plans and policy, and the ability to handle multiple tasks simultaneously.

Must be able to develop, document, and socialize SBIR/STTR, TACFI/STRATFI, and other Capability Development program strategies and implement operating process changes and be able to plan, coordinate, support and participate in senior leadership (HAF, DoD) meetings, including program management reviews and emerging special interest program developments.

Ability to plan and execute mass communication programs (i.e., conducting market research, managing presence at conferences and exhibits, and leading Science, Technology, Engineering, and Math (STEM) community outreach efforts) for a scientific and/or technical research organization and understand how to create and implement a marketing strategy.

With the prior approval of the CO and the COR, education may be substituted on a year for year basis for up to four (4) years of experience, provided the candidate has at least three years of experience in technology transition/commercialization via the SBIR/STTR program or a similar Science and Technology (S&T), Acquisition, Sustainment, or Test and Defense industry technology insertion program.

Strategic Communication Specialist: Clearance Requirement-Secret Shall provide support as described at Section 3.1 of this PWS.

Minimum of a Bachelor’s degree in Marketing, Business Administration, Writing and

Communications, or related field. Master’s degree preferred.

Preferred to have marketing, project management, communications and/or public relations expertise.

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Must know how to foster strategic partnerships with targeted customers to build an organization's brand identity and raise awareness of its mission (SBIR/STTR in this case).

Ability to plan and execute mass communication programs (i.e., conducting market research, managing presence at conferences and exhibits, and leading Science, Technology, Engineering, and Math (STEM) community outreach efforts) for a scientific and/or technical research organization and understand how to create and implement a marketing strategy.

Possess knowledge of the management and oversight of SBIR/STTR acquisition programs as well as CD.

Must be able to develop, document, and socialize SBIR/STTR, TACFI/STRATFI, and other Capability Development program strategies and implement operating process changes and be able to plan, coordinate, support and participate in senior leadership (HAF, DoD) meetings, including program management reviews and emerging special interest program developments.

Experience using Adobe Creative Suite, InDesign, Illustrator and Photoshop is desired.

With the prior approval of the CO and the COR, education may be substituted on a year for year basis for up to four (4) years provided the candidate has at least two years of experience that is directly related to marketing, project management, design communications and/or public relations.

Senior Financial Management Analyst: Clearance Requirement-Secret Shall provide support as described at Section 3.2 of this PWS.

Possess knowledge of the Financial Management, Budgeting, Reconciliation Support and other Business functions described in this PWS.

Minimum of a Bachelor’s degree in a directly related career field from an accredited college.

Master’s degree preferred.

Preferred to have acquisition program office experience and an understand and ensure compliance with the fiscal laws and funding policies that make up the Purpose Statute, Bona Fide Needs Rule, Anti-Deficiency Act, Full Funding Policy, Incremental Funding Policy and Annual Funding Policy while reviewing funding documents IAW DoD Financial Management Regulation 7000.14.

With the prior approval of the CO and the COR, education may be substituted for Experience requirements on a year for year basis for up to four (4) years provided experience is directly related to Financial Management experience.

2.5.2.2 Non-Key Personnel Requirements

The contractor shall ensure that any Non-Key Personnel have adequate education and experience to complete the requirements in the PWS. Requirement areas include those functions described throughout Section 3.0. The following knowledge, skills, attributes, and experience requirements shall be met by Non- Key Personnel labor categories:

Junior Financial Manager: Clearance Requirement-Secret Shall support the Government in the Financial Management, Budgeting, Reconciliation

Support and other Business functions described in Section 3.2 of this PWS.

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Minimum of a Bachelor’s degree in a directly related career field from an accredited college or 3 years of directly related Financial Management experience.

Administrative Assistant: Clearance Requirement-Secret Shall provide support as described at Section 3.3 of this PWS.

Minimum of a Bachelor’s degree.

Shall possess skills in general clerical and administrative procedures.

Excellent written and oral communication skills.

Must be able to effectively facilitate and track taskers across multiple locations.

Contractor personnel will need to understand the organization’s goals, priorities, policies, and commitments in order to perform the roles supported.

Shall possess sufficient knowledge of the substantive programs of the organization and of the goals, priorities, policies and commitments of the supervisor, to perform such tasks as assembling information to be used for reports or responses to inquiries; compose non-technical correspondences; and maintain awareness of the clerical and administrative problems related to the organization's programs.

Skill in advising and instructing subordinate offices concerning the required reporting and general clerical and administrative procedures of the organization.

Must have experience and be competent in duty relevant tools, systems, and standards to include: Microsoft Office Products, Defense Travel System (DTS), Air Force Records Information, Management System (AFIRMS), Task Management Tool (TMT), Microsoft Teams, ZoomGov, and Air Force Tongue and Quill

Program Management Specialist Clearance Requirement-Secret Shall provide support as described at Sections 3.6 through 3.8 of this PWS.

Minimum of a Bachelor's Degree.

Shall possess skills in general clerical and administrative procedures.

Excellent written and oral communication skills.

Must be able to effectively facilitate and track taskers across multiple locations.

Program and/or business management experience.

Administrative support experience.

Technical editing skills.

Program scheduling and/or schedule assessment experience.

Shall support the CAG and/or PEG track, analyze, and manage program activities across the portfolio. In Calendar Year 2022, the number of acquisition programs totaled ~45, to include 7 ACAT I (large value) programs.

Ability to collaborate with staff personnel in completion of various products.

Shall possess sufficient knowledge of the substantive programs of the organization and of the goals, priorities, policies and commitments to perform such tasks as assembling information to be used for reports or responses to inquiries; compose non-technical correspondences;

and maintain awareness of the clerical and administrative problems related to the organization's programs.

2.5.3 Professionalism, Responsiveness, and Quality

All contractor personnel shall demonstrate the following abilities, regardless of labor category, in performance of this contract:

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• Ability to operate within a fast-paced work/office environment.

• Sound judgment, foresight, and problem-solving skills.

• High quality oral and written communications to provide clear and concise communication and documentation.

• Excellent research and data gathering skills with ability to interpret/analyze complex information.

• Proficient skill in developing presentations and briefings.

• Appropriate customer service skills representing AFNWC to other leadership.

• Accuracy of outcomes under pressure.

• Competency managing schedules, documentation, and automated systems.

• Knowledge of and experience using the Microsoft Office Suite, and the ability to work and communicate with diverse group of customers and clients within and outside the Federal Government.

• Ability to work independently within the bounds and guidelines of the contract requirements and client.

Contractor personnel shall be professional in demeanor, responsiveness, appearance, and deportment.

The contractor personnel may be required to interface with senior Government and industry officials in a supporting role to the AFNWC.

2.6 Location, Base Support, Hours of Work, Federal Holidays, Weather and Emergency Situations for On-Site Personnel, and Telework

2.6.1 Location

Accomplishment of the results contained in this PWS requires work at Air Force Nuclear Weapons Center (AFNWC); 1551 Wyoming Blvd NE; Kirtland AFB, NM 87117.

2.6.2 Base Support

AFNWC is in the process of implementing Right Office, Right Now (RORN) initiatives which is dependent on the implementation/use of hoteling software tools, Information Technology (IT) equipment, changes to office configuration/furniture, and space allocation. RORN is a mindset applicable within unclassified and classified programs. As AFNWC implements RORN, less space identified with a particular directorate or other organizational subdivision will be designated and more shared space, regardless of where it is physically located, will be leveraged. RORN’s initial emphasis is on unclassified areas but will extend to open-storage areas as well. Consequently, the Government anticipates RORN implementation to be applied to this effort and estimates up to 11 spaces at Kirtland AFB may be subject for RORN hoteling reservations for Contractor personnel. Reservations and space availability may need to be coordinated with the Government Program Manager. The Government will provide the IT equipment and support for all on-site Contractor personnel. As part of RORN, the Government will provide Contractor personnel with access to hoteling software, available office space, furniture, computers, telephone communications, internet access, printers, and access to appropriate government files and databases for use while working on site at a Government location. During on-site work, the Government will provide general office supplies such as pens, paper, staplers, etc. Use is limited to official Government business related to the performance of the requirements in this contract. The Government will provide access to all Government facilities, as necessary, including sponsorship for access to non-Government facilities, for execution of all

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contractor tasks.

2.6.3 Hours of Work

Normal workdays are Monday through Friday except U.S. National Federal Holidays. Normal hours of work are from 0800-1700 MT daily (inclusive of a one-hour break). Contractor staff typically works eight

(8) hours per day, 40 hours per week. All employees are expected to be available during normal hours.

The contractor’s work hours should not exceed 40 hours per week without express, written consent of the CO. This does not preclude the contractor from performing at other times or days when reasonably necessary to accomplish the objectives described herein. The contractor personnel working at Government facilities shall conform to the customer agency’s normal operating hours. Contractor personnel are restricted from opening and closing secured areas within the on-site Government facility.

2.6.4 Federal Holidays

The contractor shall not have staff present at the Government installation facilities on federal holidays, except as otherwise authorized. The federal holidays observed are as follows: New Year’s Day, Birthday of Martin Luther King, Jr., President's Day, Memorial Day, Juneteenth, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day, and Christmas Day. On occasion, the President has been known to declare a federal holiday on a day that is not recognized in this PWS. If such an occasion arises, the contractor shall provide alternate work options for employees according to their corporate policy regarding Government office closures.

2.6.5 Weather and Emergency Situations for On-Site Personnel

The contractor will provide alternate work sites for on-site contractor personnel during local emergencies where the Base Commander has declared an emergency and has stated personnel shall not report to the base or shall leave the base during a workday. The contractor is not authorized to perform any work that may require access to classified information outside of AFNWC-provided facilities on a prolonged basis (e.g., greater than 14 days) without prior Contracting Officer approval. The contractor shall follow their corporate policy and the guidance of the installation containing their place of performance to determine reporting schedules due to a base closure/access restrictions, inclement weather, or shelter-in-place scenarios, etc. Ad-hoc teleworking as a result of weather and/or local emergencies where the Base Commander has declared an emergency and has stated personnel shall not report to the base or shall leave the base during a workday, inclement weather, other base closures, or special work assignments at alternate duty locations is permitted on a case-by-case basis with the approval of the COR and/or CO.

2.6.6 Telework

Regularly scheduled and/or situational teleworking for certain positions can be authorized by the CO and/or COR on a short-term or long-term basis. The contractor shall allow 3 business days for the government to review and approve/disapprove each request for regularly scheduled or situational teleworking. The government will consider the security, surveillance, and asset availability implications for each request. Security reviews will consider each area of paragraph 4.0 of this PWS as it pertains to teleworking. Surveillance reviews will consider the government’s procedures to verify the contractor’s ability to perform the tasks required by the PWS. Operating costs associated with the contractor using alternative duty locations will not be assumed by the Government. The contractor shall maintain availability during normal hours of work via email and phone. All expenses for Internet, telephone connectivity, and other equipment services shall be borne by the contractor.

2.7 Travel / Temporary Duty (TDY)

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Travel to other government facilities or other contractor facilities may be required. Locations will vary depending on AFNWC program activities. All travel requirements (including plans, estimated cost, itinerary, or dates) shall be pre-approved by the government (subject to local policy procedures) and is on a strictly cost reimbursable basis. Costs for travel shall be billed in accordance with the regulatory implementation of Public Law 99-234 and FAR 31.205-46 Travel Costs (subject to local policy and procedures; may reference FAR).

2.7.1 The contractor shall complete a Trip Report for each trip taken. The contractor is responsible for making their own travel and lodging arrangements as necessary to support the contract requirements.

(CDRL A003)

2.7.2 Authorizing travel approving officials for this order must go through the COR and CO.

2.8 Training

The contractor shall ensure all employees meet the training requirements necessary to maintain their proficiency in supporting the efforts detailed in this PWS. Support areas include acquisition processes, schedule management, problem solving skills, Executive office operations, and technical writing. The contractor shall ensure these skill sets are leveraged throughout the contractor workforce to meet the contract requirements. The contractor shall have processes and procedures to provide required refresher, upgrade, and proficiency training for their personnel to maintain pace with technology advance. The contractor shall be authorized to use billed time to complete required AFNWC Ancillary training.

Contractor personnel in support of this effort are responsible to maintain individual currency, proficiency, responsiveness for government prescribed contractor training (OPSEC, CUI).

2.9 Transition

The government will require transition support to ensure a seamless transition to the successor contractor. Because of the nature of the requirement, some work will be in progress through the transition-in and transition-out periods of this contract.

2.9.1 Transition In

The Contractor shall participate in a post-award meeting at Kirtland AFB, NM to be scheduled no later than ten business days after award. In conjunction with the post-award meeting, the Government will provide a mission overview and the Contractor’s role in supporting the AFNWC. In support of all program requirements under paragraphs 3.1 through 3.7, the contractor shall develop a project schedule and milestones, and present it with the plan for project execution and risk assessment at the post-award. The AFNWC will also provide a basic overview of the primary tool models. At a minimum, the Contractor shall establish procedures to ensure responsibility of reports and records without any degradation in service (inclusive of individual security clearances), accomplish a physical inventory of data in each functional area with the COR or designee, generate a complete inventory list of records/documentation received from the Government, and provide procedures/walkthroughs for everyday operations and administrative needs.

During the post-award meeting, the Government will collaborate with the Contractor to identify the COR or designee for the transition-in activities and will ensure that tasks are synced with the transition-in activities to be accomplished within the transition period.

2.9.2 Transition Out

During the final month of the Period of Performance, the contractor shall plan for the transfer of work control delineating the method for processing and assigning tasks during transition. The contractor shall ensure a smooth transition with the successor (or Government) during the transition period, prior to completion of contractual performance. The contractor shall aid the successor (or Government) in

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developing plans, procedures, and methods for assumption of all on-going work. The contractor must provide an orderly transition of work acceptance and accomplishment so that full control by the successor is achieved by the end of the new phase-in period. In addition, the contractor shall identify any gaps in records/documentation that can potentially prevent contract performance and successful transition to a new contractor and provide introductory briefs including, but not limited to, introduction to the program, leadership, expectations, and lessons learned.

3.0 PERFORMANCE REQUIREMENTS

The following section specifies the Performance Requirements for the contract. The contractor shall provide a monthly status report for program-level cost, schedule, and performance (CDRL A004).

3.1 Capability Development Program Support

3.1.1. General Administrative & Programmatic Support for AFNWC Capability Development Program

3.1.1.1 Contractor shall ensure that assigned personnel treat all persons with courtesy and respect and strive to earn positive feedback of customers. The contractor shall maintain courtesy, tact, diplomacy and self-control in performance of all assigned tasks.

3.1.1.2 Contractor shall assign personnel with excellent written and oral communication skills sufficient to provide clear and concise communication and documentation support; contractor personnel shall identify themselves as a contractor in all communication, such as: email, telephone and written correspondence and shall not represent him/herself to be a government employee, agent, or representative.

3.1.1.3 The contractor shall gather information, generate/respond to requests for information, interact with CD process owners and contributors from external organizations and higher headquarters, track suspense items, maintain records, and shall proactively interact with external CD program staff, customers, and industry partners, on a daily basis. Contractor shall respond to all regular correspondence (to include both phone and email requests/inquiries) within one (1) business at least 90% of the time.

3.1.1.4 Contractor shall interface with various internal organizations, gather inputs and project information, facilitate the creation of technical topics/focus-areas, and provide recommendations to AFNWC/CT for consideration and/or action.

3.1.1.5 The contractor shall help the execution directorates map their CD projects to a transition application and an appropriate CD funding option and build relationships between AFNWC/CT government personnel and key POCs at Air Force level CD programs.

3.1.1.6 Contractor shall stay current on the status of all assigned CD projects and topic areas and provide accurate, timely, and decision-quality information; contractor shall update, maintain, and periodically disseminate internal AFNWC CD project status data and other tracking products.

3.1.1.7 The contractor shall support planning and execution stages of all AFNWC Pitch Day and other CD activities and shall provide administrative support for proposal evaluations (to include handling proprietary data).

3.1.1.8 Contractor personnel shall function in an integrated team environment which includes military and civilian personnel, and which will require daily interactions with AFNWC/CT personnel; Contractor shall keep Government staff well informed and regularly give an accounting of the status/way-forward for CD program tasks, projects, and other activities.

3.1.2 Capability Development Program Report

The Capability Development Program Report (CDPR) shall include: an overview of the CD program and a description of how the portfolio has evolved during the reporting period; a record of all of the CD program

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technology development projects and activities (e.g. sponsoring directorate, title, description, near and long term objectives, status, way forward, transition plan, etc.); SBIR/STTR and CD Topic/Focus-Area Creation and Portfolio Refinement; Portfolio Analysis – Assessment, Execution Strategy, and Transition Plan; Communication Plan; and Marketing Strategy – the elements discussed in this section (3.1.2.1 through 3.1.2.4). In addition, the CDPR shall include continuity information such as contact information for external/internal team members, contributors, stakeholders, CD process owners, etc.; the location of the CD program database on Government systems; and instructions for accessing/maintaining database and associated program documentation – to include schedule and milestone data. The contractor shall deliver the draft of the initial CDPR no later than 256 calendar days after the period of performance (PoP) has commenced. Subsequent deliveries are due at annual intervals from the initial due date. The contractor has 10 business days after the Government provides review comments to submit a finalized

CDPR. (CDRL A001)

The contractor shall also deliver a briefing of the information detailed in the CDPR for the annual program review. The contractor shall deliver the draft of the initial CDPR briefing no later than 270 calendar days after the period of performance has commenced. Subsequent deliveries are due as required at annual intervals from the initial due date. The contractor has 10 business days after Government provides review comments to submit and present a finalized CDPR briefing. (CDRL A002)

3.1.2.1 SBIR/STTR and CD Topic/Focus-Area Creation and Portfolio Refinement

3.1.2.1.1 The contractor shall develop and maintain an electronic database, accessible on standard government systems, to track all AFNWC’s SBIR/STTR and CD projects and efforts. The database shall contain information such as: sponsor (e.g., directorate, technical point of contact), link to AFNWC need, title, description, near and long-term objectives, current status, transition plan, etc. The database shall link each project to the AFNWC and AFGSC missions and needs and describe how external and internal CD funding sources and programs will be leveraged to mature and apply the technology to address the capability needs. (CDRL A0001, A0002)

3.1.2.1.2 The contractor shall help stakeholders identify and define current capability/technology needs, and ensure the needs are directly tied to the AFNWC mission and systems/programs managed by the AFNWC. (CDRL A0001, A0002)

3.1.2.1.3 The contractor shall analyze the identified technology needs and facilitate the creation of SBIR/STTR and CD topics/focus-areas and ensure topics/focus-areas are linked to AFGSC and AFNWC’s technical needs, requirements, and/or capability gaps. (CDRL A0001, A0002)

3.1.2.1.4 The contractor shall support AFNWC/CT in helping AFNWC directorates prioritize topics/focus-areas based on threat/scenario informed capability needs and projected CD timelines/costs (e.g., technical mission, resource, organization (TMRO) maturity levels). The prioritized list will be used to support SBIR/STTR and CD funding requests and help optimize the allocation of limited CD resources.

3.1.2.1.5 The contractor shall support and facilitate the execution of the SBIR/STTR and CD/IO programs and make/implement recommendations, as needed, to streamline the AFNWC CD process. The contractor shall assist with acquisition activities as approved by the CO. (CDRL A0001, A0002)

3.1.2.2 Portfolio Analysis – Assessment, Execution Strategy, and Transition Plan

3.1.2.2.1 Portfolio Analysis involves an assessment of the AFGSC and AFNWC missions and capability needs/gaps and mapping each CD effort to a corresponding capability

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need. It is also concerned with searching for promising technologies and creating new CD topics/focus-areas in order to address expressed capability needs. CD projects should be evaluated to determine the projected timeline/cost to field (e.g., TMRO) versus a threat/scenario informed capability/mission impact in order to justify funding requests and help prioritize CD efforts. (CDRL A0001, A0002)

3.1.2.2.2 The execution strategy is a component of portfolio analysis, and shall be developed with efficiency, simplicity, and critical thinking in mind in order to optimize available resources and promote rapid development of needed technologies. The strategy should take a top-down look to avoid duplication of effort and pool resources where possible. It should analyze the utility and feasibility of available CD options and recommend a best approach and implementation methodology for each topic or project.

It should consider the rules of engagement (ROEs) and standard operating procedures (SOPs) of available CD funding options (e.g., AFWERX open topic, Pitch Days, TACFI/STRATFI, program, etc.) and weigh differences between SBIR/STTR and other CD processes. Strategy should adopt, develop, and incorporate CD process guides and instructions. (CDRL A0001, A0002)

3.1.2.2.3 The transition plan shall employ a bottom-up approach to ensure common AFNWC technological solutions are efficiently incorporated into system-specific uses and applications. The execution directorates need to be informed regularly of available technology and provided with guidance and recommendations on how to best transition the technology into their systems. Technological solutions should be transitioned and integrated into fielded systems where practical and new systems/components should pursue a modular architecture to facilitate the insertion of new technology. Every new topics/focus-areas should have at least one transition plan and the plan should be updated annually. The transition plan should evolve and mature as the technology development effort progresses. (CDRL A0001, A0002)

3.1.2.3 Capability Development Communication Plan

3.1.2.3.1 The contractor shall create/update a communication plan for AFNWC’s Capability Development programs’ interactions between AFNWC, its Execution Directorates and other organizations and agencies involved in the process (i.e., AFRL, DARPA, DTRA, etc.). (CDRL A0001, A0002)

3.1.2.3.2 The plan shall outline goals and methods for communicating with all of AFNWC’s directorates and partner organizations in support of the CD programs. (CDRL A0001, A0002)

3.1.2.3.3 As part of the Communication Plan, the contractor shall develop a stakeholder and partner analysis that includes information such as their roles within the AFNWC SBIR/STTR and CD Program (collaborator, S&T support, etc.), contact information, etc.

Additionally, it shall include current mediums of communications analysis and operating procedures and the contractor shall work to improve current communication processes and procedures. (CDRL A0001, A0002)

3.1.2.3.4 The Communication Plan shall account for the current technology capabilities of the Government (no Customer Relationship Management tool, limited to Microsoft Office Products, etc.). (CDRL A0001, A0002)

3.1.2.4 Capability Development Marketing Strategy

3.1.2.4.1 The contractor shall develop a marketing strategy to advertise AFNWC’s CD programs within the appropriate industry communities and to educate both the

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acquisition workforce and its industry partners in the use and benefits of the CD programs. (CDRL A0001, A0002)

3.1.2.4.2 As part of the marketing strategy, the contractor shall develop and update metrics to identify and analyze the return on investment for program offices and identify the usage of each CD program within AFNWC.