EMS ADPS Draft PWS.docx

PERFORMANCE WORK STATEMENT (PWS)

1. Contracting Officer’s Representative (COR).

a. Primary COR. See DITCO Additional Text G1 - Points of Contact

b. Alternate COR. See DITCO Additional Text G1 - Points of Contact

c. Property Administrator See DITCO Additional Text G1 - Points of Contact

6916 Cooper Ave.

Fort Meade, MD 20755

2. Contract or Task Order Title. Program Executive Office Services (PEO Services) Electromagnetic Spectrum Architectures, Data, and Planning Services

3. Background. The Department of Defense (DoD) has entered an age of warfighting wherein U.S. dominance in air, land, sea, space, cyberspace, and the electromagnetic spectrum (EMS) is challenged by peer and near peer adversaries. These challenges have exposed the cross-cutting reliance of U.S. Forces on the EMS and are driving a change in how the DoD approaches activities in the EMS to maintain an all-domain advantage.

EMS challenges go well beyond the military battlespace. The EMS is being repurposed for commercial mobile broadband technologies to bolster economic growth and prosperity, which further restricts DoD’s freedom of action. These sophisticated technologies represent new opportunities for the Department and our national economy. However, they also present new challenges across the competition continuum as the electromagnetic operational environment becomes increasingly congested, contested, and constrained (i.e., complex).

The DoD is transitioning from the traditional consideration of electromagnetic warfare (EW) as separable from spectrum management to a unified treatment of these activities as Electromagnetic Spectrum Operations (EMSO). Consequently, the DoD EMS superiority strategy builds on essential objectives from the latest DoD EMS Strategy and the DoD Electronic Warfare (EW) Strategy and takes the Department another critical step forward in implementing the National Defense Strategy. This Strategy seeks to align EMS resources, capabilities, and activities across the DoD to support our core national security objectives while remaining mindful of the importance of U.S. economic prosperity. Additionally, this Strategy lays the foundation for a robust EMS enterprise, prepares EMS professionals to leverage recent technologies, and focuses on strengthening alliances to achieve the Department’s vision of Freedom of Action in the Electromagnetic Spectrum.

The Defense Information Systems Agency (DISA) Next strategy (NS) describes the capabilities and services DISA plans on delivering to transform the DoD information system to meet national strategic objectives. It also enables a more focused effort across the DoD and ensures that DISA addresses the unique challenges of the Combatant Commands (CCMDs), their mission sets, warfighting functions accounting for any domain-specific equities. DISA NS seeks to avoid unnecessary duplication of capabilities between the CCMDs, Defense Agencies and Field Activities (DAFAs) and military departments.

PEO Services’ mission is to deliver combat support capabilities to enable Command and Control (C2) across all warfighting Domains in support of DoD EMSO. The Strategic Planning and Engineering Division (SP&ED) supports PEO Services’ mission by providing EMSO support, strategic planning and advocacy, engineering analysis, enterprise capabilities and services to enable effective global electromagnetic spectrum operations for combatant commanders, joint warfighters, national level leaders and coalition partners. The specific SP&ED functions related to this contract are 1) providing strategic and operational electromagnetic spectrum planning products and services to senior DoD and CCMD leaders, and 2) develop electromagnetic spectrum-related architectures, data standards, interoperability solutions, and data capture processes.

4. Objectives: The objectives of these tasks are to:

· Provide DoD Electromagnetic Spectrum, Data and Planning support.

· Provide EMS Architectures development support.

· Ensure participation in the national and international forums addressing legislation, policy, and governance.

· Advise on potential legislation and governance that may impact the DoD’s use of the EMS.

· Ensure alignment between the EMS superiority strategy, the I-Plan, DISA Next Strategy, and DoD strategies.

5. Scope. The PEO Services Electromagnetic Spectrum Architectures, Data, and Planning Services contract will provide a full range of architecture engineering, and policy support services as defined in this PWS and applicable DoD guidelines. This requirement may in the future expand, change, or be revised due to upgrades to systems as a result of technology evolution, industry standard changes and DoD regulatory requirements. This PWS addresses the following tasks:

· The development, maintenance, and continuous updating of EMS-related architectures in alignment with DoD policies, strategies, and other related architectures.

· Supporting activities related to the DoD Chief Information Office (CIO) Command, Control, and Communications Leadership Board (C3LB), EMS Senior Steering Group (SSG) and its working groups, and the Combined Joint All Domain Command and Control (CJADC2) Cross Functional Team (CFT) and it’s working groups in support of EMS activities, including EMS Operations (EMSO).

· Provide technical, analytical, and development support of national and International EMS Legislation, Policy & Governance, to include DoD spectrum sharing initiatives, and NTIA Interdepartment Radio Advisory Committee (IRAC) activities.

· Provide support to the Strategic Planning and Readiness processes. These processes include, but are not limited to PEO Services readiness reporting, campaign plan support, workspace maintenance, group outreach, and program management support.

The Government may require surge support during the base or any option period, and surge modifications will be within the scope of the contract and provide increased support for the defined task areas of this PWS. Surge support over the life of the contract will not exceed 15% of the contractor’s total proposed cost/price for the base and all option periods, excluding any six-month extension of services pursuant to FAR 52.217-8.

6. Performance Requirements.

6.1 Task 1 – Task Order (TO) Management Support. (FFP) (O&M)

The classification level for this task (6.1) and subtasks (6.1.1, 6.1.2, 6.1.3, and 6.1.4) is UNCLASSIFIED and the only individual that requires a clearance for performance of TO Management is the Program Manager.

6.1.1 Kick-Off meeting. The contractor shall prepare and conduct a kick-off meeting within 10 business days after TO award. This event is intended to establish a collective understanding of the TO requirements, schedule details and expectations.

6.1.2 Non-Disclosure Agreements (NDAs). The contractor shall provide electronic copies of the Government’s NDA, signed by all contractor personnel staffing on this TO. NDAs for initial personnel shall be provided to the Contracting Officer (KO) and to the COR at the start of contract performance.

6.1.3 Weekly and Monthly Reports. The contractor shall provide weekly and monthly status reports and plans. At a minimum, these reports shall include the status of all proposed, approved, in-progress, completed activities and funding status (allocated, expended and balance).

The contract manager shall ensure proper submission of weekly activity reports (WAR) by all contract personnel. These reports shall include a status of all on-going and recently completed tasks that briefly summarize the effort, technical considerations and progress made during the last week. Reports shall be submitted to the appropriate work lead(s).

The Monthly Status Report (MSR) must contain, at minimum:

· Full financial report at the CLIN level that includes,

· Funded level to date

· Expensed level to date

· Remaining funding required

· Government Furnished Equipment (GFE)/Government Furnished Property (GFP) accountability status (if applicable),

· Assigned personnel on the effort,

· Mandatory training completion status

· NDA requirements compliance certification and electronic copies of NDAs signed by any personnel who began performance during the relevant reporting period.

The Program Manager shall ensure all deliverables are completed and submitted in accordance with the delivery schedule. The contractor shall ensure that projects/tasks stay on schedule and are completed on time. The MSR shall include project plans to track status, effort, and resource allocation. The applicable work lead(s) shall be notified when schedule changes are required.

6.1.4 Project Management Reviews. The contractor shall conduct quarterly project management reviews (including Contract Management Reviews (CMR)) with the COR to include detailed project information on cost, schedule, performance, risk assessment, and risk mitigation plans.

Deliverables:

Copies Frequency/ Remarks

6.2 Task 2 – Transition-In – Optional (FFP) (O&M)

The classification level for this task (6.2) and subtask (6.2.1) is up to SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required for only the SECRET level operational tasks that are transitioning. Not all personnel during transition out are required to have a SECRET clearance. The contractor shall propose the positions that would require a clearance for performance of the transition (if applicable).

6.2.1 Onboarding period. A smooth and orderly transition between the Contractor and the predecessor Contractor is necessary to assure minimum disruption to vital Contractor services and Government activities. Due to changes in contract deliverables, a seamless transition is important even if the Contractor and preceding Contractor are the same company. All key personnel/key positions must be onboarded at start of the period of performance. 50 percent total staffing must be complete within two weeks of the start of the PoP and 100 percent within 30 days. Key personnel shall include the following:

· Program Manager (PM): The contractor shall designate a PM to be the single management interface to the Government with the experience and qualifications to meet or exceed the cost, schedule and performance parameters of the contract; staff the program with properly trained and qualified personnel; and ensure required material and data are delivered. The PM shall be either a Project Management Institute certified Project Management Professional (PMP) or have a minimum of ten (10) years in project management.

· Architecture Technical Lead: The contractor shall provide a technical lead to be the technical interfaces to the Government with at least ten (10) year experience in architecture development, products and capabilities. Specialized experience includes development of DoDAF 2.0 and Fit for Purpose (FFP) architecture products, review and analysis of architecture products, incorporation of policy, doctrine, and strategies into architecture development, and experience with commercial architecture development tools such as Cameo MagicDraw. Knowledge of EMS operations and EMS-related architectures is preferred but not required.

· EMS Policy and Governance Technical Lead (TL): The TL shall be the subject matter expert for national and international EMS policy and governance matters, and principles of EMS management and operations. The TL shall have at least ten (10) year experience in the spectrum management/operations domain with extensive knowledge of the spectrum management regulatory and operational entities to include the National Telecommunications and Information Administration, Federal agency spectrum management entities, and the International Telecommunication Union.

All contractor personnel supporting this requirement must possess proper clearances as referenced in DD254 prior to beginning performance under this requirement. The Contractor shall not disrupt official Government business or in any way interfere with the assigned duties of the predecessor Contractor’s employees.

The Transition-In Plan shall address:

· A strategy for implementation of supervisory and program functions.

· The process for transitioning predecessor employees,

· The process for submitting new applications for personnel clearances, etc.

Deliverables:

Copies Frequency/ Remarks

Final plan must be approved by 10 days after award.

6.3 Task 3 - Transition-Out - OPTIONAL. (FFP) (O&M)

The classification level for this task (6.3) and subtask (6.3.1) is up to SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required for only the SECRET level operational tasks that are transitioning. Not all personnel during transition out are required to have a SECRET clearance. The contractor shall propose the positions that would require a clearance for performance of the transition (if applicable).

6.3.1 Transition Out. The Contractor shall provide a list of key personnel with the total number and names of employees performing on the Contract, outlining any applicable suitability and certifications expiration dates in preparation of a new solicitation for follow-on services, upon request by the KO. Prior to Contract expiration and after a follow-on contract is awarded, the Contractor shall exercise its best effort and cooperation to conduct an orderly and efficient transition to a succeeding Contractor.

The contractor will collaborate with the Mission Partners at least 120 days or sooner, prior to the end of the contract, to develop a transition-out plan IAW FAR 52.237-3. The draft Transition-Out Plan is due to the Government 90 calendar days prior to contract end date. The contractor will change/modify as needed until it is accepted by the Government, delivering the final version no later than 60 calendar days prior to contract end date.

After new Contract award, the Contractor shall disclose adequate personnel records, sufficient to allow the succeeding Contractor to conduct interviews for employment/transition (only if the Contractor is not awarded the successor Contract). These records shall be provided to the successor at least 60 calendar days prior to date of Contract expiration. If any incumbent employees desire to transition and are selected by the successor, the current Contractor should cooperate by granting release of those employees on a mutually agreed upon date.

Should GFE/GFP be provided, or Contractor Acquired Property (CAP) acquired during performance of the contract, during the closeout process and no later than 30 days prior to the end of the contract period, the contractor will coordinate with the COR or GFP team to initiate the disposition of GFP and CAP. No later than 10 business days after final day of performance, the Contractor shall turn over all required equipment inventory to the property manager, deliverables, suitability information and security records to the COR. A failure to do so shall result in will be reflected as non-compliance in the final CPARS report.

The contractor shall maintain a copy of all artifacts delivered to PEO Services that are not part of an-other deliverable. This archive shall be provided to PEO Services at contract closeout.

Deliverables:

Copies Frequency/ Remarks

Once

Once

6.4 Task 4 – EMS-related Architecture (EMSA) Support (FFP) (O&M)

The classification level for this task (6.4) and subtasks (6.4.1, 6.4.2, and 6.4.3) is SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required to access classified databases and other documentation for equipment characteristics. Not all personnel are required to have a SECRET clearance for this task/subtasks. The contractor shall propose the positions that would require a clearance for performance the requirement.

6.4.1 EMS Architecture (EMSA) Development, Implementation Modeling, Maintenance, and Evolution. The contractor shall:

· Comply with all DoD policy and governance related to DoD Architectures.

· Apply Zero-Trust (ZT) principles through the entire EMSA support.

· Develop and maintain architecture products using the latest DoD architecture framework compliant architecture artifacts, models, viewpoints, use cases, stories, sequence diagrams, etc., using a Government determined business process, architecture, software, and system modeling tool (currently Cameo Magic Draw) - the expectation is that the industry tool will evolve with emerging technology.

· Develop architecture fit for purpose views, transition plans, and implementation plans as directed by the Government.

· Analyze and incorporate DoD Policies and Strategies impacting EMS Architectures (EMSAs).

· Perform data collection and analysis to define and update the common set of capabilities, activities, services, processes, standards, business rules, and data to support architecture development and maintenance.

· Develop and maintain an architecture artifact scorecard to manage the status of all architecture artifacts under development for each version of EMSAs and provide scorecard updates to PEO Servicesleadership as requested.

· Support the development of the fiscal year project plan for the development of EMSAs.

· The project plan shall include agreed-upon approach of the overall schedule, team roles and responsibilities, communication plan, risk management, and change management.

· The project plan shall align with DISA and PEO Services overarching mission.

6.4.2 EMS Architecture (EMSA) Task/Working Groups. The contractor shall:

· Provide support for EMSA Task/Working Group meetings.

· Assist with meeting planning (e.g., scheduling, meeting room preparation).

· Prepare agendas, minutes, briefings, and support materials.

· Post documents to the approved collaboration portals.

· Prepare meeting notes/reports for all in-person or virtual meetings attended.

6.4.3 EMS Architecture (EMSA) Coordination and Integration with other architecture efforts. The contractor shall:

· Analyze and leverage existing and evolving architectures such as (CJADC2, Electromagnetic Battle Management-Joint (EMBM-J), etc.,), Service/Component solution architectures, doctrinal references, DoD strategies and associated implementation plans to develop and maintain EMSA products.

· Support activities related to DoD participation in C3LB, EMS SSG and its working groups, and the CJADC2 working groups in support of EMS activities, including EMSO.

· Update baseline and target architectures based on the Deputy CIO Information Enterprise (DCIO IE), EMS SSG, PEO Services, DISA and other stakeholder decisions or inputs.

· Develop outreach and information materials (e.g., briefing materials, information papers, etc.) to support the PEO Services Chief Architect.

· Support coordination and integration findings with the EMSA lead.

· Develop metrics and quantifiable and qualifiable measures to support the verification and validation (V&V) of EMSAs from multiple perspectives of the enterprise.

· Maintain the capability traceability and V&V matrices in Government specified tool.

6.4.4 Artifact Configuration Management and Repository. The contractor shall:

· Work with the Government to establish a formal Configuration Management (CM) program that addresses all new and/or modified hardware, firmware, software, and documentation.

· Provide configuration identification, configuration control, and configuration status accounting of all new and/or modified trainer hardware, firmware, software, and documentation including Government Furnished Equipment (GFE) for the duration of the contract.

· Establish and maintain all architecture products in the appropriate architecture portals as directed by the Government to include the storage of all artifacts from the Configuration Management process in the Government approved Database.

· Maintain all architecture products in the Joint Staff J6 Warfighting Mission Area Architecture Federation and Integration Portal (WMAAFIP) and other portals as directed by the Government.

· Provide updates of the Risk Management Database (RMDB) and Configuration Management Database (CMDB) CMDB in the regimented requirement management meeting.

6.4.5 Travel. The contractor shall:

· Support CONUS/OCONUS travel on an annual basis in support of this task (travel requirements may vary depending on mission requirements), examples:

· Support stakeholder engagements for collaboration and integration.

· Support data calls for data flow development.

· OCONUS travel may take up to 7 days.

· CONUS travel may take up to 5 days.

· Prepare trip reports for all meetings attended requiring travel in support of this task.

Deliverables:

Copies Frequency/ Remarks

*Standard Distribution: one copy of the transmittal letter without the deliverable to the KO; one copy of the transmittal letter with the deliverable to the Primary COR.

6.5 Task 5 – EMS Architecture (EMSA) Development, System Engineering - Optional (FFP) (O&M)

The classification level for this task (6.5) and subtasks (6.5.1) is SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required to access classified databases and other documentation for equipment characteristics. Not all personnel are required to have a SECRET clearance for this task/subtasks. The contractor shall propose the positions that would require a clearance for performance the requirement.

6.5.1 DoD working Group/Task Support. The contractor shall:

· Participate and support all relevant C3LB activities as directed by the Government to ensure EMSA goals and development align with DoD vision.

· Provide strategic review and planning for intra-agency and interagency information and data source integration to promote the highest level of synergy between partner agencies with a common goal and objective.

· Support to stakeholder collaboration and analyses to garner the highest levels of participation among partners and ensure the end product gives full consideration to the DoD EMSAs.

6.5.2 EMS Architecture (EMSA) Development and Implementation. The contractor shall:

· Follow the high-level, 6-step architecture development process that provides guidance to the Architect and Architectural Description development plan described in the latest DoD Architecture Framework:

Step 1: Determine Intended Use of Architecture.

Step 2: Determine Scope of Architecture.

Step 3: Determine Data Required to Support Architecture Development.

Step 4: Collect, Organize, Correlate, and Store Architectural Data.

Step 5: Conduct Analyses in Support of Architecture Objectives.

Step 6: Document Results in Accordance with Decision-Maker Needs.

· Build the architecture development and implementation to operate in IL4, IL5, and IL6 environments.

· Develop a system of tools suite for the EMSAs. These tools can be categorized into:

· Modeling tools: Create and visualize system architecture diagrams.

· Analysis tools: Evaluate and improve system architecture by identifying potential issues like performance bottlenecks, security risks, or maintainability challenges.

· Collaboration tools: Work with other engineers and stakeholders on system

· Monitoring, Verification and Validation (V&V) tools: Track and analyze system architecture's behavior and performance in real time.

· Learning tools: Improve system architecture skills and knowledge.

· Apply Agile approaches for continuous user engagement and feedback, to include all of the following:

· Effective stakeholder management.

· Backlog management.

· Communicating technical details to key stakeholders.

· Gathering requirements across the entire stakeholder community.

· Provide Requirements Management (RM) support to focus on identifying, documenting, and managing the various requirements that drive the architecture development process. Hence, the contractor shall comply with the following:

· Stakeholder Alignment: Ensure that the architecture aligns with the needs and concerns of key stakeholders, such as business leaders, IT managers, and regulatory bodies.

· Requirements Capture: Identify and document all relevant requirements, both functional and non-functional, to guide the architecture development process.

· Traceability: Establish traceability between requirements and architecture elements, enabling architects to track how each requirement is addressed within the architecture.

· Prioritization: Prioritize requirements based on their importance and impact on the organization’s objectives.

· Change Management: Manage changes to requirements throughout the architecture development process, ensuring that the architecture remains adaptable and responsive to evolving needs.

· RM can also encompass a wide range of elements, including business objectives, stakeholder concerns, regulatory constraints, and technology constraints.

6.5.3 EMS Architecture (EMSA) Integration. The contractor shall:

· Develop an Architecture integration plan which is typically a System-to-System interface.

· Coordinate with EMSO/EMSA stakeholders to ensure that new architecture is connected properly to a new or an existing architecture.

· Apply Zero-Trust principles through the entire EMSA integration.

· Provide a Risk Management Plan that encompasses identification, analysis, mitigation planning, mitigation plan implementation, and tracking for all EMSA projects, programs, and portfolios throughout the lifecycle.

· The objective is to provide a repeatable process for balancing schedule, and performance goals within program funding EMSA development.

· Provide a capability that appropriately tags and securely manages data in accordance with CJADC2 and latest DoD Metadata Guidance regarding classification and information security guidance to enable a future Cross Domain implementation, interoperability, and granular access level control.

· EMSA Integration Plan must conform with CJADC2 overarching operational and technical goals. Common conformance elements are:

· VAULTIS Data – CJADC2 and EMSA ensure data is visible, accessible, understandable, linked, trusted, interoperable and secure.

· Zero Trust – CJADC2 and EMSA conform to DoD Zero Trust reference architecture.

· Enterprise Data Mesh – CJADC2 and EMSA agree on usage of an enterprise data mesh as a distributed data governance environment for coordination across security classifications.

· Interoperability – CJADC2 and EMSA need to not only address interoperability across combat domains, but also how information travels to combatant commands to address Joint Forces.

· Data-centric Security – CJADC2 and EMSA both adhere to DoD Data Strategy guidance where data is addressed as a strategic asset, and security includes data protection on top of network, servers, and communications.

· The EMSA Integration must be done and must be reviewed as part of Governance approval.

6.5.4 Architecture Capability and Deployment. The contractor shall:

· Enable interoperability, efficiency, and information sharing by applying the following capability definitions:

· Command and Control of Joint EMS Operations. The ability to exercise authority and direction by a Joint EMS Operations Cell over assigned and attached Join EMS Operations Forces and Electromagnetic Spectrum resources in the accomplishment of the mission.

· Integrated EMS Information Environment at the Enterprise Level. The ability to achieve agile EMS operational support in a joint manner across DoD military service organizations in a holistic manner.

· Coherent, aggregated EMS Data. The ability to parse and aggregate EMS data to capture understandable EMS information for the enterprise.

· Apply Cybersecurity capabilities as required for end users by DISA and the DoD.

· Conform with CJADC2 capabilities to support essential services to include:

· EMSA Capability Alignment

· EMSA Common Standards and Technologies

· CJADC2 Design principles

· CJADC2 Capability guidelines

· EMS Data and Strategic Asset.

6.5.5 Artifact Configuration Management and Repository. The contractor shall:

· Work with the Government to establish a formal Configuration Management (CM) program that addresses all new and/or modified hardware, firmware, software, and documentation.

· Establish and maintain all architecture products in the appropriate architecture portals as directed by the Government to include the storage of all artifacts from the requirements analysis and configuration management process in the Government approved database.

· Provide configuration identification, configuration control, and configuration status accounting of all new and/or modified trainer hardware, firmware, software, and documentation including Government Furnished Equipment (GFE) for the duration of the contract.

· Provide updates of the RMDB and CMDB in the regimented requirement management meeting.

6.5.6 Information and Knowledge Management. The contractor shall:

· Provide content updates on knowledge management portals of all applicable program and product management artifacts throughout the life cycle of each EMS Architecture products.

· Provide expertise in all knowledge management portals in order to create and structure portals necessary to display, disseminate and keep current knowledge and information in the most efficient and useable format for the program and product management team, DISA leadership and DoD customer.

6.5.7 Travel

· Support CONUS/OCONUS travel on an annual basis in support of this task (travel requirements may vary depending on mission requirements), examples:

· Support stakeholder engagements for collaboration and integration.

· Support data calls for data flow development.

· OCONUS travel will not exceed seven days in duration.

· CONUS travel will not exceed five days in duration.

· Prepare trip reports for all meetings attended requiring travel in support of this task.

Deliverables:

Copies Frequency/ Remarks

*Standard Distribution: One copy of the transmittal letter without the deliverable to the KO; one copy of the transmittal letter with the deliverable to the Primary COR; Also, 1 copy of the deliverable to the Technical POC.

6.6 Task 6 – Strategic EMS Legislative, Policy, and Governance Support (FFP) (O&M)

The classification level for this task (6.6) and subtasks (6.6.1, 6.6.2, and 6.6.3) is SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required to access classified databases and other documentation for equipment characteristics. Not all personnel are required to have a SECRET clearance for this task/subtasks. The contractor shall propose the positions that would require a clearance for performance the requirement.

6.6.1 EMS National and International Policy and Legislative Analysis Support. The contractor shall:

· Support the government with surveillance of all draft spectrum-related initiatives and activities of the Federal legislative and executive branch agencies, including Congress, the White House, National Telecommunications and Information Administration, the Office of Management and Budget, the National Economic Council, and other Federal entities. Examples of key activities include the National Defense Authorization Act, Spectrum Sharing Initiatives, strategies, auction activities, spectrum audits, repurposing, etc.

The contractor shall:

· Proactively identify and provide impact assessments and recommendations (both technical and non-technical) to the SP&ED as appropriate.

· Address the following in the assessment:

· What is the issue?

· Why should DoD care?

· What is the impact to DoD?

· What are the recommended actions for DoD and PEO Services?

· Support the government with surveillance on Federal Communications Commission (FCC) activities (both technical and non-technical) to track issues and regulatory proceedings that may impact DoD spectrum equities or operations, as well as access to spectrum. Examples of key activities include FCC state -level regulator proceedings in the US&P, FCC daily digest of press releases, public notices, and texts to identify rulemakings as well as speeches and public statements by FCC officials related to spectrum or wireless devices, networks, and services, etc. The contractor shall:

· Proactively identify and provide impact assessments and recommendations (both technical and non-technical) to the SP&ED as appropriate.

· Address the following in the assessment:

· What is the issue?

· Why should DoD care?

· What is the impact to DoD?

· What are the recommended actions for DoD and PEO Services?

· Support the Government with surveillance of preparations for the World Radiocommunication Conference (WRC) including regional group activities.

· Update the WRC Coordination system

· Develop Semi-Annual Regional Group Summaries to document the status of regional preparations for the WRC.

· Support the PEO Services’ efforts to coordinate DoD positions and prepare briefings, talking points, and draft speech content, as necessary.

· Maintain a “Bands Under Discussion” table which documents a list of all frequency bands that may experience a change in regulatory status in the future assessed to determine the likelihood that the regulatory change will occur.

· Provide weekly policy and legislative updates highlighting any activities that may impact DoD spectrum equities or operations, as well as access to spectrum.

· The Government may request in-depth analysis of specific activities.

6.6.2 DoD Policy Analysis and Development Support. The contractor shall:

· Prepare draft DoD EMS policy, doctrine, strategy, and governance documents as directed by the Government.

· Review, analyze, and provide comments on draft DoD policy, doctrine, strategy, and governance documents to ensure alignment with other DoD EMS and non-EMS related documents.

· Participate in spectrum-related standards bodies when required by PEO Services. Participation would be oriented around providing technical input, commenting on technology and technology-related standards, and apprising PEO Services of developments in these areas.

· Draft regulatory proposals and provide comment on already-drafted regulatory proposals.

· Analyze, report, and defend when necessary drafted regulatory proposals, or comments to already- drafted regulatory proposals, in various inter-agency forums.

· Perform outreach activities and draft outreach support materials in order to promulgate DoD spectrum policy, and objectives that are linked to DISA and DoD strategic documents.

· Identify all data sources used for the above activities, whether they are public or are subscription-based and periodically report these sources to SP&ED.

· Post all relevant documents to the government directed collaboration environment.

· Monitor spectrum related trade publications and related news outlets and provide daily news summaries of Federal spectrum policy developments of interest to the DoD as they occur.

· Covers DoD policy groups such as C3LB (and its working groups), EMS SSG (and its working groups) and CJADC2 CFT and it’s working groups.

· Monitor and report on DoD policy group distribution material and proceedings and attend DoD policy group meetings in order to track issues.

· Provide assessments (both technical and non-technical) and recommendations to the PEO Services as appropriate.

· Review the meeting agendas, highlighting DoD actions and items of concern. Moreover, the contractor shall

· Identify and distribute selected documents for discussion and internal review within the PEO Services.

· Work with other DoD organizations on specific actions as directed.

6.6.3 IRAC Support. The contractor shall:

· Monitor and report on the IRAC and its subcommittees material distribution and proceedings. Coverage of Subcommittee meetings as directed by the Government.

· Attend IRAC and its subcommittees meetings and track issues which may impact DoD spectrum access.

· Provide assessments of IRAC materials and proceedings (both technical and non-technical) and provide written recommendations to PEO Services as appropriate.

· Review IRAC and its subcommittees agendas prior to meetings, highlighting DoD actions and items of concern.

· Identify IRAC documents associated with agenda items of concern and provide those select IRAC documents with assessments and recommendations to PEO Services.

· Work with military service organizations of the IRAC on specific actions and provide an assessment of DoD impacts and recommendations to PEO Services.

Deliverable:

Copies Frequency/ Remarks

6.6.1

6.6.1

6.6.1

6.6.1

6.6.2

6.6.2

6.6.2

Draft DoD EMS Policy, Doctrine, Strategy, and Governance Documents

6.6.2

DoD EMS Policy, Doctrine, Strategy, and Governance Documents Reviews

6.6.2

and Proceedings

and Proceedings

*Standard Distribution: One copy of the transmittal letter without the deliverable to the KO; one copy of the transmittal letter with the deliverable to the Primary COR; Also, one copy of the deliverable to the TPOC.

6.7 Task 7 – Strategic Planning and Readiness Support (FFP) (O&M)

The classification level for this task (6.7) and subtasks (6.7.1, 6.7.2, 6.7.3, 6.7.4, and 6.7.5) is SECRET and the Level of Classified Access is SIPRNET. SECRET, SIPRNET information and network accesses are required to access classified databases and other documentation for equipment characteristics. Not all personnel are required to have a SECRET clearance for this task/subtasks. The contractor shall propose the positions that would require a clearance for performance the requirement.

6.7.1 DISA Strategic Planning Support. The contractor shall:

· Develop a baseline plan by incorporating DISA guidance and inputs from PEO Services leadership.

· Convene and lead discussions with PEO Services leadership to review and adjudicate the plan.

· Perform duties as primary PEO Servicesliaison with DISA for all Strategic Planning issues.

· Assist with the review and update of the DISA Strategic Plan.

· Prepare briefings and support documentation as required for the PEO Services Director to present to DISA Senior-Level Working Groups and the DISA Director and Vice Director.

6.7.2 Workspace Maintenance. The contractor shall:

· Develop and maintain SP&ED collaboration sites and shard data on other DoD environments (e.g., DoD Teams, DoD365, and Defense Enterprise Office Solutions (DEOS) environments) as required.

· Develop and maintain public-facing PEO Services and SP&ED materials.

6.7.3 Outreach, Process and Program Management Support. The contractor shall:

· Coordinate and participate in DISA Process Improvement Program Office activities and other efficiency initiatives.

· Develop briefings and reports, as needed.

· Assist in preparation of briefing for senior management.

· Review and update process improvement plans and documents.

· Assist with outreach events/conference.

· Assist with scheduling and travel coordination.

6.7.4 Customer Meetings and Reports. This task covers support to external customer meetings, including Military Command, Control, Communications, and Computers (MC4EB) Frequency Panel (FP) meetings, kick off meetings, weekly customer status meetings, external stakeholder meetings, and any ad hoc as directed by the COR. The contractor shall:

· Prepare external customer meeting material and provide this material to the COR and appropriate Government lead (Branch Chief or Division Chief) five business days prior to the meetings, unless otherwise directed by the Government.

· Prepare minutes for the respective meetings and provide the minutes to the COR and appropriate Government lead five business days after the meetings.

· Take all necessary actions to prepare for, generate materials, support, attend, summarize, prepare meeting minutes, and perform any follow-up actions as required or directed by the COR.

Deliverables:

Copies Frequency/ Remarks

6.7.1

6.7.1

6.7.2

6.7.2

6.7.3

6.7.3

6.7.4

*Standard Distribution: One copy of the transmittal letter without the deliverable to the KO; one copy of the transmittal letter with the deliverable to the Primary COR; Also, 1 copy of the deliverable to the TPOC.

7. Performance Standards.

Tasks 6.1, 6.2, 6.3, 6.4, 6.5, 6.6, and 6.7

· Technical Papers

· Reports and Briefings

· Trip Reports

· All other paper(s) prepared for PEO…