Attachment 1 PWS.pdf

PERFORMANCE WORK STATEMENT (PWS)

MANPOWER AND RESERVE AFFAIRS (M&RA)

PROFESSIONAL SERVICES FOR POLICY, PROGRAM OVERSIGHT AND

ANALYSIS SUPPORT

TASK ORDER

1. GENERAL: This is a Task Order (TO) under the Personnel and Readiness Infrastructure Support

Management (PRISM) Multiple Award Task Order Contract designed to provide professional services for the Office of the Assistant Secretary of Defense for Manpower & Reserve Affairs.

2. BACKGROUND: As a subordinate office within the Office of the Under Secretary of Defense for

Personnel & Readiness, the Assistant Secretary of Defense, Manpower and Reserve Affairs (ASD

M&RA) requires a combination of program advisory, policy development, and analysis and mission support services to design, develop, and implement an array of policy and assessments to provide decision opportunities for the civilian and military personnel communities.

3. OBJECTIVES: The Contractor shall provide program management services under this TO as described herein. This includes the management and oversight of all activities and quality of all work performed by contractor personnel, including subcontractors, to satisfy the requirements identified in this TO. The Contractor shall participate in scheduled and impromptu in-progress review meetings and briefings as required by Government sponsor. The Contractor shall conduct quality control for all activities in this TO.

● Provide program analysis and operational services, program oversight, program evaluation, data analysis and reporting, quality assurance, strategic planning, and program business operations support.

● Provide Systems Engineering and Integration Support in support of

OASD(M&RA) requirements.

● Provide Logistics, Procurement and Life Cycle services, as needed, in support of

OASD(M&RA) requirements.

4. SCOPE: This Performance Work Statement (PWS) describes the overall intent and scope of work to be performed under this Task Order and provides an unclassified description of the work to be performed by the Contractor. The contractor shall provide professional services in support of M&RA functions including: Administration Support, Financial Management, Strategic Communications, Program Analysis and Operational Services, Program Management, Research, Studies, and

Analysis Support Services, Talent Management, and Organization and Operating Model Design.

This PWS describes the overall intent and scope of work to be performed under this task order and provides an unclassified description of the work to be performed by the contractor.

TASK 1 - Provide Program Management

TASK 2 - Provide Program Business Operations

TASK 3 - Develop & Deliver Training

TASK 4 - Provide Engineering & Information Security

TASK 5 - Provide Logistics, Procurement & Life Cycle Services

TASK 6 - Deliverables

5. GENERAL INFORMATION:

5.1. Quality Control: The Contractor shall develop and maintain an effective Quality Control

Program (QCP) to ensure services are performed in accordance with (IAW) this PWS. The

Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor's QCP is howthe means by which he assures himself that his work complies with the requirement of the TO. The QCP shall be delivered via electronic mail within

30 days after contract award. Amendments/changes to the QCP shall be delivered to the COR and

Contracting Officer (CO) within three business days following any change.

5.2. Quality Assurance: The Government shall evaluate the contractor's performance under this contract In Accordance With (IAW) the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the Government mustwill do to ensure that the contractor has performed

IAW the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

5.3. Place of Performance: Primary place(s) of performance will be Government facilities

(estimated 75%); and Contractor facilities (estimated 25%). The Contractor shall complete tasks at

Government and Contractor facilities in the National Capital Region, and other locations directed by the OUSD P&R, its subcomponents and Strategic Partners on a case-by-case basis.

5.4. Period of Performance: The period of performance for this TO is a 12-month base period followed by two, 12-month option periods.

Base Period: 09/30/2025 - 09/29/2026

Option Year One: 09/30/2026 - 09/29/2027

Option Year Two: 09/30/2027 - 09/29/2028

Type of Contract: Cost Plus Fixed Fee.

5.5. Security Requirements: The Contractor shall have Secret Facility Clearance at the time of proposal submission from the Defense Security Services and maintain the clearance level for the life of the contract. All Contractor personnel performing work under this contract must have and maintain a final Secret security clearance at the time of proposal submission and maintain the level of clearance for the life of the contract. There may potentially be a need for one contractor to possess a top-secret clearance for support of MPP TDL. The security requirements are IAW the attached DD Form 254 which will be provided to the Contractor upon award of the contract. The

Contractor shall comply with all security policies and procedures that apply to DoD and General

Services Administration. Security procedures shall be made available to Contractor personnel.

5.5.1. PHYSICAL Security: The Contractor shall be responsible for safeguarding all government equipment, information and property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured.

6. SPECIFIC TASKS:

6.1. TASK 1 - Provide Program Management (PRISM 11.1)

6.1.1. SUBTASK 1: Coordinate a TO Project Kick-Off Meeting

6.1.1.1. The Contractor shall schedule, coordinate, and host a TO Project Kick-Off

Meeting at the location approved by the Government. The meeting shall provide an introduction between the Contractor personnel and Government personnel who will be involved with the TO. The meeting shall provide the opportunity to discuss technical, management, security issues, travel authorization, and reporting procedures. At a minimum, the attendees shall include the Contracting Officer (CO), Contractor Key

Personnel, the OUSD P&R Technical Point of Contact (TPOC), representatives from

OUSD P&R, other key Government personnel, and the Contracting Officer's

Representative (COR).

6.1.1.2. At least three days prior to the TO Project Kick-Off Meeting, the Contractor shall provide a TO Project Kick-Off Meeting Agenda for review and approval by the COR and the OUSD P&R and its Directorates TPOC. The agenda shall include, at a minimum, the following topics:

● Introduction of team members and personnel to include roles, responsibilities, and lines of communication, including Points of Contact (POCS), between the Contractor and the Government.

● Transition-in discussion.

● Security discussion and requirements (i.e., clearance transfers, building access, badges, Common Access Cards (CACs)).

● Project Management Plan (PMP) discussion including schedule, tasks, etc.

● Staffing Plan and status.

● Financial forecasting/tracking and invoicing requirements.

● Baseline Quality Management Plan (QMP).

● Draft Technical Direction Letter (TDL) process and procedures.

Recommended TO Portal Strategy.

● Draft format of Financial Forecast.

● Updated Mission-Essential Contractor Services Plan.

6.1.1.3. The Government will provide the Contractor with the number of Government participants for the TO Project Kick-Off Meeting, and the Contractor shall provide sufficient copies of the presentation for all present.

6.1.1.4. The Contractor shall draft and provide a TO Project Kick-Off Meeting Minutes

Report documenting the TO Project Kick-Off Meeting discussion and capturing any action items. The Contractor shall prepare a Final Mission-Essential Contractor Services Plan no later than 10 workdays after the TO Project Kick-Off Meeting.

6.1.2. SUBTASK 2: Prepare a Monthly Status Report (MSR)

6.1.2.1. The Contractor shall develop and provide an MSR. The Government anticipates that the MSR will be unclassified. The MSR shall include the following:

6.1.2.2. Activities during reporting period, by task (include ongoing activities, new activities, and activities completed, and progress to date on all above-mentioned activities). Each section shall start with a brief description of the task.

● Problems and corrective actions taken. Also include issues or concerns and proposed resolutions to address them.

● Personnel gains, losses, and status (security clearance, etc.).

● Government actions required.

● Schedule (show major tasks, milestones, and deliverables; planned and actual start and completion dates for each).

● Summary of trips taken, conferences attended, etc. (attach Trip Reports to the

MSR for reporting period).

● Cost incurred by CLIN by TDL

● Accumulated invoiced cost for each CLIN by TDL up to the previous month.

● Projected cost of each CLIN by TDL for the current month.

6.1.3. SUBTASK 3: Prepare and Update a Project Management Plan (PMP)

6.1.3.1. The Contractor shall document all support requirements in a PMP and shall provide it to the Government. The PMP shall:

● Describe the proposed management approach.

● Contain detailed Standard Operating Procedures (SOPs) for all tasks. Include milestones, tasks, and subtasks required in this TO.

● Provide for an overall Work Breakdown Structure (WBS) with a minimum of three levels and associated responsibilities and partnerships between Government organizations.

● Describe in detail the Contractor's approach to risk management under this TO.

● Describe in detail the Contractor's approach to communications, including processes, procedures, communication approach, and other rules of engagement between the Contractor and the Government.

● Include the Contractor's QMP.

● The PMP is an evolutionary document that shall be updated as project changes occur and annually, at a minimum. The Contractor shall work from the latest

Government-approved version of the PMP.

6.1.4. SUBTASK 4: Prepare Trip Reports

6.1.4.1. The Government will identify the need for a Trip Report when a Travel

Authorization Request (TAR) is submitted. The Contractor shall keep a summary of all long-distance travel including, but not limited to, the name of the employee, location of travel, duration of trip, and Point of Contact (POC) at the travel location. Trip Reports shall also contain Government approval authority, total cost of the trip, a detailed description of the purpose of the trip, and any knowledge gained.

6.1.5. SUBTASK 5: Financial Forecasting and Tracking

6.1.5.1. The Government anticipates that funding will be received from multiple sources and financial data will need to be tracked at the Military Interdepartmental Purchase

Request (MIPR), funding source, or TDL/project level.

6.1.5.2. The Contractor shall work with the COR and the OUSD P&R and its

Directorate's TPOC to determine, for each task or project, the level of financial tracking required. For each task or project, the Contractor shall create a Financial Forecast for each TO period of performance that details the anticipated monthly costs by CLIN.

6.1.5.3. The Contractor shall set the baseline at the start of each TO period of performance and update the forecasts monthly, at a minimum, as costs are incurred, or as requirements change.

6.1.5.4. The Contractor shall present a draft proposed format for the Financial Forecast at the TO Project Kick-Off meeting for COR and the OUSD P&R and its Directorate's

TPOC approval and shall utilize the Government-approved format.

6.1.6. SUBTASK 6: Prepare and Update Technical Direction Plan(s) (TDL)

6.1.6.1. The Government anticipates that this will be a task order-based contract with multiple projects operating concurrently among the OUSD P&R and its Directorates.

Work within the scope and tasks of a PRISM TO will be directed by the OUSD P&R and its Directorates by a Technical Direction Letter (TDL), initiated by the Government and completed by the Contractor in the form of a Draft Technical Direction Plan (TDP). TDLs will include a statement on in-scope determination to which TDPs must adhere. The COR will examine the TDP to ensure work remains within scope of the TDL. If the COR or the

Contractor suspects the TDP is outside the scope of the TDL, the COR will notify the CO.

The Contractor will correct the TDP, so work remains in scope. The Contractor shall provide all expertise and services as stated in the contract to deliver the integrated professional services. TDLs will be initiated at varying times within a PoP, consisting of various appropriation types (e.g., one-year, two-year, or no-year), depending on the bona fide need. These efforts may be severable or non-severable. In response to the

Government's TDL, the Contractor shall provide, at a minimum, the following information as part of a TDP.

6.1.6.2. Summary of the Government's requirements that includes, at a minimum, the project specifications, structure, activities, conditions, risks, mitigations, and schedule from project inception through project closeout. All project milestones shall be detailed with clear, unambiguous target dates.

● Project staffing and resource profile.

● Travel and ODCs considerations.

● Security considerations.

● Detailed project cost estimate broken out by CLIN.

● Other information required by the TDL.

6.1.6.3. Once the Draft TDP has been approved by the COR (first POC) or CO, the

Contractor shall schedule and coordinate a Project Kick-Off Meeting at a location approved by the Government. Project Kick-Off Meetings may be held virtually pending approval from the COR. Depending on the nature of the requirement, the COR may also waive the requirement for a Project Kick-Off Meeting. The COR may also determine that

Multiple Project Kick-Off Meetings may also be combined into a single session. The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the project. The meeting will provide the

Government and the Contractor with an opportunity to discuss technical, management, and security issues as well as other TO processes and procedures. At a minimum, the attendees shall include the Contractor PM, relevant Government representatives, the

OUSD P&R TPOC, and the COR.

6.1.6.4. Prior to the Project Kick-Off Meeting, the Contractor shall provide a Kick-Off

Meeting Agenda for review and approval by the COR and the OUSD P&R TPOC prior to finalizing. The agenda shall include, at a minimum, the following topics:

● Introduction of team members and personnel including roles, responsibilities, and lines of communication between the Contractor and the Government.

● Discussion of the TDL requirements.

● Discussion of the cost estimate.

● Discussion of staffing and status.

6.1.6.5. The Contractor shall draft and provide a Project Kick-Off Meeting Minutes Report documenting the Project Kick-Off Meeting discussion and capturing any action items.

Following the Project Kick-Off Meeting, the Contractor shall provide the Final TDP to the

COR for review and approval in accordance with Section E. The TDP is an evolutionary document that shall be updated, at a minimum, annually or as changes occur or the project reaches completion.

6.1.6.6. The Contractor shall work from the latest Government-approved version of the

TDP. If there is a conflict between the TDP and the TO, the TO shall always take precedence. The CO shall approve all TDL changes and retains authority to approve all

TDP changes.

6.1.7. SUBTASK 7: Transition-In

6.1.7.1. The Contractor shall provide transition-in services for the TO. The Contractor shall conclude all transition-in activities no later than 45 calendar days after TOA.

6.1.7.2. The Contractor shall provide an Updated Transition-In Plan for Government approval that shall address the Tasks in 11.1.9 and 11.2.9 identifying the roles and responsibilities of the Contractor and any incumbent Contractor(s), information expected from the incumbent Contractor(s), the process to ensure that current vital the OUSD P&R and its Directorate's activities that are within scope of the contract are continued without disruption, a draft schedule(s), to include the anticipated timeline for appropriate personnel security processing, and milestones to ensure no disruption of Government service during and after the transition-in period.

6.1.7.3. The Contractor shall implement its Government-approved Updated Transition-In

Plan no later than (NLT) five calendar days after the TO Project Kick-Off Meeting.

6.1.8. SUBTASK 8: Transition-Out

6.1.8.1. The Contractor shall provide transition-out services when required by the

Government. The Contractor shall facilitate the accomplishment of a low-risk transition from the incumbent to an incoming Contractor/Government personnel at the expiration of the TO. The Contractor shall provide a Draft Transition-Out Plan NLT 150 calendar days prior to expiration of the TO's base period and each TO option period. The Contractor shall provide a Final Transition-Out Plan NLT 120 calendar days prior to expiration of the

TO. The Contractor shall identify in the Transition-Out Plan how it will coordinate with the incoming Contractor and/or Government personnel to transfer knowledge regarding the following:

● Project management processes.

● Points of Contact (POCs).

● Location of technical and project management documentation. Status of ongoing technical initiatives.

● Appropriate Contractor to Contractor coordination to ensure a low-risk transition.

● Transition of Key Personnel.

● Schedules and milestones.

● Configuration settings of all ancillary ODCs installed by the Contractor, where applicable.

● Asset management, including any license expiration dates, where applicable.

6.1.8.2. The Contractor shall also establish and maintain effective communication with the incoming Contractor/Government personnel during the transition-out period and shall conduct Transition-Out Status Meetings no less than on a weekly basis.

6.1.8.3. The Contractor shall conduct Transition-Out Status Meetings more frequently, if necessary, to ensure a low-risk transition-out.

6.1.8.4. The Contractor shall implement its Transition-Out Plan in accordance with the

Government-approved Transition-Out Plan and NLT 90 calendar days prior to expiration of the TO. All facilities, equipment, and material utilized by the Contractor personnel during performance of the TO shall remain accessible to the Contractor personnel during the Transition-Out period pursuant to the applicable security in-processing and out-processing guidelines.

6.1.9. SUBTASK 9: Provide Quality Management

6.1.9.1. The Contractor shall identify and implement its approach for providing and ensuring quality throughout its solution to meet the requirements of the TO.

6.1.9.2. The Contractor shall provide a Baseline QMP to maintain and update as changes in the program processes are identified. The Contractor's QMP shall describe the application of the appropriate methodology quality control and/or quality assurance for accomplishing TO performance expectations and objectives. The QMP shall describe how the appropriate methodology integrates with the Government's requirements.

6.1.10. SUBTASK 10: Risk Analysis

6.1.10.1. The Contractor shall assist the Government with identifying and documenting vulnerabilities and risks and analyzing threats that may be impediments to the OUSD

P&R program execution.

6.1.10.2. The Contractor shall develop alternative solutions to address these issues and risks and provide approaches to mitigate these risks.

6.1.10.3. The Contractor shall advise Government project leaders on current and planned Government policies, procedures, and regulations that will impact program execution.

6.1.10.4. The Contractor shall prepare a Risk Analysis Report biannually that documents risks, risk mitigations, and resolution (if applicable).

6.2. TASK 2 - Provide Program Business Operations (PRISM 11.2)

The Contractor shall collaborate and provide the OUSD P&RASD M&RA and its Directorates with program business operations services to ensure that the OUSD P&RASD M&RA and its Directorates programs meet stated program objectives, are efficient, and cost-effective.

In addition to the subtasks identified under this Task, the Contractor shall provide the following administrative services:

● Coordinating and communicating with OUSD P&RASD M&RA and its Directorates to monitor project progress.

● Processing and tracking visit requests and coordinating travel logistics. Controlling building access.

● Coordinating property transfers.

● Assisting and coordinating material purchasing.

6.2.1. SUBTASK 1: Resource Management

6.2.1.1. The Contractor shall provide analysis and resource management support to

OUSD(P&R)ASD M&RA for the Defense Planning, Programming, Budgeting and

Execution (PPBE) system process to include program development, coordination of annual budget submissions and execution activities to includesuch as data input, tracking and reporting in various formats, unfunded requirement coordination and tracking, and program assessment.

6.2.1.2. The Contractor shall support and assist Government staff in developing inputs to the Program Objective Memorandum (POM); program review and budget review;

financial exhibits; budget execution reports and spend plans; and assessment reports, briefings, and related materials.

6.2.1.3. The Contractor shall provide support in maintaining up-to-date financial data reflecting adjustments resulting from the program objective memoranda (POM), program reviews, and budget submissions.

6.2.1.4. The Contractor shall develop and maintain an up-to-date user-friendly desk manual documenting budgeting and financial execution functions and step-by-step procedures performed to complete tasks. Hard copy and electronic version required using

Microsoft Excel and Word format. The manual shall document where files are saved, what systems and programs are needed to accomplish the tasks, and who provides the various sources of information.

6.2.1.5. The Contractor shall, to the extent allowable, actively participate in scheduled and unscheduled review meetings and briefings, as required by the Government staff, and complete quick response assignments.

6.2.1.6. The Contractor shall perform financial monitoring and administration for the

OUSD P&RM&RA and its Directorates. These tasks include daily monitoring and administration, and documentation of financial actions for the OUSD P&RM&RA and its

Directorates, in line with Government finance and contracting laws and policies.

Monitoring includes all task orders awarded under this IDIQ as well as external contracts supporting the OUSD P&RASD M&RA and its Directorates.

6.2.1.7. The Contractor shall advise the Government on risks (e.g., expiring periods of of performance, upcoming milestones) and opportunities for increased efficiencies.

6.2.1.8. The Contractor shall communicate upcoming risks, deadlines, and taskers received to relevant operations personnel, admin, and COR as necessary.

6.2.1.9. The Contractor may assist the Government in reviewing and monitoring travel

(e.g., identifying travel requirements, such as approvals) and ODC purchase requests for both Contractors and third-party vendors under contract with the program.

Contracting and financial activities that require DoD system access necessitate employees that are eligible for CAC cards.

6.2.1.10. The Contractor shall maintain funds and disbursement and invoice records for the OUSD P&RASD M&RA and its Directorates and contracts (weekly).

6.2.1.11. The Contractor shall monitor, review and action ODCs, purchase requests, and travel (e.g., identifying travel requirements, such as approvals) for both Contractors and third-party vendors under contract with the program on a weekly basis.

6.2.1.12. The Contractor shall monitor and maintain spend plan documentation (weekly)

6.2.1.13. The Contractor shall monitor contract Periods of Performance and associated execution of funds (weekly).

6.2.1.14. The Contractor shall maintain both current and projected expenses for ODCs, purchase requests and travel expenses (weekly).

6.2.1.15. The Contractor shall monitor finance milestones and provide subject matter advice if there is a discrepancy (weekly).

6.2.1.16. The Contractor shall close Unliquidated Obligations (ULOS) on prior program contracts.

6.2.1.17. The Contractor shall enter data into the Dormant Account Review Quarterly

(DAR Q) system.

6.2.1.18. The Contractor shall perform administration for funding actions, such as data entry for purchase requests.

6.2.1.19. The Contractor shall, as needed, monitor DoD/Federal financial guidance, and ensure compliance. Key guidance includes DoD Financial Management Regulation

(DODFMR), Joint Travel Regulation (JTR), Federal Acquisition Regulation (FAR), and

DoDI 4000.19 support agreements.

6.2.1.20. The Contractor shall review invoices or spend requests for compliance to

DoD/Federal policy.

6.2.1.21. The Contractor shall support Government leadership in meeting annual

Program Objective Memorandum (POM) submissions through providing subject matter expertise, providing documentation, building slide decks and reports, etc.

6.2.1.22. The Contractor shall review and validate cost estimates as requested.

6.2.1.23. The Contractor shall communicate issues, risks, and upcoming taskers to

Government personnel.

6.2.1.24. The Contractor shall maintain financial records, with updates to status provided at least weekly. Maintenance, development and communication of historical figures and forecasts, provided to the Government upon request within 3 business days.

6.2.2. RESERVED SUBTASK 2: Audit

Support

6.2.2.1. The Contractor shall maintain data in an electronic format available for analysis and reporting. Audit support shall include:

6.2.2.2. The Contractor shall provide analysis to support the OUSD(P&R)'s inputs into and conduct of annual audits including the annual Statement of Assurance (SOA, formerly known as Managers Internal Control Program), the Military Retirement Fund (MRF), and other audit related actions.

6.2.2.3. The Contractor shall support the shall support the development of an

OUSD(P&R) audit infrastructure necessary to interact with external financial statement auditors; improve OUSD(P&R) and subordinate components financial reporting processes; monitor financial reporting controls and validate corrective actions;

communicate and coordinate change management.

6.2.2.4. The Contractor shall assist in the preparation of the Annual SOA regarding the effectiveness of internal controls as they relate to the OUSD(P&R) as a whole.

6.2.2.5. The Contractor shall support the preparation and delivery of executive level briefings.

6.2.2.6. The Contractor shall support OUSD(P&R) development of strategies and plans to overcome material weaknesses identified in internal and external audits; help identify and recommend new business processes or controls needed to achieve financial statement assertions; monitor financial reporting controls; and validate the corrective actions of the organization.

6.2.2.7. The Contractor shall assist in the preparation and coordination of OUSD(P&R) response to findings and recommendations related to the MRF; support OUSD(P&R) participation in MRF related meetings and activities; support Government staff in the preparation, review, and coordination of documents associated with the management of the MRF.

6.2.3. SUBTASK 3: Program Analysis and Operational Services

6.2.3.1. The Contractor shall provide operational and program analysis services.

6.2.3.2. The Contractor shall assist the Government with tracking open action items and taskers that are delegated.

6.2.3.3. The Contractor shall provide documentation activities to include, but not limited to developing meeting agendas, editing meeting minutes, and maintaining updates of documentation format/template.

6.2.4. SUBTASK 4: Program Management

6.2.4.1. The Contractor shall provide the OUSD P&RASD M&RA and its Directorates with program management services to ensure that projects are aligned with overarching

OUSD P&R and Departmental strategic goals and readiness is maintained.

6.2.4.2. The Contractor shall review emerging technologies and planned and current directives and regulations to maximize the OUSD P&RASD M&RA and its Directorates effectiveness and efficiency.

6.2.4.3. The Contractor shall perform the following when required to accomplish this subtask:

● Short and long-term strategic planning and forecasting.

Improve current processes and change management.

● Concept development and requirements analysis.

Cost/Schedule/Performance improvement.

Information/Data analytics.

● Risk/Threat Analysis

● Knowledge management.

● Cybersecurity impacts analysis.

● Technology insertion to evaluate return on investment for emerging technologies

6.2.5. SUBTASK 5: Program Advisory & Transformation Services

6.2.5.1. The Contractor shall support the phases of business processes and operations including transformation, transition, analysis, integration, communication, and all lines of effort within a given P&RM&RA agency/directorate and across relevant stakeholders using commercially grounded approaches, methodologies, and solutions. When applicable, fuse institutional Department of Defense knowledge with relevant commercial experience to enhance and drive innovative strategies, techniques, and business processes to close the divide between government and the private sector.

6.2.5.2. The Contractor shall perform the following when required to accomplish this subtask:

● Develop and implement change management strategies that build ownership for activities targeted at moving stakeholders from a state of uncertainty to ownership and action.

● Develop appropriate outreach to enable P&RM&RA to reach targeted stakeholders.

● The Contractor shall (when appropriate) leverage industry expertise in order to provide reach back support.

● Ensure consistent, effective application of management principles, methods, and knowledge of specific functional areas of expertise to support activities and act as a strategic advisor.

● Provide support in performance management and analysis capability that focuses on metrics and measurement.

● Utilize innovative tools, procedures, processes, and methods to conduct analyses to measure and monitor the key indications of organizational and business performance.

● Perform management activities that include identifying, analyzing, and implementing process reengineering initiatives in support of business operations.

● When applicable, execute all project management tasks associated with the Joint

Capability Integration and Development System (JCIDS) process, including developing initial capabilities documents, capability development documents, and

DOTmLPF-P Change recommendations. Perform management activities that include identifying, analyzing, and implementing finance transformation and/or integration initiatives.

● Support organizational transformation and talent related projects and initiatives.

● Conduct stakeholder interviews, review document requirements, review, and document processes.

● Develop and maintain implementation plans and schedules as required. Develop and maintain risk plans and mitigation approaches.

6.2.5.3. The Contractor shall provide suitable management plans and systems, including procedures, templates, databases and program/project documents for the scheduling, control, and coordination of all activities required to accomplish program or project tasks.

6.2.5.4. The Contractor shall provide oversight and administration of assigned portfolios to include interaction with program offices, government management, and other contract staff.

6.2.5.5. The Contractor shall ensure timely, accurate, and effective collection of project information, including status, and performance reporting.

6.2.5.6. Ensure that the Contractor analyzes, synthesizes and communicates information and data in a concise and timely manner.

6.2.6. SUBTASK 6: Strategic Transformation

6.2.6.3. Support strategic objective development at the enterprise or directorate level. In support of strategy development, the Contractor shall provide all management, labor, material, and communication related materials to accomplish strategic advice, planning, and tasks. Services required to accomplish this task include but are not limited to stakeholder engagement, in either working group settings or in one-on-one interviews, vision and mission facilitated sessions, courses of action development, lines of effort development, and drafting of plans of actions, milestones and associated implementation documents with the proper stakeholder identified for execution. Additionally, support may be required to monitor progress towards successful implementation and tracking of associated tasks related to the strategy implementation.

6.2.6.4. The Contractor shall perform the following when required to accomplish this subtask:

● Organizational Strategy Design and Implementation: Facilitate vision alignment and development of strategic choices and ideal solutions to achieve a future state.

Prepare implementation plans as required outlining solutions and all associated actions for successful implementation of a transformation effort. Monitor progress toward achieving a desired future state through implementation of a performance measurement framework that outlines clear performance targets and measures/metrics.

● Digital Transformation: Leverage digital technologies to create new-or modify existing mission and business processes, culture, and customer/end user experiences to meet changing mission, business, and national security requirements.

● Program Innovation: Implement a systematic innovation lifecycle by focusing on tactics that make innovation repeatable and embedded in organizational culture. The tactics will address six interrelated dimensions: 1) metrics and evaluation, 2) governance and operations, 3) funding and procurement, 4) technology and infrastructure, 5) process standards, and 6) workforce and incentives.

● Customer/User Experience Management and Measurement: Support the design and development products, services, and solutions using Human Centered Design

(HCD) and User Experience (UX)Industry best practices. Conduct research among customers and users - including measuring the experiences, attitudes, and perceptions of Total Force and the military community writ large to deepen understanding of the factors that drive satisfaction with services. Synthesize and analyze findings and support solution recommendations and ideation based on research findings. Data Strategy: Link data to mission-related objectives to better understand the true value of existing data and determine how best to leverage enterprise data as a strategic asset to drive mission-related decisions.

6.2.7. SUBTASK 7: Organization & Operating Model Design Support

6.2.7.1. Support organizational assessment, design, and refinement efforts across the

P&R portfolio, in order to enhance operations and align the organization, its strategy, and its vision. This would include assessment of the current state, development of multiple organizational design options, and the assessment and refinement of supporting operating models and governance structures.

6.2.7.2. The Contractor will be expected to place a particular emphasis on stakeholder collaboration and maximizing impact of current organizational, operational, and governance structures. Additionally, support may be required to create organizational change management and transition strategies.

6.2.7.3. The Contractor shall perform the following when required to accomplish this subtask:

● Identify capability gaps and conduct current state assessments.

● Plan and facilitate design sessions to validate design principles and options.

● Develop and refine interaction models that define coordination between stakeholders corresponding to an organizational change.

● Design organizational decision rights documentation that defines the roles, responsibilities, and accountability of stakeholders corresponding to an organizational change, or an existing function.

● Provide support in creating and implementing change management strategies and change management communications.

● Develop specific and measurable metrics for measuring whether the organization design is successful.

6.2.8. SUBTASK 8: Strategic Communication

6.2.8.1. Provide strategic communications planning which consists of all necessary support to successfully investigate and identify audiences, messaging, strategies, tactics, and measurement for outreach in alignment with overarching organizational strategy.

This function will launch, execute, manage, and evaluate performance of all internal and external communications in coordination with relevant change management, public affairs, and outreach and engagement teams. Support may be required in assessing, maintaining, and improving the existing communications methodology and practices to achieve efficiency and alignment with business goals. Depending on the needs of customer agencies, the Contractor shall provide expert assistance in all aspects of advertising, content creation, event management, executive communications, marketing, media relations, message testing, outreach, public relations, stakeholder engagement, and support.

6.2.8.2. The Contractor shall provide support to agency personnel to transfer the skills and knowledge necessary for long term operation.

6.2.8.3. The contractor shall perform the following when required to accomplish this subtask:

● Provide support in defining communications by conducting audience targeting, message development, identification of channels, tactics, and metrics for each communications campaign.

● Support internal communications campaigns to include such activities as data visualizations, deskside briefings, email campaigns, executive speech writing, media and speaker preparation, sourcing and sharing employee stories, talking points development, planning, and hosting virtual or hybrid events including town halls, webinars, and forums.

● Support the research, writing, editing, and informal/formal coordination for stakeholder reports, such as Reports to Congress and responses to Government

Accountability Office (GAO) and DoD Inspector General (Do DIG) inquiries.

● Support external communications activities including but not limited to: o Developing creative campaign development in support of public service announcements and paid media campaigns across national, regional, and local geographies and all digital and traditional media formats conduct in-person, hybrid, or digital stakeholder engagement events, design and execute email campaigns.

● Support development of strategic recommendations for advancing the agency's brand and communications in support of business goals. Examine and identify previously underused or untapped channels, audiences, and evolving technologies.

6.2.9. SUBTASK 9: Process Improvement

6.2.9.1. Provide support in Process and Performance Improvement which consists of all necessary support to successfully initiate, launch, execute, manage, and evaluate performance management programs as well as core business operations. Support may be required in maintaining and improving the methodology and practices to improve how well organizations, their people and processes perform. Depending on the needs of customer agencies, the Contractor shall provide expert assistance in all aspects of process and performance management, performance improvement and support.

6.2.9.2. The Contractor shall provide support to agency personnel to transfer the skills and knowledge necessary for long term operation.

6.2.9.3. The Contractor shall perform the following when required to accomplish this subtask:

● Provide business process reengineering and business case analysis (BCA) conducted internally as well as review BCAs performed by outside organizations;

develop and coordinate measurable analysis objectives, metrics, and standards that assist in the full analysis of programs and capabilities.

● Review and provide recommended updates to programming language coding and processes used for analysis and data transformations as well as technical documentation for all data analysis and data transformations.

● Provide support in developing and maintaining Project Portfolio Management processes and means to support tracking, integration, and oversight of high priority performance management and core business projects to improve the effectiveness and efficiency of operations.

● Provide support in developing and maintaining Project Identification and Prioritization approaches including performance management identification and selection process to assist agencies in organizational analysis, development of a set of evaluation criteria, and applying a selection approach to identify the projects that provide the most benefit to the agency.

● Develop and implement a performance measurement framework that assesses the efficiency and effectiveness of projects, programs, and initiatives. Implement a systematic approach to collecting, analyzing, and evaluating the extent to which strategic initiatives are "on track" to achieve their desired outcomes, goals, and/or defined measures of success.

● Support project selection based on the results of project identification and prioritization actions, provide support in developing and maintaining a project pipeline that aligns with the strategic priorities of the organization. The results of this effort will be the creation and maintenance of a project portfolio.

● Support project execution based on project identification and prioritization efforts or based on the project selection approach determined by the Government, the availability of appropriate resources, and established program governance procedures. Key elements to successful project execution that shall require

Contractor support include:

● Charter and team development, to include stakeholder engagement. Strategy development to identify the best process improvement approach to address project objectives per the charter.

● Tracking and risk management to ensure projects stay on schedule.

● Support Project Closeout including capturing and consolidating lessons learned in order to promote the application of similar process improvement opportunities across the enterprise, regionally and nationally or as appropriate.

6.3. TASK 3 - Develop & Deliver Training (PRISM 11.4)

6.3.1. The Contractor shall provide managerial, knowledge transfer, educational and training support to the OUSD P&RASD M&RA and its Directorates.

6.3.2. The Contractor shall develop presentations, reports, point papers and other documentation in support of the tasks described in this Statement of Work (SOW).

6.3.3. The Contractor shall use email for administrative coordination issues. Transmit classified (up to SECRET) information via SIPRNET e-mail.

6.3.4. The Contractor personnel supporting this effort from Government sites should all possess or be eligible for a SECRET clearance, and when supporting designated tasks or those requiring administrative level access to Government information technology systems, possess or be eligible for a SECRET clearance.

6.3.5. The Contractor shall present a summary of all activities performed from each section below in the Monthly Status Report.

6.3.6. The Contractor shall develop and deliver formal Programs of Instruction (POIs), training programs, devices, materials, content, curriculum, and reports for projects, systems, subsystems, hardware, software, processes, and non-system specific mission tasks. Training methods include Mobile Training Teams (MTT), classroom/virtual environments, interactive multimedia, and other types of content as dictated by OUSD P&RASD M&RA and its

Directorates' program requirements. When appropriate, the Contractor shall leverage existing training programs in the development and delivery of training under this task.

6.3.7. The Contractor shall develop, integrate, and support training aids/devices, system/computer resource training (SIM enabled and/or resident) for end user training.

6.3.8. The Contractor shall plan, support, and conduct proof of concepts, demonstrations, and training events for the OUSD P&R and its Directorates.

6.3.9. The Contractor shall perform CONUS and OCONUS training for DoD personnel deployed under this contract, or previously developed and fielded systems and other capabilities as required.

6.3.10. The Contractor shall provide all training material and instructors for these classes.

6.4. TASK 4 - Provide Engineering & Information Security (PRISM 11.5)

The Contractor shall provide engineering, technical integration, test, and evaluation (T&E), prototyping, and information security services to support design, integration, engineering testing, documentation, prototyping, fielding and sustainment support for technical initiatives, and integration activities. The OUSD P&RASD M&RA and its Directorates has several technical projects currently being executed and the Contractor shall provide engineering services for emerging requirements in a wide array of engineering disciplines. The Contractor shall review applications, prototype new applications as required, and identify and address gaps to provide a full life cycle solution for the Department.

6.4.1. SUBTASK 1: Engineering & Systems Testing

6.4.1.1. The Contractor shall use systems engineering best practices to execute engineering, technical, and integration requirements under this TO.

6.4.1.2. The Contractor shall use DoD Joint Event Life Cycle (JELC) processes to perform this task.

6.4.1.3. The Contractor shall leverage its skills and experience with planning, conducting, and supporting large-scale military exercises to perform the following engineering services, at a minimum:

6.4.1.4. Provide for the evaluation, technical assessment, and testing of delivery for fielded and emerging systems.

6.4.1.5. Develop and integrate a new system, and conduct technical design reviews, demonstrations, and test and evaluation to validate the design meets the objectives specified by a requirement.

6.4.1.6. Coordinate and provide other support for exercises, as required, to evaluate system effectiveness to ensure operability of the system with DoD directives.

6.4.1.7. Produce and maintain Test Plans, Test Descriptions, and Test Reports for systems, subsystems, hardware, and software.

6.4.1.8. Generate plans, conduct coordination and liaison activities, attend meetings and support/execute demonstration, experimentation, or exercise events.

6.4.1.9.. Record, analyze, and document all plans, reports and results of demonstrations, experiments, or exercise events.

6.5. TASK 5 - Provide Logistics, Procurement & Life Cycle Services (PRISM 11.7)

6.5.1. SUBTASK 1: Provide Logistics Services

6.5.1.1. The Contractor shall provide worldwide logistics services to meet the full scope and range of logistical functions as required by the OUSD P&R.ASD M&RA

6.5.2. SUBTASK 2: Provide Integrated Life Cycle Sustainment

6.5.2.1. The Contractor shall provide integrated life cycle support for OUS P&RASD

M&RA and its Directorates' systems and technologies. This support shall include but are not limited to the delivery of logistics services, validating GFE, field services, and maintenance for CONUS and OCONUS locations as required.

6.6. TASK 6 - Deliverables

6.6.1. Monthly Status Report completed by the 5th working day of the following month. This report shall be submitted electronically to the COR, in an MS Office format.

6.6.2. Data Deliverables: Technical data and computer software deliverables shall be provided in accordance with the Contract Data Requirements List, DD Form 1423. All deliverables are subject to CO/COR review and approval before final acceptance. All classified deliverables shall be protected and handled in accordance with standard security practices and procedures.

6.6.3. Management Reports: The Technical Representative and Technical Coordinator shall determine the report format and contents. The contractor shall use email for administrative coordination issues. Transmit classified (up to SECRET) information via SIPRNET e-mail.

6.6.4. Monthly Status Report: The Status Report shall contain a list of milestones scheduled and achieved for the month with delays explained, actual summary of hours, and actual detailed hours. The Actual Detail of Hours shall include but is not limited to employee names, skill levels, labor hours by project/module, rates, monthly costs, cumulative costs, travel costs, and Other

Direct Costs (ODC). The contractor shall submit an integrated schedule of all projects' major milestones, individual project detail milestone schedules and any schedule updates in a timely manner.

6.6.5. Monthly Financial Status Report: The Financial Status Report shall contain a Spend

Plan with contents, format, level of detail, and number of projected months specified by the

Technical Representative and Technical Coordinator. The report shall contain at a minimum, the contract number, delivery order number, ceiling, total hours, total labor, total subcontractor labor, total fee, total Other Direct Costs (ODC), total travel, total cost adjustment, total fee adjustment, total rate adjustment, total expended, balance, and projected out of funds date for all contract delivery orders.

6.6.6. Trip Reports: Contractors shall submit Trip Reports for all travel performed. Trip Reports shall include highlights/summary of technical discussion(s), action items and a list of attendees.

Submit trip reports within 5 working days of trip completion.

6.6.7. Technical Interchange Meetings: Contractor shall conduct and/or attend technical meetings to facilitate the exchange of technical information and enhance effective communication among the interested parties authorized by the Government.

6.6.8. Work Completion Report: At the end delivery order, the contractor shall submit a work completion report.