Attachment 01 NEHCSS SOW (v 12.2 Feb 2022) Amendment 00002.pdf

80NSSC22R0013 NEHCSS

ATTACHMENT 01

STATEMENT OF WORK

NASA ENTERPRISE-WIDE HUMAN CAPITAL

SUPPORT SERVICES

(NEHCSS)

TABLE OF CONTENTS

1.0 LIST OF ACRONYMS

2.0 INTRODUCTION

2.1 SCOPE OF WORK

3.0 APPLICABLE DOCUMENTS

4.0 GENERAL REQUIREMENTS

4.1 CONTRACTOR PERFORMANCE

4.2 PROGRAM MANAGEMENT

4.2.1 PROGRAM SUPPORT

4.3 PERSONNEL QUALIFICATION AND TRAINING

4.4 STANDARDS OF CONDUCT

4.5 NASA INFORMATION TECHNOLOGY SYSTEMS

4.6 MONTHLY/QUARTERLY METRICS AND STATUS REPORTS

4.7 RECORDS MANAGEMENT

4.8 PROPERTY MANAGEMENT AND COORDINATION

4.9 NASA CONTRACTOR FINANCIAL MANAGEMENT

4.10 REPORTING DELIVERABLES

4.11 FIRM-FIXED PRICED (FFP) / FFP-LEVEL OF EFFORT (LOE) TASK ORDER LISTING

4.12 STATUS MEETINGS

4.13 INNOVATION AND CONTINUOUS IMPROVEMENTS

4.14 PHASE-IN / PHASE-OUT SERVICES

5.0 HUMAN CAPITAL (HC) SUPPORT SERVICE REQUIREMENTS

5.1 HC BUSINESS MANAGEMENT AND OPERATIONS

5.2 HC POLICY DEVELOPMENT AND ACCOUNTABILITY

5.3 HR BUSINESS PARTNER (HRBP) SERVICES AND HC OPERATIONS (TALENT

ACQUISITION)

5.4 WORKFORCE STRATEGY AND PLANNING

5.5 DATA ANALYTICS

5.6 RECRUITMENT

5.7 ON-BOARDING

5.8 PATHWAYS INTERN EMPLOYMENT PROGRAM

5.9 TALENT DEVELOPMENT

5.10 PERFORMANCE MANAGEMENT

5.11 EMPLOYEE AWARDS AND RECOGNITION

5.12 EXECUTIVE SERVICES

5.13 HC COMMUNICATION AND COLLABORATION

6.0 KEY PERSONNEL

6.1 KEY PERSONNEL QUALIFICATIONS

6.2 SUBSTITUTION OF KEY PERSONNEL

6.2.1 GUIDANCE ON SUBSTITUTIONS

6.2.2 REQUEST FOR SUBSTITUTION

7.0 ACCESS TO NASA INSTALLATIONS

8.0 CONTRACTING OFFICER’S REPRESENTATIVE

9.0 QUALITY ASSURANCE

1.0 LIST OF ACRONYMS RELATED TO THE STATEMENT OF WORK

AAO Agency Application Office AP Applications Program

Center NASA Field Installation CFR Code of Federal Regulations CHCO Chief Human Capital Officer CO Contracting Officer

CoP Community of Practice COR Contracting Officer’s Representative CTO Contract Task Order

DPD Data Procurement Document

DRD Data Requirements Document

EPCS Employee Performance Communication System ESBP Executive Resources Business Partners EVP Employee Value Proposition FAR Federal Acquisition Regulation FEORP Federal Equal Opportunity Recruitment Program FEVS Federal Employee Viewpoint Survey FFP Firm Fixed Price

FFP-LOE Firm-Fixed Price - Level-of-Effort FTE Full-Time Equivalent

GFE Government Furnished Equipment HCIT HC Information Technology HRA Human Resources Assistants HRBP Human Resources Business Partner HRO Human Resources Office HRSD Human Resources Service Delivery IT Information Technology LOS Length of Service

MSD Mission Support Division NASA National Aeronautics and Space Administration NPD NASA Policy Directives NEHCSS NASA Enterprise-wide Human Capital Support Services NFS NASA FAR Supplement NIST National Institute of Standards and Technology NPR NASA Procedural Requirements OCHCO Office of the Chief Human Capital Officer OD Organization Development OMB Office of Management and Budget OPF Official Personnel File

OPM Office of Personnel Management PM Performance Management PM Program Management / Program Manager

QASP Quality Assurance Surveillance Plan SES Senior Executive Service SL Senior Level

SME Subject Matter Experts SOW Statement of Work

ST Senior Scientific and Technical SWP Strategic Workforce Planning TM Task Manager

2.0 INTRODUCTION

The NASA Office of the Chief Human Capital Officer (OCHCO) is responsible for developing and aligning NASA civil service workforce strategies, programs, policies, and processes with the Agency’s mission, strategic goals, and desired performance outcomes. The OCHCO establishes Agency-wide civil service workforce management policies;

defines strategies and architectures; defines program objectives and top-level requirements; ensures consistency across the Agency, as appropriate; and monitors program performance. The OCHCO also represents the Agency’s interests in intergovernmental and other groups established to address workforce issues.

The Chief Human Capital Officer (CHCO) advises and assists the NASA Administrator in carrying out responsibilities for selecting, developing, training, and managing a high-quality civil service and executive workforce in accordance with merit system principles.

Specifically, the CHCO:

1. Leads and integrates workforce planning activities at the Agency level with all the appropriate organizations and components.

2. Defines Agency-wide workforce objectives and top-level requirements to include:

a. Establishing and managing long-term Agency workforce planning and analysis processes to identify workforce characteristics and competencies needed to accomplish the Agency’s mission.

b. Developing workforce strategies and programs to monitor and mitigate risks of misalignments between workforce demand and supply.

c. Establishing staffing strategies to acquire a highly skilled workforce with needed competencies.

3. Oversees and manages the preparation, presentation, and execution of the Agency’s Human Capital (HC) budget in alignment with the Agency’s near-term and long-term strategies, in collaboration with agency stakeholders and Center Directors.

4. Develops and oversees Agency-wide policies, programs, and processes associated with organization development (OD) services, performance management and awards to achieve consistency of approach and retain a high-caliber workforce by providing tools to facilitate assessment of individual performance and contributions to organizational and mission achievement.

5. Sets the Agency’s workforce development strategy and promotes needed competency building through Agency-wide training and development and succession planning.

6. Assesses the effectiveness of workforce management within the Agency, as well as the effectiveness and efficiency of HC functional programs and policies designed to support workforce management; identifies best practices and benchmarking studies in workforce management issues; defines requirements for and provides management oversight of Agency workforce and HC functional information systems and ensures accountability for information contained in these systems.

7. Leads the Agency’s efforts to improve management and deliver results in Strategic Management of HC.

8. Provides liaison to external organizations performing similar functions and stakeholders who establish Government-wide policy and requirements.

The OCHCO is also tasked with planning, building, and managing the Agency’s critical HC services and analytics to support NASA’s mission requirements. The OCHCO is developing strategies to strengthen NASA’s HC capabilities through fresh approaches to attracting, hiring, managing, and engaging the workforce to effectively and efficiently meet future work demands. Additionally, the OCHCO is establishing long-term goals and near-term success indicators for NASA’s Talent Strategy to enable NASA’s ability to remain responsive and agile in the ever-evolving world of advanced technology, changing mission requirements, and increased reliance on the private sector.

The NASA Enterprise-wide HC Support Services (NEHCSS) contract shall encompass a wide range of HC support services necessary for OCHCO to execute the above responsibilities in support of NASA’s mission and vision, as follows:

Mission Statement: “To drive advances in science, technology, aeronautics, and space exploration to enhance knowledge, education, innovation, economic vitality and stewardship of Earth.”

Vision Statement: “To discover and expand knowledge for the benefit of humanity.”

Below are the locations for each of the OCHCO’s Human Resources Offices (HRO) across the Agency that make up the HC Enterprise, and the approximate full-time equivalent (FTE) in each HR Office and the civil service workforce at each Center. For more information about each Center and Field Activity, visit:

https://www.nasa.gov/about/org_index.html.

Table 1

Approx.

Center

HRO

Workforce (as of Jan.

2021)

Approx.

Civil Service Workforce

(as of Jan. 2021)

NASA Center Location

Ames Research Center (ARC) Moffett Field, CA 16 1286 Armstrong Flight Research Center (AFRC) Edwards, CA 8 510

Glenn Research Center (GRC)* Cleveland, OH 21 1522

Goddard Space Flight Center (GSFC)* Greenbelt, MD 34 3260

Headquarters (HQ) (Agency-level) Washington, D.C. 80 1434

Johnson Space Center (JSC)* Houston, TX 35 2931

Kennedy Space Center (KSC) Merritt Island, FL 29 2052

Langley Research Center (LaRC) Hampton, VA 22 1811

Marshall Space Flight Center (MSFC)* Huntsville, AL 27 2352

NASA Shared Services Center (NSSC) Bay Saint Louis, MS 5 169

Stennis Space Center (SSC) Bay Saint Louis, MS 273

*OCHCO also supports personnel at the following field locations of which are included in the total workforce numbers above:

Table 2

Field Location Location HRO Support Office:

Columbia Scientific Balloon Facility (CSBF). Palestine, TX GSFC Glenn Research Center’s Neil A. Armstrong Test Facility

Sandusky, OH GRC

Goddard Institute for Space Studies (GISS)

New York City, NY GSFC

Katherine Johnson Independent Verification and Validation Facility (IV&V)

Fairmont, WV

GSFC

Michoud Assembly Facility (MAF) New Orleans, LA MSFC

Wallops Flight Facility (WFF) Wallops Island, VA GSFC White Sands Complex (WSC) Las Cruces, NM GSFC

White Sands Test Facility (WSTF) Las Cruces, NM JSC

2.1 SCOPE OF WORK

This requirement is for the provision of HC support services for the OCHCO Enterprise, divisions and all NASA Human Resource Offices located at NASA Centers and Field locations (see Tables 1 and 2 above).

The contractor shall provide all services ranging from, but not limited to, HR Business Partner (HRBP) advisory support for the development and implementation of the organization’s human resources strategy to subject-matter expertise in areas such as, but not limited to HC policy development, data analytics, talent development and executive services. Services shall be provided on a full-time, part-time, or temporary basis (virtually, on-site, or in person) at an officially designated location. The contractor shall also provide the supervisory/management oversight and resources not otherwise provided by the Government to administer this contract and perform the necessary HC services in support of the NASA Centers and Field locations listed above.

In performance of this contract, the contractor shall provide support in alignment with the OCHCO’s strategy to strengthen its HC capabilities to effectively and efficiently meet future work demand, and to enable NASA to remain responsive and agile with changing technology advancements, mission requirements, and workforce composition.

The scope of work under this contract is divided into the following HC functions and related service areas:

1. HC Business Management and Operations Support

2. HC Policy Development and Accountability

3. HR Business Partner and HC Operations Support (Talent Acquisition)

4. Workforce Strategy and Planning

5. Data Analytics

6. Recruitment

7. On-boarding

8. Pathways Intern Employment Program

9. Talent Development

10. Performance Management

11. Employee Awards and Recognition

12. Executive Services

13. HC Communication and Collaboration

The Contractor will be required to work with numerous NASA administrative and technical offices, other contractors, and other Government Agencies to accomplish assigned tasks. The Contractor shall perform tasks as directed, either on-site or virtually/remotely at a U.S. based location. The contractor shall ensure that all services provided, whether on-site or remote, are at the same level of support as required by the task. All work shall comply with Government-wide regulations, and Agency and Center policies, procedures, and requirements for safeguarding of information technology resources, as well as information and safeguarding of NASA property and equipment.

There are no national security requirements for this work. However, all NASA contractor employees must successfully complete a background investigation to be issued a NASA Personal Identity Verification (PIV) Credential, or access Government and NASA IT systems.

On-site work: NASA will provide for space for on-site personnel, Government Furnished Equipment (GFE), the materials, equipment, on-site services, and facilities listed under NFS 1852.245-71, Installation-accountable Government property. The Contractor shall comply with all NASA and Center specific security, badging, and safety and health regulations and procedures while performing work on a NASA installation.

Remote work: As provided by NPR 3600, to the extent permitted by Federal laws, regulations, and Agency policies and procedures, IT and/or communication equipment, software, etc., will be provided by the Agency to remote workers. The Agency assumes no responsibility for any operating costs, including home maintenance, insurance, personal equipment, utilities, and internet and phone services associated with an employee's use of a personal residence as an alternative worksite. Contractors shall follow sound safety practices and ensure remote locations are free from hazardous conditions. Travel to a NASA Center may be required for remote workers.

Most work is expected to be performed during normal duty hours (not to exceed a 40-hour workweek), Monday through Friday (except holidays). However, due to the nature of the mission critical work conducted at each Center, there may be occasions when support will be required outside regular duty hours and/or on weekends, as the need arises. In the event of such an instance, the Government will extend advance notice no later than five business days when possible at the task order level. Other than permanent, full-time services, this contract may also require temporary and part-time administrative support, when indicated.

NASA will designate a Contracting Officer’s Representative (COR) responsible for this procurement activity.

Administration of the basic contract will be performed at the NASA Shared Services Center (NSSC) where the Administrative Contracting Officer (CO) will reside.

The NSSC will designate CO’s to issue Firm Fixed Price (FFP) and Firm Fixed Price Level-of-Effort (FFP-LOE) contract task orders (CTOs), and Task Managers (TMs). The TM shall develop the task from the Statement of Work (SOW) requirements. The TM will serve as the Task Order point of contact and be responsible for the technical progress/costs, and monitoring of the effort. The CTO will include defined requirements (such as deliverables and significant milestone dates), negotiated labor hours and other direct costs, and established performance measurement criteria. Any modification of requirements (increase or decrease) will be executed by modifying the CTO. Individual task plans shall be negotiated and managed on a per task basis. Technical progress and resource expenditures for each CTO shall be reported monthly by the Contractor to the Government.

3.0 APPLICABLE DOCUMENTS

The Contractor shall perform the tasks in this SOW in accordance with the most recent update of applicable Federal, NASA, and OCHCO regulations, policies, and procedures delineated in the Applicable Documents table below.

Any applicable local/Center-specific service delivery requests/guides, standard operating procedures, work instructions, etc. will be further delineated by tasks.

Applicable Documents

Federal Acquisition Regulation (FAR) and NASA Federal Acquisition Regulation Supplement (NFS)

FAR https://www.acquisition.gov/browsefar

NFS https://www.acquisition.gov/nfs

Federal Human Resources Regulations, Policies and Guidance

Code of Federal Regulations

Federal Register

United States Code https://www.archives.gov/

Supplemental Federal HR policy and guidance https://www.opm.gov

NASA Human Capital and Personnel Directives and Requirements To review the referenced NASA Policy Directives (NPDs) and NASA Procedural Requirements (NPRs) below, please visit: https://nodis3.gsfc.nasa.gov/main_lib.cfm.

Directive ID Subject NPD 3000.1 Human Capital Management

NPD 3010.1 Strategic Workforce Planning

NPR 3100.1 Management of the Senior Executive Service (SES)

NPD 3213.1 Excepted Service Appointments

NPD 3280.3 Detail of Military Personnel to NASA

NPD 3280.8 Recommendations for Military Awards and Decorations to Military Personnel Assigned to NASA

NPR 3300.1 Employment, Appointment Authorities, and Details

NPD 3300.3 Recruitment, Hiring, Placement, Advancement, and Retention of Individuals with Disabilities and Disabled Veterans

NPR 3319.1 Management of Scientific or Professional (ST) and other Senior Level (SL) Positions

NPR 3330.1 NASA Career Transition Assistance Plan

NPR 3335.1 Merit Promotion and Placement

NPD 3410.2 Employee and Organizational Development

NPR 3430.1 Employee Performance and Communication System

NPR 3435.1 NASA Performance Management for the Senior Executive Service

NPR 3451.1 NASA Awards and Recognition Program

NPR 3451.3 NASA Space Flight Awareness Program

NPD 3451.5 Acquisition Improvement Awards

NPD 3511.1 Classification, Position Management and Promotions

NPR 3530.1 NASA Pay and Compensation Policy

NPR 3600.1 Attendance and Leave

NPR 3600.2 NASA Telework Program

NPR 3600.3 NASA Voluntary Leave Bank Program

NPR 3711.1 Labor-Management Relations Program

NPR 3713.1 Reasonable Accommodations Procedures for Individuals with Disabilities

NPR 3713.2 Alternative Dispute Resolution in Discrimination Complaints

NPD 3713.2 Federal EEO Program of NASA

NPR 3713.3 Anti-Harassment Procedures

NPR 3713.4 Procedures for Discrimination Complaints Based on Sexual Orientation

NPD 3713.6 Delegation of Authority to Act in Matters Pertaining to Discrimination Complaints

NPD 3713.8 Provision of Reasonable Accommodation for Individuals with Disabilities

NPR 3730.1 NASA Suitability Program

NPR 3771.1 NASA's Administrative Grievance System

NPR 3790.1 NASA's Domestic Violence, Sexual Assault, and Stalking Response Plan

NPR 3792.1 NASA’s Plan for a Drug Free Workplace

NPR 3831.1 Phased Retirement

NASA Organization and Administration Directive(s)

NPR 1400.1, NASA Directives and Charters Procedural Requirements

NPR 1450.10, NASA Correspondence Management and Communications Standards and Style

NPR 1600.3A Personnel Security

NASA Protection of Sensitive Information Directive(s)

NPD 1382.17 NASA Privacy Policy

4.0 GENERAL REQUIREMENTS

4.1 CONTRACTOR PERFORMANCE

The Contractor shall submit a listing of all contract and subcontract employees (on-site and remote) performing work under this contract and their designated locations in accordance with Attachment (3), Data Procurement Document (DPD), Data Requirements Document (DRD) #CM-4, Employee Location Listing.

The Contractor shall also submit Non-Disclosure Agreements (NDAs) for all personnel upon employment under this contract, and prior to performing any Government assigned duties to ensure that agreement is made between contractor employees and the U.S. Government to protect contract proprietary data and management sensitive U.S.

Government Information in accordance with Attachment (3), DPD/DRD #CM-5, Non-Disclosure Agreements.

4.2 PROGRAM AND CONTRACT MANAGEMENT

Program management will consist of the key HC functional requirements as defined below in Section 5.0, HC Support Service Requirements, and shall ensure all aspects of this Contract are managed efficiently and effectively and in accordance with sound business practices, regulatory requirements, and Executive Orders to ensure the Government’s requirements are satisfactorily achieved. If applicable, on-site program management and supervision will be delineated by location as required.

The Contract Program Manager (PM) shall have local autonomy, to include management, contractual, and financial authority, to make local programmatic changes and decisions on behalf of the Contractor in conjunction with the OCHCO and its HROs.

A Contractor management approach outlining the responsibilities, functions, and activities necessary to perform the services required under the Contract shall be defined in the Contractor-developed Management Plan, in accordance with Attachment (3), DPD/DRD #CM-1, Management Plan. Contractor management encompasses the functions of the Contract and administration that are aimed at complying with the terms and conditions of the Contract, and includes personnel matters relating to contract employees (e.g. performance management, training, mentoring, recruiting), and ensuring that the Contractor relationship with the assigned NASA organization is in accordance with the Contractor-developed Management Plan, and that delivered products meet the performance standards identified at the task level.

Program Management functions establish the foundation for a collaborative and positive working relationship between the Government and the Contractor. Accordingly, the Contractor shall detail how communications will occur with the Government, other contractors, and customers in accordance with Attachment (3), DPD/DRD # CM-1, Management Plan.

The Contractor shall provide program management and supervision of services performed to satisfy the requirements of this contract to include labor, materials, training, travel, and other resources. Program management functions shall include, but are not limited to, handling all employment matters relating to Contractors; training required for employee development, maintaining existing skills of contractor personnel, and ensuring continuity of services in the event of employee turnover; training employees to recognize and report requests for personal services; and ensuring that all delivered services meet the performance standards identified in the contract and service request.

The Contract Program Manager is considered essential to the work being performed. Before removing, replacing, or diverting any of these specified personnel, the Contractor shall notify the COR in advance and submit justification (including proposed substitutions) in enough detail to permit evaluation of the impact to the contract.

During a contract employee’s absence, the NASA organizational representative and the COR shall determine the workload needs of the requiring organization. The Contractor shall provide continuity of support services when there is an absence of full-time or part-time employees for greater than three or more consecutive workdays.

The Contract Program Manager shall be responsible for emergency preparedness and response program management and supervision, as deemed necessary by the Government, and shall:

• provide a Continuity of Operations Plan in accordance with NASA’s policies and procedures;

• comply with Center emergency management plans for any on-site personnel; and

• prepare and submit Attachment (3), DRD QC/S-3, Continuity of Operations Plan (COOP) and ensure that all applicable personnel are trained in emergency management operations in accordance with this plan.

Other than permanent, full-time services, this contract includes requirements to provide temporary and part-time administrative support as needed. Temporary support may range from one week to a year of service. Temporary and part-time services will only be utilized when the services are deemed not to be permanent, full-time requirements.

The Contractor is required to train and mentor the temporary and part-time contractors in the same manner that the

Contractor is required to train and mentor permanent contractors, focusing on the key requirements and processes of the requesting organization.

4.2.1 PROGRAM SUPPORT

The Contractor shall prepare and submit an Organizational Conflict of Interest (OCI) Mitigation Plan to document the Contractor’s comprehensive management approach and implementation methods for avoiding, identifying, neutralizing, and mitigating organizational conflicts of interests in accordance with Attachment (3), DPD/DRD #CM-3, Organizational Conflict of Interest Mitigation Plan.

4.3 PERSONNEL QUALIFICATIONS AND TRAINING

The Contractor shall ensure all personnel working under this contract are fully competent and experienced upon contract award in the HC disciplines necessary to perform the tasks assigned, and subsequently trained on enterprise support service requirements within 30 days of task assignment. Personnel shall have a thorough working knowledge (or expert knowledge where indicated) of applicable HC functions in accordance with personnel qualifications and training policies, regulation, or guidance provided by the Office of Personnel Management (OPM), NASA, and OCHCO along with the skills necessary to use Information Technology (IT) systems.

The Contractor, where appropriate, shall be responsible for training Contractor personnel on all processes, procedures, regulatory requirements, and IT systems necessary to perform the requirements of this contract after initial training and background has been provided by the Government.

The Contractor shall ensure contract personnel maintain required skills (e.g., certifications and licenses), as further identified at the task order level, to ensure continuity of services in the event of employee turnover with employees of equivalent or higher education, experience, qualifications, and credentials, and ensure proper training in applicable HC technology systems required in the delivery of services.

The Contractor shall develop and submit a training plan for ensuring its personnel receive appropriate on-going training to maintain or improve their current skill sets, in accordance with Attachment (3), DPD/DRD #CM-6, Personnel Qualifications and Training.

Descriptions of the labor categories to be ordered under this contract are contained in Attachment (4).

4.4 STANDARDS OF CONDUCT

The nature of the work under this contract may require the Contractor and its employees to have access to data and IT systems which contain source selection information, sensitive business information and Personal Identifiable Information (PII), and/or proprietary data (e.g. Historical Personnel and Payroll System). Access to this information subjects the Contractor and its employees to a variety of laws and regulations governing the access, release and disposition of data relating to ethics, conflicts of interest, corruption, and other criminal or civil matters relating to the award and administration of Government contracts. Recognizing that this contract establishes a high standard of accountability and trust, the Government will carefully review the Contractor’s performance in relation to the mandates and restrictions found in these laws and regulations. Unauthorized uses or disclosures of sensitive information may result in termination of this contract for default, or in debarment of the Contractor for misconduct affecting responsibility as a Government contractor.

The Contractor shall comply with the requirements of the following NASA FAR Supplement (NFS) clauses, or the most recent updates of these clauses, when handling any source selection information, sensitive business information, and/or proprietary data or when accessing IT systems containing such data:

• NFS 1852.237-72, Access to Sensitive Information

• NFS 1852.204-76, Security Requirements for Unclassified Information Technology Resources

The Contractor shall provide yearly training (included in the Training Plan) to all personnel on the handling and protection of sensitive business information, organizational conflicts of interest, and compliance with non-disclosure agreements.

The Contractor personnel shall comply with local, state, and Federal laws and regulations.

4.5 NASA INFORMATION TECHNOLOGY SYSTEMS

The Contractor shall use NASA Information Technology (IT) systems in the performance of day-to-day contracting activities. Systems used will be identified at the task order level. Representative systems are as follows, but are not limited to:

• ServiceNow OCHCO Case Management

• SalesForce On-boarding and Recruitment

• SPACE GS Performance Management

• ePAS Executive Performance Management

• NAAS Awards Management

• SATERN Learning Management System

• NTDT NASA Training Database (training budget tool)

• bReady NASA Enterprise Portal (hosts SAP)

• BOBJ Business Objects

The Contractor will be required to utilize non-NASA specific software programs (e.g., Adobe Acrobat Pro and Microsoft Office 365 programs) in the performance of day-to-day contracting activities.

The systems listed above are those in current use, however, it is anticipated during the period of performance that additional systems or modifications to existing systems may be developed which the Contractor will be required to utilize during performance of services.

4.6 MONTHLY/QUARTERLY METRICS AND PROGRESS REPORTS

The contractor shall provide a monthly progress report outlining the accomplishments and status of all actions associated with the actual and potential problems and progress toward meeting the cost, technical, and schedule requirements for tasks by the 15th calendar day of each month (or the next business day if it falls on a holiday or weekend) to the Contracting Officer's Representative (COR). The contractor may be required to provide special ad-hoc reports on a monthly or quarterly basis that are unique to specific tasks. The metrics and reporting shall serve as an indicator of program progress. Reports shall be provided in accordance with Attachment (3), DPD/DRD #BM-2, Monthly/Quarterly Progress Report.

4.7 RECORDS MANAGEMENT

All data created for Government use are Federal records subject to the provisions of 44 U.S.C. Chapters 21, 29, 31, and 33; the Freedom of Information Act (FOIA), as amended; and the Privacy Act, and must be managed and scheduled for disposition as provided in 36 CFR XII, Subchapter B.

The Contractor shall document, maintain, and manage Federal Government-owned records acquired or generated by the contractor in its performance of this contract in accordance with Attachment (3), DPD/DRD #BM-4, Records Management.

4.8 PROPERTY MANAGEMENT AND COORDINATION

All work performed under this contract shall comply with Government-wide regulations, and Agency and Center policies, procedures, and requirements for safeguarding of NASA property and equipment.

The Contractor shall prepare and submit a Government Property Management report for all Government property for which the Contractor has been furnished and or has acquired on behalf of the Government.

Property management shall be conducted in accordance with Attachment (3), DPD/DRD #BM-3, Government-Owned/Contractor-Held Property Assets Report.

4.9 NASA CONTRACTOR FINANCIAL MANAGEMENT

The Contractor shall perform all business and financial functions necessary to fulfill the requirements of the Contract and integrate these functions across all areas of performance.

The Contractor shall also provide ongoing business analysis and respond to requests and inquiries from the Government relating to budget. Business analysis will include, but not be limited to:

• Tracking and managing requests for invoice or service asset discrepancies identified by the Government and report them on a monthly basis;

• Presenting monthly invoices in accordance with the invoicing clauses of the Contract. The monthly invoices shall identify the Division/Center HRO; and

• Providing financial and budget information maintained by the Contractor for use by the Government for budgeting purposes and business case analyses.

The Contractor shall submit NASA Contractor Financial Management Reports in accordance with the following as included in Attachment (3), DPD/DRD #BM-1, NEHCSS Monthly Invoice.

If, as a part of any task award, travel, or other direct costs (ODCs), is required, it must be approved at the task order level by the Contracting Officer (CO). Subsequently, prior to incurring costs for travel, advance requests shall be made and submitted in writing to the Contracting Officer’s Representative (COR). More specifically for travel, advance requests shall include the purpose of the travel and reference the associated task order, task order number, labor category designation and contract employee name.

4.10 REPORTING DELIVERABLES

The Contractor shall submit required reports as listed in summary format in Attachment (3), Data Procurement Document (DPD), and in accordance with each DPD/DRD listed on the following page and as further defined within the attachment. The Contractor shall determine the data restriction that applies to each data deliverable and mark or transmit the data restriction in accordance with section, Data Restriction Marking, of the DPD.

4.11 Firm-Fixed Price (FFP) and FFP-Level of Effort (LOE) TASK ORDER LISTING

The Contractor shall track the status of all FFP and FFP-LOE task orders from planning to completion, and record projected, and actual resources expended on each. The results of this activity shall be reported in Attachment (3), DPD/DRD #BM-5, Firm-Fixed Price (FFP) and FFP-Level of Effort (LOE) Representative Task Order/Task Order Listing as referenced in Section 4.10, Reporting Deliverables.

4.12 STATUS MEETINGS

At the request and discretion of the Government, the Contract Program Manager or designated personnel assigned to support this contract may be requested to attend regular and recurring, or impromptu, meetings to address status of services and deliverables.

Report Name DRD # Applicable Clause or SOW Reference Reporting Frequency Due Date

Management Plan CM-1 SOW Section 4.2 within 30 calendar days of significant changes

15 calendar days after the start of phase-in

Contract Phase-In Plan CM-2 SOW Section 4.14 as dictated by the individual task order at time of proposal; final due as dictated by the individual task order

NFS 1852.237-72; NFS

1852.237-73 quarterly, and as deemed necessary

FAR 9.5

SOW Section 4.2.1 specific FFP/ FFP-LOE task orders when required Employee Location Listing CM-4 SOW Section 4.1 monthly, or as deemed necessary 15th calendar day of month following first month of operation after full contract assumption

Non-Disclosure Agreements CM-5 NFS 1852.237-72; NFS 1852.237-73;

SOW Section 4.1 as required five days after employee begins work on the contract/task order

Personnel Qualifications and Training

CM-6 SOW Section 4.3 semi-annually, or as deemed necessary

15th calendar day following the end of the first contract year quarter following full contract assumption

Diversity, Equity, and Inclusion Plan

CM-7 Executive Order 13985;

SOW Section 4.2 annually at time of proposal

NEHCSS Monthly Invoice BM-1 SOW Section 4.9 monthly, or as deemed necessary

30 calendar days following contrat award

Monthly/Quarterly Progress Report

BM-2 SOW Section 4.6 monthly/quarterly 15th calendar day of the month following end of each month for first six months; and ten calendar days following the end of each quarter

Government-Owned/ Contractor-Held Property Assets Report

BM-3 SOW Section 4.8 monthly, and as deemed necessary

30 calendar days following start of Phase- In

Records Management Plan BM-4 SOW Section 4.7 semi-annually 15 calendar days following the end of each contract year quarter for the first six months

Firm-Fixed Price (FFP) and FFP-Level of Effort (LOE) Task Order Listing

BM-5 SOW Section 4.11 monthly NLT the 15th calendar day following the end of each calendar month

Contractor Quality Plan QC/S - 1 SOW Section 9.0 once/updated as needed 15 calendar days after the start of phase-in Quarterly/Semi-Annual Self- Evaluation

QC/S - 2 SOW Section 4.6 semi-annually 15 calendar days following the end of each contract year quarter for the first six months

Continuity of Operations Plan QC/S - 3 SOW Section 4.2 annually 15 calendar days after the start of phase-in;

annually upon the contract anniversary award date

Safety and Health Plan QC/S - 4 NFS 1852.223-72, Safety SOW Section 2.1 once/updated as needed 15 calendar days after the start of phase-in

Required Reports

Organizational Conflict of Interest Mitigation Plan

CM-3 at time of proposal

Where possible, the Government shall provide at least one business days advance notice for virtual meetings, and a week’s notice when it is requested to be held on-site. Contractor employees shall clearly identify themselves as contractor employees when attending such events.

Minutes, as an official record of actions and outcomes, shall be taken by the Contract Program Manager or designee for historical purposes and for documenting adherence to contract requirements.

The contractor may proactively request meetings to address status when it has been mutually agreed with the Government that more frequent status meetings are required due to the unique circumstances of the services being performed (e.g. special projects, compressed deadlines).

4.13 INNOVATION AND CONTINUOUS IMPROVEMENTS

The contractor shall provide process improvement feedback to the Government. Subsequently upon Government approval, the contract shall research, propose, recommend, and implement services that offer continuous productivity and process improvements, and cost efficiencies where possible for the stated HC functions.

4.14 PHASE-IN/PHASE-OUT SERVICES

Phase-In: The majority of Phase-in activities will occur at the Task order level and the duration of the Phase-In period will be dictated by the individual task order. During the phase-in period the Contractor shall effectively and efficiently coordinate transition of services from the predecessor contractor(s) to the current contract in accordance with the Phase-In Plan, delineated in Attachment (3), DPD/DRD #CM-2, Contract Phase-In Plan, as referenced in Section 4.10, Reporting Deliverables. The Government shall ensure collaboration between Government functional leads and the predecessor contractor(s) to support knowledge management issues and concerns.

Within ten (10) days after contract award, the Contractor and the OCHCO shall schedule and attend a kick-off meeting which shall include OCHCO management officials, the COR, Contract Program Manager, and cognizant HRO functional task owners.

Meetings will be documented by the Contractor. Minutes shall include the following information: type/title of meeting and meeting date; purpose; location; summary of the discussions, decisions, agreements, and directions; list of attendees; and copies of action item sheets for any actions identified during the meeting. The Government will review and approve the meeting minutes and provide comments to the Contractor within fifteen (15) days of receipt.

Meeting minutes are due NLT five (5) working days after the kick-off meeting. Revisions shall be submitted, as required, ten (10) days after receipt of comments.

Phase-Out: Before performance on this Contract ends completely, the Contractor shall use reasonable efforts to facilitate a successful transition of services from it to the awardee under a subsequent contract for the same or similar requirements. The Contractor shall remain responsible for the effort covered by the SOW during phase-out activities. The Contractor shall develop, with Government input, a plan of action to facilitate the transition of services to the incoming Contractor with no degradation of services. The reasonableness of effective and efficient transition of services shall be addressed as a part of the Government’s final quality assessment of the Contractor’s performance and documented within the Contractor Performance Assessment Reporting System (CPARS).

During the phase-out period, the Contractor shall also complete the following: employee notification; turn-over of work-in-progress, and Government property; removal of Contractor property; and any other actions required to ensure continuity of services. All data collected in performance of this contract will be provided to the Government in an exportable, usable format. This data shall be sanitized of any proprietary markings and shall be fully owned by the Government.

5.0 HC SUPPORT SERVICE REQUIREMENTS

5.1 HC Business Management and Operations

The Contractor will provide over-arching support to the OCHCO Enterprise on HC business management and operations strategies, practices, and policy implementation pertaining to areas of HC lines of business such as, but not limited to: budget, measurement, analysis, reporting, change management and facilitation, documentation, training and development course/content creation and delivery, policy development, accountability, HC lifecycle technology support (including reporting and dash-boarding capabilities), and general project management/support.

Program support will include a broad range of requests for Agency-wide and Center assessments and the continuous identification of enhancements to methods, processes, or systems to improve effectiveness and efficiency, and as required, technical, analytical or consulting services requests for projects, initiatives, strategic planning and envisioning discussions with HC partners.

5.2 HC Policy Development and Accountability

The policy development and accountability functions support the OCHCO in fulfilling its responsibility for developing, aligning, and monitoring NASA civil service workforce policies and processes with the Agency’s mission, strategic goals, and desired performance outcomes. The OCHCO policy development function establishes Agency civil service workforce management guidance, while OCHCO’s accountability function ensures consistency across the Agency, as appropriate, and monitors program performance to ensure compliance with law, rule, and regulation.

The contractor shall provide support to the responsible Agency HC Corporate Services Program Managers in the following activities which include, but are not limited to:

HC Policy Development

• Policy guidance development and revision of NPDs, NPRs, Desk Guides, and other procedural/process documents for HC programs; and

• Collaborations with the Policy Program Manager/policy subject matter experts (SMEs) across the OCHCO, with the OCHCO Directives Manager and points of contact for the Mission Support Directorate (MSD), Office of Internal Controls and Management Systems

HC Accountability (Internal Audit) Program Support

• Audit and accountability program review of staffing cases (e.g. Delegated Examining) and other HR functional areas. Includes, but is not limited to audit preparation and close out, and subsequent drafting of audit reports, etc. for final review and concurrence; and

• Collaborations with the Accountability Program Manager and SME staff across the OCHCO, to include the Centers and the NSSC

5.3 HR Business Partner Services and HC Operations (Talent Acquisition)

HR Business Partner (HRBP) Services

The contractor, through their study of the business objectives and culture of NASA, shall be responsible for delivering integrated, innovative, and inclusive HC services that facilitate the missions of the serviced organizations, agency installations, and NASA at large.

The contractor shall serve as a key adviser to directorate management for the development and implementation of the organization’s human resources strategy and ensures the organization’s HC strategy aligns to the Agency’s strategies.

The contractor is responsible for providing management consulting services for the full spectrum of HC functions covering employee, supervisors, managers and executives such as recruitment, employee and organizational performance, labor and employee relations, training and development programs, and organizational development.

Services include providing advisory services for the overall strategy of assigned organizations, as well as integration and implementation of the services with appropriate HC partners and stakeholders.

The contractor shall serve as an advisor to customers and support other HC professionals.

HC Operations (Talent Acquisition)

The contractor shall support the OCHCO in developing and implementing an ongoing strategy to successfully build NASA’s workforce, the driving force behind its mission and operations, while focusing on the customer’s long-term HC planning and performance goals. The contractor shall provide support at the Enterprise and/or Center level to processes that attract, recruit, assess, select, and retain top talent for NASA. The contractor shall assist with hiring activities and implement a review and integration process that includes, but is not limited to:

• Supporting the hiring request process at the Enterprise or Division/Center HRO level;

• Assisting in researching staffing solutions for organizational needs;

• Implementing and facilitating local reviews and integration;

• Documenting decisions related to Center hiring approval, decisions, and approaches;

• Assisting with development of recommendations for Enterprise and/or local Talent Acquisition Strategies

(i.e., recruitment efforts and initiatives), and initiating appropriate collaboration including engaging with recruitment community of practice (CoP);

• Reviewing staffing detail reports for opportunities to utilize existing hiring actions for efficiencies;

• Using HR Service Delivery (HRSD) and reports to process and/or track all submitted staffing actions to

Staffing Services; and

• Managing on-boarding activities (after selection is made and job offer extended by the Staffing Services

Team)

5.4 WORKFORCE STRATEGY AND PLANNING

The Contractor shall provide technical, analytical and consulting services to enable OCHCO’s assessment of the current NASA workforce in preparation for future needs. This will include advice and guidance on recruitment and staffing implications resulting from strategic priorities, operational plans, and trends in both industry and Government. Thereby, enabling NASA to develop and maintain an agile organizational structure to support its overall objectives and goals. The contractor shall work in collaboration with key stakeholders including but not limited to internal HC partners, the HC Enterprise, NASA HQs (Agency-level), and Center stakeholders.

Workforce planning will include, but not be limited to:

• Analyzing strategic workforce planning data to determine current and future workload requirements;

• Performing analysis;

• Coordinating internal and external solutions to address workforce gaps;

• Interpreting and integrating agency and mission guidance with organizational workforce plans

(includes reorganizations); and

• Devising approaches for implementing and monitoring workforce plans and strategies

Workforce Planning and Tracking

The Contractor shall develop and track both short and long-range workforce requirements and phasing plans for Full Time Equivalent (FTE). The Contractor shall analyze workforce plans versus actual data, explain deviations, and recommend solutions.

The Contractor shall provide staffing strategy recommendations for FTE management within programmatic and organizational personnel guidelines.

The Contractor shall provide responses to workforce data requests. The Contractor shall provide human resource data from available electronic information systems or other sources as required. The Contractor shall assure quality of data analytics, provide user assistance, and prepare information for formal presentations.

The Contractor shall recommend, design, and implement workforce restructuring or rebalancing strategies to assure that short-, mid-, and long-term objectives can be achieved.

System Utilization and Oversight

The Contractor shall integrate and analyze the data output from these multiple systems for use in decision making and developing, and for evaluating plans for activities such as diversity, hiring, recruiting, promotions, attrition, competency, performance, and succession.

The Contractor shall access and extract data from a wide variety of Enterprise, Center, Agency, or Federal workforce and financial systems and will be granted access as required.

In performance of this contract, the Contractor shall comply with all governing Federal acquisition regulations, NASA policy directives and Standards of Conduct while accessing, handling and dispositioning sensitive information as referenced throughout this SOW.

5.5 DATA ANALYTICS

The contractor shall provide technical, analytical, and consulting services to support OCHCO’s assessment of HC trends and metrics to optimize processes for increased efficiency and performance optimization in HC lines of business and systems in support of HC customers. The contractor shall collaborate with key stakeholders, including but not limited to internal HC partners, the HC Enterprise, NASA HQs (Agency-level), as well as Center stakeholders. The Contractor must have a basic understanding of the agency’s cybersecurity and privacy policies that govern data and needs to work closely with agency experts in cybersecurity and privacy throughout the data life cycle.

Various forms of data analytics (e.g. descriptive, diagnostic, predictive, and prescriptive) will be enlisted on HC disciplines and related HC areas such as, but not limited to:

• Workforce Utilization and Analysis

• Staffing and Recurring / ad hoc Reporting (e.g., workforce retention, separation, hires, promotions)

• Allocation and position management analysis

• Workforce Demographics

• Competency Management

• Training

• Performance Appraisals and Awards

• Employee Research/Workforce Surveys (includes FEVS)

• Diversity

• Process and Data Assurance

• Program Assessment and Evaluation

• Data Warehouse and Business Planning / Implementation

• Project Management

• Future Workforce and Organizational Requirements

• Impacts and Recommendations for Distributed Workforce Arrangements

Data Analytic Skills

Knowledge and proficiency in the following areas is not required, but beneficial for the purposes of execution (only) of deliverables:

• Tableau

• Alteryx

• Graph Databases, Cypher, GraphQL, GSQL

• Natural Language Processing, e.g., topic modeling, entity extraction, sentiment analysis, doc2vec

• Tensor flow, Keras, Pytorch, BERT, Spacy

• Shiny, Dash, Flask, React, Streamlit, Bokeh

• AWS, GCP, Azure cloud services

System Utilization and Oversight

The Contractor shall integrate and analyze the data output from multiple systems and tools for use in decision making and developing, and for evaluating plans for activities such as diversity, hiring, recruiting, promotions, attrition, competency, performance and succession.

The Contractor shall access and extract data from a wide variety of Enterprise, Center, Agency, or Federal workforce and financial systems and will be granted access as required.

In performance of this contract, the…