A26 ICE PWS DRAFT_09Aug22.pdf

A2/6 Advisory & Assistance Services Intel, Cyber, and Electromagnetic Spectrum Superiority

PERFORMANCE WORK STATEMENT (PWS)

HEADQUARTERS AIR FORCE

AF A2/6 INTELLIGENCE, SURVEILLANCE,

RECONNISANNCE AND CYBER EFFECTS OPERATIONS (ISR

& CEO)

A2/6 MASTER ADVISORY AND ASSISTANCE SERVICES

(A&AS) INTEL, CYBER AND

ELECTROMAGNETIC SPECTRUM SUPERIORITY

AUGUST 13, 2022

CONTROLLED UNCLASSIFIED INFORMATION

Controlled by: AF A2/6OR CUI Category: PROCUR Distribution/Dissemination Controls: FEDCON

AFTER AWARD

POC: SETTIMA M HARTON, (703) 695-5130

PERFORMANCE WORK STATEMENT (PWS)

Contents

1. INTRODUCTION/DESCRIPTION OF SERVICES

1.1 Cyber Requirements

1.1.1 Warfighting Communications Support ...................Error! Bookmark not defined.

1.1.2 Ground Communications Support

1.1.3 Airborne Communications Support

1.1.4 Airborne Communications Support Option

1.1.5 Expeditionary Communications Support

1.1.6 Satellite Communications Support

1.1.7 High Frequency (HF) Communications Support

1.1.8 National Leadership Command Capability (NLCC) and Senior Leader

Command, Control, and Communications System - Airborne (SLCS3-a) Support…..9

1.1.9 Mission Partner Environment (MPE)……………………………………….…. .9

1.1.10 Joint All-Domain Command and Control (JADC2) Support…………….……9

1.1.11 Warfighting Integration Governance Support……………………………… …9

1.1.12 Requirements Analyst/Capability Development Coordinator………………..10

1.2 Intelligence, Surveillance and Reconnaissance (ISR) Requirements

1.2.1 Global Air Domain

1.2.2 Defense Civilian Intelligence System Support (DCIPS)

1.2.3 Foreign Language Office (FLO) Support

1.2.5 Unmanned Aircraft Systems (UAS) Operations & ‘Future Sensing Grid Technical and Management Support

1.3 Air Force Electromagnetic Spectrum Superiority

1.3.1 Air Force Spectrum Management Office (AFSMO)

1.3.2 Electromagnetic Warfare

1.4 Project Management

1.4.1 Program Management

1.4.2 Task Order Management Plan

1.4.3 FTE Vacancies

1.4.4 Personnel Qualifications

1.4.5 Key Positions

1.4.6 Personnel Maintenance

1.4.7 Reporting

PERFORMANCE WORK STATEMENT (PWS)

1.4.8 Subcontract Management

1.4.9 Contractor Personnel, Disciplines and Specialties

1.4.10 Contractor Personnel Administration

1.4.11 In-Progress Reviews (IPRs)

1.4.12 Program Management Reviews (PMR)

1.4.13 Staffing

1.4.14 Contract Management

1.4.15 Business Relations

1.4.16 Listing of Employees

1.4.17 Kick-Off Meetings

2.0 SERVICE/DELIVERY SUMMARY

2.1 Services Summary

2.2 Deliverables

2.3 Deliverables Management

2.3.1 Project Management Plan (PMP)

2.3.2 Problem Notification Reports (PNR) for all Task Orders

2.4 Quality

2.4.1 Quality Control

2.4.2 Quality Control Plan (QCP)

2.4.3 Performance Evaluation

2.4.4 Access

3.0 GOVERNMENT FURNISHED INFORMATION/PROPERTY (GFI)/(GFP)

4.0 GENERAL INSTRUCTIONS

4.1 Place of Performance

4.1.1 Government Facilities

4.2 Hours of Performance

4.2.1 Duty Hours

4.3 Federal Holidays

4.4 Travel

4.4.1 Travel/Temporary Duty (TDY)

4.4.2 Travel within the National Capital Region

4.4.3 CONUS Travel

4.4.4 OCONUS Travel. (e.g., to EUCOM and/or PACOM Area of Responsibility) 20

4.4.5 Travel Guidance

PERFORMANCE WORK STATEMENT (PWS)

4.4.6 Rental Car Procedures

4.5 Transition

4.5.1 Transition-In Services

4.5.2 Transition-Out Services

4.6 Non-Personal Services

4.7 Security Requirements

4.7.1 Security Administration

4.7.2 Security Oversight Office

4.7.3 Unclassified Information

4.7.5 Classified Documentation Access

4.7.6 Reporting Requirements

4.8 Pass and Identification Items

4.9 Non-Disclosure Agreement (NDA)

4.10 Teleworking

4.11 Contractor Identification in the Government Workplace

4.12 Contractor Personnel Training

4.13 Mission Essential Services

5.0 GLOSSARY OF TERMS

PERFORMANCE WORK STATEMENT (PWS)

1. INTRODUCTION/DESCRIPTION OF SERVICES

1.0.1 Background

Headquarters United States Air Force Deputy Chief of Staff for Intelligence, Surveillance, Reconnaissance (ISR) and Cyber Effects Operations (CEO) (AF A2/6), Headquarters U.S. Air Force, Washington, D.C. is responsible for integrating ISR, Cyber, and Warfighting Communications functions to spearhead a digital Air Force initiative and to enable coordinated U.S. Code Title 10 and Title 50 actions across the range of military operations. AF A2/6 develops innovative Air Force operating concepts, strategy, plans and solutions to compete, deter, and win in Air, Space and Cyberspace. AF A2/6 provides an integrated, capability-focused enterprise, with the goal of serving the warfighter's needs and eliminating the information seams that divide our capabilities. Cybersecurity is crucial to the proper execution of Air Force core missions. The persistent and evolving cyberspace threat to the Air Force requires a holistic approach to cybersecurity that encompasses our people, culture, and operational processes. The Air Force will integrate cybersecurity throughout weapons systems development, testing, fielding, and employment. A culture shift in cybersecurity from compliance to resilience and risk mitigation across the Air Force will focus efforts on securing information across all of our core missions. Air Force (AF) Intelligence, Surveillance and Reconnaissance (ISR) is critically dependent on the underlying information technology (IT) systems that process and store ISR data, these systems constitute the AF ISR Information Enterprise (ISR IE) and equip intelligence analysts with key capabilities, as well as connect AF intelligence professionals with each other, with decision-makers, and with the larger intelligence enterprise. AF ISR Chief Information Officer (CIO) goals include ensuring cyber security and resilience, enhancing the AF Sensitive Compartmented Information (SCI) fabric, optimizing the ISR IE, and leveraging DoD and Intelligence Community (IC) capabilities to meet expanding requirements, to securely share data and intelligence with our DOD and mission partners and to collaborate with partner nations has become vital to worldwide AF ISR operations. The AF ISR community needs an agile, resilient, and secure AF ISR IE to extend across the full spectrum of military operations, enable fusion warfare, and enhance existing partnerships in response to emerging global threats. AF A2/6 responsibilities include providing policy, guidance, and resource advocacy on issues related to strategic and tactical communications across airborne, ground, space, and expeditionary platforms. This enables warfighter integration support to the Air Force and Combatant Commanders (COCOMs) through strategic planning and requirements generation, accommodating the Strategic Planning Guidance, the Joint Planning Guidance, and associated objectives identified by appropriate leadership direction.

1.0.2 Scope

The contractor shall perform the full spectrum of business systems application support services in support of daily operation activities for AF A2/6 in Cyber, Intelligence, Surveillance, Reconnaissance, and Electromagnetic Spectrum Superiority Support. The contractor shall provide all personnel, labor, supervision, and management to perform onsite business system application support services, in the form of Management and Professional Support Services, Studies, Analysis, Evaluations, and Engineering and Technical Services. The contractor shall be directly responsible for ensuring the accuracy, timeliness, and completion of all tasks under the contract, none of which are considered inherently government functions. Personal Services are prohibited and will not be performed under this contract.

1.0.3 Objective

The objective is to provide specialized expertise to complement the organization’s inherent resources for mission accomplishment, introduction of innovation, and enhancement of technical competence. The contractor shall support the HAF A2/6 Intelligence Enterprise over the entire spectrum of HAF A2/6 operations as necessary to support the respective Government organizations

1.1 Cyber/Warfighter Communications Requirements

AF A2/6C provides an integrated, capability-focused enterprise, with the goal of serving the warfighter's needs and eliminating the information seams that divide our capabilities.

Responsibility includes delivering strategic vision, resource advocacy, policy and guidance for the Air Force's Cyber Warfare Enterprise (CWE) and Operations in the Information Environment (OIE). AF A2/6C develops innovative AF operating concepts, strategy, plans and solutions to compete, deter, and win in Air, Space and Cyberspace. AF A2/6C ensures Airmen are organized, trained, and equipped to project power and defend forces from cyber-attack in, through and from cyberspace at home and around the globe, while also providing secure and resilient communications to create true Joint All Domain Command and Control. The directorate’s personnel do this by ensuring clearly defined Warfighter requirements are vetted and approved by Air Force leadership, and then facilitating the implementation of those requirements into capabilities supporting the five Air Force core missions.

The Contractor shall provide support for AF A2/6CW government personnel with management planning, implementation, and Headquarters-level policy document creation, assist with assigned AF A2/6CW actions, and create strategic and tactical warfighter communications-related documentation/briefings. The Contractor shall support AF A2/6CW participation in strategic and tactical warfighter communications activities, help track/lead these activities and help facilitate Air Force stakeholder participation in non-Air Force-led activities. This includes the Air Force portion of the Warfighting Mission Area through representing Air Force interests in OSD and Joint forums. The Contractor shall provide Subject Matter Expert (SME) support to help with identification of Air Force warfighter communications architecture gaps and options to address those gaps in alignment with Air Force and DoD strategic direction

The Contractor shall recommend the overall communication management structure to provide a collaborative, responsive interface with the Government and a mechanism to facilitate rapid problem resolution and approval of Contractor recommendations by the required authority.

The Contractor shall ensure Contractor personnel take action to fully integrate into the specific worksite assigned creating a seamless Government-Contractor team. The Contractor shall interface and perform technical and programmatic liaison support with AF A2/6, MAJCOM’s and subordinate units, Combat Support Agencies and other organizations as required to conduct or interface with program or system requirements, operations, and sustainment.

1.1.1 Ground Communications Support

The Contractor shall maintain an expert knowledge base in ground communications and networking technologies to include ground waveforms, radios, antennas, gateways, as well as

PERFORMANCE WORK STATEMENT (PWS)

ground and space touch points. The Contractor shall provide knowledgeable advisory and assistance services for AF A2/6CW ground networking tasks as they relate to the Joint Capabilities Integration and Development System (JCIDS), Defense Acquisition System (DAS), and the Planning, Programming, Budgeting and Execution (PPBE) process. The Contractor shall provide SME support that possesses knowledge and experience in legacy, current, and future radio systems, technologies, and capabilities as well as experience coordinating ground communications across the Services, Joint Staff, other government agencies and organizations, and international partners. The Contractor shall provide SME support with a solid understanding of cyber networks, cybersecurity, management of these systems and how all interface and communicate

1.1.2 Airborne Communications Support

The Contractor shall provide knowledgeable advisory and assistance services for AF A2/6CW airborne networking tasks as they relate to the Joint Capabilities Integration and Development System (JCIDS), Defense Acquisition System (DAS), and the Planning, Programming, Budgeting and Execution (PPBE) process. The Contractor shall have expert knowledge base in airborne communications and networking technologies to include airborne waveforms, radios, antennas, gateways, as well as ground and space touch points. The Contractor shall provide Tactical Data Link (TDL) expertise to help inform Air Force-wide strategic and policy tactical networking decisions, help maintain awareness of threats to airborne communications and advising on impacts and mitigation approaches, and help inform Air Force and Joint way ahead for Low Probability of Detection (LPD) Advanced TDLs.

1.1.3 Integration Support Option

The Contractor shall support AF A2/6 government personnel with dedicated Knowledge Management and SharePoint subject matter expertise to help the government capture key institutional knowledge, prevent its loss in the future, define and standardize business processes across the organization, maintain visibility of the organization’s workload, and encourage innovation via a Knowledge Management Strategy and Implementation Roadmap. The Contractor shall provide support for program requirements as relates to its responsibilities to include, but not limited to, the following top line activities: Provide program management support, specialized technical teams, engineering expertise support, mission user expertise, enable web-based product publication, support structured analysis tradecraft, conduct user engagement, networks and processes across all three dimensions of the information environment, documentation, and deliver specified reports. The contractor shall interface, interact and coordinate actions with AF A2/6 senior leadership, and relevant staff members within the Air Force HAF, Core Function Leads/MAJCOMs, Joint Staff, DoD CIO, and other stakeholders as required. As needed, the contractor shall include complex data queries in AF/DoD/IC resources/training databases, trend/timeline data performance analysis, improvement of data visualization products, and automation of data reporting, which will serve as the basis for decision-making recommendations to the Cyber Effects Operations, Global Force Management Teams, Functional Managers and other senior leaders as required.

1.1.4 Expeditionary Communications Support

The Contractor shall maintain an expert knowledge base in expeditionary communications and networking technologies to include deployable communications capabilities, combat

PERFORMANCE WORK STATEMENT (PWS)

communications, tactical radios and antennas, tactical satellite communications as well as air and space touch points. The Contractor shall provide knowledgeable advisory and services support for A2/6CW expeditionary networking tasks as they relate to the Joint Capabilities Integration and Development System (JCIDS), Defense Acquisition System (DAS), and the Planning, Programming, Budgeting and Execution (PPBE) process. The Contractor shall provide SME support to help with the understanding of current USAF and DOD polices that shape current operations. This will enable the contractor to provide leadership guidance to policy changes due to changing operational requirements, equipment modernization, and resource allocations including JADC2 and ABMS.

1.1.5 Satellite Communications Support

The Contractor shall maintain expert knowledge base in satellite communications and networking technologies to include satellite waveforms, Air Force and DoD satellite capabilities, satellite antennas and gateways, as well as ground and air touch points. The Contractor shall provide knowledgeable support for A2/6CW satellite networking tasks as they relate to the Joint Capabilities Integration and Development System (JCIDS), Defense Acquisition System (DAS), and the Planning, Programming, Budgeting and Execution (PPBE) process. The Contractor shall provide SME support for Satellite Database (SDB) management and the National Security SATCOM Systems Synchronization Roadmap (NS4R) while expanding the scope to include the future migration and/or convergence of these systems into other DoD SATCOM tools.

Contractor shall support the A2/6C office in SATCOM policy integration. DoD has established new organizational roles and responsibilities for SATCOM among the Services, Combatant Commands, and Defense Agencies. The associated policy and guidance documentation must add the implementing details and instructions. It is recommended that Contractor help the A2/6CW office take a proactive role in shaping DoD-level initiatives such as SATCOM Enterprise Management and Control (EM&C) and SATCOM Ordering, Management, and Situational Awareness Tools (SOMSAT).

1.1.6 High Frequency (HF) Communications Support

The Contractor shall provide expert knowledge base in high frequency (HF) radio communications and networking technologies to include waveforms, radios, antennas and gateways, as well as ground and air touch points. The Contractor shall provide knowledgeable support for AF A2/6CW HF networking tasks as they relate to the Joint Capabilities Integration and Development System (JCIDS), Defense Acquisition System (DAS), and the Planning, Programming, Budgeting and Execution (PPBE) process. The Contractor shall possess knowledge and experience in legacy, current, and future radio systems, technologies, and capabilities to include understanding of antennas, power requirements, radio wave propagation, and the atmospheric challenges associated with HF radios. Experience coordinating HF communications across the Services, Joint Staff, other government agencies and organizations, and international partners is recommended

1.1.7 National Leadership Command Capability (NLCC) and Senior Leadership Command, Control and Communications System – Communications System – Airborne (SLCS3-A) Support The contractor shall provide expert knowledge base for providing oversight and ensuring integration and resource advocacy in coordination with HAF functional and MAJCOM leads (to

PERFORMANCE WORK STATEMENT (PWS)

include but not limited to A1, A3/5, A4/7, SAF/FM, SAF/SG, SAF/AQ, AMC, and AFGSC). The Contractor shall coordinate deployment plans with the functional leads, and the program management teams delivering C2ISR and communications infrastructure. The Contractor primary focal points include but are not limited to the Senior Working Group at HAF, and Electronic Systems Center. These services must conform to OSD and Joint operational and technical guidelines

1.1.8 Mission Partner Environment (MPE) Support

The contractor shall provide an expert knowledge base for developing and providing oversight of service-wide efforts and capabilities to integrate mission partners (partner nations, joint service partners, US government agencies, etc.) as part of a focused AF-service approach to MPE. The contractor shall integrate with DoD MPE governance structure as an AF representative and directs AF MPE integration and future development adhering to AF and MAJCOM senior leader and program priorities

1.1.9 Joint All-Domain Command and Control (JADC2)/futures Support The contractor shall provide an expert knowledge base for integrating system capabilities across the agile combat support area in coordination with HAF functional leads (to include but not limited to A1, A2, A3, A5/8, A4/7, SAF/AA, SAF/FM, SAF/SG, and SAF/AQ). A2/6C leads coordinating deployment plans with the functional leads, and the program management teams, to deliver C2ISR and communications infrastructure. The contractor shall provide C2ISR and communications infrastructure support to Joint and Air Force C2 modernization and integration efforts and lead and/or participate in numerous Joint and Air Force C2 development and oversight forums. The contractor shall include the Joint Command and Control Capability (JC2C) / Global Command and Control System – Family of Systems (GCCS FoS), Multi- Domain Operations, Theater Air Control System, and others

1.1.10 Requirements Analyst/Capability Development Coordinator The contractor shall provide an expert knowledge base responsible for coordinating, advocating, and influencing the operational capability requirements process to supply the Warfighter with integrated and assured information capabilities, cutting edge technology, and Net-Centricity. Net- Centric capability is addressed via the Net-Ready Key Performance Parameter (NR- KPP), which includes restoration of information systems by incorporating information protection, detection, and reaction capabilities. As needed, the contractor shall represent A2/6 equities throughout the JCIDS process to include Requirements Strategy Reviews (RSR), High Performance Teams (HPT), joint requirements reviews, Air Force Requirements Oversight Council (AFROC) voting actions, Joint Capability Board engagements, and all meetings of the Capability Development Working Group (CDWG) and the Capability Development Council

(CDC)

1.2 Intelligence, Surveillance and Reconnaissance (ISR) Requirements

1.2.1 Global Air Domain

The National Aviation Intelligence Integration Office (NAI2O) and the Office of the Director of National Intelligence, National Intelligence Manager for Aviation (ODNI/NIM Aviation) requires support in meeting its mission requirements for aviation intelligence integration and fulfilling the

PERFORMANCE WORK STATEMENT (PWS)

Director of National Intelligence's (DNI) responsibilities as directed in ICD 900, NSPD- 47/HSPD-16, the framework established by the National Strategy for Aviation Security (NSAS) its supporting plans, the Unified Intelligence Strategy for Aviation (UIS-Aviation). These responsibilities fall into five Lines of Operations (LOO);

1) Global Aviation Community of Interest Development

2) Global Aviation Community of Interest Management

3) Intelligence Integration and Information Sharing

4) Aviation Collection and Analytic Prioritization

5) Science and Technology Discovery and Development

Effort will not only require direct interaction with the Intelligence Community, but also the federal interagency, state, regional, local, tribal, territorial and private sector and academia.

Contractor shall provide the Director NAI2O/ODNI/NIM Aviation and his/her staff with analytic and policy support in the following areas which directly support HQs Air Force/A2/6 and Director of National Intelligence strategic objectives. Further details on these LOO will be provided via Lines of Activities and updated technical task direction which will either be provided in the Program Management Plan (PMP) or through as need guidance via the Contracting Officer Representative (COR) or Technical Monitor (TM).

1.2.2 Defense Civilian Intelligence System Support (DCIPS)

Defense Civilian Intelligence Personnel System is the common government civilian management system that spans the entire Defense Intelligence Enterprise. It is designed to build and sustain a workforce focused on the most critical management priorities needed to accomplish the mission, driving organization and mission success through accurate identification, prioritization, and alignment of individual competencies and organizational objectives. DCIPS provides a roadmap for the effective utilization of government civilians in order to provide full spectrum airpower to the warfighter.

1.2.3 Foreign Language Office (FLO) Support

The contractor shall support the ISR/SLA and the ISR/FLO assigned to the HAF/A2/6 Asymmetric Advantage Airmen Directorate (A2/6F). The results will guide policies, oversight activities, and program initiatives. Furthermore, the deliverables will support ISR/SLA and ISR/FLO participation in DOD and Intelligence Community (IC) foreign language fora. The products will be included in A2/6 program reviews and provide data to meet AF, DOD, IC resource and readiness reporting. The FTE work efforts shall include complex data queries in AF/DOD/IC resources/training databases, trend/timeline data performance analysis, improvement of data visualization products, and automation of data reporting, which will serve as the basis for decision-making recommendations to the ISR/SLA, A2/6F, and A2/6

1.2.4 Chief Information Officer (ISR/CIO) Support

Air Force (AF) Intelligence, Surveillance and Reconnaissance (ISR) is critically dependent on the underlying information technology (IT) systems that process and store ISR data. These systems constitute the AF ISR Information Enterprise (ISR IE) and equip intelligence analysts with key capabilities, as well as connect AF intelligence professionals with each other, with decision-makers, and with the larger intelligence enterprise. AF ISR CIO goals include ensuring cyber security and resilience, enhancing the AF SCI fabric, optimizing the ISR IE, and

PERFORMANCE WORK STATEMENT (PWS)

leveraging DoD and IC capabilities to meet expanding requirements to securely share data and intelligence with our DOD and mission partners, and to collaborate with partner nations has become vital to worldwide AF ISR operations. The AF ISR community needs an agile, resilient, and secure AF ISR IE to extend across the full spectrum of military operations, enable fusion warfare, and enhance existing partnerships in response to emerging global threats.

This supports AF/A2/6 plus other Headquarters Air Force organizations or MAJCOM A2/6s where it is in the interest of AF/A2/6 to exert oversight or provide support for ISR IE systems within those organizations. The objective is to provide specialized expertise to complement the organization’s inherent resources for mission accomplishment, introduction of innovation, and enhancement of technical competence. The contractor shall support the ISR IE over entire spectrum of ISR operations as necessary to support the respective Government organizations.

The contractor’s output may take the form of reports, alternatives, analyses, recommendations, tools, training, or services to complement the Government’s expertise. The nature of the work will at times require that the contractor be capable of quick response to stringent deadlines while still maintaining accountability to Government management. The contractor shall provide expertise in the areas of program analysis, policy analysis, cyber security, administrative technical support, enterprise architecture, information assurance, and systems engineering.

1.2.5 Unmanned Aircraft Systems (UAS) Operations & ‘Future Sensing Grid Technical and Management Support A2/6U serves the focal point for policy, oversight, guidance, and functional management for RPA operations; airborne ISR communications; and current and future airborne ISR sensors, to 8include sensor and sense making capabilities, platform integration, acquisition management, strategy and policy development, and technology integration within the AF Advance Battle Management System (ABMS) and Sensing Grid. These responsibilities include providing technical and systems SME support to assist in implementation and oversight of RPA and ISR program efforts; providing collaborative support and expertise to sensing and sense-making capabilities including sensor/pod development efforts, large data aggregation/storage, and Processing Exploitation and Dissemination (PED) activities; programmatic support for large bandwidth communications link, Open Mission System architecture and Sensor Open System Architecture (SOSA) integration, and interoperability with the Distributed Comm Ground Systems (DCDS) fielded worldwide. Due to the time-sensitive and detail-oriented nature of the work, extensive HAF staff experience, deep knowledge of applicable platforms/programs and their underlying technology, strong written communication skills and ability to coordinate with external mission partners and organizations are paramount. The contractor shall assist in the functional and operational management and planning of USAF UAS programs; communications for airborne ISR programs for manned, unmanned, and PRA operations; and open architecture/open mission system sensing capabilities operating globally. AF/A2/6 is the lead to provide SECAF and CSAF decision-level information supporting USAF recommendations to SECDEF and Joint Staff concerning ongoing RPA and ISR operations in INDO-PACOM, EUCOM, CENTCON, and other CCMDs. Additionally, AF A2/6 is the USAF champion for data aggregation experimental operations critical to the development of future AI/ML applications. AF/A2/6 contractors are critical to strategy and policy development in support of current and future combat operations efforts.

PERFORMANCE WORK STATEMENT (PWS)

1.3 Air Force Electromagnetic Spectrum Superiority

1.3.1 Air Force Spectrum Management Office (AFSMO)

The Contractor’s performance shall include research, analysis, advisory, and develop deliverables to advance the requiring activity's mission requirements. The reallocation of spectrum from federal Government use to commercial services is having and will continue to have a major impact on the research, development, operations, and support of DoD spectrum-dependent weapons systems and platforms; Military Sensing, Directed Energy, Autonomous Systems, and Weapons Systems. The work relates to a plethora of Unmanned Aerial Vehicle, satellite, air platform, ground radar, and nuclear defense.

Conduct regulatory and spectrum engineering analysis to protect Department of the Air Force (DAF) spectrum dependent systems (SDS) including provide formal satellite bilateral agreement with technical conditions and supporting the World Radiocommunication Conference. Review and assess the potential impacts to DAF spectrum access from proposed changes to domestic spectrum legislations, Federal Communication Commission Notice of Proposed Rulemakings, and commercial industry waivers. Conduct spectrum studies and provide recommendations on spectrum sharing with broadband applications and new industry proposed technologies.

Research, analyze, process all frequency allocation applications and provide frequency management analysis and recommendations at the national level for DAF SDS taking into account diverse national radio rules and regulations. Prepare host nation coordination request and assess Spectrum Supportability Risk Assessment for DAF SDS and/or platforms.

1.3.2 Electromagnetic Warfare

Contractor shall provide support throughout the entire range of activities for all matters pertaining to gaining & maintaining electromagnetic spectrum superiority for AF forces IAW the National Defense Strategy, DoD EW Strategy and DoD EMS Strategy and orchestrate enterprise-wide actions in unity of effort in developing and synchronizing multi-domain EMS doctrine, strategy, policy, capability development, sustainment, planning and programming, budgeting and execution across all AF missions.

1.4 Project Management

The Contractor shall participate in a Government hosted monthly Project Management Review (PMR) of the data generated in preparation of the Status Report (SR) to address monthly data and other pertinent management information. The review shall include Government requested information at the TO level and shall include, but is not limited to: contract management reporting; control of the contractual TO (dollars and labor hours) and distribution; projected changes in task manpower and redistribution based on customer organization needs; manpower and recruiting summary; security issues; contractual action items; TO accounting data documentation; a report by TO element of labor rates by discipline and skill level; a comparison of proposed travel costs to actual travel costs for each TO element; a comparison of total contract funding to invoiced services; TO status; training hours completed; current Contractor employee qualifications and certifications, and special interest items. The Contractor shall provide the PMR briefing slides three (3) business days prior to the meeting. Government program and contract management may require other compilations of data to ensure adequate insight into this A2/6 Consolidates A&AS effort.

1.4.1 Program Management

The contractor shall identify a Program Manager who shall be the primary representative responsible for all work awarded under this contract, participating in Program Management Reviews and ensuring all standards referenced herein are adhered to. The contractor shall support stakeholder meetings, staff meetings, engineering meetings, and other program meetings. The contractor shall schedule, coordinate, and host a project kick-off meeting within 10 days after contract award at the location approved by the Government.

1.4.2 Task Order Management Plan

The contractor shall develop and follow a Task Order Management Plan that includes technical approach, organizational resources and management controls to be employed to meet the cost, performance and schedule requirements throughout task order execution.

1.4.3 FTE Vacancies

Any position vacancies shall not exceed fourteen (14) calendar days unless directed or approved, in writing, by the CO. FTE vacancies beyond a two week period shall result in a price reduction covering the total accrued hourly price of the FTE(s) for the two week vacancy and every day thereafter. The price reduction shall be calculated by the contractor and reflected in subsequent monthly invoices until the position can be filled.

1.4.4 Personnel Qualifications

The contractor shall provide qualified personnel at task order start, and throughout the contract, which meet the stated qualification requirements in PWS paragraph

1.4.5 Key Positions

Key positions will be identified at the task order level. The contractor is to supply qualified personnel resulting in continuity of personnel and minimizing turnover is critical. The contractor must have all personnel on the job at task order start. The contractor is to advise the COR at least two weeks prior to any vacancies/ turnover. A vacancy shall not exceed 10% of the annual support hours per FTE. At no time should vacancies impact the mission. If vacancies impact the mission, the COR will notify the Contracting Officer to document in a CPAR and issues will be raised for possible consideration for failure to perform.

1.4.6 Personnel Maintenance

The contractor must ensure the continuation of services during prolonged personnel absences due to sickness, leave, and voluntary or involuntary termination from employment such that impact to the Government is minimal. Once a Contractor knows that an employee is leaving and will no longer support a task, the Contractor shall provide written documentation to the CO and COR within three (3) business days of the employee advising the Contractor of his/her intent to leave.

This written notification shall include the date and time the position will be vacant, the reason the employee will no longer work on the task, anticipated replacement date, and what management corrective action will be taken to ensure task mission completion.

1.4.7 Reporting

The Contractor shall provide a Monthly Status Report (MSR), no later than (NLT) 10 calendar

PERFORMANCE WORK STATEMENT (PWS)

days after the end of each month, which shall provide task costs and allocation of resources. The SR will be presented in an electronic format as agreed upon by the Government and Contractor and include any changes to affiliations on a monthly basis. The SR shall include a planned and actual labor hours charged to the task by labor category and skill level.

1.4.8 Subcontract Management

The Contractor shall be responsible for any subcontract management necessary to integrate work performed on this requirement and shall be responsible and accountable for subcontractor performance on this requirement.

1.4.9 Contractor Personnel, Disciplines and Specialties

The Contractor shall accomplish the assigned work by: employing and utilizing qualified personnel with appropriate combinations of education, training and experience; matching personnel skills to the work/task with a minimum of under/over employment of resources;

ensuring the labor categories as defined herein, labor rates and man-hours utilized in the performance of each TO will be the minimum necessary to accomplish the task. The Contractor shall provide the necessary resources and infrastructure to manage and administer any TO.

1.4.10 Contractor Personnel Administration

The Contractor shall provide for the management and support of personnel. This includes, but is not limited to: providing for employees during designated Government non-work days or other periods where Government offices are closed; Training of employees (to include initial and refresher training); making necessary arrangements for employees required to travel in support of the TO; supporting personnel co-located with additional resources, expertise, advice;

providing the necessary infrastructure to support tasks to be accomplished off-base; conducting personnel meetings; providing administrative support for employees in a timely manner (time keeping, leave processing, pay, emergency needs); and providing facility and staff security requirements.

1.4.11 In-Progress Reviews (IPRs)

The contractor shall support monthly status reviews to A2/6OR on contract performance and the status and progress of initiatives. The method of presentation shall be in the contractor’s management plan. The objectives of these reviews are to track progress of the project, present ideas for improvement, and identify and resolve issues

1.4.12 Program Management Reviews (PMR)

Attend scheduled PMRs, as notified by the Government. The CO, PM, and other Government personnel, as appropriate, will meet periodically with the Contractor to review performance.

PMRs will be held at least annually. The first year the Government reserves the right to conduct PMRs semi-annually. When possible/appropriate, the Government will conduct PMRs in coordination with scheduled IPRs. PMRs will cover status and feedback on performance measures, Contractor performance, and any significant events. PMRs are intended to serve as an opportunity for open and frank discussions on the current status of the contract and applicable TOs. The Government will provide advance copies of PMR agendas, seeking Contractor input/discussion items, and will provide meeting minutes for Contractor review and approval prior to making them official. The Contractor shall provide written notice to the PM and COR

PERFORMANCE WORK STATEMENT (PWS)

identifying any areas of non- concurrence

1.4.13 Staffing

The Contractor shall provide timely increases in support in response to changes in workload.

The Contractor shall provide written notification to the Government to include the TO COR, PM, and CO of any vacancies within one (1) business day of the position becoming vacant or upon receipt of employee resignation or any knowledge thereof. Vacancies shall be filled with qualified personnel that can meet requirements of the position within 15 business days. Any vacancies that remain open beyond the allotted 15-day timeframe shall be deemed a risk to performance.

1.4.14 Contract Management

The following sections specify requirements for contract management and are to be applied to Task Orders. The Contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the requirement. The Contractor must maintain continuity between the support operations at various performance locations and the Contractor's corporate offices.

1.4.15 Business Relations

The Contractor shall successfully integrate and coordinate all activities needed to execute the requirements. The Contractor shall manage the timeliness, completeness, and quality of problem identification. The Contractor shall provide corrective action plans, proposal submittals, timely identification of issues, and effective management of subcontractors. The Contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all Contractor personnel

1.4.16 Listing of Employees

The Contractor shall maintain a current listing of employees. The list shall include the employee's name, social security number and level of security clearance.

The list shall be validated and signed by the company Facility Security Officer (FSO) and provided to the Program Manager and COR. An updated listing shall be provided when an employee's status or information changes. All new employees shall also comply with all aforementioned security requirements upon commencement of employment.

1.4.17 Kick-Off Meetings

The Contractor shall attend all kick-off meetings with the customer representative, COR, Contract Specialist, and the CO responsible for award and administration of the Task Order. All kick-off meetings will occur within 5 working days of TO award, or sooner as dictated by the Task Order requirement

PERFORMANCE WORK STATEMENT (PWS)

2.0 SERVICE/DELIVERY SUMMARY

2.1 Services Summary

SS # Performance Objectives PWS Paragraph # Performance Threshold SS 1 Contractor performance meets requirements of the PWS.

PWS and subsequent TO

PWS

No more than 2 validated written customer complaints per Option year

SS 2 The Contractor maintains a stable workforce without disruption of service and eliminates the need for the Government to expend resources to retrain and re-orient new Contractor personnel.

The Contractor effectively hires/retains personnel with the appropriate education, experience, training, and expertise to accomplish the PWS requirements.

Para 1.4.9 Contractor Personnel, Disciplines, and Specialties

No more than 10% turnover rate within the Period of Performance and no positions left vacant for more than 15 days without CO/COR approval

SS 3 The Contractor shall provide timely and accurate deliverables by due date.

Deliverables include but are not limited to:

qualified personnel, CDRL requirements, vouchers, studies, and non-recurring documents as requested.

Para 2.2 and subsequent TO Requirements

No more than 2 validated written customer complaints within a Period of Performance

SS 4 The Contractor must meet all Security requirements.

Para 4.7 Contract Security

No Security violations or compromises during any period of performance.

PERFORMANCE WORK STATEMENT (PWS)

2.2 Deliverables

The IDIQ deliverable requirements are as follows:

DELIVERABLE PWS

REFERENCE DELIVER TO DUE DATE

Program Review Reports, Communications, Briefings, and Papers

PWS and Subsequent Task Order

CO/COR/PM As required

Monthly Status Report (MSR) to include all projects on all task orders

Para 1.4.11 CO/COR/PM

Close of business (COB) 10th workday after the month of service

Program Management Review Para 1.4.12 CO/COR/PM Every six (6) months

Kick Off Meetings Para 1.14.17 COR/TOCOR/PM Within 5 days of award

Transition In/Out Plan for IDIQ and Task Orders Para 4.5 COR/TOCOR/PM As agreed

Project Management Plan Para 2.3.1 COR/TOCOR/PM 15 work days after contract award and monthly

Problem Notification Reports for all Task Orders Para 2.3.2 COR/TOCOR/PM

No later than two (2) business days after the contractor's discovery of the issue(s)

Quality Control Plan Para 2.4.2 CO/COR/PM At the kick-off meeting

Non-Disclosure Agreement Para 4.9 COR/TOCOR As required

2.3 Deliverables Management

The Contractor shall provide deliverables as specified in the ID/IQ contract and all Task Orders.

If a deliverable due date falls on a weekend or holiday, the Contractor shall submit the deliverable on the last work day prior to the due date.

The contractor shall provide task-specific reports, informal analyses, papers, opinions, databases, briefings, etc. generated on an as-required (ad-hoc) basis during the performance of this contract and other deliverables as detailed in this PWS and all Task Order PWSs. Additionally, the Contractor shall provide advice and assistance in the development and/or completion of technical handbooks, studies, reports, project plans, test planning documents, analyses, evaluations, recommendations, test procedures, program documentation, trip reports, briefings, minutes, schedules, and metrics, etc., as required

PERFORMANCE WORK STATEMENT (PWS)

2.3.1 Project Management Plan (PMP)

The contractor shall develop and maintain throughout the contract period of performance, a Project Management Plan (PMP) with integrated master schedule that shall be used as a foundation for information and resource management planning. The contractor shall deliver the initial PMP to the Government within 15 work days after contract award. The PMP shall include, but not be limited to, the following:

a. Status of current and planned tasks and subtasks

b. Base schedule overlaid with actual schedules, for each task

c. Project Organization

d. Project Transition Processes and Schedule

e. Work Breakdown Structure (WBS)

f. Process Management and Control

g. Overall Organizational Structure

h. Project Responsibilities to include process flowcharts for all major tasks

i. Task dependencies and interrelationships

j. Contractor personnel assignments and duration (Staffing Plan)

k. Updated Deliverable Schedule (based on solution)

l. Deliverables (draft, interim, final, etc.),

m. Contingency Plans (where appropriate),

n. Contractor travel information

o. Quality Control plan

p. Risk Management plan

q. Subcontract Management (organization of personnel, software and hardware)

r. Monitoring mechanisms including Program Metrics

s. Automated Tools, Techniques, and Methods

The contractor shall keep the PMP and integrated master schedule up-to-date, keep it accessible electronically at any time, and be prepared to brief any PMP content to the Government at short notice (within 24 hours). The PMP shall be used as a foundation for the Monthly Status Report.

2.3.2 Problem Notification Reports (PNR) for all Task Orders

The contractor shall file a PNR to notify the Government of schedule delays, assumptions upon which tasks were based, and any all other perceived contractual issues. The PNR shall include a plan detailing the proposed resolution. The contractor shall file the PNR as soon as possible, but no later than two business days after the contractor’s discovery of the issue(s).

2.4 Quality

2.4.1 Quality Control

The Contractor shall develop, implement, and maintain a comprehensive inspection system that assures compliance with all requirements of this contract and its associated Task Orders IAW FAR Part 46, Quality Assurance.

PERFORMANCE WORK STATEMENT (PWS)

2.4.2 Quality Control Plan (QCP)

The Contractor shall submit a QCP at the contract kick-off meeting. The QCP demonstrates how the Contractor shall maintain an inspection system acceptable to the Government covering the services under this contract. The QCP shall demonstrate the Contractor’s documented processes and procedures to monitor and control:

a. Objectives in Services Summary (Table 1)

b. Subcontractor relationships

c. Contractor and subcontractor invoicing

d. Non-conformances

2.4.3 Performance Evaluation

Contractor performance is subject to Government COR surveillance to ensure PWS compliance.

The Contractor shall comply with the following:

2.4.4 Access

The Contractor shall permit the CO or authorized representative access to all work areas, records, and data used in the performance of the contracted services. The Contractor shall provide support, and not interfere with the CO, CORs, state, federal, and other designated personnel in the performance of their official duties. Access shall be provided as soon as possible, but not to exceed one (1) workday after the request.

3.0 GOVERNMENT FURNISHED INFORMATION/PROPERTY (GFI)/(GFP)

3.1 The Government will provide access to all references

The Contractor shall protect documentation and property in their possession IAW information security guidelines. Additional documentation will be provided as necessary to the Contractor.

The Government will provide the contractor with the necessary guidance and information sources to accomplish tasks. All products developed under this requirement shall be considered Government work and shall have no license encumbrances. Any GFI or GFP will be identified at the task order level. The Government COR will provide direction of access during in-processing and out-processing procedures.

4.0 GENERAL INSTRUCTIONS

4.1 Place of Performance

Place of performance will be identified at the task order level. However, the contractor can expect accomplishment of the effort contained in this PWS requires work at Government facilities within National Capital Region (NCR) and may require travel to various Contractor and Government facilities across various geographical locations (primarily in the continental US).

4.1.1 Government Facilities

Government facilities will be provided for Contractors directly supporting this contract. At the present time there is not a requirement to establish an off-base facility for support contract employees directly supporting customer organizations; however, this may be a requirement in the future.

4.2 Hours of Performance

4.2.1 Duty Hours

Normal duty hours are Monday through Friday. (If allowed) Flexible work hours shall be coordinated with the COR in advance and shall total 40 hours per week/80 bi-weekly. Federal holidays shall be observed (as published by OPM).

4.3 Federal Holidays

New Year's Day Martin Luther King's Birthday President's Day Memorial Day Juneteenth Independence Day Labor Day Columbus Day Veteran's Day Thanksgiving Day Christmas Day Inauguration Day (National Capitol Region (NCR) only)

4.4 Travel

4.4.1 Travel/Temporary Duty (TDY)

Travel will be identified at the task order level. When travel is applicable, all travel requirements (including plans, agenda, itinerary, dates or traveling on military aircraft in accordance with this PWS) shall be pre-approved by the Government (subject to local policy & procedures), and is IAW Joint Travel Regulation and FAR 31 guidelines. The number of trips, personnel types, and number of personnel shall be limited to the minimum required to accomplish work requirements.

The Contractor shall be responsible for arranging all Contractor personnel travel during the program effort IAW the DoD Joint Travel Regulation.

4.4.2 Travel within the National Capital Region

National Capital Region commuting vicinity is considered a cost of doing business and shall not be reimbursed.

4.4.3…