47QFRA20Q0004 - Attachment 1 - NSSI PWS 22 Sep 2020.pdf

GENERAL SERVICE ADMINISTRATION (GSA) FEDERAL SUPPLY SCHEDULE

(FSS) ORDER

NATIONAL SECURITY SPACE INSTITUTE (NSSI)

INSTRUCTOR AND SUPPORT SERVICES

PROJECT IDXXXXXX

PERFORMANCE WORK STATEMENT (PWS)

(22 Sep 2020)

ATTACHMENT 01

RECORD OF REVISIONS

Attachment 1-Performance Work Statement

VERSION DESCRIPTION Date

1 PWS 28 January 2020

Table of Contents

1 GENERAL

1.1 Overview

1.2 Mission/Vision

1.2.1 Figure 1

1.2.2 Figure 2

2 SPECIFIC TASKS

2.1 Key Personnel

2.2 Program Management and Integration

2.3 Department Heads

2.3.1 Figure 6

2.4 Assistant Director of Academic Affairs

2.5 Chief of Institutional Effectiveness

2.6 Chief of Student Services

2.7 Material and Travel/Other Direct Costs (ODC)

2.7.1 Materials

2.7.2 Travel/ODCs

2.8 Department Heads

2.8.1 Space Mastery Department

2.8.2 Space Warfighting Department

2.8.3 Joint Operations Department

2.9 Instructor Tasks

2.9.1 Teaching

2.9.2 Scholarship

2.9.3 Service

2.9.4 Inventory

2.9.5 Course Catalog

2.10 Institutional Effectiveness Tasks

2.10.1 Resource Center Services

2.10.2 Space Weekly

2.10.3 Space Professional Reading List

2.10.4 Multi-Media

2.10.5 Web Development

2.10.6 Instructional System Design (ISD)

2.10.7 Registration

2.10.8 Course Assessment

2.10.9 Instructor Services

2.10.10 Surveys and Evaluations

2.10.1 E-Learning Development

2.11 Student Services Tasks

2.11.1 Course Administration

2.11.2 Space Power Lab Services

2.11.3 Risk Management Framework (RMF)

2.11.4 Information System Security Manager (ISSM)

2.11.5 Information System Security Officer (ISSO)

2.11.6 Information Assurance (IA)

2.11.7 HW/SW Licenses

2.11.8 Learning Management System (LMS) Administrator

2.11.9 Foreign Disclosure Representative (FDR)

2.11.10 Support to the International Military Student Officer

2.11.11 Commercial Internet Support

2.12 Security Tasks

2.12.1 Security Requirements

2.12.2 Physical Security

2.12.3 Common Access Cards (CACs) and Access ID Badges

2.13 Contractor Acquired Property

2.13.1 Transition Period Requirements

2.13.2 Post Award Conference/Period Progress Meetings

2.13.3 Precedence of Documents

2.14 Optional Tasks

2.14.1 Course Director

2.14.2 Instructor Tasks

2.14.3 Security Tasks

2.14.4 Facilities Tasks

2.14.5 General Tasks

2.14.6 Institutional Effectiveness Tasks

2.14.7 Student Services Tasks

2.14.8 Optional Education Tasks

3 GOVERNMENT FURNISHED ITEMS AND SERVICES

3.1 Base Support

4 CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES

4.1 General Requirements

4.1.1 Disposition/Demilitarization

4.1.2 Replacement/Backfill of Qualified Personnel

4.1.3 Personal Services and Inherently Governmental Functions (IGFs)

4.1.4 Certification Updates

4.1.5 Employee Conduct

4.1.6 Travel Requirements

4.1.7 Training

4.1.8 International Trafficking-In-Arms Regulations (ITAR)

4.1.1 Associate Contractor Agreements (ACA)

4.1.1 Personnel Certifications Requirements

4.1.2 Integrated Logistics Support

4.1.3 Sparing Analysis

4.1.4 Obsolescence Management (OM)

5 APPLICABLE PUBLICATIONS

5.1 Compliance Documents:

5.2 Reference Documents:

6 DELIVERABLES

6.1 Table 4

6.2 Acceptance of Deliverables

7 PERFORMANCE REQUIREMENTS SUMMARY

7.1 Table 3

8 ATTACHMENTS

1 GENERAL

1.1 Overview

This PWS defines the performance-based requirements to support the NSSI’s faculty and support contract, which undergirds the Institute’s space education mission, which include academic instruction, support, sustainment, research, and outreach. These functions include, but are not limited to, requirements integration; leadership and instruction responsibilities; curriculum and lesson development, delivery, and refinement; research; institutional effectiveness; Resource Center and Space Power Laboratory (SPL) maintenance and operation; scholastic support functions; and multi-media and web development/management for the NSSI contract as directed by the NSSI Commandant.

1.2 Academic Approach

The NSSI is designed to create, promote and sustain undergraduate and graduate-level knowledge through teaching, research and outreach in the strategic and operational art of joint space operations. The NSSI expands on the traditional in-residence classroom approach to education by blending in-residence, distant learning (DL), and advanced distributed learning concepts at both in-residence and offsite locations in the Continental United States (CONUS) and Outside Continental United States (OCONUS) supporting the DoD, US Interagency, coalition Space Cadre and Partner Nations.

1.2 Mission/Vision

The NSSI currently provides the responsive and relevant professional continuing education component of the various Department of Defense (DoD) and select allied nation space professional development programs. The NSSI has the following vision statement, “Educating and inspiring visionary space leaders of today and tomorrow.”

In 2004, General Lance Lord, AFSPC/CC, created the NSSI in response to the 2001 Space Commission’s demand that military members and Interagency personnel assigned to space specialties be afforded a structured, developmentally appropriate career path designed to grow space professionals. Evolving from the existing Space Operations School, the NSSI moved into commercial facilities in Colorado Springs and assumed the mission of providing space education and training to Air Force space professionals and the broader National Security Space (NSS) community. From 2004 through 2008, the NSSI consisted of two schools: the Space Professional School, responsible for professional continuing education, and the Space Operations School, structured to provide tailored training programs.

In 2008, General Robert Kehler, AFSPC/CC, sought to divest AFSPC of roles and missions rightfully belonging to Air Education and Training Command. After lengthy discussions with Lt Gen Stephen Lorenz, Air University (AU) Commander, Gen Kehler issued Implementation Directive 08-02 (21 Mar 2008), Organizational Relationships and Responsibilities, which directed realignment of the NSSI’s existing Space Operations School to the Space Innovation and Development Center (SIDC) at Schriever AFB, CO, and the Space Professional School to the Ira C. Eaker Center for Professional Development, AU at Maxwell AFB, AL. With this realignment, the Space Operations School was renamed the Advanced Space Operations School (ASOpS) under the SIDC’s 595th Space Group and retained responsibility for advanced system training courses and pre-deployment training. The Space Professional School retained the "NSSI" title, as well as responsibility for space professional continuing education courses, and officially transferred to AU on 1 Oct 2009. Though the commanders for a time considered relocating the NSSI to Maxwell AFB, they eventually decided to leave the Institute in Colorado Springs, a center of gravity for the DoD space community. With this decision, AFSPC took responsibility for housing both schools in the existing commercial facility, with the ASOpS (now the 319th Combat Training Squadron (CTS) becoming the host and the NSSI a tenant. In Jun 2012, with the completion of a new on-base campus, the Moorman Space Education & Training Center (SETC), Building 1876, both schools relocated onto Peterson AFB and into their new purposefully built education facility, where they remain today.

Although housed in a new facility, another wave of change soon swept over the NSSI.

In early 2016, at the behest of General Mark Welsh, Air Force Chief of Staff, and under the leadership of Lt Gen Steven L. Kwast, Commander and President of AU, AU engaged in a top-to-bottom transformation effort. According to Gen Welsh, “Education and training are the foundation of our airpower advantage. To maintain this advantage in the future, we must safeguard and reinforce that foundation. All Airmen, whether teacher or student, have a role in ensuring that we remain the most technically proficient, best-educated, and best-trained air force in the world.” (The World’s Greatest Air Force: Powered by Airmen, Fueled by Innovation, Gen Mark A. Welsh, Pg. 7) Heeding the Chief’s call for change and innovation, Lt Gen Kwast urged all his staff and faculty to seek new and improved ways “to expand training and education, to inform strategic decision makers, to create networks, and to promulgate lessons learned and doctrine to achieve effects that are even more powerful [than in the past].” (Air University Strategic Plan, September 2015, Pg. 5) As part of this transformation, Gen Kwast, in partnership with Dr. Todd I. Stewart, Director and Chancellor of the Air Force Institute of Technology (AFIT) at Wright-Patterson Air Force Base, OH, decided to consolidate the NSSI, AFIT’s Cyber College, and AU’s Nuclear College at Kirtland Air Force Base, NM, under AFIT’s academic umbrella. Though not physically collocated, these three entities comprised AFIT’s newly formed School of Strategic Force Studies, with the goal of developing synergies in the space, cyber, and nuclear education realms. On 1 April 2016, the NSSI officially realigned from the Ira C. Eaker Center for Professional Development to AFIT’s School of Strategic Force Studies.

With the ever increasing domestic and international interest in space, space-related education, and coalition space partnerships, Lt Gen Tony Cotton, Commander and President of Air University, pulled the NSSI from AFIT on 1 May 2019 and realigned it under Air University, nominally at a level commensurate with other major education centers, e.g., the Spaatz Center, in the AU structure. This change enabled the NSSI to focus on its assigned Professional Continuing Education (PCE) mission, while giving Lt Gen Cotton more oversight of and greater leeway to manage the NSSI’s limited resources, as well as its educational influence and outreach. Along with this change, the NSSI absorbed several education courses from the 319th CTS, began offering two on-line courses, and increased its mobile offerings, some to overseas locations, to include Australia and NATO, all of which increased student throughput by over 170%, from around 880 to 2,400, in 2019. At present, the NSSI Commandant reports directly to the Commander and President of Air University and is fully integrated into AU’s structure and processes, fully complying with the University’s stringent academic mandates.

At this time, however, the NSSI faces even greater potential change. While the NSSI may continue to operate as Air University’s center of excellence for space education, it will more likely, in late FY19 or early FY20, shed its NSSI moniker, transfer from AU to the newly established United States Space Command (USSPACECOM), and become Joint Space University (JSU), modeled after the Joint Special Operations University (JSOU) at MacDill AFB, FL. While remaining in its current facility for the foreseeable future, the JSU will retain the NSSI’s PCE mission, associated courses, and customer base, but take on the added role of providing specialized joint education to USSPACECOM, DoD, Interagency, and select allied personnel. Whether the NSSI continues to serve under AU or becomes the JSU, the organization will certainly undergo significant change over the next few years, assume even greater roles and missions, and serve even more partners than ever before. With added roles and missions, the NSSI’s student throughput will likely grow by a 10% to 15% each year for the foreseeable future (Figure 1). Faced with inevitable change; a seemingly, unlimited demand for space education; and sharp competition for scarce resources, the NSSI and its faculty, staff, and mission partners will need to be flexible, visionary, and dedicated in order to effectively and efficiently meet the burgeoning space education needs of a growing list of customers.

1.2.1 Figure 1

Figure 1, FY15 through FY19 figures are based on actual projections. FY20 is based on a projection of 15% growth from FY19. FY20 and beyond have a projected 15% growth based on prior FY.

Since 2004, the NSSI has produced no fewer than 808 space professional graduates every year, and coordinates closely with sister services and a wide array of education partners to fulfill its unique role of providing space PCE to DoD and select allied officers, NCOs, and civilians. In addition to Air Force, Space Force, Army, Navy, and Marine students, the NSSI is proud to educate professionals from Great Britain, Australia, Canada, and New Zealand, as well as students from 17 other nations and all NATO countries. Throughout its dynamic 15-year history, the NSSI has continuously evolved, always striving to afford its students with the best possible education experience and its graduates with lifelong learning opportunities, all while solidifying its unique role as the DoD’s center of excellence for space PCE. In 2019, NSSI celebrates its 15th year of service, to the United States, the US Air Force, and its many partners, the future of space and space education is brighter than ever, and the NSSI is proud to educate the space leaders of today and the many who will boldly lead America and her allies into the future. NSSI’s mission and Vision is found in Figure 2.

1.2.2 Figure 2

2 SPECIFIC TASKS

1.1.1 Place of Performance

The NSSI operates primarily, but not exclusively, from the Moorman Space Education and Training Center (SETC), Building 1876, on Peterson-Schriever Garrison in Colorado Springs. The Contractor shall perform, required duties at various locations, including Government/ Contractor facilities, in the local community, defined as an area within a 50-mile radius of Peterson AFB. At the Government’s direction, the Contractor shall also periodically perform portions of the required work at the Contractor’s own facilities, off-site CONUS or overseas locations. The Contractor shall perform official travel in the performance of Government-directed duties in accordance with NSSI directives, the Joint Travel Regulation (JTR), other pertinent documents, and the paragraph “TRAVEL REQUIREMENTS” below.

The Moorman SETC has approximately 40 contractor office spaces for faculty and staff and is subject to change. Workspace will include a desk, a computer with access to the Air Force/Space Force Unclassified Network and a telephone for each contractor personnel. Contractor shall have access to a scanner/copier/fax machine as well as the required higher classification military networks and facilities (as applicable). The Contractor shall furnish all other office supplies and working materials required to execute this PWS IAW all terms and objectives listed herein. The contractor shall provide office space as needed, which is suitable for office operations, for personnel on this contract. Additionally, at the government’s direction the Contractor shall provide classroom space suitable for learning that is uninterrupted by outside distractions.

Additionally, the Contractor shall provide, as needed, SECRET or sensitive compartmented information facilities (SCIF) for either office or classroom space.

The Contractor shall perform the required work at the locations identified in their proposal, if not working at the Moorman SETC. In order for the contractor to telework they must obtain Government approval, in writing from either the Commandant or the Deputy Commandant.

Contractor Plan to Sustain Performance during Contingency/Emergency/Natural Disasters. Not later than 30 days after contract award, the contractor shall submit a plan for Contingencies/Emergencies/Natural Disasters, defined as unplanned events such as hurricanes, tornadoes, earthquakes, and pandemics etc. Upon notification, the contractor shall take immediate action to respond, mitigate, and enact the approved plan that was submitted and approved by the General Services Administration.

1.1.2 Duty Hours.

When performing Government-assigned duties and tasks, normal business hours are 0700-1700, Monday through Friday; however, duty hours may vary by specific U.S., COCOM, and COCOM-sponsored sites, or based upon travel requirements. Portions of the required work may require continuous operations (24 hours per day, 7 days per week, 365 days per year), for example weather cancellations or delays resulting in classes being scheduled on a weekend. The Contractor shall not be required to provide routine services on federal holidays, to include unforeseen federal holidays, e.g., an officially declared national day of mourning, except in the event of a national emergency or declaration of heightened military alert.

The Contractor may not work on officially declared federal holidays unless approved by the COR. NSSI follows its base host, often declaring certain days throughout the year as Family Days (e.g. the Friday following Thanksgiving Day) during which government personnel are granted time off, depending on operational requirements. Although NSSI’s government personnel may take time off on declared Family Days, Contract personnel shall work during these times unless individual contractors opt to use vacation/personal time.

The performance of these PWS services is not considered to be mission-essential during times of crisis or inclement weather. Should a crisis be declared, the CO and/or COR will verbally advise the Contractor of the revised requirements followed by a written notification. The Contractor is advised that payment of services during times of crisis or inclement weather, despite Government cause, will not be rendered.

Additionally, Contractor may be required to perform support due to crisis or inclement weather delay during non-standard duty hours.

The 21st Space Wing Commander has authority to delay reporting or release personnel from duty in the event of inclement weather or other unusual occurrences. These declarations are made to facilitate Government response to an incident and/or for the safety of all assigned personnel. Therefore, Contract personnel shall abide by the same 21st SW/CC-directed reporting/release instructions as NSSI-assigned Government personnel.

2.1 Key Personnel

Key personnel include the following positions: Program Manager, Deputy Program Manager, Department Heads, Assistant Director of Academic Affairs, Chief of Institutional Effectiveness, Chief of Student Services, Information System Security Officer, and Information System Security Manager. During the first 90 days of performance, the Contractor shall not substitute key personnel unless the substitution is necessitated by illness, death, or termination of employment. The Contractor shall notify the PCO within 15 calendar days after the occurrence of any of these events and provide the information required below. After the initial 90-day period, the Contractor shall submit the information required to the PCO at least 15 days before making any permanent substitutions. All key personnel changes shall be reviewed by the COR, approved by the NSSI Commandant, and notified by the PCO.

The Contractor shall provide a detailed explanation of the circumstances necessitating the proposed substitutions in compliance with Health Insurance Portability and Accountability Act (HIPAA), complete resumes for the proposed substitutes, and any additional information requested by the GSA PCO. Proposed substitutes must meet specified minimum qualifications. The PCO shall notify the Contractor within 15 calendar days after receipt of all required information of the decision on substitutions.

2.2 Program Management and Integration

The Contractor shall manage all PWS-specified tasks in an integrated manner. The Contractor shall identify a Program Manager (PM) and a Deputy PM who will be the primary NSSI contract representatives responsible for planning, organizing, coordinating, integrating, managing, and executing all requirements included in this PWS IAW the most recent edition of the Program Management Body of Knowledge (PMBoK) and DoD Program Management standards. The Contractor shall provide the name, telephone number (to include mobile telephone and pager, as applicable) and e-mail address of the PM and alternate PM to the COR and procurement contracting officer (PCO) within one (1) business day of contract award. In the event of replacement of the PM, the Contractor shall notify the COR and PCO, in writing, of such replacement at least 15 calendar days prior to a planned replacement and within 24 hours following an unplanned replacement.

The Contractor PM will be directly responsible for completion of all work detailed in this PWS. The Contractor PM shall resolve problems, and verify effectiveness of corrective actions. Results of Contractor PM actions taken to improve performance shall be tracked and shared with the Government, and lessons learned incorporated into applicable processes. The Contractor PM is responsible for all program management related tasks to include, but not limited to:

I. The Contractor shall ensure full compliance with International Traffic in Arms Regulations (ITAR) and other protocols for teaching International Military Students (IMS).

II. The Contractor shall, within 12 months of contract start, have Technical Assistance Agreements (TAA) or other suitable ITAR mechanisms in place to permit contract instructors to deliver NSSI curricula to IMS without direct government classroom oversight or supervision.

III. The Contractor shall ensure the following deliverables are submitted on the agreed schedule established by the COR and the Contractor PM:

1) Monthly Program Management Review: Cost, Schedule, and Performance data shall be reported verbally and in writing monthly to the NSSI COR. A copy of the final and accepted written submission is to be provided to the PCO.

2) Quarterly Program Management Review: Cost Schedule, and Performance data shall be presented verbally and in writing at least once a quarter to the NSSI Commandant or his designated representative(s).

The Contractor shall provide a copy of the final and accepted written submission to the PCO.

3) Staffing reports, by labor category code and Contractor affiliation, shall be provided to the NSSI COR.

4) Contractor contact information, name/address/telephone, shall be provided to NSSI government personnel as part of the NSSI recall roster.

5) Trip reports, shall provide a limited reason for the trip, location, when, what was learned, and objective student and customer feedback.

2.3 Department Heads

Three Department Heads, which include Space Mastery, Space Warfighting, and Joint Operations are contracted positions. Department Heads shall maintain the curricula and course material for the various subjects they are responsible for and ensure the continuum of learning throughout all courses. Departments Heads shall be responsible for ensuring the currency of all material across all courses and will ensure all applicable lessons, slides and material are updated as agreed to between the COR/Provost and contractor , thus ensuring course currency. Course Directors will identify new/emerging information/material and assist in all updates as appropriate. Any substandard or outdated curriculum provided to the Deans shall be documented. The COR will address as necessary with the contractor Program Manager. The Provost shall provide oversight and direction for the accomplishment of these updates. Figure 6 shows the Departments within the NSSI organization.

2.3.1 Figure 6

2.4 Assistant Director of Academic Affairs

The contractor shall support the Director of Academic Affairs by providing experience personnel capable of accomplishing the following tasks to include, but not limited:

I. Registration II. Course Administration III. Instructional System Design IV. Multi-Media V. Web Development VI. System Engineering and Information Technology (IT) Support VII. Space Power Lab (SPL) Services VIII. Resource Center, Space Weekly IX. Space Pro Reading list X. Course Assessment XI. Protocol Representative XII. Network Engineer XIII. Integrated Logistics Support

XIV. Inventory, Sparing Analysis XV. Obsolescence Management XVI. Hardware/Software Licenses XVII. LMS Administrator XVIII. Disposition/Demilitarization XIX. Facility Support Services XX. Government Supervision of Contractors Employee XXI. Replacement/Backfill of Qualified Personnel and Base Support

2.5 Chief of Institutional Effectiveness

Chief of Institutional Effectiveness will support the Director of Academic Affairs. The Chief of Institutional Effectiveness is a contractor and shall guide, support and assist with NSSI processes to evaluate and improve the quality of student learning, educational programs, academic and student support services and the administrative units across NSSI. The Chief of Institutional Effectiveness oversees the following, but not limited to the Resource Center, Space Weekly, Space Pro Reading List, Multi- Media, Web Development, ISD, Registration, Course Assessment, and Instructor Services. Chief of Institutional Effectiveness will be responsible for the deliverables of End-of-course Critique Summaries, Quarterly Course Review, and Student Demographics.

2.6 Chief of Student Services

Contractor Chief of Student Services shall support the Director of Academic Affairs and is responsible for day-to-day operations along with the integration of new technology for the NSSI. These include, but not limited to the Course Administration, Systems Engineering and IT Support, Network Engineer, Space Power Lab Services, HW/SW Licenses. The contractor shall assist in any Student Services’ need, as directed by the Government.

2.7 Material and Travel/Other Direct Costs (ODC)

Materials and Travel/Other Direct Costs (ODCs) are anticipated in the performance of the PWS. The Government will provide a Not-to-Exceed (NTE) value for Materials and Travel/ODC. All Materials and Travel/ODCs shall to be pre-approved by the Government COR.

2.7.1 Materials

The Contractor shall procure materials to support the requirements contained in Space Power Lab Tech Refresh Projections.

All Materials/Equipment purchases require pre-approval by the COR. The Contractor shall obtain quotes from at least three (3) different vendors when procuring materials/equipment.

To the maximum extent possible, the Contractor should procure all materials/equipment in accordance with DFAR 252.251-7000, ordering from Government Supply Sources and/or the Air Force/Space Force’s IT ordering portal, AFWay, https://www.afway.af.mil/, especially when ordering information technology items. For materials/equipment that cannot be procured utilizing DFAR 252.251-7000 or via the AFWay procurement mechanism, the task order will expressly allow the inclusion of open market items below the micro-purchase threshold. For administrative convenience, “open market” items are defined as items that were not previously priced, evaluated and awarded on the Contractor’s GSA Schedule contract.

Open market items shall be clearly identified as “open market” on all applicable invoices and shall be procured in accordance with the Federal Acquisition Regulation (FAR) and as cited under FAR 8.402(f).

The Contractor shall apply the applicable GSA negotiated material handling rate for all open market items. The Government requests any available discounts from the GSA Schedule awarded material handling rate. No additional fee or profit is allowed. A Bill of Material detailing items purchased, source obtained from, actual costs, and date of Government acceptance is required with the applicable Government submitted invoice in order for payment by the Government for Materials/Equipment to be provided.

The Government has established Materials/Equipment at a Not-To-Exceed (NTE) amount. If additional funds are required, the Contractor must seek modification for increase prior to approval. If the NTE is exceeded without modification and/or approval, the Government reserves the right to reject invoices for materials/equipment in excess of the established NTE amount.

2.7.2 Travel/ODCs

Government authorization is required prior to any travel. The Contractor shall submit an applicable Travel Request to the Contracting Office at least 5 business days prior to travel departure.

All travel shall follow the Joint Travel Regulations (JTR) which is the regulation contained in 41 Code of Federal Regulations (CFR), Chapters 300 through 304, that implements statutory requirement and Executive branch policies for travel by federal civilian employees and others authorized to travel at government expense. The current JTR publication and JTR loose-leaf pages are available through the website:

https://www.defensetravel.dod.mil/site/travelreg.cfm. The Contractor is required to follow these regulations to the fullest extent possible. Note that Government Travel Per Diem and M&IE is based per location and can be determined at the following web sites:

www.gsa.gov/perdiem. Allowable costs will be reimbursed in accordance with FAR 31.205-46, Travel Costs. The Contractor, at invoice submission, shall submit all back up document, including but not limited to legible copies of airline receipts, hotel receipts, car rental receipts, and gas/parking/tolls receipts. If the Contractor finds that driving a POV is less expensive than flying to a location, the Government will reimburse by applicable mileage and not fuel costs (www.gsa.gov/mileage). The Contractor may travel to local, domestic, and/or international locations in performance of the PWS tasks.

Local travel will not be reimbursed. Local travel is any travel within a 50-mile radius of Peterson AFB. ODCs include items directly associated with the PWS and are incidental services for which there is no labor category specified in the associated award: travel, computer usage charges, etc.

Travel/ODCs are to be billed separately and at cost, however profit or fee is unallowable. The Government has established Travel/ODCs at a NTE amount. If additional funds are required, the Contractor must seek modification for increase prior to approval. If the NTE is exceeded without modification and/or approval, the Government reserves the right to reject invoices for travel in excess of the established NTE amount.

Following Government-directed contractor-only travel, the contractor or lead contractor (if group travel) shall route a trip report through the Government chain of command to the Commandant. Trip reports will be written in accordance with the Tongue & Quill

(AFH 33-337).

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

2.8 Department Heads

2.8.1 Space Mastery Department

The Space Mastery Department shall be responsible for all lessons and material pertaining to the competencies below.

I. Environmental Considerations (ENV) II. National Policy and Strategy (NPS) III. Law and International Norms (LAW) IV. US Space Forces (USSF) V. Orbital Mechanics (ORB) VI. Space System Engineering (SSE) VII. Space Surveillance (SUR) VIII. Electromagnetic Spectrum (EMS) IX. Civil and Commercial Space (CCS)

2.8.2 Space Warfighting Department

The Space Warfighting Department shall be responsible for all lessons and material

I. Space Information Services (SIS) II. Launch Range Operations (LRO) III. Space System Sustainment (SSS) IV. Intelligence (INT); Battle Management (BMG) V. Command and Control (C&C) VI. Orbital Movement and Maneuver (OMM) VII. Counterspace Fires (CFIR) VIII. Protection (PRO) IX. Continuous Improvement (IMP) X. Mission Analysis (ANA) XI. Tactical Problem Solving (TPS) XII. Risk Informed Decision Making (RIDM) XIII. Adaptability (ADP) XIV. Warrior Ethos (ETH) XV. Instructorship (INST) XVI. Acquisitions (ACQ) XVII. Tactics Development and Validation (TDV) XVIII. Training Range Operations (TRO) XIX. Large Force Exercise Planning and Management (EXPM)

XX. Test and Evaluation (T&E) XXI. Infrastructure(INFS)

2.8.3 Joint Operations Department

The Joint Operations Department shall be responsible for all lessons and material

I. Command Relationships (CMD) II. Joint Planning (JPLN) III. Operational Art and Design (OA&D) IV. Operational Assessment (OAST) V. Strategic Planning (SPLN) VI. COG Analysis (COG) VII. Multi-domain Integration (MDI) VIII. Joint Fires (JFIR)

2.9 Instructor Tasks

2.9.1 Teaching

The Government will provide the source, location, start date, and duration of the “in resident” Academic Instructor Course (AIC) after award and when any such information becomes available. The requirement for a contract instructor to attend AIC is determined by the Provost.

The Contractor instructors shall teach, which involves all tasks or activities required in order to accomplish preparation, direction, instruction, guidance and assessment of courses and initiatives at the NSSI. Teaching activities include, but are not limited to:

I. Classroom instruction in an undergraduate and graduate-level setting, to include elective courses.

II. Curriculum development using the Instructional System Design (ISD) process.

III. Escort and introduce visiting lecturers.

IV. Read, analyze, and critique student assignments.

V. Monitor, evaluate, tutor, counsel, grade and provide comprehensive feedback on student exercises and exams.

2.9.2 Scholarship

Contractor instructors shall conduct scholarship in support of the NSSI’s mission, as established by the NSSI Commandant and defined in the Air University Instruction 36- 2602, the NSSI Handbook. Scholarship includes work efforts outside the classroom in consultation with the Government. These activities include, but are not limited to:

I. Research, write, review and edit books, journal articles and reports.

II. Present papers and briefings to professional organizations, societies, conferences and symposia.

III. Attend exercises, symposia, and education conferences for course material enrichment.

2.9.3 Service

Contractor instructors shall engage in service in support of the NSSI’s mission, as established by the NSSI Commandant and defined in the Air University Instruction 36- 2602 and, the NSSI Handbook. Service includes work rendered to the NSSI, its associate organizations and professional communities in consultation with the Course Director. Service includes, but is not limited to:

I. Academic administration to include reports compilation, inputs to strategic and long range plans, assist project officers, and other work as required by the Course Director.

II. Faculty governance manifested through active participation in planning committees, curriculum development and evaluation meetings. Participation in NSSI or other military educational committees to develop suggestions for policy and procedures, and other duties as assigned.

III. Consult with external professional agencies.

IV. Lead faculty development programs.

V. Develop and update curriculum, to include mobile/international courses, as appropriate.

VI. Provide reports of NSSI course assessments, with detailed inputs to the overarching DoD, Intelligence Community (IC), Sister Services, Coalition Partners, Air Force and USSF PCE strategic planning processes.

All Contractor instructors shall support National Security Space-related educational initiatives as established by the NSSI Commandant, Provost, Deans, and/or the Course Directors.

All faculty members shall participate in faculty development, defined as the ongoing enhancement of teaching and professional expertise. The minimum NSSI faculty development requirements are outlined in the NSSI Handbook.

2.9.4 Inventory

The Contractor shall maintain and deliver complete up-to-date listings of all NSSI secure and non-secure equipment (including equipment model, specific location of equipment, status of functionality, and disposition status) by room and installation date.

2.9.5 Course Catalog

2.9.5.1 Space 100

Space 100 provides a foundation of space knowledge for new space support personnel, acquirers, engineers or those with little space operations exposure. It is a Space Force Space Professional Development Program Tier-1 course for non-ops AF space cadre.

The course will develop a baseline knowledge about space. The course provides students with a basic understanding of space systems and how those system capabilities are used to support global joint military operations. Currently, the course has two modes of delivery for the same content, a distance learning and an in-residence portion. The distance learning is 49 days long and offered up to 40 students per class at a minimum of 10 times a year; the in-residence portion is 10 days long and offered 2 times a year to 32 students per class. This course targets non-operations space professionals enlisted, officer, and civilian comprising the total force (active, guard, and reserves) from all branches of service and international partners (Australia, Brazil, Canada, Colombia, Germany, India, Israel, Italy, Japan, NATO (All), New Zealand, South Korea, Sweden, Switzerland, Taiwan, Thailand, UK, UAE, and Vietnam). This course is currently taught at the UNCLASSIFIED level and successful completion results in Space Professional Development Program (SPDP) level 1 education credit.

Space 100 is delivered in multiple ways, which include: in-residence, mobile, instructor-led E-learning, and may evolve to non-instructor led E-learning in the future, or any combination of the aforementioned. Due to the flexibility of Space 100 modes, the lengths of each course may vary from 8 days to 49 days, but shall result in the same learning outcome. Space 100 is currently offered 10 times per year in the instructor-led distance learning mode, 2 in-residence offerings, and varied mobiles to meet demand, all at the UNCLAS level.

2.9.5.2 Space 200

Space 200 is integral to the Air Force/Space Force Space Professional Development Program, Army FA-40 program, Marine Corps 0540 certification, and Navy Space Cadre development program. It develops space professionals to think critically about the application of space power. The course investigates two major areas: Space System Development and Space Power. In each area, students actively participate in exercises challenging them to determine viable space-based/related options given the dynamics and uncertainty of the national security environment. Currently, the course is 18 days long and is offered 18 times a year to 32 students per class. This course targets mid-level officers, noncommissioned officers, and civilians comprising the total force (active, guard, and reserves) from all branches of service and seven allied nations such as FVEY (Australia, Canada, Great Britain, New Zealand, France, Germany, and Japan). This course is currently taught at the SECRET RELEASABLE level. Graduates may receive academic credit towards a private master’s degree.

2.9.5.3 Space 300

Space 300 is a space professional continuing education for the strategic level of space warfighting: synthesize space-related interests; examine guidance and operational environments to synthesize coordinated and integrated capabilities rapidly and affordably for the US and allies. The course develops space professionals who understand national policy considerations and strategic thought within an international geopolitical environment. Upon course completion, graduates will be able to critically address space acquisition, capabilities, and power at the operational and strategic levels across the range of military operations as well as space power’s strategic contributions to national security. This course comprises three major areas of study: the Geopolitical Environment, Space Capability Development, and Strategy. Presently, the course is 15 days long and is offered 12 times a year to 22 students per class. This class generally targets more senior members of the DoD and FEVY to attend Space

200. This course is currently taught at the TS/SCI/REL FVEY level and graduates may receive academic credit towards a private master’s degree.

2.9.5.4 Introduction to Space (ITS)

The ITS course delivers on-line content to provide space familiarization for military and government civilians, including US and international partners with little-to-no space operations knowledge or experience. Students who successfully complete the course will be familiar with the fundamental principles governing the operation of space systems and space mission design. Additionally, graduates will know how space capabilities fulfill the coalition and joint functions through space operations, as well as appreciate how capabilities integrate into coalition and joint operations. ITS is offered via E-learning for a period of 49 days. The course is currently offered 12 times a year to

100 students at the UNCLASS level, but may expand in the future. During COVID-19 quarantine periods the course has expanded to 200 students at a time and is expected to until military units return to normal operations.

2.9.5.5 Space Executive Course (SEC)

This course is open to senior leaders (O-6/E-9 and above, and their civilian equivalents), and is a two-day familiarization course providing an executive space overview for the DoD, other US government agencies, and allied nations. This course provides an awareness of space law and policy, threats, and unique space capabilities providing combat effects for warfighters. The overarching goal of the SEC is to provide senior US government leaders with a broad introduction to the space domain and space operations. The course familiarizes them with space enterprise issues they may encounter and guides them in their search for additional information concerning space operations. This course is currently taught at the TS//SI/TK//REL TO USA, FVEY level, and is offered for 18 students with the ability to surge to 22 students with 11 planned for FY21 year (5 in-residence, and 6 each Mobile Education Teams to Ottawa, CAN and the Pentagon), plus mobiles as requested by other agencies/Allies as capacity permits as determined by the government.

2.9.5.6 Introduction to Space Support to NATO Operations Course NSSI provides support to NATO School Oberammergau (NSO), Germany in providing foundational space education to NATO forces. Coordinated and operated by the NATO School, this is a week long course that provides an overview of the space environment and operations in space. The purpose of the course is to provide foundational knowledge of capabilities, limitations and vulnerabilities of space assets and how they are utilized by nations and NATO in day-to-day operations and activities. Instructors are pulled from a variety of countries/units. The NSSI has previously taught 45 minute to 1.5 hour blocks on the Space Environment, Orbital Mechanics and Maneuvers, ISR & Electromagnetic Spectrum, Satellite Operations Command & Control, Satellite Communications (SATCOM) and Environmental Monitoring. Future course offerings could require support in teaching other topics. The course runs for 5 days and is offered twice a year at NSO, March and December. This course targets mid-grade officers, NCOs and civilians and is taught at the NATO Secret level.

2.9.5.7 NATO Space Support Coordinator Course

In addition to the Introduction to Space Support to NATO Operations course, the NSSI also supports development and execution of the NATO Space Support Coordinators Course, which is also coordinated and executed by the NATO School Oberammergau (NSO) Germany. This course is designed to educate staff officers who may be assigned to or deploy in a NATO Space Support coordination billet. The aim of this course is to educate individuals to contribute to the integration of Space effects in NATO Operations. This course provides in-depth knowledge about how to integrate Space into a NATO operation and the tactics, techniques, and procedures (TTPs) required to provide a force Commander with the appropriate information and awareness in order to improve and enable operations. This course runs for 5 days and is expected to be offered once per year starting in December 2020. This course targets staff officers in space assignments and is taught at the NATO Secret level. NSO has not provided requirements for number of lessons to be taught or the subjects to be covered by NSSI instructors.

2.9.5.8 Space Capstone Publication (SCP) Course

This course is open to all new USSF accessions, all current space professionals across the services as well as Allies and Partners seeking to understand the impact and future vision of the USSF. It provides an overview of the SCP, which outlines capstone doctrine for the USSF and represents our nation’s first authoritative articulation of an independent theory of spacepower. This publication answers why spacepower is vital for our nation, how military spacepower is employed, who military space forces are, and what military space forces value. In short, this capstone document is the foundation of our professional body of knowledge as we forge an independent military service committed to space operations and an articulation of doctrine that remains subject to the policies and strategies that govern its employment. Course length, modality and throughput and currently being developed, and it is anticipated to be taught at the UNCLASS level.

2.9.5.9 Courses Offered by NSSI

Table 1 shows each course that is offered by NSSI. For each course the table shows the number of in-resident and mobile offerings, the number of training days required for completion of this course, and the highest classification required for instruction.

Table 1

Course Instruction

In- Resident Offerings per Year

Mobile Offerings per Year

Training Days

Highest Classification

Space 100 4 TBD 8 UNCLASSIFIED Space 200 18 TBD 18 SECRET

RELEASABLE

Space 300 12 TBD 15 TS/SCI/REL FVEY Introduction to Space (ITS)

12 TBD TBD UNCLASSIFIED

Space Executive Course (SEC)

6 2 TBD TS//SI///REL FVEY

Introduction to Space Support to

NATO

Operations

1 TBD 5 NATO Secret

NATO Space Support Coordinator Course

1 TBD 5 NATO Secret

Space Capstone Publication (SCP) Course

TBD TBD TBD TBD

Space Integrated Planning Element Course

(SIPEC)

TBD TBD TBD TS//SI/TK//REL FVEY

Joint Space Planners Course (JSPC)

TBD TBD TBD TS//SI/TK//NOFORN

Coalition Space Course (CSpC)

TBD TBD TBD UNCLASSIFIED/FOUO

Space Intelligence Familiarization Course (SIFC)

TBD TBD TBD TS//SI/TK//REL TO

USA, FVEY

2.10 Institutional Effectiveness Tasks

2.10.1 Resource Center Services

The Resource Center shall be managed by a contractor and creates an information gateway utilizing innovative and traditional resources and technologies. It also provides reference and research services, and enhances learning, discovery and engagement for faculty and students in all areas related to space studies.

The Contractor shall acquire, compile, organize, display, and coordinate the workings of an academic-based research and reference library, which shall be kept current and up to date. The Contractor shall utilize search engines, academic and military research databases, and other sources (e.g. ProQuest, Ebsco, JSTOR, Newsbank, Defense Technical Information Center, Air University Library's Index to Military Periodicals, Joint Electronic Library (JEL), Joint Doctrine, Education and Training Electronic Information System (JDEIS), European Space Policy Institute (ESPI), Office of Scientific and Technical Information (OSTI), Institute of Electrical and Electronics Engineers, FedBizOpps, IHS Jane’s).

The Contractor shall provide Resource Center staff to:

I. Draw on a wide variety of print, digital, and human resources to deliver responsive research and reference support to students and faculty to support their learning needs.

II. Interface with publishers of space-specific books, audiobooks, reports, news, and grey literature (e.g. Springer-Praxis, Praeger, Routledge, Wiley, ABC Cleo, RAND, GAO, American Institute of Aeronautics and Astronautics, Space News International, Aviation Week, Reuters).

III. Create bibliographies, pathfinders, directories, websites, and other tools that guide patrons to relevant information sources.

IV. Use unified catalog and interlibrary loan systems; ILLiad and Prospector.

V. Provide access to relevant foreign and domestic Government, DoD, Science &

Technology, policy, and doctrine sources.

VI. Establishes interlibrary loan contracts.

VII. Be responsible for news monitoring, analysis, and dissemination, writing and delivering information literacy training, marketing services and materials to patrons, including outreach programs.

VIII. Design and execute information needs assessments, including analyzing results and implementing recommendations, supports web user design and testing, with a focus on information architecture.

IX. Maintain subject area(s) and de-accessioning materials that no longer meet collection standards, proofreading and editing.

X. Establish beneficial relationships with local and military libraries to assure access to materials while minimizing duplication.

XI. Understand and maintain compliance with copyright practices to include instructional material; FAR data rights issues, Scientific and Technical Information policies, and International Trafficking in Arms practices.

XII. Provide and maintain a Resource Center-based commercial computer research network that stands independent from government systems for use by SETC-assigned faculty and students. This system currently consists of 10 desktop computer systems (5 CAC-enabled) with commercial ISP capability and research-compatible software supported by appropriate printer, scanner, copier and copier equipment.

XIII. Supports Tours of the Resource Center for new classes and DVs.

XIV. Coordinate USAFA Badges.

XV. Assist with individual lookups and package delivery.

XVI. Pick up books and return books to University of Colorado at Colorado Springs

(UCCS) Library.

XVII. Maintain Resource Center budget.

XVIII. Space Weekly news compendium deliverable.

2.10.2 Space Weekly

NSSI publishes weekly space-centric news compendium, which consolidates space articles gathered from numerous unclassified sources and shall be completed by a contractor. The NSSI Space Weekly contains a wealth of information for air and space professionals to keep abreast of rapidly changing current events and evolving technology. With Government coordination and approval, the Contractor shall:

I. Compile, publish and distribute the “NSSI Space Weekly” and release it as a product of the National Security Space Institute.

II. Maintain and update the Space Weekly Distro List.

III.