4. FA8808-20-R-0001 -- PWS.pdf

Performance Work Statement for U.S. Space Force Field Command Standup Organizational Design Contractor

2 June 2020

BASE:

ATP to 28 Feb 2021

OPTION 1: 1 Mar 2021 to 31 May 2021 OPTION 2: 1 June 2021 to 31 August 2021

The intent of this effort is to assist the USSF stand up its acquisition field command, ensuring a lean, flat, responsive, and agile organization that delivers warfighter capability to achieve the mission of the USSF. The Contractor will assist the acquisition field command integrate and synchronize efforts between all existing and new elements of the field command.

1) Organization strategy:

When the contractor comes on board, the new overarching structure for the U.S. Space Force’s acquisition field command will have been largely selected and approved. The contractor will need to digest this and help determine what activities and people are the core drivers of value (i.e. what’s most important to get right in order to achieve the goals of the field command’s standup). This analysis will reveal what capabilities need to be highlighted or empowered within the new field command; what capabilities need to be grown or brought into the organization; and where functions may need to exist at either the installation, field command or both levels.

Properly synthesizing an organizational strategy that reflects the strategic outcomes will ensure that all standup efforts are on a path to excellent performance and health of the organization by Full Operational Capability (FOC) in November 2020, and sustained beyond.

2) Enterprise (system-level) organization design:

Flowing from the new operating structure for the field command, the contractor will need to assist with the detailed organization design work required to make the new model real. The contractor will establish lines of effort to flesh out the details and start making the new model work. Major lines of effort for the enterprise-level org design will include the following, at a minimum:

a) Structure: The Contractor will assist the field command in defining all the reporting relationships down to the front line, clarify roles and responsibilities, and stand up new governance bodies in the new construct. The Contractor will help shape functions at both the field command and installation level.

b) Processes: The Contractor will work with the field command team to model the core business lines and key processes where applicable. The Contractor will work with key leaders to evaluate tradeoffs in process design, to make decisions about how the work should be done in the new model, and to assign responsible, accountable, consulted, and informed parties. Beyond formal process redesign, the Contractor will evaluate and work to establish other incentives for collaboration, as well as formal and informal linkages, to ensure processes are flowing smoothly across the organization. As part of this work, the Contractor will identify the key individuals in the government whose actions have an outsized influence on how the work gets done – practicing the new processes as demonstration of use / proof of concept, and refining them over time based on their (and others’) inputs on what is and is not working. This line of effort will also focus on achieving increased speed by identifying and/or implementing areas for improvement.

Part of the process design will include helping to resolve external impediments to acquisition processes.

c) Governance and decision making: A critical part of making the new field command operating structure work will be ensuring that there are mechanisms and forums to facilitate efficient and effective decision making. There will be a new leadership team that will need to work together in new and different ways, weigh tradeoffs and make decisions that take into account and impact an entire field command, and share information in the right ways at the right times with the right people. To do this effectively, the Contractor will evaluate the current state of governance – existing definitions of roles, meetings, use of time, and decision quantity/quality/ process; then work with the government team to expand or redesign these definitions of roles, governance forums, memberships, charters, and “battle rhythms” to maximize the ability to make enterprise-wide decisions quickly without sacrificing quality.

d) Culture: Changing the boxes and lines and redesigning core processes are relatively straightforward compared to the complex and time-consuming work of improving organizational health and embedding the right mindsets and behaviors into the organization. Changing and embedding a culture requires equal if not greater rigor, data-driven decision-making, and attention from the team and senior leadership. In order to be successful and beat the threats in space, the field command requires an agile, innovative, decisive, and technology-focused culture. With the government team, the Contractor will help set the right culture, mindset and aspirational values and then develop and roll out any initiatives identified in a way that will gain momentum and buy-in from the workforce and lead to the establishment and embedding of these throughout the field command. In addition, the contractor will work to create a synergistic, “whole enterprise,” field command, building the capabilities of managers from across the field command to lead in the new operating structure. To make the USSF successful, these individuals will need to have the skill and the will required to think at an enterprise level, to collaborate and problem-solve proactively and to take prudent risks. The Contractor will work with the leadership team to determine exactly what behaviors they want to see in the organization, then train the leaders down to approximately the third level below the Commander on key mindsets and behaviors they will need in the new organization. The Contractor will employ an organizational health measurement tool to track workforce culture metrics in a concrete, data-driven way. The Contractor will help (formally and informally) maintain momentum, build traction for the efforts, and establish the right culture for the field command through their actions.

Goals of culture embedding work:

Define what the vision and aspiration really mean for how leaders and employees operate in their day-to-day lives

Determine specific behaviors people will need to exhibit in order to make the new operating model construct work

Upskill people and get them practicing/demonstrating the new mindsets and behaviors

e) Talent / Workforce: One of the key contributors to a successful standup of the field command will be strategically allocating people into roles and managing the standup at the individual level. The Contractor will work with the government team to develop and execute workforce initiatives (e.g., improving recruiting, hiring, leadership capability building, and career pathing). The Contractor will also work with the government team to determine the key positions that drive value in the new structure and identify individuals who are best fit to fill any and all new roles in the new structure. It will be critical to link the field command’s talent strategy to its overall strategic outcomes and organization strategy.

f) Data and metrics: To succeed in achieving its aspirations, the field command will need to develop a plan for how it uses data and manages metrics as an enterprise. The Contractor will partner with the government team to determine how to improve the current data architecture and management system, and then design the targets and metrics that will be used to measure and manage the field command’s performance as an enterprise. Leaders will be able to use these rolled up performance and health metrics to communicate with the workforce and external stakeholders about progress.

3) Integration:

Each area in Section 2 above will require ongoing process management, strategic guidance, and expertise based on best practices and lessons learned from other similar organizational changes and standups. While the contractor may help brainstorm integration with headquarters and other field commands, the core integration function refers to the integrating of the above functions, and not integrating the field command with external stakeholders. The Contractor will perform much of this role, but will be supported by and train the government-led standup team. Much of the work included in this line of effort is around building the capabilities and knowledge base of the field command team to lead in a sustainable and enduring way without an external partner.

Activities here include, but are not limited to, for example:

• Overall integration and change management: The Contractor will help define and develop interactive metrics and dashboards to help leadership assess progress and trends to assist the field command team quantify the impact of the change and workload created by the initiatives for key stakeholders and de-risk mission delivery by re-phasing initiatives or deploying targeted change management plans. Based on the analysis, the joint Contractor-government team will integrate the field command lines of effort and balance resources required to manage the portfolio of initiatives.

• Continuous refinement of standup efforts: Assess the effectiveness of each initiative, and update the portfolio of initiatives as needed (stopping, modifying, or launching new initiatives and interventions). Changes to the structure and governance should be informing new processes and accountabilities, which should in turn affect the performance management system, which also affects workforce and culture initiatives. Centralized and coordinated continuous improvement of the effort will be key.

DELIVERABLES:

- Field command Role Definitions and associated documentation

- Organization mapping of structures and personnel to ‘front-line’

- New governance and decision-making charters

- Enterprise-wide metrics, metrics dashboard and standup targets

- Training sessions and program for focused workshops

- Critical processes mapped and practiced

- Tool training to appropriate Government personnel

OUTCOMES:

The following are the expected outcomes of the base contract, which will require direct support from the Contractor:

• The field command will be mapped to the front line and personnel will have stepped into their new roles

• Employees will understand the field command and how they fit into it

• The new governance and decision-making bodies will be chartered and operational

• Critical processes will be mapped and practiced, with accountabilities and responsibilities defined

• Roles and responsibilities will be clarified, including accountabilities for key processes and interactions

• Goals, roles, and interactions for each of the new org units in the new field command will be defined and integrated together

• Interactions/touch-points defined and understood between other field commands and

HQ USSF (Pentagon)

• Enterprise-wide metrics and targets will be defined to track performance and health goals

• Talent / workforce initiatives will be underway to improve the talent management system

• Culture embedding initiatives will be operational, with “pulse surveys” in place to regularly track progress across the field command

• The government standup team will have the skills, resources, and knowledge they need to successfully lead and evolve the organization

4) Administrative Requirements Security Requirements. The Contractor shall ensure personnel, information, system, property, facility, and international security requirements are met. All Contractor personnel shall be U.S. citizens. The Contractor shall comply with Government Security regulations including, but not limited to, DoDI 5200.02, DoDM 5220.22-M, DoDD 5205.02, DoDM 5205.02-M, and AFI 31-101. This effort is UNCLASSIFIED.

Information Access. The Contractor shall maintain and store internally generated data, and shall permit Government access to all documentation which is related to the contract.

In/Out Processing. Ensure contractor personnel in-process with the unit security manager/information systems security officer on the first duty day in the government activity and out-process with the unit security manager/information systems security officer no later than the period of performance end date of this contract or no later than the last duty day in the government activity, whichever occurs first. Contractor personnel shall repeat this process with this contract regardless if the employee is employed with the same Contractor or the task performance occurs within the same government activity.

For Official Use Only (FOUO). Comply with DoDM 5400.07 and AFMAN 33-302 FOIA requirements. This regulation sets policy and procedures for the disclosure of records to the public. See DoDM 5200.01 Volume 4, for marking, handling, transmitting and safeguarding controlled unclassified information material.

Operations Security (OPSEC). The purpose of OPSEC is to reduce the vulnerability of USAF missions to adversary collection and exploitation of critical information. Critical Information is defined as information about USAF missions or activities the adversary needs to achieve their goals. The Contractor shall ensure compliance with DoDD 5205.02, DoDM 5205.02-M, and/or other applicable Government security regulations including procedures to protect classified and/or controlled classified Government projects and/or programs.