SOW-TO_0001_30_May_19_FBO.pdf

Enclosure 2b, SOW

Page 1 of 58 Pages

15Jan2019/Version 8

STATEMENT OF WORK (SOW)

as of dd/mmm/yyyy

Contract Number: TBD

Task Order Number: TBD

Tracking Number: HC1028-19-R-0009

Contractor Name: TBD

Follow-on to Previous Contract and

Task Order Number:

HC1028-15-D-0007

Contract Number: TBD

Task Order Number: TBD

Tracking Number: TO 0001

Contractor Name: TBD

Follow-on to Previous Contract and

Task Order Number:

HC1028-15-D-0007

1. Contracting Officer’s Representative (COR).

a. Primary COR.

Name:

Organization:

Department of Defense Activity

Address Code (DODAAC):

Address:

Phone Number:

Fax Number:

E-Mail Address:

b. Alternate COR.

Name:

Organization:

DODAAC

Address:

Phone Number:

Fax Number:

E-Mail Address:

2. Contract or Task Order (TO) Title. Communications Technical Support Services (CTSS) IV-Operations Support

3. Background. USAFCENT, in concert with coalition, joint, and interagency partners, delivers decisive air, space, and cyberspace capabilities for United States Central Command (USCENTCOM), ally nations, and America. USAF personnel provide communications support at U.S. Air Force Bases (AFBs) in South West Asia (SWA) supporting joint services military personnel and coalition forces in several SWA countries. This includes more than 90,000 Sol-diers, Sailors, Airmen, Marines, Coastguardsmen, and Civilians stationed throughout the USCENTCOM Area of

Responsibility (AOR). This TO provides support for the 379th Expeditionary Communication Squadron (ECS), the

U.S. Office of Defense Representative Pakistan (ODRP), and the USAFCENT A6 Headquarters Staff at Al Udeid

AB, Qatar and Shaw AFB, SC. This is a follow-on effort to contract number HC1028-15-D-00007 - 0001.

4. Objectives. The objective of this TO is to provide the 379 ECS, ODRP, and USAFCENT A6 Headquarters Staff at Al Udeid AB, Qatar and Shaw AFB, SC with a long-term communications support.. The use of active duty and

Page 2 of 58 Pages reserve USAF personnel, rotating every six months is taxing personnel and reducing the ability to support contin-gency operations with Air Expeditionary Forces (AEFs). This requirement has been developed by USAFCENT to ensure communications information is available to forward deployed forces supporting Operation Resolute Support and Inherent Resolve in South West Asia (SWA) and the continuing mission requirements of the Department of De-fense (DoD).

5. Scope. Provide operations, maintenance, administration, and management support to USAFCENT A6, 379ECS, and the ODRP) remote office as indicated in the table in Section XX. Personnel deployed under this effort will be operating under the technical direction of the local communications commander or their designated representative(s) and IAW the Special Instructions to Communicators (SPIN-C) and the basic contract.

6. Specific Tasks.

The contractor shall provide turn-key support for tasks in the table below. For tasks designated as turn-key, the con-tractor shall have sole responsibility and shall meet all applicable task requirements.

The contractor shall provide augmentation support for tasks in the table below. For tasks designated as augment, the contractor and Government share responsibility for specified tasks. Contractor personnel providing augmentation support shall provide technical support as required by the USAF Communications personnel

The Government has provided a staffing plan for tasks 2-12 but does not intend to dictate the composition of the ideal team to perform Program Management Task 1 of this task order.

Task areas:

a. Task 1: Program Management

b. Task 2: Communications Management and Planning

c. Task 3: Communications Engineering

d. Task 4: Knowledge Operations Management

e. Task 5: Cyber System Operations

f. Task 6: Cyber Transport

g. Task 7: Client Systems

h. Task 8: Cyber Surety

i. Task 9: Radio Frequency (RF) Transmission Systems

j. Task 10: Spectrum Operations

k. Task 11: Cable and Antenna System

l. Task 12: Logistics

Location Task

SOW Sec-tion Num-ber

Defense

Contractor

Category

Augment/

Turnkey

Security

Clearance

Air Force

Forces(AF-

FOR) A6,

Qatar

Wide Area Network (WAN)

Transport Engineering

6.3.1 CDF, Essen-

tial

Augment Secret

AOR-Wide Engineering 6.3.2 CDF, Essen-tial

Augment TS/SCI

AOR Circuit Action Support 6.6.2 CDF, Essen-tial

Augment Secret

Contingency Communications 6.6.10 CDF, Essen-tial

Augment Secret

Frequency Management 6.10 CDF, Essen-tial

Augment TS/SCI

Page 3 of 58 Pages tion Num-ber

Defense

Contractor

Category

Augment/

Turnkey

Security

Clearance

AOR Logistics Coordination 6.12.1 CDF, Essen-

Augment Secret

379th ECS, Qatar

Site Management 6.1.6. CDF, Essen-tial

Augment Secret

Communications Planning 6.2.1 CDF, Essen-tial

Augment Secret

I/O Cable Plant Engineering 6.3.5 CDF, Essen-tial

Augment Secret

Knowledge Operations Manage-ment

6.4 CDF, Essen-

tial

Augment Secret

System Administration 6.5.1 CDF, Essen-tial

Augment Secret

Technical Control 6.6.1 CDF, Essen-tial

Augment Secret

Squadron Level Circuit Action

Support

6.6.3 CDF, Essen-

tial

Augment Secret

Network Operations 6.6.5 CDF, Essen-tial

Augment Secret

Strategic DSN Telephone Switch 6.6.6 CDF, Essen-tial

Turn-key Secret

Defense Red Switch Network

(DRSN) Support

6.6.7 CDF, Essen-

tial

Turn-key TS/SCI

VTC Bridge Operations 6.6.8.1 CDF, Essen-tial

Augment Secret

Help Desk 6.7.1 CDF, Essen-tial

Augment Secret

Client Systems Technician 6.7.2 CDF, Essen-tial

Augment Secret

Telephone Operator Support 6.7.3 CDF, Essen-tial

Turn-key Secret

Cyber Security 6.8.1 CDF, Essen-tial

Augment Secret

Communications Security

(COMSEC)

6.8.2 CDF, Essen-

Augment TS

Land Mobile Radio (LMR) 6.9.2 CDF, Essen-tial

Augment Secret

Infrastructure Quality Control and Documentation

6.11.1 CDF, Essen-

Augment Secret

Inside/Outside (I/O) Cable Plant 6.11.2 CDF, Essen-tial

Cable Television (CATV)

6.11.3 CDF, Essen-

Augment Secret

Squadron Logistic Support 6.12.1 CDF, Essen-tial

Augment Secret

ODRP,

Pakistan

System Administration 6.5.1 CDF, Essen-tial

Turn-key Secret

Network Operations 6.6.5 CDF, Essen-

Page 4 of 58 Pages tion Num-ber

Defense

Contractor

Category

Augment/

Turnkey

Security

Clearance

Technical Control 6.6.1 CDF, Essen-tial

Turn-key Secret

Client Systems Technician 6.7.2 CDF, Essen-tial

Turn-key Secret

Shaw AFB

Theater Communications Plan-ning

6.2.1 Essential Augment Secret

AOR Command and Control

(C2) Support

6.2.2 Essential Augment Secret to

TS/SCI

Theater C4 Exercise and Delib-erate Planning Support

6.2.3 Essential Augment Secret to

TS/SCI

C4 Planning Management Sup-port

6.2.4 Essential Augment Secret

Wide Area Network (WAN)

Transport Engineering

6.3.1 Essential Augment Secret to

TS/SCI

Wide Area Network (WAN)

Transport Engineering

6.3.1 Essential Augment Secret

AOR-Wide Engineering 6.3.2 Essential Augment Secret to

TS/SCI

Air Force Communications Con-trol Center (ACCC)

6.6.9 Essential Augment Secret

AOR Video Teleconferencing

Support (Shaw AFB)

6.6.8.2 Essential Augment Secret

Operations and Control Center 6.9.1 Essential Turn-key Secret

Transport Monitoring 6.6.4 Essential Augment Secret

A6X Logistics 6.12.3 Essential Augment Secret/None

STAFFING PLAN

Location Labor Category

SOW

Section

Number

Hours per

Week

Hours per

Week

Hours per

Week

Total

Hours

Total

FTE

A6, Qatar

Information Technology

Network Engineer# 10

6.3.1 1 3120 1

AOR-Wide Communications

Engineer # 13

6.3.2 1 3120 1

Circuit Actions Technician

III

# 35

6.6.2 1 3120 1

Network Manager II # 31 6.6.10 1 3120 1

Land Mobile Radio (LMR)

Technician II # 51

6.6.10 1 3120 1

Satellite Technician III

# 53

6.6.10 1 3120 1

Page 5 of 58 Pages

SOW

Section

Number

Hours per

Week

Hours per

Week

Hours per

Week

Total

Hours

Total

FTE

Frequency Manager 6.10 1 3120 1

Squadron/AOR Supply

Technician # 64

6.12.1 1 3120 1

379th ECS, Qatar

Project Manager # 2 6.1.6. 1 3120 1

Communications Planner # 8 6.2.1 2 6240 2

Telecommunication Engi-neer # 12

6.3.5 1 3120 1

Web/Knowledge Manage-ment Specialist # 19

6.4 2 6240 2

System Administrator III #

6.5.1 3 9360 3

System Administrator II # 21 6.5.1 5 16600 5

Tech Control Facility Tech-nician III # 32

6.6.1 2 6240 2

Tech Control Facility Tech-nician II # 33

6.6.1 5 16600 5

Circuit Actions Technician

III # 35

6.6.3 1 3120 1

Circuit Actions Technician II

# 36

6.6.3 2 6240 2

Network Manager III # 30 6.6.5 2 6240 2

Network Manager II # 31 6.6.5 4 12480 4

Telephone Technician III –

(Strategic DSN Switch) # 37

6.6.5.

1 3120 1

Telephone Technician II –

(Strategic DSN Switch) # 38

6.6.5.

4 12480 4

Telephone Technician I –

(Strategic DSN Switch) # 39

6.6.5.

1 3120 1

Telephone Technician III

(DRSN) # 40

6.6.7.2 1 3120 1

Telephone Technician II

(DRSN) # 41

6.6.7.2 3 9360 3

Video Teleconferencing

(VTC) Bridge Technician III

# 44

6.6.8.1 2 6240 2

Video Teleconferencing

(VTC) Technician II # 45

6.6.8.1 3 9360 3

Help Desk Technician II

# 23

6.7.1 1 3120 1

Client Systems Technician

# 28

6.7.2 1 3120 1

Switchboard Operator III

# 25

6.7.3 1 3120 1

Switchboard Operator II

# 26

6.7.3 2 6240 2

Page 6 of 58 Pages

Section

Number

Hours per

Week

Hours per

Week

Hours per

Week

Total

Hours

Total

FTE

Switchboard Operator I

# 27

6.7.3 1 3120 1

Information Assurance Tech-nician III # 46

6.8.1 1 3120 1

Information Assurance Tech-nician II # 47

6.8.1 1 3120 1

COMSEC/EKMS Manager

# 48

6.8.2 2 6420 2

Land Mobile Radio (LMR)

Radio Technician III # 50

6.9.2 1 3120 1

Land Mobile Radio (LMR)

Radio Technician II # 51

6.9.2 1 3120 1

Infrastructure Drafter/CAD

Operator # 14

6.11.1 2 6240 2

Inside/Outside Cable Plant

Technician III # 58

6.11.2 1 3120 1

Inside/Outside Cable Plant

Technician II # 59

6.11.2 4 12480 4

Cable Television (CATV)

Technician III # 61

6.11.3 1 3120 1

Cable Television (CATV)

Technician II # 62

6.11.3 2 6240 2

Squadron/AOR Supply

Technician # 64

6.12.1 1 3120 1

ODRP, Pa-kistan

System Administrator III #

6.5.1

6.7.1 2 6240 2

System Administrator II # 21 6.5.1

6.7.1 2 6240 2

Network Manager III # 30 6.6.5

6.6.1

1 3120 1

A6, Shaw

AFB

Project Planner II # 7 6.2.1 2 4160 2

Project Planner II # 7 6.2.2 2 4160 2

Project Planner II # 7 6.2.3 2 4160 2

Project Planner II # 7 6.2.4 2 4160 2

Information Technology

Network Engineer # 10

6.3.1 1 2080 1

AOR-Wide Engineer # 13 6.3.2 3 6240 3

Satellite Technician III # 53 6.6.9 2 4160 2

Technical Control Techni-cian III # 32

6.6.9 2 4160 2

VTC Technician III # 44 6.6.8.2 2 4160 2

Satellite Technician III #53 6.9.1 6 12480 6

Technical Control Techni-cian III # 32

6.6.4 6 12480 6

Logistics Analyst II # 66 6.12.3 2 4160 2

Page 7 of 58 Pages

Section

Number

Hours per

Week

Hours per

Week

Hours per

Week

Total

Hours

Total

FTE

Total 113 321,460 113

OPTIONAL STAFFING PLAN

SOW

Section

Number

Hours per

Week

Hours per

Week

Hours per

Week

Total

Hours

Total

FTE

A6, Qatar

Radio Frequency (RF) Engi-neer # 11

6.3.3 1 3120 1

Microwave Technician # 56 6.3.3 1 3120 1

Engineering Technician III

# 16

6.6.3 1 3120 1

Engineering Technician II #

6.6.3 1 3120 1

Engineering Technician I #

6.6.3 1 3120 1

Electronics Technician III #

6.6.3 1 3120 1

Electronics Technician II

#69

6.6.3 1 3120 1

Communication Planning

Assistant #9

6.2.1 1

System Administrator I # 22 6.5.1 1 3120 1

Tech Control Facility Tech-nician I # 34

6.6.1 1

Help Desk Technician I #24 6.7.1 1 3120 1

Video Teleconference Tech-nician – Client level # 29

6.7.2 1

COMSEC/EKMS Custodian

# 49

6.8.2 1

Drafter/CAD Operator (As-sociate)

6.11.1 1

Inside/Outside Cable Plant

Technician I # 60

6.11.2

Cable Television (CATV)

Technician I # 63

6.11.3

Project Planner III #6 6.11.3 1 3120 1

Satellite Technician II # 54 6.2.2 1 3120 1

Satellite Technician I #55 6.2.3 1 3120 1

VTC Technician II # 45 6.2.4 1 3120 1

Satellite Technician III #53 6.3.1 1 3120 1

Logistic Analyst III II # 67 6.6.9 1 3120 1

Total 22 321,460 22

Page 8 of 58 Pages

6.1 TASK 1 – PROVIDE PROGRAM MANAGEMENT

The contractor shall provide program management support under this TO. This includes the management and over-sight of all activities performed by contractor personnel, including subcontractors, to satisfy the requirements identi-fied in this Statement of Work (SOW).

The contractor shall identify a TO 01 Program Manager (PgM) by name, who shall provide overarching manage-ment, direction, administration, quality assurance, and leadership of all task or delivery orders issued under the con-tract. The contractor shall also identify where the PgM will be located.

6.1.1 SUBTASK 1 – PROVIDE PROJECT MANAGEMENT

Project Management support is defined as assisting in the management of the project’s scope, schedule, and budget;

managing risk to ensure the accomplishment of project goals; and providing TO Project Management. Support shall include, but is not limited to:

a. Developing Work Breakdown Structures (WBSs) and integrated master schedules.

b. Preparing charts, tables, graphs, and diagrams to assist in analyzing problems, project risks, and issues, and preparing project management plans, project documentation, and reports.

c. Coordinating schedules to facilitate completion of contract deliverables, briefings/presentations, and project reviews; performing analysis; and developing and reviewing project administrative operating procedures.

d. Submit monthly status reports, prepare project plans, submit trip reports, prepare consent to purchase forms, provide transition-out plans, conduct kick-off meetings, and conduct program management reviews.

6.1.2 SUBTASK 2 – PROVIDE WEEKLY TASK ORDER MANAGEMENT STATUS REPORT

The contractor shall consolidate, develop, and provide a weekly TO management status report. At a minimum the report shall include:

a. TO title and period of performance.

b. Schedule (show major tasks, milestones, and/or deliverables; planned and actual start and completion dates).

c. Personnel gains, losses, pending arrivals, and pending departures.

d. Government actions required.

e. Corrective Actions.

f. Issues or concerns and proposed resolutions to address them.

g. Planned Key Personnel travel.

h. Contractor Personnel Summary/IDIQ /TO Roster (Section 6.1.2.1).

i. Recruiting Matrix (Section 6.1.2.2).

6.1.2.1 SUBTASK 2.1 CONTRACTOR PERSONNEL SUMMARY / TO ROSTER

The prime contractor shall maintain current employee data and maintain by-name accountability as specified in DoD

Instruction (DoDI) 3020.41. The contractor shall be responsible for knowing the general location of its employees and shall maintain accurate listings of deployed contractors. The contractor shall provide an updated list to the Con-tracting Officer’s Representative (COR) weekly or upon request.

6.1.2.2 SUBTASK 2.2 RECRUITING MATRIX

The contractor shall provide a weekly spreadsheet summarizing the status of recruitment and vacancies. At a mini-mum include:

a. Labor Category Number

b. Labor Category Title

c. Key Personnel Identifier

d. TO Performance Location

Page 9 of 58 Pages

e. Assigned TO

f. Personnel Name

g. Position vacant date

h. Length of vacancy

i. Key Personnel approval status (request submitted/request approved)

j. Letter Of Authorization (LOA) Submitted in SPOT date

k. Common Access Card (CAC) Completed Date

l. Estimated arrival date

6.1.3 SUBTASK 3 – CONVENE TECHNICAL STATUS MEETINGS

The contractor PgM shall convene a weekly Technical Status Meeting with the Government Program Manager (G-

PM), USAFCENT Technical Point of Contact (TPOC), COR, and other Government stakeholders (Table 12.1). The purpose of this meeting is to ensure all stakeholders are informed of the TO activities and status reports, provide op-portunities to identify other activities and establish priorities, and coordinate resolution of identified problems or opportunities. The contractor PgM shall provide minutes of these meetings, including attendance, issues discussed, decisions made, and action items assigned, to the COR (Table 12.1).

6.1.4 SUBTASK 4 – PROVIDE MONTHLY STATUS REPORTS (MSRs) FOR IDIQ CONTRACT AND TO

Develop and provide MSRs for the IDIQ Contract and TO. The contractor shall be responsible for collecting, inte-grating, and reporting all subcontractor reports. The contractor shall sanitize reports, removing all financial infor-mation, and upload the MSRs to USAFCENT’s CMPRO website.

6.1.4.1 SUBTASK 4.1 – IDIQ CONTRACT MSR

The contractor shall provide an IDIQ Contract MSR to the Government by no later than the 15th of each month (Ta-ble 12.1). The MSR shall include, as a minimum, the following items and data:

a. Period of performance.

b. Period of reporting.

c. NTE IDIQ contract amount and balance of funds received to date.

d. List of total labor hours expended (current and cumulative) per company.

e. List of total IDIQ contract ceiling amounts: labor hours, costs, fee, and total NTE.

f. List of total remaining IDIQ contract ceiling amounts: labor hours, costs, fee, and total NTE.

6.1.4.2 SUBTASK 4.2 – TO MSR

The contractor shall provide MSRs, for all active service TOs, beginning at the time of contract award. The MSRs shall itemize specific TO administrative data and update TO progress as specified in the applicable DD Form 1423.

The initial reporting period shall commence from TO Award (TOA) date to the end of the first full month. MSRs shall be posted no later than the 15th of each month following the applicable reporting period (Table 12.1). The con-tractor shall collect required data throughout the specified performance period and shall submit one report per active

TO. Unless otherwise specified by the TO COR, at a minimum, the MSR shall consist of the following:

a. TO Number and Title.

b. Period of performance.

c. Period of reporting.

d. The NTE TO amount and the funds received to date balance.

e. List of all TO-level modifications, date of modification, sentence summary, and if applicable, list of the total modification funding amount.

Page 10 of 58 Pages

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

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

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

i. Government actions required.

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

k. Summary of trips taken, conferences attended, etc. (attach Trip Reports to the MSR for reporting period).

l. Anticipated personnel travel and movements (Temporary Duty (TDY) travel, vacation, deployments, end of tour, etc.).

m. Monthly Self reporting on Program Management QASP metrics to include: Operational Availability, In-ventory, Schedule, Cost Control, Proposal Submission, and Management of Key Personnel.

n. Cost incurred by CLIN.

o. Accumulated invoiced cost for each CLIN up to the previous month.

p. Projected cost of each CLIN for the current month.

q. List of personnel and their associated company who worked on the contract, and the number of labor hours billed (current and cumulatively).

r. List of all approved Key Personnel on task as required in H3 – includes current, newly approved, reas-signed, terminated, and pending individuals with their effective dates as approved on task.

s. Current Roster / Deployed personnel list with contact information (i.e., email, telephone number, work lo-cation) and local Government Point of Contact (POC) or COR

t. If applicable, IAW 48 Code of Federal Regulations252.239-7001, the personnel list shall specify those indi-viduals who are Information Assurance (IA) trained and certified.

6.1.4.3 SUBTASK 4.3 – MONTHLY SELF REPORTING METRICS

Monthly Self Reporting Metrics shall include:

a. Schedule

1. Data Deliverables: The percent of data deliverables defined by the contract or TO will be monitored according to their due and receive dates.

2. Scheduled Delivery Dates: The scheduled delivery date(s) will be monitored according to the TO schedule or Plan of Actions and Milestones (POA&M) (not counting excusable delays).

b. Cost Control

1. Labor Rates: The difference in the average labor rate proposed compared to the average labor rates de-livered will be monitored (for filled positions).

2. TO Cost Control: The overall cost of the TO will be monitored against the actual costs invoiced.

c. Management of Key Personnel

1. Key Personnel Positions Filled: The percent of Key Personnel filled will be graded according to the required regular working hours or working period specified by the TO/delivery order. The number of hours delivered will be tracked from 45 calendar days after the award of a new TO/delivery order and/or new position(s). Follow-on delivery orders will be tracked from the start date.

2. Key Personnel Turn-over: The percent of Key Personnel turn-over will be monitored during the life of the TO/delivery order.

Page 11 of 58 Pages

3. Multiple Year Retention: The percent of Key Personnel retention for follow-on TO/delivery orders will be monitored.

6.1.5 SUBTASK 5 – CONDUCT PROGRAM MANAGEMENT REVIEWS (PMR)

The contractor shall hold semi-annual PMRs. The contractor may hold a combined PMR that addresses CTSSIV

TOs. PMRs shall be in person and be no more than one day in duration. These sessions may occur at the contractor's facility or Government’s facility, as requested by the Government. The contractor shall prepare presentation material and deliver a program review brief at each PMR that covers, at a minimum, the status of burn rate for each TO, cur-rent and ongoing efforts, performance trends, program and technical risks, and IA requirements detailed in DoDI

8510.01. In addition, the contractor shall present contractual, technical, management, and logistic problem areas and shall address any factors affecting contract deliverables and services. The contractor shall specifically address known or anticipated impacts to system performance.

The Government may schedule additional reviews or working groups if critical issues arise or significant events or changes have occurred.

6.1.6 SUBTASK 6 – PROVIDE SITE MANAGEMENT

The contractor shall effectively and efficiently manage the contractor deployed workforce and provide a single inter-face point for reporting directly to the local communication commander and executing contract requirements under the guidance of the local communication commander.

The contractor shall identify a Project Manager (PM)/Site Lead by name who shall provide project management, administration, quality control, and leadership of the execution of this TO at the Site Level. The contractor shall also identify where the PM/Site Lead will be located. Contractor personnel performing under this TO shall coordinate with the on-site CTSS PM/Site Lead. The CTSS PM/Site Lead is responsible for reporting directly to the local com-munication commander and executing contract requirements under the guidance of the local communication com-mander. All CTSS work centers and task leads on site shall coordinate technical requirements with and respond to the CTSS PM/Site Lead on technical and administrative issues.

PM/Site Lead duties shall include:

a. Serving as contract focal point for the execution of support to the base assigned, and providing leadership and direction under the applicable TO(s).

b. Supervising the task execution and performance of contractors supporting technical work centers under ap-plicable TO(s).

c. Attending staff meetings as required.

d. Interfacing with local host nation sponsor for housing, transportation, communication, and compliance with travel and visa requirements as well as other support issues.

e. Assisting in the administrative support and compliance with contract policies and reporting criteria.

f. Supporting military policies and providing policy guidance for contractor personnel.

6.1.7 SUBTASK 7 – PREPARE A PROJECT MANAGEMENT PLAN (PMP)

The contractor shall document all support requirements in a PMP. The contractor shall provide the Government with a draft PMP (Table 12.1) on which the Government will make comments. The final PMP (Deliverable X) shall in-corporate the Government’s comments.

The PMP shall:

a. Describe the proposed management approach.

b. Contain detailed Standard Operating Procedures (SOPs) for all tasks.

c. Include milestones, tasks, and subtasks required in this TO.

d. Provide for an overall WBS and associated responsibilities and partnerships between Government organi-zations.

e. Describe in detail the contractor’s approach to risk management under this TO.

Page 12 of 58 Pages

f. Describe in detail the contractor’s approach to communications, including processes, procedures, commu-nication approach, and other rules of engagement between the contractor and the Government.

g. Include the contractor’s Baseline Quality Management Plan (QMP).

h. Develop and execute a certification plan for personnel to ensure required certifications are relevant and cur-rent.

i. Describe the approach to recruitment and retention of qualified, cleared personnel.

j. Include the TO Specific Mobilization and Demobilization Plan in accordance to DoDI 3040i.

k. Include the TO Specific approach to providing Housing and Transportation in SWA.

l. Basic Contract Management Approach to include the items identified in Section C.4.1.8.1

6.1.7.1 SUBTASK 7.1- PREPARE A BASIC CONTRACT AND TO1 PROGRAM MANAGEMENT PLAN

The contractor shall document Basic IDIQ and TO1 program requirements in a PgMP. The contractor shall provide the Government with a draft PgMP (Table 12.1) on which the Government will make comments. The final PgMP

(Table 12.1) shall incorporate the Government’s comments. Sections specific to TO1 will be incorporated into the

TO1 PMP.

The Draft PgMP shall include an overarching Basic Contract description and TO1 specific description for each:

a. Describe the proposed management approach.

1. Management organization including Prime and Subcontractor (if applicable), both CONUS and

SWA, that may include technical and company/personnel issues

2. Approach to coordinate and obtain in-country sponsorship and support The approach to risk man-agement during the TO (to include transition) from a management perspective, and the planned actions to mitigate or eliminate risks.

3. Approach for institutionalizing project experience and knowledge and providing SME reach-back support (institutionalizing means the methodologies and tools the offeror will utilize to capture and make available project knowledge for the purpose of informing new contractor and Govern-ment personnel).

4. Approach for managing technical communications support in the TO1 OCONUS Locations for

DoD. Location of the Site Manager and approach to accomplish Site Management Tasks. Ap-proach to coordinate and obtain in-country sponsorship and support in the TO1 Locations.

5. Approach to managing multiple TOs and subcontractors with a focus on continuity across TO delivery and quality control.

b. Describe the Recruiting and Retention approach to include:

1. Methodology for hiring, retaining, and replacing appropriately qualified and cleared personnel throughout the life of this TO/IDIQ.

2. A plan to retain quality personnel and to support personnel for multiple years in SWA/TO1.

3. Recruiting activities description that includes personnel screening, interviewing, and hiring pro-cess.

4. Approach to recruit/staff shorter term installation tasks when required while meeting all deploy-ment requirements for SWA as specified in the SOW.

5. Strategy for maintaining required 24x7 support for turnkey tasks

6. Rationale for any variations in recruiting and retention methodology by country/location.

c. Approach to Mobilization and Deployment (Forward and Rear) in SWA

1. Discussion of the IDIQ/TO1 deployment process and a plan to meet DoD, DITCO, and

USAFCENT deployment requirements in the AOR.

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2. A deployment plan that outlines travel, living accommodations, and in-country sponsorship and support.

3. Identification and approach toward Host Nation licenses, permits, laws, customs, and entry re-quirements

4. Touchpoints with Government during the Mobilization and Deployment process.

5. Approach/processes for meeting the requirements of DoD 3020.41

d. Baseline Quality Management Plan

1. Description of assigned roles and responsibilities.

2. Methodology and timing of on-site evaluations, management visits, and corrective action/follow-up plans.

3. A certification plan for personnel to ensure required certifications are relevant and current. Meth-odology for maintaining the technical expertise of personnel maintaining and tracking certifica-tions in accordance with 8570/LCAT descriptions.

4. Addresses IDIQ/TO1 cost control processes.

6.1.8 SUBTASK 8 – UPDATE PMP AND PROGRAM MANAGEMENT PLANS

The PMP is an evolutionary document that shall be updated annually at a minimum (Table 12.1). The contractor shall work from the latest Government-approved version of the PMP.

The contractor shall also review and update, at a minimum annually, Program Management Plans developed as part of the CTSSIV Basic Contract (Table 12.1).

6.1.9 SUBTASK 9 – PROVIDE QUALITY MANAGEMENT. Provide quality management IAW IDIQ SOW Par-agraph 6.1.10.

6.1.10 SUBTASK 10 – PROVIDE TRIP REPORTS

The contractor shall submit a trip report to the COR whenever ascribed TDY from assigned duty location or as re-quired by the TO (Table 12.1). The trip report shall include, at a minimum, the following:

a. Identification of the order by number and Basic Contract.

b. Location of travel and facility(s) and on-site POC.

c. Detailed description outlining the purpose and results of the trip, personnel contacted, and including all re-quirements specified in the TO.

6.1.11 SUBTASK 11 – PROVIDE PERSONNEL MOVEMENTS REPORTS

The contractor shall notify the Government 24 hours prior to all personnel movements or as specified in the TO (Ta-ble 12.1). Reportable personnel movements include initial deployments, TDY travel, vacations, emergency leave, and end of tour.

6.1.12 SUBTASK 12 – COORDINATE A PROJECT KICK-OFF MEETING

The contractor shall schedule, coordinate, and host a Project Kick-Off Meeting at the location approved by the Gov-ernment (Deliverable Table 12.1). The meeting will provide an introduction between the contractor personnel and

Government personnel who will be involved with the TO. The meeting will provide the opportunity to discuss tech-nical, management, and security issues, and travel authorization and reporting procedures. At a minimum, the at-tendees shall include Key contractor Personnel, representatives from the directorates, other relevant Government personnel, and the COR.

At least five workdays prior to the Kick-Off Meeting, the contractor shall provide a Kick-Off Meeting Agenda (De-liverable Table 12.1) for review and approval by the COR and the USAFCENT TPOC prior to finalizing. The agenda shall include, at a minimum, the following topics/deliverables:

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a. POCs for all parties.

b. Draft Project Management Plan (PMP) (Deliverable Table 12.1) and discussion including schedule, tasks, etc.

c. Personnel discussion (i.e., roles and responsibilities and lines of communication between contractor and

Government).

d. Staffing Plan and status.

e. Transition-In Plan (Deliverable Table 12.1) and Transition discussion

f. Security discussion and requirements (i.e., building access, badges, CACs).

g. Invoicing requirements.

h. Final Baseline Quality Management Plan (QMP) ( Deliverable Table 12.1).

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

The contractor shall draft and provide a Kick-Off Meeting Minutes Report (Deliverable Table 12.1) documenting the Kick-Off Meeting discussion and capturing any action items.

6.1.13 SUBTASK 13 – PROVIDE & IMPLEMENT THE TRANSITION-IN PLAN

The contractor shall provide a draft Transition-In Plan (Deliverable Table 12.1) and a final Transition-In Plan (De-liverable Table 12.1) as required in the IDIQ SOW. The contractor shall submit its Transition-In Plan, a Time

Phased Labor Matrix (TPLM) (Deliverable Table 12.1), and Initial Recruiting Matrix (Deliverable 0X) on or before project kickoff for Government review and approval. The Transition-In Plan shall include a plan for each functional activity with measurable milestones and decision gates (with entrance and exit criteria) for Government review at weekly Operational Readiness Reviews (ORRs). Weekly ORRs and progress updates on transition-in activities shall continue until the Government COR and TPOC determine transition is complete.

The TPLM shall identify all personnel and positions to transition to the TO, when they transfer, and their role. The contractor shall also provide personnel recruiting matrix updates with status in the recruitment, on boarding, deploy-ment process (Deliverable Table 12.1).

The contractor implement transition-in while ensuring AFCENT support is sustained in a controlled and deliberate manner throughout transition with no degradation in capabilities. Transition begins immediately at time of TO award. Initial Operational Capability (IOC) is achieved on or before Project Kickoff meeting. Full Operational Ca-pability (FOC) is achieved as soon as possible but no later than 30 calendar days (CONUS-based tasks, as applica-ble), or 90 calendar days (OCONUS-based tasks, as applicable), after TO award. Transition Out is planned and man-aged to ensure no degradation in capabilities.

IOC is defined as follows:

1. All required staffing to accomplish transition activities are in place.

2. The initial baseline Transition-In Plan and TPLM have been submitted to the Government and required staffing in-processing activities are in progress.

3. Coordination efforts are established and synchronized with legacy contractors for their transition out activi-ties (facilitated by Government).

4. Contractor is in full control of transition activities and required AFCENT support is being effectively man-aged.

FOC is defined as follows:

1. All tasks are operational with fully qualified and trained personnel.

2. Total staffing plan personnel fill rate of 92% or greater on site.

3. Contractor assumes full responsibility for management of all TO requirements to include but not limited to technical support, upgrade/update, testing, sustainment, and user support tasks and site visit responsibilities.

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4. All TO performance measures are in force and enforced.

5. No further support required from the outgoing contractors.

The contractor shall ensure a smooth and orderly transition-in to establish required support, and the contractor shall ensure all knowledge, data, material, and information developed by or provided to the contractor is transitioned and delivered to the Government by the end of the contract period.

6.1.14 SUBTASK 14 – TRANSITION-OUT

The contractor shall provide transition-out support when required by the Government. The Transition-Out Plan shall facilitate the accomplishment of a seamless transition from the incumbent to incoming contractor/Government per-sonnel at the expiration of the TO. The contractor shall provide a draft Transition-Out Plan within six months of

Project Start (PS) (Deliverable Table 12.1). The Government will work with the contractor to finalize the Transition-

Out Plan (Deliverable Table 12.1) IAW Section E. At a minimum, this Plan shall be reviewed and updated on an annual basis (Deliverable Table 12.1). Additionally, the Transition-Out Plan shall be reviewed and updated quarterly during the final Option Period (Deliverable Table 12.1).

In the Transition-Out Plan, the contractor shall identify how it will coordinate with the incoming contractor and/or

Government personnel to transfer knowledge regarding the following:

a. Project management processes.

b. POCs.

c. Location of technical and project management documentation.

d. Status of ongoing technical initiatives.

e. Appropriate contractor-to-contractor coordination to ensure a seamless transition.

f. Transition of Key Personnel.

g. Schedules and milestones.

h. Actions required of the Government.

The contractor shall also establish and maintain effective communication with the incoming contractor/Government personnel for the period of the transition via weekly status meetings or as often as necessary to ensure a seamless transition-out.

The contractor shall implement its Transition-Out Plan NLT six months prior to expiration of the TO.

6.1.15 SUBTASK 15 – PROVIDE TO CLOSEOUT REPORT

This TO shall require a Closeout Report, which is due no later than 30 calendar days after the TO completion date

(Deliverable Table 12.1). The Report shall be submitted electronically as an e-mail attachment or uploaded on

USAFCENT’s CMPRO Contract website (specific exceptions are noted below); hard copies are required only upon request. At a minimum, the Report shall include the following information:

a. Financial data – Breakdown of all costs (e.g., labor, travel, material, fee, and other ODC) per invoice, all

Key Personnel that were utilized/charged on the job, all work yet to be charged, all remaining funds, and balances available, if any, for return (de-obligation). This data shall be submitted electronically via email and shall not be uploaded on the CMPRO A6 Contract website.

b. Deliverable status – Percentage of the job complete, any outstanding issues, deliverable status, list of any items/services under workmanship/manufacturer warranty, etc.

c. Government Property – All Contractor-Acquired Property (CAP) and Government-Furnished Property

(GFP) provided on the TO shall be accountable at the completion of each TO. Property shall be consumed, transferred to an active TO, disposed, or returned to the Government. A final TO Inventory List (Delivera-ble X) shall be submitted accounting for all TO Government property. The contractor shall incorporate in-formation and receipts obtained from the initial disposition Inventory List. For property being returned, the contractor shall include on the Inventory List the following information at a minimum:

1. Part numbers.

2. National Stock Number (NSN) (if applicable).

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3. Quantity of each item.

4. Condition of each item (i.e., Condition A, F, etc.).

Paperwork validating official receipt by Government is required for returned items.

6.2 TASK 2 – COMMUNICATIONS MANAGEMENT AND PLANNING

6.2.1 SUBTASK 1 – THEATER COMMUNICATIONS AND PROJECT PLANNING

The contractor shall manage, supervise, and perform communication systems planning and implementation activi-ties. Level of support can be theater-wide or at squadron level. Tasks shall include:

a. Provide continuity for deployed USAF personnel and act as a liaison with the base-level USAF personnel to support USAFCENT operational requirements on projects and serve as a focal point for all communica-tion systems planning.

b. Direct and lead planning meetings, video and teleconferences as required by the TO.

c. Coordinate with SMEs, local command, and external agencies as required to develop and brief project plans. Manage implementation of communication systems projects.

d. Coordinate and facilitate communications installations to include frequency authorizations, civil works au-thorizations, logistical work, and other aspects as required.

e. Coordinate engineering data through the base Communication System Integrator (CSI) to ensure communi-cations systems architecture, configuration, and integration conformity.

f. Consolidate monthly reports of all communication projects as required by the TO.

g. Coordinate and process deployed base/command-level requirements.

h. Track requirements throughout the lifecycle to include gathering, collecting, and archive requirements.

i. Input requirement to Government-provided database.

j. Act as a liaison with the base level USAF personnel to support USAFCENT operational requirements.

k. Coordinate and process deployed base requirements as required.

6.2.2 SUBTASK 2 – AOR COMMAND AND CONTROL (C2) SUPPORT

The contractor shall support the USAFCENT Command and Control (C2) radios and airfield systems. The contrac-tor shall provide C2 system integration support to USAFCENT. Tasks shall include:

a. Coordinate with higher Headquarters (HQ) staff to identify and resolve technology limitations and mainte-nance and depot issues and deliver reliable air navigational equipment to the Combined Forces Air Compo-nent Commander (CFACC), Air Operations Center, and SWA theater bases.

b. Plan and implement systems upgrades to integrate emerging technologies throughout SWA as directed.

c. Implement projects to improve the reliability and operational effectiveness of deployed tactical and com-mercial C2 systems.

d. Assist and monitor resources for C2 systems projects and submit recommendations for future requirements as required.

e. Manage the Joint Radio Relay System (JR2) network/architecture throughout the USAFCENT AOR.

f. Manage projects and new requirements to improve the reliability, logistics supportability, and operational effectiveness of support to deployed tactical radio, wireless, and Air Traffic Control and Landing Systems communications systems.

g. Coordinate with staff functions to obtain the necessary supplies, equipment, and personnel resources to rec-tify technical and sustainment problems in supported deployed units.

h. Provide analysis and recommend methods to improve equipment performance and maintenance procedures.

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i. Coordinate radio communications system and network upgrades to integrate emerging technologies into deployed locations.

6.2.3 SUBTASK 3 – THEATER COMMAND, CONTROL, COMMUNICATIONS, AND COMPUTERS (C4)

EXERCISE AND DELIBERATE PLANNING SUPPORT

The contractor shall provide planning support and perform the following functions:

a. Support all USAFCENT A6 exercise, contingency, and deliberate plans as required.

b. Identify communications and Information Technology (IT) requirements from subordinate organizations and the HQ USAFCENT staff for exercise, contingency, and deliberate planning.

c. Analyze requirements and coordinate technical solutions with the HQ USAFCENT staff and outside agen-cies as required.

d. Attend exercise and contingency planning conferences to support planning for the A6.

e. Develop and coordinate exercise and contingency planning documents.

f. Plan for and participate in exercise control cells.

g. Travel as directed to support USAFCENT Command, Control, Communications, and Computers (C4) sys-tems planning issues.

h. Develop exercise, contingency, and deliberate planning documents as required, including Annex K and as-sociated appendices for contingency and operational plans.

i. Provide staff coordination documents, briefings, and staff papers as required.

6.2.4 SUBTASK 4 – C4 PLANNING MANAGEMENT SUPPORT

The contractor shall provide planning management support and perform the following functions:

a. Analyze C4 systems manpower requirements at USAFCENT locations.

b. Assist subordinate units with preparing changes to the Deployment Requirements Manning Document

(DRMD), Coordinate DRMD changes at USAFCENT HQ and with appropriate external agencies including the Air Expeditionary Force (AEF) Center.

c. Coordinate with USAFCENT bases, the AEF Center, HQ Air Combat Command (ACC), and other USAF commands on the identification of personnel to fill DRMD positions.

d. Assist with C4 systems functional management for USAFCENT and AFCENT locations in the Continental

United States (CONUS).

e. Coordinate with the USAFCENT Joint Operation Planning and Execution System (JOPES) staff, the AEF

Center, HQ ACC, other USAF commands, and joint transportation resources on inputs to the Time-Phased

Force Deployment Data (TPFDD) required for supporting the continuing rotation and deployment of per-sonnel to SWA.

f. Provide inputs to the TPFDD and Time-Phased Force Deployment List (TPFDL) to schedule movements of

C4 systems personnel.

g. Provide inputs to the DRMD as required.

h. Provide staff coordination documents, briefings, and staff papers as required.

6.3 TASK 3 – COMMUNICATIONS ENGINEERING

6.3.1 SUBTASK 1 – WIDE AREA NETWORK (WAN) TRANSPORT ENGINEERING

The contractor shall provide WAN (Serial Circuit, Internet Protocol (IP) etc.) transport engineering, installation, and troubleshooting support. Tasks shall include:

a. Install and modify new and existing WAN transport systems as directed by the Government.

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b. Perform monitoring and troubleshooting of WAN transport as specified in the TO.

c. Provide analysis and recommendations to optimize WAN transport networks.

d. Establish testing and remote monitoring procedures to ensure reliable operation of WAN transport in thea-ter.

e. Perform Tests and Acceptance (T&A) of new Technical Control Facilities (TCF) equipment per Govern-ment-Furnished Information (GFI) criteria.

f. Conduct circuit, trunk, or link engineering necessary to establish or modify services.

g. Conduct transmission, voice, data, message, and video network engineering.

h. Process requests for service for circuits, trunks, and links.

i. Support circuit actions to include:

1. Communicate and coordinate requests for service.

2. Review service requests and service orders to ensure accurate circuit actions resulting from service re-quests.

3. Report circuit and system activations and deactivations through DISA channels.

4. Maintain circuit records.

j. Manage and implement network changes.

k. Develop documentation and schedules in support of the planning, analysis, and development of telecommu-nications and IT networks and systems as required.

l. Coordinate network issues within the USAFCENT staff and with outside agencies including, but not lim-ited to: HQ USCENTCOM and subordinate Joint Task Force (JTFs), the CENTCOM Theater Command and Control Center (TCCC), HQ, USAFCENT base communications squadron staffs, and theater technical control facilities.

m. Travel as needed to support USAFCENT network engineering planning, implementation, or issue resolu-tion.

6.3.2 SUBTASK 2 – AOR-WIDE ENGINEERING

The contractor shall engineer, troubleshoot, and optimize theater-level communications systems as well as systems employed in theater. Tasks also consist of researching current and emergent technologies and providing analysis on technical specifications, limitations, potential implementation, and recommended courses of action. AOR Engineer-ing tasks shall include:

a. Design, troubleshoot, and optimize satellite network connectivity, telephone switching equipment, video teleconferencing, microwave networks, Very High Frequency (VHF)/Ultra High Frequency (UHF) Radio, and IP networking and IP-based technology.

b. Organize and establish engineering standards and solutions.

c. Design solutions, troubleshoot, and optimize existing networks utilizing multiplexing and Standard Military

Cryptographic Equipment.

d. Engineer solutions utilizing Digital Signal Processing (DSP), Demand Assigned Multiple Access (DAMA), Frequency Division Multiple Access (FDMA), Time Division Multiple Access (TDMA) Timing/Encryp-tion, and IP-based transmission technologies and encryption.

e. Follow DoD and USAF IA/Protection standards, Communications Security Practices.

f. Design integrated systems using numerous types of electronic or mechanical components and ensure prod-uct interoperability.

g. Coordinate project schedules on macro and micro levels to ensure the efficient usage of available resources.

h. Perform pre-installation surveys and on-site installation management throughout the AOR.

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i. Review new equipment to ensure its interoperability with existing products and sustainability for long-term maintenance support.

j. Analyze and evaluate existing communications networks and infrastructure and recommend upgrades or restructuring of equipment or routing to meet emerging requirements.

k. Provide detailed engineering project support plans and installation instructions. Establishes goals, and eval-uate project modifications to ensure they meet the desired project operational objectives.

l. Create project budgets and modify system capabilities to fit within available funds.

m. Research military and commercial equipment by reviewing datasheets and white papers.

n. Brief commanders on plans and/or status of projects and provide summaries as required by the TO.

o. Coordinate with the Government on needed materials, estimates, part manufacturing, and delivery time-lines.

6.3.3 SUBTASK 3.3- OPTIONAL SUBTASK 3 – RADIO FREQUENCY (RF) ENGINEERING

The contractor shall provide RF engineering support. Tasks shall include, but are not limited to:

a. Perform and document site surveys to support ground-to-ground, ground-to-air, giant voice and Land Mobile Radio (LMR) communications.

b. Assist with the preparation of Project Support Agreements (PSAs) to include specifications for allied sup-port, other minor facility upgrades, and tools and test equipment requirements.

c. Assist in the preparation of engineering-project packages for installation teams with installation instruc-tions, sketches, and lists of materials.

d. Brief commanders on plans and/or status of projects.

e. Develop and draft technical solutions to meet approved requirements.

f. Develop and execute cutover plans in coordination with the Government to integrate newly installed infra-structure. The cutover plans shall provide, when possible and practical, a seamless cutover of services from the old to the new infrastructure and systems.

g. Maintain and update a continuity book on a monthly basis to include location of soft copy files on the fol-lowing information: PSAs, project packages, local and USAFCENT POCs, technical references, etc.

h. Provide radio engineering support to include installation, startup, testing, monitoring, and troubleshooting of radio equipment.

i. Provide familiarization training as required to military and contractor communications personnel.

j. Provide subject matter expertise on issues related to radio capabilities when requested, to include drawing reviews and attendance at design and review meetings.

k. Perform all task under LMR Support and provide training as required to military and contractor LMR per-sonnel.

l. Perform RF spectrum surveys.

m. Develop RF coverage maps and reports.

n. Identify RF interference issues and provide engineering solutions.

o. Perform periodic maintenance on RF equipment as required by USAFCENT A6. Check, optimize, and re-pair RF equipment to ensure operation is within the manufacturer’s specification.

p. Travel to other USAFCENT locations as needed to provide support.

RF Equipment supported by the contractor shall include, but is not limited to:

a. Conventional and trunk LMR systems/equipment.

b. High Frequency (HF)/UHF/VHF…