Attachment A - NSROC IV SOW.pdf

SOLICITATION NUMBER 80GSFC21R0037

NASA SOUNDING ROCKET OPERATIONS CONTRACT IV

(NSROC IV)

ATTACHMENT A

STATEMENT OF WORK

February 2022

Solicitation No. 80GSFC21R0037 NASA Sounding Rocket Operations Contract IV

ATTACHMENT A – STATEMENT OF WORK

Table of Contents

1. SCOPE

2. CORE REQUIREMENTS

2.1. MANAGEMENT AND ADMINISTRATION (M&A)

2.1.1. BUSINESS MANAGEMENT

2.1.1.1. CONTRACT MANAGEMENT, REVIEWS, AND REPORTING

2.1.1.2. FINANCIAL RESOURCES MANAGEMENT

2.1.1.3. WORK ORDER AND TASK ORDER TRACKING

2.1.1.4. SUBCONTRACT MANAGEMENT

2.1.2. PROGRAM MANAGEMENT

2.1.2.1. CONTRACT TRANSITION PHASE-IN

2.1.2.2. CONTRACT TRANSITION PHASE OUT

2.1.2.3. HUMAN CAPITAL MANAGEMENT

2.1.2.4. PLANNING AND SCHEDULING

2.1.2.5. REQUIRED REVIEWS AND MEETINGS

2.1.3. PROGRAM IMPLEMENTATION

2.1.3.1. FACILITIES

2.1.3.2. GOVERNMENT PROPERTY

2.1.3.3. INFORMATION AND DOCUMENT MANAGEMENT

2.1.3.4. INFORMATION TECHNOLOGY

2.1.3.5. TRAINING AND CERTIFICATION

2.1.3.6. SAFETY PROGRAM

2.1.3.6.1. GROUND AND FLIGHT SAFETY IMPLEMENTATION FOR

RANGE AND LAUNCH OPERATIONS

2.1.3.6.2. OCCUPATIONAL SAFETY

2.1.3.7. QUALITY ASSURANCE

2.1.3.8. CONFIGURATION MANAGEMENT

2.1.3.9. RISK MANAGEMENT

2.1.3.10. SYSTEMS ENGINEERING

2.1.3.11. PROGRAM SUPPORT FUNCTIONS

2.1.3.12. UNITED STATES OF AMERICA EXPORT REGULATIONS

2.2. DEVELOPMENT AND ROUTINE PROJECT ASSIGNMENTS (DRPA)

3. IDIQ REQUIREMENTS

3.1. MISSION TASK ORDERS (MTO)

3.1.1. MISSION FORMULATION PHASE

3.1.1.1. MISSION INITIATION CONFERENCE

3.1.1.2. REQUIREMENTS DEFINITION MEETING

3.1.2. DESIGN PHASE REQUIREMENTS

3.1.2.1. FLIGHT SYSTEMS AND GROUND SUPPORT EQUIPMENT (GSE)

DESIGN AND ANALYSIS

3.1.2.2. DESIGN REVIEW

3.1.3. FABRICATION, INTEGRATION, TESTING, and QUALIFICATION

PHASE REQUIREMENTS

3.1.3.1. FLIGHT HARDWARE and GSE FABRICATION

3.1.3.2. PRE-INTEGRATION REVIEW (PIR)

3.1.3.3. INTEGRATION, TESTING, and FLIGHT QUALIFICATION

3.1.3.4. MISSION READINESS REVIEW

3.1.4. PRE-LAUNCH, AUTHORIZATION TO PROCEED, LAUNCH, AND

POST-LAUNCH SUPPORT PHASE REQUIREMENTS

3.1.4.1. AUTHORIZATION TO PROCEED WITH LAUNCH OPERATIONS 54

3.1.4.2. LAUNCH OPERATIONS

3.1.4.3. POST-LAUNCH FIELD OPERATIONS

3.1.5. POST-FLIGHT PHASE REQUIREMENTS

3.1.5.1. POST-FLIGHT DATA REDUCTION AND RETENTION

3.1.5.2. POST-FLIGHT STUDIES

3.1.5.3. MISHAP AND ANOMALY INVESTIGATIONS

3.1.5.4. MISSION CLOSEOUT REPORT

3.2. PERFORMANCE TASK ORDERS (PTO)

ACRONYM LIST

APPENDIX 1 – LIST OF DELIVERABLES FOR EACH MISSION TASK ORDER 63

1. SCOPE

The NASA Sounding Rocket Operations Contract IV (NSROC IV or NSROC) serves as the mechanism for the implementation of the NASA Sounding Rockets Program (NSRP).

The program utilizes expendable sub-orbital rockets to conduct a host of scientific missions for the study of near earth and space environments and to advance new technologies. Individual mission requirements have historically involved the use of single and multi-stage sub-orbital vehicles lifting payloads with weights ranging from 30 pounds to approximately 1500 pounds to altitudes ranging from 80 to approximately

2000 kilometers. The time required to conduct a specific mission from payload design and development through launch will vary substantially and may range from a few months to two years or longer. Most of these missions are conducted from established launch ranges, while some are conducted as mobile launch campaigns from ranges that have been temporarily established.

The NSRP risk posture is consistent with NASA’s goal to provide Low Cost Access to

Space (LCAS). Consequently, the Program is governed by NASA NPR 7120.8, NASA

Research and Technology Program and Project Management Requirements. Furthermore, the Program operates under an 85% mission success metric established by NASA

Headquarters, thus allowing the Program to be tolerant of elevated technical risks on each mission while maintaining strict adherence to all NASA safety requirements.

The NSROC IV Statement of Work (SOW) requires the Contractor to operate and maintain the government-owned facilities located at NASA’s Wallops Flight Facility, Wallops Island, Virginia (WFF) and at White Sands Missile Range, White Sands, New

Mexico (WSMR) in the execution of this contract (Refer to section 2.1.3.1 Facilities).

The Contractor shall be responsible for conducting sounding rocket operations from multiple launch sites, including remote launch campaigns. NASA sounding rocket fixed and/or routine launch sites include Poker Flat Research Range in Fairbanks, Alaska

(PFRR) and Andoya Space Center in Andenes, Norway (ASC). Mobile launch sites include Reagan Test Site in Kwajalein Atoll and Equatorial Launch Australia (ELA) in

Nhulunbuy, Australia. Additional mobile launch sites could be established and utilized during the duration of the NSROC IV contract. The anticipated annual launch rate for

NSROC IV is approximately 15-20 missions which includes both NASA science missions and reimbursable missions. On average throughout a year, 45-55 missions are in progress at various stages of the mission lifecycle and of varying complexities.

NASA will retain overall management of the NSRP including certain programmatic elements such as mission management, risk management, mission selection, funding, international agreements, grant administration, oversight and approval of the ground and flight safety process, and ownership of program assets. NASA provides oversight of the

NSROC through the NASA Contracting Officer’s Representative (COR). The

Contracting Officer (CO) will assign the COR. Authorizations and approvals will be provided through the COR and CO as required. Direction of work will be given by

NASA to the Contractor only with cognizance and approval of the CO.

For each mission NASA will assign a SRPO Mission Manager (MM) who will work closely with the NSROC team on a day-to-day basis to manage mission activities throughout the entire mission lifecycle. The SRPO MM will work with the Principal

Investigator (PI) to define appropriate comprehensive and minimum success criteria for the mission and will verify mission requirements are being met throughout the execution of the mission. The MM will support formulation of the mission, develop/own requirements matrix, develop/own project schedules, schedule/lead team meetings, schedule/lead reviews, compile technical documentation for reviews, and manage operations. For each mission the Contractor will assign a mission team composed of engineers and technicians to support the SRPO MM in execution of mission requirements. Each project team will have a Contractor technical lead to work closely with the MM throughout project lifecycle. The technical lead will support the formulation phase, development and validation of approach to meeting requirements, provide systems engineering type of support, assist in management and coordination of Contractor resources, and act as primary Contractor POC for field operations and travel. The technical lead is not intended to be an alternate mission manager performing redundant work of the CS MM. This generic term is used just to identify a contract individual who will act in the capacity as described above.

This SOW contains both Core and Indefinite Delivery Indefinite Quantity (IDIQ) requirements to be implemented on the effective date of the contract through the period of performance (including the end date with exercise of options). There are two areas of

Core requirements: Management and Administration (M&A) and Development and

Routine Projects Assignments (DRPA). There are two areas of IDIQ requirements:

Mission Task Orders (MTO) and Performance Task Orders (PTO). The Government will issue work orders for the Core DRPA requirements and will issue task orders for the

MTOs and PTOs.

Management and Administration (M&A):

The business management, program management, and program implementation requirements of the Core contract are described in Section 2.1 of the SOW. The

Contractor shall be responsible for providing all of the technical, business, and program management functions necessary to plan, organize, administer, implement, control, track, report, and deliver all requirements within the scope of the NSROC contract as described in this SOW. The Contractor shall be responsible for administrative support of its personnel, procurements, and facilities maintenance to include timely and accurate financial and status reports in accordance with the contract. The Contractor shall operate in compliance with applicable federal and state laws and within applicable government and NASA agency regulations, requirements, standards, policies, and procedures to include the documents specified in Applicable Standards and Policies Documents –

Section J.1, Attachment P.

Development and Routine Project Assignments (DRPA):

The DRPAs that will be assigned to the NSROC Contractor are described in Section 2.2 of the SOW along with a DRPA model. The DRPA work is assigned in addition to the sounding rocket missions and other performance task orders. DRPA projects can include, but are not limited to: project management, mission formulation work, research, design, analysis, fabrication, testing, GSE support, system modification/upgrades, graphics support, public affairs outreach activities, internships, and other general technical support. The detailed comprehensive listing of the DRPAs is included in

Section 2.2. The Contractor shall manage the DRPA projects, including technical, cost, schedule, and risks.

Mission Task Orders (MTO):

The MTO requirements of the contract are described in Section 3.1 of the SOW. The

SRPO MM will be the task monitor for each mission task order and will provide direction to the Contractor mission team during the mission lifecycle. The Contractor mission team shall be responsible for the technical effort required for implementation of the missions and be responsible for providing services and supplies (i.e. labor, material, equipment, etc.) as necessary to implement the individual missions at all launch sites, including remote sites. As such, the Contractor shall design, analyze, fabricate, integrate, and perform flight qualification testing of sub-orbital payloads; provide launch vehicles and associated hardware; and provide support of subsequent mission launch operations.

The number of missions launched, and complexity of missions given to the NSROC IV

Contractor will vary depending on the type of science missions selected by NASA

Headquarters annually. The anticipated annual launch rate is approximately 15-20 missions with 45-55 missions in progress at various stages of the mission lifecycle and of varying complexities. The mission requirements along with the other Core and IDIQ requirements maintain a balanced workload for the NSROC IV Contractor staff. Thus, in one year there may be a greater number of higher complexity missions launched, but a lower overall launch rate; or, in another year there may be a greater number of lower complexity missions launched, but a higher overall launch rate.

Performance Task Orders (PTO):

The PTOs that will be assigned to the NSROC Contractor are described in Section 3.2 of the SOW. Similar to DRPAs, the PTO work assigned is in addition to the sounding rocket missions. The amount of annual PTO work assigned each year will fluctuate depending on the workload effort required by the missions selected by NASA

Headquarters. The NSROC Contractor shall be responsible for providing PTO support in general areas which include, but are not limited to: general support to SRPO, reimbursable missions, procurement of commercial rocket motors, anomaly investigations, mission formulation work, technology development, technical support for external organizations, program documentation updates, special engineering initiatives, Consultation support, launcher/range support, and facility upgrades. The detailed listing of PTOs is included in section 3.2. The Contractor shall manage the Performance Task

Order projects, including technical, cost, schedule, and risks with the exception of reimbursable missions. Reimbursable missions will be managed by a SRPO MM.

2. CORE REQUIREMENTS

2.1. MANAGEMENT AND ADMINISTRATION (M&A)

The Contractor shall provide all technical, administrative, business, and program management functions necessary to plan, organize, implement, control, track, report, and deliver all requirements within the scope of the NSROC IV as described in this SOW.

Management and administration shall include all elements in subsections 2.1.1, 2.1.2, and

2.1.3 and any other functions determined by the Contractor to be necessary based on their technical and business approach to contract performance. The Contractor shall provide and implement these functions in accordance with a comprehensive and coordinated management approach.

The Government shall create, provide, and maintain a Work Breakdown Structure (WBS) organized to graphically reflect the desired approach to providing the major performance outputs required by the NSROC. This WBS is provided in Section J.1, Attachment K and the Contractor shall follow it as a basis for contract planning, budgeting, scheduling, and costing in addition to tracking and reporting to the Government.

All work required under section 2.1 of this SOW shall be considered M&A support and the associated costs shall be allocated against DRPA work orders, MTOs, and PTOs as a

M&A rate per labor hour in accordance with the Contractor’s established accounting system, with the exception of the following:

• Phase in activities will be accomplished under a separate contractual vehicle in accordance with Section 2.1.2.1 of this SOW.

• Phase out activities will be accomplished under a Performance Task Order in accordance with the requirements of Section 2.1.2.2 of this SOW.

2.1.1. BUSINESS MANAGEMENT

The Contractor shall provide for the NSROC IV contract management, reviews, and reporting; financial resources management; and subcontract management.

2.1.1.1. CONTRACT MANAGEMENT, REVIEWS, AND REPORTING

The Contractor shall provide overall management of the prime contract requirements.

The Contractor shall provide for informal technical interchange between Contractor and

NASA personnel as requested by NASA (including other NASA Contractor personnel) for the purpose of assuring insight into problems involved in the performance of NSROC

IV requirements. The Contractor shall develop and maintain all documentation and reporting required by the SOW and the contract schedule. The WBS shall serve as the framework for all reporting to NASA.

2.1.1.2. FINANCIAL RESOURCES MANAGEMENT

As a minimum, the resource management system shall track and report (in accordance with the financial reporting requirements of Section J.1, Attachment E) on all Core requirements to include DRPA work orders, as well as individual IDIQ task orders issued for missions (MTO) and projects (PTO).

The Contractor shall participate in a monthly Financial Status Review, described further in Section 2.1.2.3, to provide financial status and planning required to support the

Government budget planning process. The Contractor and Government shall jointly discuss planned material purchases and projected work force resource requirements and evaluate against the mission manifest. At each monthly Financial Status Review the

Contractor shall provide the financial status of planned versus actual spending, review materials budget by discipline and the status of procurements in each area, discuss any vendor or supply chain issues, summarize costing of major acquisitions if funds extend through multiple fiscal years, and review the projected cost and work force requirements for the next reporting period. The format and content of the Contractor’s inputs and supporting rationale shall be in accordance with the budget or special request guidelines and reporting format specified by NASA.

When requested by the Government, the Contractor shall provide additional reports that meet the Government requested format. The Contractor shall also provide the following additional reports, including but not limited to:

• Monthly:

o Financial Status Presentation

▪ Presentation delivered by the Contractor, at the Monthly Financial and Contract Status Review, to update the Government on budget planned versus actuals and to review materials budget by discipline areas, and status of procurements for each. Discussions shall include any vendor or supply chain issues as well as 533 reporting and contractual issues.

o Financial status supplement back-up report

▪ Supplemental report provided to NASA via email usually after the

Financial Status and Contract Status Review, that provides detailed budget status for each of the non-SRPO and reimbursable customers.

o NASA Form 533M

▪ Refer to NASA Procedural Requirement (NPR) 9501.2 – NASA

Contractor Financial Management Reporting for guidance.

▪ Full 533 requirements are included in Attachment E. The bullets below detail a list of additional reports which the Contractor shall incorporate into the 533M:

• Variance detail/narrative for all Core elements and IDIQ task orders o Please refer to NPR 9501.2 – NASA Contractor

Financial Management Reporting, Section 3.6 –

Narrative Remarks for guidance.

• DRPA work orders and IDIQ (MTO and PTO) task order listing o A general summary of contract data including, but not limited to, hours (estimate and actual), costs

(estimate and actual), estimate to completion, and percentage of task completion. The summary shall be listed in sequential order by DRPA and IDIQ task orders and identify other descriptive elements such as task/work order description, customer/funding basket, Mission Complexity

Level (MCL), fiscal year, and contract year.

▪ Invoice crosswalk

• Compares 533 data with the monthly invoice, revealing deltas which the Contractor shall explain, and is used to reconcile the monthly invoice so that concurrence with payment may be given to the CO.

▪ Evaluated cost by contract year

• WBS structure arranged report set up to show cost incurred, available fee, and earned fee, for each contract year.

▪ Fee reconciliation

• Provides calculations of contract awarded fee down through WBS level 3.

▪ Unfilled orders detail (by purchase order)

• Itemized list of open purchase orders including order/task number, vendor name, and amount. To the side of this open purchase order list should show a summarized table of direct materials and major subcontracts with unfilled order projections for month 1, month 2, and estimate to completion.

▪ Overtime Report

• Provides overtime data from contract inception through current month reporting period by various categories (i.e.

hour description, funding customer, labor category) o MTO, PTO, and DRPA report

▪ This report provides a basic background of each work/task order along with updated information on schedule, technical issues, and cost performance for the current reporting period.

o General DRPA cost report

▪ A report that provides hours and costs charged on sub-elements under DRPA work orders.

• Quarterly:

o NASA Form 533Q

▪ Please refer to NPR 9501.2 – NASA Contractor Financial

Management Reporting for guidance o Management and Administrative Report

▪ A detailed report of total hours and costs by Prime/Sub and labor categories for each specific area under the 2.1

Management and Administration section of the SOW.

• Annual:

o FY NSROC Obligation and Cost Plan (and updates if necessary)

▪ An obligation plan that identifies funding needed, by month, for reporting categories such as labor, travel, major subcontracts, other

ODCs, etc., arranged in the order of contract work/task orders.

The cost plan identifies how that funding, plus any uncosted prior year funding will cost, by month, for reporting categories such as labor, subcontractor, ODC, etc., arranged in the same order

(contract work/task orders).

• 5 Year:

o Contract Historical Data

▪ Mission Complexity Level History

• A MCL history report that shows the average hours for each MCL group for the life of the contract. The following individual mission data is included for each MCL group:

mission name, MCL, total hours by labor category, and launch year.

▪ Management and Administrative (M&A) History

• This report shows M&A labor hours and ODC charges by labor category for each area of the M&A SOW (Section

2.1) for each contract year.

▪ DRPA Work Order History

• A complete listing of DRPAs reporting annual data, for entire contract period of performance, with contract total sum and averages provided.

▪ ODC History

• Report on major subcontract costs and other ODCs, arranged by work/task order, for the entire contract period of performance by contract year.

2.1.1.3. WORK ORDER AND TASK ORDER TRACKING

DRPA projects will be assigned to the Contractor by the COR through work orders with concurrence from the CO as needed. Missions and PTOs will be assigned to the

Contractor by the CO through task orders. The Contractor shall implement and maintain a work order and task order tracking and reporting system for managing SRPO requests and work activities under the contract. The system shall be made available to designated

SRPO personnel and available through the Well-Organized Central Repository (WOCR) identified in Section 2.1.3.3. This process shall include the capability to track costs, status of requests (as appropriate), and provide workload data and costs for individual work orders and task orders issued under the contract. The overall process shall be a single integrated information system with the ability to produce reports for the

Government summarizing historical data from work orders and task orders throughout the life of the contract. A Government furnished task order management system, TOMS, may be utilized for the purpose of task order initiation, tracking, modification, and approval/processing. Task orders will be issued and modified by the CO or assigned representative.

2.1.1.4. SUBCONTRACT MANAGEMENT

The Contractor shall provide all management functions for all interdivisional, subcontractor, and major vendor activities necessary to accomplish the NSROC IV requirements.

As part of its phase-in activities, the Government will provide the Contractor with a report detailing the long-lead items (i.e. rocket motors, boost guidance systems, recovery systems, etc.) that the incumbent Contractor for NSROC III has subcontracted to purchase, but will not be delivered under the NSROC III contract. By the end of the phase-in period for the NSROC IV contract, the Contractor shall assume responsibility for these subcontracts by an appropriate contract mechanism such as novation agreement.

Thirty days prior to the end of the NSROC IV contract period, the Contractor shall submit to the Government a report detailing the long-lead items (i.e. rocket motors, boost guidance systems, recovery systems, etc.) that will not be delivered within a one year period after the end of the period of performance of the NSROC IV contract, and the

Contractor shall turn over responsibility for these subcontracts to the incoming

Contractor by the end of the phase-in period for the follow-on contract.

2.1.2. PROGRAM MANAGEMENT

The NSROC IV Contractor shall plan for, conduct, and administer a comprehensive integrated management program. The Contractor shall appoint a Program Manager who shall have the authority to make any necessary decisions (real time, if required) related to the performance of this contract and shall be the Contractor’s primary point-of-contact with NASA.

The Contractor shall adhere to NPR 7120.8 NASA Research and Technology Program and Project Management Requirements.

The Contractor shall provide a weekly report summarizing pertinent programmatic, mission activities, and engineering activities accomplished during the previous work week. The weekly report shall be delivered by close of business every Tuesday unless otherwise defined by the SRPO Program Manager. The Contractor shall also participate in informal weekly meetings with SRPO upon request

2.1.2.1. CONTRACT TRANSITION PHASE-IN

The Contractor shall assume full responsibility for all contractual obligations beginning with the effective date of the contract. The Contractor shall complete the inventory of all

Installation-Accountable Government Property within ninety (90) calendar days of the award date of the contract. Such property shall be assumed to be reasonably acceptable for use in the execution of this contract unless the Contractor documents otherwise and obtains concurrence from the government.

As of the effective date of the contract, the Contractor will be provided operational and storage facilities for the conduct of the contract. However, during the term of the contract, the Contractor may be required to relocate personnel and functions to alternate facilities as directed by the Wallops Facilities Management Branch for such issues as renovations, modifications, and health and safety. The Contractor is responsible for assigning office spaces within the facility provided, for ensuring that telephone, computer network drops, and other necessary infrastructure services are arranged for and in-place prior to relocation, and for coordinating employee packing and moves to coincide with any moving requirements. The Contractor has the same coordinating responsibilities for relocating back to the primary worksite should this become necessary.

The Wallops Facilities Management Branch will invite the Contractor to participate in the planning for the work to be accomplished in buildings/spaces assigned to the Contractor.

It is the Contractor’s responsibility to ensure that planning input is made to permit for the continuity of Contractor operations to meet mission schedules.

2.1.2.2. CONTRACT TRANSITION PHASE OUT

The Contractor shall make available to the successor Contractor all written and electronic operating instructions, maintenance instructions, documentation, company names and contact information (address, phone number, etc.) of vendors, hardware/software utilities, and all other procedures acquired at the beginning of the NSROC IV contract and subsequently developed in the performance of this contract. The Contractor shall also make available to the successor Contractor all written and electronic copies of all historic data, including but not limited to: tests; reports; procedures; schematics; drawings; and diagrams developed and documented in the performance of this contract. This documentation shall be transferred to the successor Contractor by the start date of the follow-on contract.

The Contractor shall cooperate to affect an orderly and efficient transition to any such successor Contractor during a transition period to be specified by the CO.

To affect this transition, the Contractor shall provide a Phase-Out Plan 90 days after request by the Contracting Officer. The Plan shall conform to the content prescribed by the Contracting Officer.

Ongoing operations shall be coordinated with management and administrative personnel of the successor Contractor. A current listing of all Installation-Accountable Government

Property (IAGP), effective as of the end of the contract period, shall be provided. The

Contractor agrees to cooperate with NASA in completing the transfer of all IAGP to the successor Contractor.

Thirty days prior to the end of the NSROC IV contract period, the Contractor shall submit to the Government a report detailing the long-lead items (i.e. rocket motors, boost guidance systems, recovery systems, etc.) that will not be delivered within a one year period after the end of the period of performance of the NSROC IV contract, and the

Contractor shall turn over responsibility for these subcontracts to the incoming

Contractor by the end of the phase-in period for the follow-on contract.

2.1.2.3. HUMAN CAPITAL MANAGEMENT

The Contractor shall provide qualified personnel with the necessary training, security clearances, and technical expertise in the functional support areas required.

The Contractor shall staff specified positions with personnel that meet the minimum qualifications as set forth in Contract Section J, Attachment R, Government’s Minimum

Qualifications for Critical Positions.

The Contractor shall abide by all work-hour limitation rules in accordance with NASA

Procedural Requirements (NPR) 1800.1 NASA Occupational Health Program

Procedures, for their own employees and manage within these bounds to maintain mission schedules.

The Contractor shall be prepared to shift work schedules and provide overtime services necessary to meet individual mission requirements.

Contractor personnel are required to travel as directed. The Contractor shall perform associated travel to and from site locations. Cost associated with this travel shall be defined under the travel line item on Government cost reports and on work/task orders.

All travel shall be conducted in accordance with applicable Federal, Joint, State

Department, and NASA Travel Regulations (NPR 9710.1) as applicable for each travel destination unless a deviation is requested and approved by the Contracting Officer. All

Contractor personnel travel requirements shall be the responsibility of the Contractor including medical certifications, immunizations, passports, ticketing and transportation, and lodging.

2.1.2.4. PLANNING AND SCHEDULING

The Contractor shall provide staffing for each mission, DRPA, and PTO project beginning at the Mission Initiation Conference (MIC) for missions and the kick-off meeting for DRPA and PTO projects. For each mission, DRPA, and PTO project the

Contractor shall assign a team, including a technical lead from all relevant disciplines and shall plan and schedule the project so that it does not interfere with the timely and cost-efficient completion of all other ongoing work. The Contractor shall manage workforce capabilities during period of low workload requirements and shall augment the workforce capabilities during periods of high workload requirements to meet varying requirements.

The Contractor shall furnish accurate and timely scheduling information for DRPA projects, PTO projects, and missions that provides the government sufficient insight into the Contractor’s ability to: analyze, mitigate, and control scheduling risks; maintain programmatic flexibility; maximize performance; and optimize the use of available resources.

The SRPO Deputy for Operations, MMs, and the Contractor management team shall meet bi-weekly (or more frequent as priorities dictate) for a mission scheduling and prioritization review (detailed in Table 2) to discuss the technical status and schedule of each mission on the mission manifest, identify resource conflicts between the various missions, and review upcoming mission milestones. With inputs from the SRPO MM for each mission, the Contractor shall develop, implement, and maintain an overall integrated schedule for all missions reflecting, as a minimum, the planned schedule for the following milestones: Actual Mission Initiation Conference (MIC) date and actual

Requirements Definition Meeting (RDM) date; planned design, Design Review (DR), fabrication and assembly, Pre-Integration Review (PIR), integration and testing, Mission

Readiness Review (MRR), field operations, launch date, post flight activities including the delivery of all data products, and inputs from each discipline to be used in the final

Mission Close-out Report (MCR) . The mission schedule shall identify the resources required for each mission relative to the planned activity and have the capability to identify conflicts for these resources between the various missions. The overall integrated mission schedule shall be provided and maintained in accordance with the requirements of each mission.

The DRPA and PTO projects schedule information shall be reviewed with NASA on a monthly basis at the DRPA and PTO Projects Review, described in Section 2.1.2.3.

2.1.2.5. REQUIRED REVIEWS AND MEETINGS

The Contractor shall participate in and provide technical support for programmatic meetings and internal NSROC meetings with SRPO presence as detailed in Table 1.

Additional meetings shall be supported by the Contractor as deemed necessary by SRPO.

These meetings and reviews include presentations and discussions on the Contractor’s implementation status, presentations on programmatic risks, impacts on the Program due to proposed requirement changes or budget and funding conditions, or any aspect of the program for which the Contractor is responsible.

Table 1. Required Reviews and Meetings

PROGRAMMATIC MEETINGS

MEETING NAME MINIMUM

FREQUENCY

DESCRIPTION DELIVERABLE SRPO ATTENDEES NSROC IV ATTENDEES

NSROC-SRPO

Program Review

Monthly Comprehensive program status review that covers high level technical issues, programmatic risks, technical status of missions and related mission schedules, upcoming mission milestones, staffing levels, resource status, training activities, outreach activities, facilities status and open/planned work orders, development efforts status, identification of critical issues, production status, safety and mission assurance status (deliverables, audits, inspections, ISO surveillance, non-conformances, corrective actions, change requests, GIDEP), business status

(spending levels and planned spending), and subcontracts status.

Presentation that addresses the items listed in the description.

Program Manager (PM), CO, COR, Business

Manager, Resource

Analyst (RA), MM, and technical staff

NSROC Management

Mission Scheduling and Prioritization

Review

Once every other week (or more frequent as priorities dictate)

Technical status and schedule of mission manifest, prioritization of mission manifest, high level discussion of critical issues, resource conflicts, or systemic issues.

Master Mission Schedule Deputy for Operations, MMs, COR

NSROC Management and technical lead(s) as needed

DRPA & PTO

Review

Monthly Review status, schedule, and prioritization of development efforts and routine projects as well as performance task orders program wide that sustain and enhance the capability of the

Sounding Rockets Program. Topics to cover include inventory maintenance and procurement

(including status of purchased off the shelf items, purchased major sub-systems, made in-house major sub-systems, and sub-system refurbishment); ground support equipment procurement, development, and maintenance; facilities maintenance; outreach activities; and internal engineering, testing, or production development projects to standardize, modernize, or enhance the capabilities of the sounding rocket program.

Presentation on status of development and routine assignments and performance task orders

COR and technical representative(s)

NSROC Management and

Department Leads

Financial and

Contract Status

Review

Monthly Review Contractor financial status, review planned versus actual spending in a format defined by the SRPO, review materials budget by discipline and status of procurements in each area, discuss any vendor or supply chain issues, summarize costing of major acquisitions if funds extend through multiple fiscal years. Discuss monthly 533 submittal and resolve any questions.

Discuss contractual issues and resolve any questions.

Monthly 533

Financial presentation that addresses the items listed in the description.

PM, COR, CO, Business

Manager, and RA

NSROC Management and

Finance Personnel

Risk Management

Board (RMB)

Monthly SRPO will appoint a NASA chairperson and NSROC will appoint a Contractor assistant chairperson and there will be six other voting members equally composed of SRPO and

Contractor representatives. The RMB will review and disposition risks program wide

(programmatic, facility/institutional, technical, and certain safety risks for all missions, DRPAs, and PTOs). At each RMB meeting the Contractor shall provide the updated risk repository and mission risk matrices for the RMB to review. The RMB shall assist in properly constructing risk statements, validating new risks, reviewing and evaluating new and existing risks, assigning owners to risks, assigning action items to risk owners, establishing risk closure criteria, dispositioning the risks, and documenting and implementing the decisions.

Risk Repository

Mission Risk Matrices

SRPO appointed RMB chair and board members, Deputy for

Operations, Chief

Engineer, COR, MMs as needed

NSROC appointed RMB assistant chair and board members, technical leads as needed

Sounding Rocket

Working Group

(SRWG)

Twice a year Twice yearly meeting between NASA Headquarters, SRPO, NSROC, and the Principal

Investigator community (led by the NASA Project Scientist) to provide a forum for exchange of information on sounding rocket systems, operational support, new developments within

NSROC, and developments in science as they affect the Sounding Rockets Program.

Presentation on NSROC status, critical issues, and new developments

All SRPO NSROC Management and

Engineering Leads (if relevant to presentation)

Suborbital Rocket Twice a year Twice yearly meeting between NASA, Navy, Sandia, and all Contractors involved in the Presentation on NSROC All SRPO NSROC Management and

Forum (SRF) programs to provide a forum for exchange of information on rocket motors, payload systems, launchers, and new technology developments.

status, critical issues, and new developments

Engineering Leads (if relevant to presentation)

Annual Anomaly

Review

Annual Annual meeting with NASA Headquarters, SRPO, NSROC, and other NASA WFF programs to review the status of open and new individual failures and anomalies that have occurred over the past year on the NSRP.

Presentation on status of all AIBs and close calls

SRPO PM, SRPO

technical representative(s)

NSROC Management and

Engineering Leads (if relevant to presentation)

Launch Range

Reviews

As needed Brief launch ranges as needed/requested on status of vehicles, sub-systems, safety systems, ground support equipment, or other mission-specific or programmatic items as determined by

SRPO.

Support SRPO with presentation development

SRPO technical representative(s)

Determined on case-by-case basis

Technical Interchange

Meetings

As needed Provide guidance to and answer questions for prospective customers or suborbital community regarding sounding rocket capabilities and common practices. Engage in preliminary mission concept design and concept of operations planning.

Analyses and design concepts as requested by

SRPO

SRPO technical representative(s)

Determined on case-by-case basis

NSROC INTERNAL MEETINGS WITH SRPO PRESENCE

MEETING NAME MINIMUM

FREQUENCY

DESCRIPTION DELIVERABLE SRPO ATTENDEES NSROC IV ATTENDEES

Material Review

Board (MRB)

Weekly Disposition non-conformances, review status of engineering design changes, and review programmatic level corrective actions. Review status of overdue items periodically.

None SRPO technical representative(s)

NSROC Management, and

Engineering Dept. Leads

Configuration Control

Board (CCB)

Monthly –

Rotate among disciplines

Identify all NSROC standard systems for each engineering discipline related to flight hardware, ground infrastructure, or major processes. The board shall have a governing document that identifies each system and defines all the drawings, schematics, procedures, work instructions, and associated reports. The board shall also identify cognizant engineers for all standard systems and peer review design changes for standard systems as they arise.

Updated Configuration

Control Document

Presentations for standard system design changes

SRPO technical representative(s)

NSROC Management

Representative, CM Lead, and Engineering Dept.

Leads

Critical Systems

Program Reviews

As needed Provide programmatic and technical status for critical systems that are sub-contracted to external vendors. Programmatic and technical topics should include schedule updates for manufacturing and delivery, contract status, recent flight/test results, non-conformances and dispositions, supply chain status, programmatic and technical risks, and additional technical topics as deemed relevant by SRPO, NSROC, and the sub-contracted vendor.

Presentation that addresses the items listed in the description.

SRPO technical representative(s)

NSROC Management and

Technical Personnel, Sub-contractor (Vendor)

Programmatic and

Technical Personnel

2.1.3. PROGRAM IMPLEMENTATION

The Contractor’s management team shall plan, organize, implement, and deliver all requirements within the scope of this contract as described in this section of the SOW.

The Contractor shall operate in compliance with applicable federal and state laws and within applicable government and NASA agency regulations, requirements, standards, policies, and procedures to include the documents specified in Applicable Standards and

Policies Documents – Section J.1, Attachment P

2.1.3.1. FACILITIES

The Contractor shall operate and maintain the government-owned facilities located at

NASA’s Wallops Flight Facility, Wallops Island, Virginia (WFF) and at White Sands

Missile Range, White Sands, New Mexico (WSMR).

At WFF, the Contractor shall assign an Alternate Facility Operation Management

(AFOM) for each real property (i.e. buildings, structures, systems, and sub-systems) that is used or occupied by the NSROC Contractor for contract use. When maintenance and/or repair is required, the AFOM will interface with other institutional Contractors for routine operation and maintenance of the facilities. When more substantial repairs or modifications are required, the SRPO Facility Operations Manager (FOM) will interface with the Wallops Facilities Management Branch for real property repair, modification, emergency preparedness, and construction activities per NASA GPR 8830.

At WSMR the Contractor shall assign an AFOM for the Vehicle Assembly Building

(VAB) which is owned by NASA and used by the NSROC staff for all operations at

WSMR.

When maintenance and/or repair is required, the AFOM will use the institutional services of WSMR’s Navy and Army organizations and NASA’s White Sands Test Facility

(WSTF), to the extent they are available, to ensure the facilities are maintained.

Utilization of these services at WSTF is accomplished using job orders authorized by the

SRPO who maintains an agreement and provides funding for such activities. Utilization of Navy/Army services is accomplished through interface with the Navy’s Research

Rockets Program which maintains an Interagency Agreement and funding with the SRPO for such activities.

2.1.3.2. GOVERNMENT PROPERTY

The Contractor shall operate, maintain, and provide sustaining engineering, supply chain management, and logistics support for all Installation-Accountable Government Property furnished and utilized for performance of the contract effort. This includes mechanical and electrical fabrication facilities, telemetry ground stations, attitude control system laboratories and facilities, and environmental testing facilities located at Wallops Flight

Facility; and environmental testing, telemetry tracking, data acquisition, and up-link command facilities located at White Sands Missile Range. A listing of Installation

Provided Government Property is provided in Section J.1, Attachment B.

The Contractor shall honor requests (as approved by the COR and on a non-interference basis) from other government agencies, other Wallops support Contractors and government personnel, and universities and scientists supporting activities related to sounding rocket operations for short term loans of contract property.

The Contractor shall track, maintain, and operate the LN2 cooling system and other specialized GSE as required at operation locations to meet mission requirements.

The Contractor shall track, maintain, and provide sustaining engineering for government owned sounding rocket launchers, including those mobile and permanently installed launchers on Wallops Island and those semi-permanently installed at White Sands

Missile Range, New Mexico; Poker Flat Research Range, Alaska; Andoya Space Center in Andoya, Norway; Reagan Test Site in Kwajalein Atoll; and Equatorial Launch

Australia in Nhulunbuy, Australia. This includes preventative maintenance, launcher modifications and reconfiguration, functional tests, load tests, spare parts inventory, documentation, and engineering analysis as required to certify the launcher to support

SRPO missions. Other major launcher maintenance and refurbishment efforts outside the scope of routine maintenance and configuration will have IDIQ task orders assigned. A list of Government owned sounding rocket launchers is included in Table 2. The

Contractor shall provide a daily report to SRPO when launcher technicians are on travel performing maintenance and sustaining engineering on Government owned sounding rocket launchers.

Table 2. Government Owned Sounding Rocket Launchers by Launch Sites

LAUNCH SITE LAUNCHER

DESCRIPTION

LAUNCHER

CAPACITY

(MIL IN-LBS)

LAUNCHER

CONDITION

MAINTENANCE

FREQUENCY

Wallops Island, Virginia

50k, Pad 1 4.80 Installed and functional

Annual

ARC, Pad 2 3.37 Installed and functional

Annual

MRL, Pad 2

(MOBILE)

1.76 Installed and

functional

In preparation for next planned use, or every 3 years

White Sands, New Mexico

Athena 4.13 Installed and functional

Annual

Poker Flat

Research

Range, Alaska

MRL, 7.5k, Pad 1

(MOBILE)

1.76 Installed and

functional

In preparation for next planned use, or every 3 years

MRL, 7.5k, Pad 2

(MOBILE)

1.76 Installed and

functional

In preparation for next planned use, or every 3 years

AML, 20k, Pad 3 2.10 Installed and functional

In preparation for next planned use, or every 3 years

Athena, Pad 4 4.13 Installed and functional

In preparation for next planned use, or every 3 years

Super-HAD, Pad

5 (MOBILE)

0.96 Installed and

functional

In preparation for next planned use

Andoya Space

Center, Norway

Athena 4.13 Installed and functional

In preparation for next planned use

Reagan Test

Site, Kwajalein

Atoll

AML, 20k 2.10 Installed and functional

In preparation for next planned use

MRL, 7.5k 1.76 In storage box at

Kwajalein

In preparation for next planned use

Mobile

Launchers

Super-HAD

(MOBILE)

0.96 Launcher in storage

box at WFF

In preparation for next planned use

Super-HAD

(MOBILE)

0.96 On loan to another

program

In preparation for next planned use

MRL (MOBILE) 1.76 On loan to another program

In preparation for next planned use

AML, 20k

(MOBILE)

2.10 In storage at WFF In preparation for

next planned use

MML-1

(MOBILE)

3.00 Installed at SvalRak, Norway

In preparation for next planned use

MML-2

(MOBILE)

3.00 In storage at WFF In preparation for

next planned use

4.3k (MOBILE) In storage at WFF In preparation for next planned use

The Contractor shall implement a comprehensive proactive maintenance program for all government property. All required maintenance shall be performed in accordance with the original manufacturer’s specifications as necessary to keep the government property functioning in accordance with government safety and property management requirements and standards.

The Contractor shall use the following institutional services, to the extent they are available, in the performance of this contract. The Contractor’s decision to use these services shall not in any way relieve the Contractor of responsibility for performance under this contract. Utilization of these services shall be accomplished through the use of a job order number authorized by the SRPO.

i. Wallops Metrology and Calibration Lab Services (WMCLS) for calibration services for equipment and facilities located at WFF;

ii. General purpose vehicle operations for vehicle maintenance;

iii. Moving and hauling services;

iv. Rigging and heavy lifting of program hardware;

v. Services of the WFF Antenna Range;

vi. Reproduction services as available at the Wallops Duplicating Facility, Building F-1;

vii. Transportation and shipping for domestic shipments on a third-party basis;

viii. The Contractor may use on a rent-free non-interference basis the following

Government-owned equipment as may be required in performance of this contract at Wallops Flight Facility, White Sands Missile Range, the United

States Army Kwajalein Atoll, and at other locations as may be approved by the contracting officer. The Contractor is responsible for ensuring that all operators have been properly trained and certified, as applicable, to use the provided equipment.

a. Forklifts;

b. Tow Carts;

c. Cranes; and

d. Personnel Lifts.

ix. Calibration and certification services for Lifting Device and Equipment

(LDE) hardware and pressure systems (non-flight);

x. White Sands Test Facility (WSTF) Services – The Contractor shall utilize

NASA’s WSTF for services related to the execution of missions and management of the VAB at the WSMR as part of this contract. These services include but are not limited to: information technology services;

calibration services; certification services such as crane, pressure systems, and other facility-related hardware; facility operation and maintenance;

and other available services that may be necessary for operations at the

VAB. The SRPO will maintain a relationship with and fund WSTF for these services. The Contractor’s WSMR VAB FOM shall assist with coordination of these services as necessary for the safe and efficient operation of the VAB.

At the WSMR VAB facility, the Contractor shall maintain and operate the environmental testing equipment. The Contractor shall maintain and operate the attitude control system testing equipment in the VAB. The Contractor shall maintain and operate the clean room and associated equipment in the VAB. The Contractor shall maintain and operate the equipment in the telemetry ground station and in the command uplink room in the VAB.

The Contractor shall maintain and operate similar telemetry ground station equipment in the Blockhouse at Launch Complex-36. The Contractor shall keep the SRPO WSMR

COR apprised of all such activities.

The Contractor shall provide property management system support that meets the requirements of FAR 45-Government Property and NFS 1845-Government Property.

The NSROC Contractor shall track all Institutional Accountable Government Property drawn from Program Stock. This information shall be provided in spreadsheet format to the COR as requested and shall contain the item description, cost, and work order number to which it was assigned.