A1. CRM TEM Draft PWS 1Jun24.pdf

Solicitation No. FA489023R0062 Version 1.0 1 Jun 24

PERFORMANCE WORK STATEMENT

FOR

COCKPIT/CREW RESOURCE MANAGEMENT (CRM)

and

THREAT & ERROR MANAGEMENT (TEM) PROGRAM

COURSEWARE DEVELOPMENT

AND

TRAINING IMPLEMENTATION

TABLE OF CONTENTS

SECTIONS Page

1. Description of Services 3

2. Service Summary 16

3. Government-Furnished Property and Services 17

4. General Information 19

5. Appendices 29

APPENDICES

1. Estimated Workload and Training Locations 29

2. CRM/TEM Training Courses to be Developed 37

3. Additional CRM/TEM Training Material 39

4. List of Publications 41

5. Contract Deliverables 43

SECTION 1

DESCRIPTION OF SERVICES

1.1 Scope of Work. The Government requires non-personal services for Cockpit/Crew Resource Management (CRM) and Threat & Error management (TEM) courseware development and training. The contractor shall provide all personnel, courseware development facilities, equipment, tools, materials, supervision, and other items and services necessary to perform this CRM/TEM courseware development and training as defined in this Performance Work Statement (PWS). The contract start date is planned for 1 Feb 2024 and will run 6 years total through 31 Jan 2030). The government also plans a two-month phase-in for this effort (1 Dec 23 – 31 Jan 24). These services shall be for the Combat Air Forces (CAF) and other types of USAF Mission Design Series (MDS) aircraft. MAJCOMs participating in this effort are Air Combat Command (ACC), Pacific Air Forces Command (PACAF), Air Education and Training Command (AETC) Air Force Global Strike Command (AFGSC) and the Air Force Reserve Command (AFRC). CRM/TEM training will primarily be provided to USAF aircrews but may also include aircrews from other military services and foreign governments and contractor personnel who are instructors in other aircrew training contracts. Workload estimates for aircrew members are identified in Attachment 1. After contract award, the government reserves the right to include additional MDS’s within participating MAJCOM’s as well as including additional MAJCOMS, Direct Reporting Units, and Field Operating Agencies. These requirements will be negotiated by the winning contractor and the government as required.

1.2 Goals. The CRM/TEM program goals (as defined in AFM 11-290) are to:

1.2.1 Maximize operational effectiveness and combat capability.

1.2.2 Preserve personnel and material resources.

1.2.3 Ensure the safety of non-combatant civilians and friendly forces.

1.2.4 Facilitate mishap reduction by providing skills, processes, tools and techniques to aircrew members to effectively identify threats and mitigate errors in aviation operations.

1.3 Objectives. CRM/TEM training will be designed and managed to accomplish the following objectives:

1.3.1 Develop aircrew understanding and proficiency of human factors skills to cultivate a safe and effective operational environment while accomplishing mission requirements.

1.3.2 Develop aircrew skills and strategies in recognizing and responding to threats and aircrew errors to prevent conditions that may lead to mishaps.

1.4 Purpose. The primary intent of this contract is to provide CRM/TEM training to the aircrew members identified in the Attachment 1 in accordance with AFM 11-290 and the applicable MAJCOM Supplements to AFM 11-290. The Government requires contractor services to provide academic training to aircrews at the FTU and operational units (continuation training). The contractor shall also provide academic training to instructors to reinforce the application of positive CRMTEM skills in day-to-day operations. Finally, the contractor is required to develop innovative ways to make CRM/TEM more than simply an annual training event—to continue to integrate CRM so that it is a conscious part of the way aircrews do business.

1.5 Overall Requirements. The CRM/TEM Program will be delivered as a phased, building block approach that follows crewmembers through their professional development. Each level of training should prepare and motivate participants for the next level of training. All courses will be developed and taught using UNCLASSIFIED training resources.

1.5.1. Required Training Courses. The contractor shall design, develop, and instruct three different types of CRM/TEM courses (each course will be developed and taught for a specific MDS and its associated audience).

1.5.1.1 FTU CRM/TEM Training (Basic Qualified Course) - This course shall be tailored to each MDS FTU identified in Appendix 2. Courseware shall be developed as training that builds on the CRM/TEM principles learned at initial aircrew training (Undergraduate Pilot/Navigator Training UPT/UNT for example) and applies techniques to the crewmember’s specific mission. Contract instructor guided facilitation will be used to lead the course but allow students the opportunity to exchange ideas and experiences during the class. Class sizes shall be at least 4 but should be no more than 20 crewmembers. This course shall be updated/revised in accordance with the contractor’s approved Instructional Systems Development (ISD) Management Plan and the final negotiated contract. The FTU course will be a 4-hour block of instruction delivered in one of 3 ways:

Option 1 4- Hour Block of Instruction Taught at one setting Option 2 Two separate 2-Hour Blocks of

Instruction Taught in two different settings

Option 3 Three separate blocks of Instruction (2 hour; 1 hour; 1 hour

Taught in three different settings

The contractor will coordinate with each FTU to determine the format each FTU will use for their CRM/TEM training. Each FTU will also decide when these courses will be taught during FTU training (as outlined in the applicable FTU syllabi). The contractor will use the existing FTU courses to develop the next generation of FTU CRM training. These FTU courses will be revised as required throughout the lifetime of the contract.

1.5.1.2 FTU CRM/TEM Training (Requalification or Transition Course) – This course shall be tailored to each MDS identified in Appendix 2 and tailored to the student who is returning to a weapons system (was previously qualified). This course shall be 2.0 hours in length and will be taught as determined by the applicable course syllabi. This course should be similar to the current Continuation Training course for that applicable aircraft.

1.5.1.3 Continuation Training (CT) CRM/TEM – This training shall build on initial and FTU CRM training. Contract Instructor guided facilitation should be used to lead the course but allow students an opportunity to exchange ideas and experiences during the class. Courses shall also emphasize important topics of particular interest to specific weapon systems that will be determined by the government (as recommended by the contractor). Aircrews annotated in Appendix 1 will be required to accomplish this training once every two-year period (except for AETC units listed in the Appendix 1, para 3.1 – 3.2 who will accomplish CRM/TEM CT annually).

New CT courses with new training material and new case studies will be implemented at a minimum of every 2 years, more often if in accordance with (IAW) the contractor’s ISD Management Plan and the final negotiated contract. AETC CT courses will have new case studies added on an annual basis (per the AETC requirement for annual CRM CT). Class sizes for large units should be at least 8 but no more than 20 crewmembers. For smaller units, class sizes can be reduced to a minimum of 4 when applicable. All CT CRM/TEM courses should be approximately

2.0 hours in length.

1.5.1.4 Instructor CRM/TEM Training. Flight training instructors are key to a successful CRM/TEM training program. The contractor shall design a course that will prepare the instructor to recognize, analyze, and evaluate CRM/TEM principles in the FTU and operational unit.

Instructor CRM/TEM training should prepare instructors for all phases of flight training. The course should prepare the instructor to provide specific, meaningful, and standardized feedback to aircrews regarding their CRM/TEM skills and overall mission effectiveness. Instructors and evaluators shall be trained to be highly proficient in all CRM/TEM skills and to be expert observers of how these skills are applied by crewmembers in a mission environment. The contractor shall train instructors to use CRM/TEM Performance Assessment Tools to provide specific feedback to crewmembers regarding their CRM/TEM skills on a day-to-day basis. Class sizes should be at least 4 but should be no more than 20 crewmembers. This course should be designed to be no longer than 2.0 hours in length.

1.5.1.5 Senior Officer CRM/TEM Briefing. The contractor will be required to present a Senior Officer CRM/TEM brief to selected Group, Wing and MAJCOM senior officers upon request. The briefing should be 30 minutes to no more than 1 hour in length. The briefing should be an over-view of the CRM training that is being taught at the unit with case study examples. It should also present historical data on MDS specific mishap rates and the benefits in CRM/TEM training.

1.5.2 CRM Core Curricula. The CRM/TEM Program core curricula includes the following knowledge and skill sets that are to be taught and demonstrated during classroom and simulator training (see AF Form 4031 or approved substitute).

1.5.2.1 Mission Analysis. Includes pre-mission analysis and planning, briefing, ongoing mission evaluation, and post mission debrief. Clearly define mission overview/goals and existing/potential threats or anticipated errors that might adversely affect mission success, along with relevant threat/error mitigation strategies. Mission analysis instruction will include specific TEM tools and techniques throughout the mission/flight. Debrief instruction will include aircrew responses and outcomes to threats and errors, giving emphasis to any US that may have occurred.

1.5.2.2 Situational Awareness (SA). Includes knowledge and skill objectives for identifying errors, preventing the loss of SA, recognizing the loss of SA, and techniques for recovering from the loss of SA. Recognize the need for action and verbalize/act on unexpected events.

1.5.2.3 Communication. Includes knowledge of common errors, cultural influences, and barriers (rank, age, experience, position, etc.). Skills will encompass listening, feedback, precision and efficiency of communication with all members and agencies (crewmembers, wingmen, weather, air traffic control, intelligence, etc.). Use precise terminology, acknowledge all communications, and ask questions/provide clarification as applicable.

1.5.2.4 Risk Management (RM)/Decision Making. Includes risk assessment, the RM processes (deliberate, real time RM)/tools, breakdowns in judgment and flight discipline, problem-solving, evaluation of hazards, and control measures. Identify contingencies and alternatives, gather all available decision data, and clearly state decisions.

1.5.2.5 Crew/Flight Coordination. Includes the knowledge and skills required within (i.e., internal) and outside the crew/flight members (i.e., external) for mission coordination, flight/mission integrity contracts, team-building, leadership, command authority, responsibility, behavioral styles, assertiveness, persistence, conflict resolution, hazardous attitudes, legitimate avenues/methods of dissent, and solution driven statements. Adapt as situational demands require, focus attention on task, and ask for inputs.

1.5.2.6 Task Management. Includes establishing priorities, using available resources to manage workload, overload/under-load, complacency, management of automation, checklist discipline, standard operating procedure (SOP), the verbalization of concerns relating to tasks, and the proposal of solutions to known task issues.

1.5.3 TEM Core Curricula. Includes knowledge that TEM is a structured, proactive, systems approach to principles employed using multiple layers of defenses. Recognize and enforce that TEM strategies are intuitive, logical, and flexible, designed to identify, prevent, and mitigate threats and/or trap (allay) inevitable crewmember-made errors. TEM promotes vigilance versus complacency by implementing an active, continuous process of identifying and preparing for threats and identifying and repairing errors at the earliest opportunity. Failing to effectively manage threats or errors negatively influences safe operations, which may lead to US and possible mishaps.

1.5.3.1 Threat Identification and Mitigation. Effective threat identification and mitigation strategies enhance SA and reduce the potential for crewmember error. The appropriate response to a threat is: Identify and Prepare. The earlier threats are identified (both anticipated and unanticipated), the more quickly and effectively they can be managed. Threats not properly identified, or identified but not effectively mitigated, may result in a degradation of safe operations. Effective threat mitigation strategies include: persistently briefing known and anticipated threats along with expected actions, evaluating and confirming current and expected tasks and/or flight progress, effective wingman duties, and adhering to SOP.

1.5.3.2 Error Recognition and Mitigation. Effective error management addresses the negative consequences of human errors, either made by oneself or by another flight/crewmember.

Anticipate errors based on task complexity and circumstance. The earlier an error is identified, the more quickly it can be repaired. Effective strategies for error management include:

anticipation of errors (e.g., as discussed during mission planning), maintaining awareness of aircraft status and flight/crew actions, appropriate task prioritization, and confirmation of the appropriately selected automation level for the situation. Effective error-countermeasures include continuous employment of flight path management (FPM) concepts, effective pilot monitoring (PM) and crewmember monitoring (CM), and communication/ coordination techniques such as verbalize, verify, and monitor (VVM).

1.5.3.3 Undesired State (US). A US is a safety- or mission-compromised aircraft state (position, altitude, condition, configuration, or mission crew events/performance) resulting from ineffective CRM/TEM. The appropriate response to a US is: Identify and Recover. Once the US has been identified, aircrews must take immediate corrective action—this action will likely include a combination of CRM, TEM, and technical skills. A US from which a crew does not immediately recover may lead to an incident, accident, mishap, or mission failure.

1.5.4 Contract Transition / Phase-In and Phase-Out Plan. The contractor should develop a Phase-In Plan which details how it will meet the course implementation dates as outlined in para

1.5.6. The plan will also include discussions of workload estimates, priority allocations of personnel and resources, scheduled completion dates of key events, and plans for mitigating risk factors. It should also describe how their instructors will be fully certified in accordance with paragraph 1.8.1. If the contractor proposes different implementation dates, the Phase-in Plan should fully address the contractor’s rationale. The Phase-Out portion of the plan shall address how the contractor will ensure continuity of services in the event the incumbent contractor does not receive the follow-on award.

1.5.5 Continuity of Services. In the event the incumbent is not the successful contractor for the follow-on contract award, the incumbent contractor hereby agrees to cooperate with the successor and to allow its successor to conduct interviews with its employees. If said employees are agreeable to the change and are accepted by the successor, then the incumbent contractor shall release them at a mutually acceptable date. Further, the contractor shall turn over to the successor contractor all administrative records and technical data acquired or formulated during the life of this contract.

1.5.5.1 The incumbent contractor’s own work shall carefully fit into the successor contractor’s phase-in schedule. The incumbent contractor shall not commit or permit any act which will interfere with the performance of work by the successor contractor or by the Government. The incumbent contractor shall take reasonable steps to aid in the transition of the successor’s work force into the environment, on a non-interference basis with the incumbent contractor’s responsibilities.

1.5.5.2 On a non-interference basis the successor shall be allowed to observe all activities which occur during the phase-in period. These activities shall include as a minimum over-the-shoulder observance of daily activities and other requests mutually agreed to by the involved parties.

1.5.6 Courseware Delivery Priorities. The government has prioritized the implementation schedule of the different CRM/TEM courses required by this PWS. FTU courses are the highest priority followed by CT and Instructor courses. The contractor will be allowed to use existing courseware until the dates listed below or as negotiated with the government.

Course Implementation Date REVISED - All FTU courses in new format (1) 1 Oct 2024 NEW - F-15E, F-16, F-22, F-35, A-10 CT Courses (2) 1 Nov 2024 NEW - All other fighter CT Courses (2) 1 Dec 2024 NEW – CRM/TEM Facilitator’s Course 5 Jan 2025 NEW - B-1, B-52, B-2 CT Courses (2) 1 Feb 2025 NEW - U-2, E-3, E-11 CT Courses (2) 1 Mar 2025 NEW – MQ-9, RQ-4 CT Courses (2) 1 Apr 2025 NEW - All other CT Courses (2) 1 May 2025 REVISED - All Instructor courses 1 Jun 2025

NOTE 1 – The contractor will take the existing courses and redesign them in their format.

NOTE 2 – All new CT courses will be ready to teach 2 years from the dates listed above. These dates are based on a 1 Aug 2024 contract start date.

NOTE 3 – New E-7 FTU and CT courses will be implemented during OY 3.

1.6 Courseware

1.6.1 Courseware Design--Instructional Systems Development (ISD). The contractor shall develop all courseware using the current, updated model of ISD as defined in AFMAN 36-2234 and AFH 36-2235. Courseware development (CWD) personnel shall have a working knowledge of this model of ISD commensurate with his or her level of involvement in the ISD process. CWD personnel shall also have a working knowledge of all applicable regulations, instructions, procedures, Technical Orders, and other publications listed in Appendix 4 of this PWS.

1.6.2. ISD Management Plan. The contractor's Instructional Systems Development (ISD) Management Plan shall describe the ISD activities to be performed during the analysis, design, development, and implementation of the training system. The principal use of this ISD Management Plan is to provide the program management agency a basis for evaluating the effectiveness of applying the ISD process over the life cycle of the training system. The plan shall be delivered to the government for evaluation 30 days after award. The plan shall be in the contractor’s own format, but shall include the following sections:

1.6.2.1 Executive Summary. This section shall summarize the purpose and scope of the ISD effort and associated support effort. It shall address the program management and technical management objectives, quality control methods and procedures, and the standards used to establish the organization, structure, manning, and skill levels of the program team. This section shall also describe how ISD organizational functions, responsibilities, and support requirements are implemented in the training system. Summary scheduling information and program phasing of major task breakouts shall be included. Program tasks shall be correlated with key ISD tasks or events that can be observed and verified. Lastly, this section shall summarize the total magnitude of the ISD effort for the training system in terms of the overall work effort, time required, impacts, expected results, and products.

1.6.2.2 Technical Approach. This section shall describe the specific technical approach, methods, and procedures used to apply the ISD process to the training system (refer to DAFH 36- 2675 for guidance). This section shall describe the built-in mechanisms used to control and manage the technical requirements for the ISD process (e.g., requirements creep). This section shall also describe how ISD principles and practices are incorporated into the design and development of the training system. ISD tasks shall be correlated with the completion of deliverable products (i.e., data courseware and software). Work units shall be identified with the technical requirements of the training program.

1.6.2.3 Program Management. This section shall describe how the ISD effort is managed for the total training program. Special emphasis shall be given to ISD management of the training system by functional areas of: Management, Administration, Delivery, Evaluation, and Support.

Functional areas of the ISD process shall be grouped by ISD phases as follows: Analysis, Design, Development, and Implementation.

1.6.2.4 Program Constraints and Assumptions. This section shall describe constraints (i.e., limiting factors) to, and assumptions of, the ISD effort. This section shall also describe any impacts these constraints and assumptions could, or will, have on the overall training program.

Lastly, this section shall describe any new or revised procedures which could affect the Managerial, Acquisition or Technical aspects of the program as a result of applying ISD constraints and assumptions.

1.6.2.5 Risk Management. This section shall describe the systematic approach used to identify and manage the risks associated with the application of the ISD process, especially the courseware development (CWD) effort. This section shall also include a description of the technical performance measures (i.e., metrics) used to evaluate the effectiveness of applying ISD principles and practices to the training system over its life cycle. Technical performance measures shall include criteria to measure the quantity, quality, and timeliness of performance parameters selected for surveillance of the ISD effort (e.g., hours required per hour of computer-based instruction).

1.6.2.6 Milestones. This section shall identify milestones and time phasing of each task in the ISD Management Plan. Special emphasis shall be given to the development, review, revision, and delivery of courseware.

1.6.2.7 Organization and Staffing. This section shall describe the organizational structure that will meet the ISD requirements of the training program. The organizational elements responsible for implementing the ISD process in the training program shall also be described, along with their relationship to other supporting organizational elements (e.g., Wing, FTU, TRSS Detachment, etc.). The extent of authority delegated to each element for accomplishment of the ISD effort shall be clearly defined. Organizations participating in the management of the ISD effort shall be identified with their specific roles, responsibilities and functions. All shall be delineated and displayed in a functional matrix.

1.6.2.8 Coordination and Communication. This section shall describe the plans for ensuring effective communications among all ISD participants. The processes and procedures to be used for coordination of the ISD effort and data exchange between agencies, and within the chain of authority, shall also be described.

1.6.2.9 Acquisition and Use of Resources. This section shall describe how resources will be acquired and used for accomplishment of the ISD effort over the life cycle of the training system.

This section shall also identify and describe the quantities and types of resources required for the total ISD effort. Resources include manpower, personnel, equipment, materials, and facilities.

Long-lead items and critical items such as those that may affect concurrence of the training system with the parent system shall also be identified in this section. Lastly, this section shall identify resource problem areas which could affect scheduling, funding, or personnel loading and shall describe feasible solutions to these problem areas.

1.6.2.10 Training of Personnel. This section shall describe the training provided to personnel to accomplish the ISD effort. Special emphasis shall be placed on a description of any required training in the specific technical approach, methods, and procedures used to apply the ISD process to the training system. This section shall also identify the quantities, types, and skills of personnel requiring ISD training. This section shall present scheduling information for ISD training and include a description of the events, periods, and duration of training. Scheduling information should be tied to, and correlated with, other significant program milestones.

1.6.2.11 Other Considerations. This section shall contain any ISD considerations that are not addressed in other sections of the contractor's ISD Management Plan. The contractor should specifically address the ISD aspects of any courseware/training material proposed pursuant to paragraph 1.10 of this PWS.

1.6.3 Required Reports. The contractor shall produce and deliver the following reports:

1.6.3.1 Contractor’s Progress, Status, and Management Report (Monthly). The contractor shall provide a report indicating the work accomplished during the previous month, the status of any ongoing projects/issues, any travel accomplished, and any other pertinent information. This report is due by the 10th calendar day of each month.

1.6.3.2 Contractor’s Courseware Report (Annually). The contractor shall annually provide a report which lists all lessons developed and maintained by the contractor. The report shall list each lesson-by-lesson number, lesson title, a short narrative description of the lesson content, the last revision date, presentation format of the lesson, and length of the lesson. This report is due 30 days after the end of the performance period.

1.6.3.3 Objectives and Media Analysis Report. The contractor shall develop and deliver a baseline Objectives and Media Analysis Report (OMAR). For each course of instruction developed, the OMAR shall contain the training objectives, methods, media used, and corresponding rationale (as a minimum). This report is due when each course of instruction is delivered.

1.6.3.4 Lesson Strategy Report. The contractor shall prepare and deliver a Lesson Strategy Report (LSR) for each lesson developed for this contract. Each LSR shall describe the instructional strategies, subject matter content, instructional materials formats, and other guidance for producing the training materials for each lesson (as a minimum). The LSR is due with each lesson when delivered.

1.6.4 Courseware Development (CWD) Schedule. The contractor shall develop, coordinate, and produce a definitive CWD schedule that shall identify the milestones and time phasing of CWD that will occur during the next year of the contract (1 Feb – 31 Jan of each year). Special emphasis shall be given to milestones at which key ISD tasks or events produce deliverable data or intermediate products of the CWD process. The contractor shall provide the initial CWD schedule to the Contracting Officer Representative (COR) no later than 30 days after contract award. The COR will have 15 calendar days to notify the contractor of acceptance of, or the required modifications to, the CWD schedule. The contractor will then submit a finalized CWD schedule to the COR and Contracting Officer (CO) within 15 days of receiving any government changes.

The contractor shall notify the COR and CO 15 days prior to any anticipated slip in the CWD Schedule, including the reasons for the missed milestone and an assessment of the impact on the overall CWD Schedule.

1.6.5 Courseware Review and Acceptance. The Government will review all courseware delivered IAW the approved CWD Schedule. For the purposes of developing the CWD Schedule and ISD Management Plan, the contractor shall provide the government thirty (30) days to review any finished portion of (modules) or unfinished complete courseware package and thirty (30) days to review and approve any finished, complete courseware package. The contractor may elect to brief the Government on modules of training completed and ready for review if desired.

Courseware review will take place at a location as agreed upon by both the Government and winning contractor.

1.6.6 Courseware Validation. The contractor shall develop tools to measure the effectiveness of all CRM/TEM training delivered. On the micro-level, this measure of effectiveness would indicate how well the student is learning the objectives of CRM/TEM as defined by this PWS. At the macro-level this measure of effectiveness should indicate how well students are applying CRM principles in everyday operations. The contractor may develop, review, and respond to end-of-course critiques of academic instruction and design and maintain a system to track completion, critiques, and attitude change data.

1.6.7 Annual Feedback and Analysis Report – The contractor shall provide the COR an annual report of aircrew feedback to CRM/TEM training. This report will be due to the COR by 1 November of each year and will be based on feedback received during the previous contract year (1 Aug through 31 July). This report will provide the Government a brief analysis of CRM training as reported by student end of course critiques. The contractor will use this report to make changes to or improvements to the CRM/TEM training and/or CRM/TEM program itself.

1.6.8 Courseware Review and/or Revision. The contractor shall periodically review and/or revise courseware materials. This process should be detailed in the ISD Management Plan.

However, to keep the CRM/TEM material up to date with the latest information, CT courses shall be completely revised at least every two years (or as reference in Para 1.5.1.3). Under no circumstance should the same courseware or training material, including the same interpretations or discussions of a mishap scenario, be taught to the same student more than once throughout the life of the contract.

1.6.9 Courseware Out-of-Cycle Changes. The contractor shall update/revise courseware in response to aircraft mishap reports and changes made to any applicable syllabi, Technical Order (T.O.), and Air Force Instruction which affect the content of the lesson. The COR will notify the contractor of the requirement for any change and will furnish all required event details. The revised courseware shall be completed by the contractor within 30 calendar days of notification for minor corrections and 6 months for major corrections unless a different time frame is mutually agreed to between the government and contractor.

1.6.10 Existing Courseware. The contractor shall revise and create the CRM/TEM training courseware program using courseware provided from the previous contract. Contractors should be well versed in CRM/TEM training taught at AETC under-graduate courses to ensure FTU training developed under this solicitation builds on that training. During phase in, the contractor will be given access to all current CRM/TEM courses.

1.7 Training.

1.7.1 Training Workload Management Plan. The contractor shall develop and submit a plan which outlines its management approaches, methods, innovations and policies for ensuring all required aircrews will be trained in accordance with this PWS. This plan shall include workload analysis and long-range planning, as well as proposed scheduling procedures. The plan shall be submitted with the offeror’s proposal in response to this solicitation.

1.7.2 Learning Management/Training Management System (LMS/TMS). The contractor shall develop an automated CRM/TEM LMS/TMS. This system shall contain the master schedule of all CRM/TEM training elements: classes, locations, dates, attendance and personnel trained. It should also contain additional training materials as outlined in paragraph 1.9. Access to the LMS/TMS by Government personnel should be available through a web site address. All Government personnel with a “.mil” government email address will be allowed access to the website. The government does not require rights to, or delivery of, the entire LMS/TMS. However, all information and materials placed on the LMS/TMS must be transferable to the Government in a usable format at the completion of the contract. The LMS/TMS should be operational during normal duty hours including weekend times for AFRC units.

1.7.3 Training Coordination and Scheduling. It is the contractor’s responsibility to coordinate with each site listed in Appendix 1 to ensure each identified crewmember receives CRM/TEM training as required by this PWS. Priority for CRM scheduling will be for FTU courses that require CRM/TEM training on the day specified in the applicable syllabus. For smaller CONUS and overseas units where contractor travel is required, the contractor is required to make at least 2 trips to those units per contract year (one trip per year to Andersen AFB, Guam is the exception). More training opportunities are encouraged and the use of remote training is allowed as outlined in para 1.11.

1.7.4 Annual Training Schedule. The contractor shall coordinate with each site to develop a CRM/TEM training schedule on an annual basis. Coordination shall be completed in the last fiscal quarter prior to the fiscal year being scheduled. Changes to the schedule will be coordinated between the contractor and the site as far in advance as possible. A revised schedule of training shall be published on the LMS/TMS within 5 work-days of coordination. Scheduling conflicts that cannot be resolved between the contractor and the site shall be forwarded to the respective MAJCOM Program Manager.

1.8 Instructors

1.8.1 Instructor Training and Certification Plan. The contractor shall develop, deliver, and implement an Instructor Training and Certification Plan that shall ensure contractor instructors meet the standards outlined in this PWS. This plan shall be updated if/when the PWS is revised, as needed. The contractor shall deliver the Instructor Training and Certification Plan within 20 days after contract award. The plan shall address instructor qualification requirements to include aircraft flight and instructor flight time, CRM/TEM experience/expertise, education levels, and any additional education/training requirements proposed. The plan shall clearly outline the process by which the contractor will provide or obtain the additional education/training requirements proposed.

1.8.2 Instructor Qualification Notice. The contractor shall provide the COR written notification that an individual is qualified to instruct, without supervision, a CRM/TEM training course prior to actual unsupervised instruction. Written notification shall include the name of the individual, a description of the qualification received, and the name of the instructor certifying the accomplishment of the training.

1.9 Quality Control. This section shall describe the contractor's entire Quality Control Plan (QCP) and will be delivered within 15 days after contract award. This QCP should also encompass the Training and Instructors as referenced in paragraphs 1.7 and 1.8. The contractor shall provide the COR an updated copy of the QCP as changes occur. The contractor's QCP shall specifically:

1.9.1 Describe the inspection system used to cover all services listed in the SS (reference Section 2 of this PWS). The description shall include specifics as to the areas to be inspected on both a scheduled and unscheduled basis, frequency of inspections, and the title and organizational placement of the inspectors. Areas shall include, but are not limited to, in-progress training, reviewing documentation, using student critiques, questioning personnel on instructional techniques, review of courseware drafts, and review of finalized courseware materials.

1.9.2 Describe the records to be kept to document inspections and corrective or preventive actions taken. The records of inspections shall be kept and made available to the Government throughout the contract performance period and for the period after contract completion until final settlement of any claims under this contract.

1.9.3 Specify the contractor's control procedures for Government-provided cipher combinations, keys, lock combinations, and safe combinations.

1.10 Additional CRM/TEM Training Materials. In addition to the classroom taught CRM/TEM training the contractor will provide, the Government requires courseware/training materials developed for the active duty and Reserve of the USAF, Government employee and contractor instructors. Courseware could be in the form of lesson plans, training scripts, training scenarios, case studies, etc. The intent is to reinforce CRM/TEM skills in all day-to-day operations including but not limited to mission planning, simulator sessions, training flights, mission de-briefs, and training/safety days. These additional training materials will be made available for Government use on the contractor’s proposed LMS/TMS. Workload for this material is located in Appendix 3.

1.10.1 AFRC Briefing Guides. The briefing guides are intended to provide the unit facilitator with a means to bring CRM/TEM into the daily operations at the unit. The briefing guides are developed for each of the five Mission Design Series (MDS) identified in the Appendix 1 workload, Section 5. The briefing guides are developed in two parts -- plug and play briefs and skill scenarios. The plug and play briefs, approximately 20 minutes in length, are created in a Microsoft compatible format and designed to provide the unit facilitator yearly training briefs.

These briefs will be tailored to unit requirements based on the core curriculum concepts from AFM 11-290. All briefs will be compatible with Federal Desktop Core Configuration (FDCC) computer equipment. Related topics may be addressed upon approval of the HQ AFRC CRM/TEM Program Manager. The second section of the briefing guide contains skill scenarios. The skill scenarios are the specific skills that are sub-parts of the core curriculum and provide the basis for evaluation of the skill utilization on AFI Form 4031 or other skills as designated. These one-page skill scenarios are designed to provide a basis for flight member discussion during any appropriate setting the unit determines such as the mission planning process. Each skill scenario will briefly define the skill and provide a short effective and ineffective example of the utilization of that skill. The skill scenarios are designed to support the yearly plug and play core concept. They will be produced in a universally read document format. All materials will be delivered to the AFRC CRM/TEM PM one month prior to when they will be distributed. The contractor is required to provide a total of 5 briefings guides per year (one per each MDS aircraft as identified above). These briefing guides will be completely revised and updated on an annual basis.

1.10.2 AFRC Briefing guide updates. The contractor will maintain AFRC training materials on the CAF CRM/TEM website. This will allow unit facilitators to download the plug and play briefs, pertinent new CRM/TEM information and the Briefing Guide skill scenarios.

1.11 Remote CRM/TEM Training. The contractor will provide CRM/TEM training to units on a case-by-case basis (CT and Instructor Upgrade CRM/TEM training only). The contractor should plan to conduct up to 10 remote CRM/TEM classes per month (to any base or MAJCOM listed in this contract). Remote CRM/TEM is not preferred over instructor led in person training but it is an option for the Government to use when needed.

1.11.1 CRM/TEM Remote Training Setup. All training will be conducted using a secure method (i.e. CVR, DCS, GVS, MS Teams). The contractor will provide a plan in their proposal outlining how they will conduct CRM/TEM Remote Training securely ensuring the safe transmission of “Safety Privilege Information”. The plan should provide a detailed description of how the contractor and students will interact via the secured method including class setup, actual instruction and post class requirements.

1.12 “Stop Gap” CRM/TEM Training. The contractor will train, on a case-by-case basis, selected Aerospace Physiologists (APs) to be “Stop Gap” CRM/TEM Training Instructors.

1.12.1 “Stop Gap” CRM/TEM Requirement. “Stop Gap” training will be provided by APs when contracted services are unavailable in a timely manner. APs must be certified as referenced in their respective MAJCOM ACC Supplement to AFM 11-290 para 3.6.5.4.2.

1.13 Aerospace Physiologist (AP) Facilitator Training. The contractor will develop and provide a 3-day CRM facilitator’s training course to be taught at the location of the contractor’s choice. The Government requires up to 4 courses taught per year to be set up as an optional CLIN that is priced separately per course. Each course will be taught to a maximum of 10 students per class with the purpose of the AP being trained as a CRM/TEM CT stop-gap training facilitator IAW with their MAJCOM’s AFMAN11-290 supplement. Each course will train the students in the principles of CRM/TEM and will teach them how to facilitate CRM training.

Each student will be required to teach a CRM/TEM case study as a requirement for course competition. The Facilitator course should be designed for students to teach multiple MDS aircraft at one location (ex MQ-9 and F-16 is at one location at Holloman AFB, NM). Upon completion of this course, AP CRM stop-gap facilitators shall only provide CRM training in lieu of contracted services IAW AFMAN11-290 and MAJCOM supplements.

SECTION 2

SERVICE SUMMARY

PERFORMANCE OBJECTIVE PWS

Paragraph

PERFORMANCE MEASURE

(1) Contractor develops and delivers courseware.

1.6 Contractor develops complete courseware in accordance with (IAW) its ISD Management Plan. Each course will convey the objectives of CRM/TEM and is delivered IAW the timelines required by this PWS, the approved Courseware Development Schedule, and Phase-In Plan.

(2) Contractor provides instructors 1.8 and 4.1.3 Contractor effectively trains and certifies its instructors on time IAW its Instructor Training and Certification Plan and Phase-In Plan, and the instructors meets the standard qualifications addressed in the PWS.

(3) Contractor provides training 1.7 and 1.11 Contractor provides training to personnel identified in the Appendix 1 workload on an annual basis. Training will be scheduled IAW the approved Annual Training Schedule and the approved Training Workload Management Plan. The contractor exercises flexibility in class scheduling to provide maximum training opportunities for all USAF aircrew members, giving consideration for units with high operations tempo commitments.

(4) Contractor revises courseware 1.6.7 and 1.6.8

Contractor reviews and revises courseware IAW this PWS and the contractor’s ISD Plan. Contractor also accomplishes out of cycle changes within 30 calendar days of notification for minor changes and 6 months for major changes.

(5) Contractor assess effectiveness of training

1.6.1.1 and- 1.6.6

Contractor continually assesses the effectiveness of all CRM/TEM training by monitoring, analyzing and making corresponding revisions to courseware IAW its courseware validation measures) and ISD Management Plan.

(6) Provide all required reports, deliverables and meeting minutes in a timely manner.

Appendix 5 All reports and deliverables required by PWS Appendix 5 and the contractor’s proposal are delivered on time.

(7) Briefing Guides (AFRC only) 1.10.1 Contractor develops Briefing Guides in accordance with (IAW) its ISD Management Plan. The guide will convey the objectives of CRM/TEM and is delivered IAW the timelines required by this PWS, the approved Courseware Development Schedule, and Phase-In Plan.

(8) Contractor provided website 1.7.2 Contractor provided website will be operational and accessible during normal duty hours including Saturdays and Sundays between 0800 – 1700 EDT.

SECTION 3

GOVERNMENT-FURNISHED PROPERTY

3.1 General Information. This section of the PWS details the government furnished property (GFP) which the Government will provide to the contractor to accomplish the requirements of this PWS. The contractor shall provide any other facilities, equipment, supplies or services that the contractor determines necessary to accomplish this contract effort.

3.2 Government-Furnished Facilities, Government-Maintained. The Government will furnish or make available a room at each installation listed in Appendix 1. These rooms will contain only enough desks, tables and chairs to accommodate the students of the class-size identified in this PWS. The contractor should be prepared/plan to provide any other equipment necessary to perform the contract as proposed (e.g. projectors, computers, dry-erase boards, etc.). These rooms will only be used by the contractor during the time that CRM/TEM training is scheduled and must be returned to their original state once the contractor completes training during that particular visit.

Government facilities have been inspected for compliance with the Occupational Safety and Health Act (OSHA). No hazards have been identified for which work-around procedures have been established. Should a hazard be subsequently identified, the Government corrects OSHA hazards according to base-wide Government developed and approved plans of abatement taking into account safety and health priorities. The fact that no such conditions have been identified does not warrant or guarantee that no possible hazard exists, or that work-around procedures will not be necessary, or that the facilities as furnished will be adequate to meet the responsibilities of the contractor. Compliance with the OSHA and other applicable laws and regulations for the protection of employees is exclusively the obligation of the contractor. Further, the Government will assume no liability or responsibility for the contractor’s compliance or noncompliance with such requirements, with the exception of the aforementioned requirement to make corrections according to approved plans of abatement subject to base-wide priorities. No alterations to the facilities shall be made without specific written permission from the Contracting Officer. These facilities shall be used only in the performance of this contract.

3.3 Government-Furnished Equipment (GFE). The Government does not intend to provide any GFE for this contract.

3.4 Government-Furnished Materials, Contractor Maintained. The Government will provide government owned courseware as specified in paragraph 1.6.9 of this PWS. This information will be provided to the contractor in its existing condition and format. At the end of the contract the contractor shall return all residual inventories to the Government.

3.5 Government-Furnished Materials, Government Maintained. The Government will provide the contractor access to mishap reports and statistical flight/mishap data for use in preparing and updating training plans and courseware. Course materials must be kept current.

Note: mishap data is privileged and mishap reports are limited to official use only. This information shall be used for the expressed purposes of CRM/TEM training and shall not be released outside of the contractor/government channels. Mishap reports shall be provided only

IAW DAFI 91-204 “Safety Investigation Reports” and applicable contract personnel shall sign a non-disclosure agreement.

3.6 Government-Furnished Services.

3.6.1 Subject Matter Experts (SMEs). The Government will provide a Subject Matter Expert (SME) for specific mission design series aircraft as required. The contractor’s courseware designers/developers may use government SMEs for specific MDS information and advice. All SMEs are responsible to the program manager and are not inspectors nor are they authorized to accept or approve work done with, or changes to, this PWS.

3.6.2 Contracting Officer Representative (COR). The government COR for this contract will reside in the ACC TRSS/ACQ. Each participating MAJCOM will appoint a MAJCOM CRM/TEM Program Manager as their MAJCOM POC for this contract. Accordingly, the MAJCOM POCs will be responsible for coordinating the efforts of each site within their command and for any other responsibilities specifically identified for PM/POCs by this PWS. MAJCOM POCs may appoint site SMEs and POCs as required.

SECTION 4

GENERAL INFORMATION

4.1 Contractor Personnel. The government views the following job classifications and qualifications as the standard for the personnel team used to satisfy this requirement. If the contractor proposes to use a different mix of labor type or qualifications, it must fully explain the rationale in its proposal.

4.1.1 Program Manager. The contractor will provide a program manager and alternate who shall be responsible for the performance of the work. The contract manager or alternate shall have full authority to act for the contractor on all matters relating to daily operation of the contract. The name of this person and alternates shall be designated in writing to the Contracting Officer within 30 days after contract award.

4.1.2 Instructional Designer/Developer Engineer Qualifications. The contractor will employ a minimum of one person who has graduated from a formal Air Force Instructional Systems Design (ISD) course or equivalent. The Instructional Designers/Developers shall have: a Master’s Degree in education or related discipline; previous experience in design and production of instructional materials; a minimum of 3 hours of graduate credit in each of the following areas: Instructional Methodology, Tests and Measurements, Educational Psychology, Curriculum Development, and Learning Theory; a minimum of five-years’ experience in curriculum development including formative evaluation; and, previous experience in design and production of ISD materials.