AR Analytics Supt PWS v1.9.docx

Academic Centers Analytics Support Services

Performance Work Statement

Date: March 2024

1.0. Introduction. Work is to be accomplished for the U.S. Air Force (USAF) Air University (AU) Air War College (AWC) Academic Centers, USAF Culture and Language Center (AFCLC), USAF Center for Strategic Deterrence Studies (CSDS) and AF Negotiation Center (AFNC), Maxwell Air Force Base (AFB), Alabama, herein referred to as the Client.

1.1. Background. Air University is a major component of Air Education and Training Command (AETC) and is the Air Force’s center for education. AU is the intellectual and leadership development center of the entire AF, providing dynamic comprehensive education to prepare graduates to develop, employ, command, research and champion air, space, and cyberspace power at all levels. As such, AU conducts research in air, space, and cyberspace power, education, and leadership, while also contributing to the development and testing of AF doctrine, concepts, and strategy. Within AU, the Academic Centers undertake significant research on behalf of the AF, the Department of Defense (DoD), and other Government sponsors.

The Academic Centers, subordinate to the Air War College, contribute to AU’s mission to provide the full spectrum of Air Force education, from pre-commissioning to all levels of professional military education (PME), including degree granting and professional continuing education for officers, enlisted, and civilian personnel throughout their careers. AU’s PME programs educate Airmen on the capabilities of air and space power and its role in national security. These programs focus on the knowledge and abilities needed to develop, employ, command, and support air, space, and cyberspace power at all levels. Specialized Professional Continuing Education programs provide scientific, technological, managerial, and other professional expertise to meet the needs of the Air Force.

1.2. Mission.

1.2.1. The mission of the AFCLC is to serve as the AF focal point for creating and executing programs that sustain the career-long development of linguistically, regionally, and culturally competent Airmen to meet the Service’s global mission. In addition to providing subject matter expertise and support for Air Force Language, Regional Expertise, and Culture (LREC) governance, the AFCLC designs, develops, and delivers: 1) LREC familiarization education to AU officer, enlisted, and accessions programs; and 2) pre-deployment and expeditionary training and training products; and 3) LREC training, education and sustainment for the GPF and other DoD and USG partners.

1.2.2. The AFNC mission is to develop Air Force Airmen with adaptive conflict management, negotiation, alternate dispute resolution, and mediation skills to succeed in the dynamic, global Air Force mission. The AFNC accomplishes this mission through three areas: teaching, research, and outreach.

1.2.3. The mission of the USAF Center for Strategic Deterrence Studies (CSDS) is to develop Air Force, DoD, and other USG leaders to advance the state of knowledge, policy, and practices within strategic defense issues involving nuclear, biological, and chemical weapons.

1.3. Objective. The objective of this document is to enable the attainment of contractor support for the daily operation of the Client to enable successful achievement of the Academic Centers’ research, education, and training missions.

1.4. Scope. The contractor shall provide analytics/assessments support for the Client’s instruction, research, and program development activities in accordance with this PWS.

1.5. Performance Requirements. A workload projection of the requirements described in this section is provided in section 12 of this document for reference purposes. The Client reserves the right to prioritize efforts that may impact the temporal execution of certain activities to address emerging requirements or changes to existing requirements. All such changes will incorporate the same contractor capabilities discussed in this document. The Client will approve the specific planned efforts and recommendations for each of the functional areas prior to the contractor beginning any efforts. In addition, the Client will approve changes to the priorities, levels of effort, etc., within the scope of these requirements.

2.0. Air Force Culture and Language Center (AFCLC) Processes Description. The following are current AFCLC processes and efforts for addressing mission requirements. These are provided for background context and familiarity of existing AFCLC terms.

2.1. AFCLC Courses.

2.1.1. In response to DoD and AF guidance, the AFCLC has developed Residence, Distance Learning, Blended Learning, and Mobile App-based courses. These courses include the “Introduction to Culture” (ITC), “Introduction to Cross-Cultural Communication” (CCC), Developing Cross-Cultural Competence (DCC), Pre-deployment Acculturation Course (PAC), and various AU resident professional military education (PME) courses.

2.1.1.1. Cross-Cultural Competence (3C) Courses are distance-learning courses that provide the principles of culture for immediate use by Airmen. The 3C courses are executed multiple times per year and host hundreds of students per course offering. They each provide college level academic credit (typically 3 hours of social science) that can be applied to the requirements of the Community College of the Air Force’s (CCAF) Associate of Science degree program, are accredited by Southern Association for Colleges and Schools (SACS), and have been successfully transferred to accredited civilian colleges. The 3C courses place an emphasis on student interaction through readings, chat rooms, audio-video content, and simulations. Each course consists of modules, each typically one week in length, that explore subjects such as the features that define a culture, family relationships, religion and belief systems, styles of communicating, resolving problems and making decisions, how one makes a living, sport and recreation, and other important cultural systems. Also included are lessons on behavior and negotiation based on cross-cultural understanding, many reinforced through actual narratives of Airmen’s personal and professional experiences. Course assignments consist of short written assignments (such as chat room thread responses), tests, and projects based on student initiative and creativity. A Ph.D. level instructor/facilitator guides the students through the semester. Courses are offered through the AU Education Management System’s learning management system (currently Canvas) that delivers readings and other course resources/materials. Course sessions are approximately 16 weeks.

NOTE: Additional distance learning courses are planned for the future. Delivery of these courses is expected to be alternated with current course offerings to provide greater variety. These additional courses may vary in credit hour and field of study. Projected duration and course section sizes are anticipated to be similar to existing courses.

2.1.1.2.. PAC is a pre-deployment/assignment acculturation experience hosted, in part, at AFCLC and offered to a small cadre of (usually two to five) general officers and/or senior executives, usually during the first half of the calendar year with occasional ad hoc offerings. AFCLC coordinates with Headquarters Air Forces Directorate of Personnel, General Officer Matters (HAF/DPG) to attempt to have all students attend the course simultaneously within a given year, where possible. The expeditionary pre-deployement training provides 30 hours of formal instruction (15 hours on language and 15 hours on culture/region and negotiation) for up to 5 days, with an option for supplementary learning outside the classroom. Optional pre-attendance instruction is provided via distance learning venues. Significant self-study is required during non-classroom hours. Language instruction is conducted by trained and certified Defense Language Institute Foreign Language Center (DLIFLC) personnel. The culture/region curriculum is designed and delivered by AFCLC’s team of in-house faculty experts, with assistance from contractor support and colleagues from across Air University, DLIFLC, and external organizations.

2.2. Language Enabled Airman Program (LEAP) is a USAF-wide foreign language education and training program managed by AFCLC. It explicitly targets the Airmen most likely to take the fullest advantage of language education and training, based on a combination of their interest, ability, and demonstrated performance. The objective is to build a pool of language-qualified Airmen across all career fields to augment the smaller cadre of Air Force foreign language professionals and address documented service-wide deficiencies.

2.2.1. e-Mentors. Language instructors (called “e-Mentors”) provide instruction, curricular materials/activities, and diagnostic assessments, as well as promote language interaction among participants in a distance-learning environment (i.e., “the e-Mentor courses”). eMentor is an online, synchronous language education and training system. Airmen are matched with a native-level language instructor in one-on-one or group classes with other Airmen (same language, similar proficiency level). eMentor courses are tailored to the learning needs of the Airmen, infusing mission-relevant topics. Courses are scheduled in accordance with each Airman’s availability. Priority scheduling is afforded to LEAP scholars, based on training need. eMentor courses are provided to FAOs and partner organizations as required.

2.2.2. Immersions. Immersions provide participants with intense language, regional, and cultural experiences, typically in an overseas setting. Types of immersions arranged by LEAP include, but are not limited to:

2.2.2.1. Language Intensive Training Events (LITE). LITEs are scheduled in accordance with each LEAP participant’s training need and availability. These immersions last 1-8weeks. Formats include but are not limited to traditional commercially-based language schools (with or without a homestay arrangement), university-based area studies and special topic courses, exercises, mobile training team events, and conferences. LITEs may take place in theContinental US (CONUS) Overseas, or virtually.

NOTE: Annual LITE throughput ranges from 400 to 1000 persons per year depending on demand and course funding.

2.2.2.2. In Region Training (IRT). IRT immersions are mandated by the office of the Secretary of the Air Force for International Affairs (SAF/IA) to develop pipeline Foreign Area Officers (FAOs). The AFCLC crafts language and culture (LC) education and Strategic Engagement (SE) training at US Embassies for approximately 60 FAOs per year. IRTs last up to six months and consist of a combination of LC and SE courses in the target region.

2.2.2.3. Language and Area Studies (LASI). LASIs sustain and enhance FAO LREC skills. LASIs typically consist of a homestay and language school, organized by the AFCLC.

2.2.3. Language Enabled Development Resource (LEaDeR) system (Monitoring/Tracking System Support). LEaDeR is a Cloud-based tool used to track service members’ demographics, language proficiencies, language testing, training courses, utilization events, personnel accountability, and course expenditures. The Client also utilizes the tool for board selection processes and related data. Over 4,000 Airmen utilize LEaDeR to track their language proficiency scores, volunteer for courses, prepare for immersions, network with other service members, and utilize online language resources and tools.

2.2.4. LEAP Boards. AFCLC conducts periodic LEAP boards to select qualified participants from a pool of volunteer Airmen, across all non-language professional career fields to meet existing and potential requirements.

2.3. Ready Airman Training (RAT) Programs. The Client has the responsibility to define, develop, coordinate, synchronize, and provide expeditionary training products and capabilities for Air Force units to address both known requirements as well as emerging short-notice deployment tasking requirements from the unit to major command (MAJCOM) level. Some examples of RAT Programs currently offered by the Client are the Culture General and Culture Specific computer-based training (CBT) courses delivered via My Learning and the AFCL mobile app, Expeditionary Culture Field Guides (ECFGs) delivered via web-based media and mobile application, the Regional Expertise Program (to be developed), and the Pre-deployment/Assignment Acculturation Course (PAC).

2.3.1. Ready Airman Training (RAT) Computer-Based Training (CBT). These activities include but not limited to providing the required regional expertise in conducting revisions to existing Culture General and Culture Specific Courses and the development of new courseware in concert with Client-assigned and/or external SMEs. The requirement also involves providing IT technical support in delivering these courses through the Air Force’s web-based learning management system (currently My Learning) and the AFCLC mobile app.

2.3.2. Expeditionary Culture Field Guides. ECFGs are designed to prepare Airmen and other US military forces for deployment to culturally complex global environments. The Client develops 5-10 new guides annually, monitors and maintains content currency for all published versions (e.g. electronic, mobile app), and provides them to both domestic and overseas units (see Appendix 3 Field Guide Development Process).

2.3.3. ECFG Mobile Application. The Client maintains a mobile application that allows members across DoD and other government agencies to download any or all ECFGs using the Apple iOS (iPhone, iPad) and Google Android. The application provides for a data collection system, a content management system, personalized RSS feeds, and a variety of downloadable resources. The application is delivered via the Apple App Store platform for iPhone and iPad and Google Play Store for Android.

2.3.4. Regional Expertise Program. This initiative addresses the Chairman of the Joint Chiefs of Staff (CJCS) intent to develop Airmen with regional expertise via education and employment in a selected region throughout their careers. It accounts for the complexities/challenges of identifying and educating a diverse workforce with regional expertise and cultural competency to support a wide range of Air Force/DoD missions and priorities. It employs AFCLC’s scalable learning framework and prepares officers to move in and out of regionally-focused assignments while preserving viability for promotion and command.

2.4. Analytics Requirements Panel (ARP) Process. This process ensures the incorporation of a robust analytics/assessments function supporting the individuals, activities and events of the Client’s programs. The ARP allows the Client and Contractor(s) to coordinate the requirements for, and status of, activities like identifying and validating the appropriate analytics; defining, integrating, and scheduling assessments; administering, collecting, analyzing, and storing the data; and reporting the results.

3.0. Air Force Negotiation Center (AFNC) Processes Description. The AFNC researches, designs, and delivers situationally and culturally adaptive education and training in negotiation and mediation methods and techniques that fosters collaborative relationships, builds partnerships, and finds interagency solutions. In fulfilling its mission, AFNC develops, updates, and executes across the entire range of residence and distance learning (both synchronous and asynchronous) courses, modules, and exercises. The use of educational technology leverages Air University and contractor resources to engage students in VTC, webinar, and/or computer-based instruction. When requested, the AFNC may deploy mobile training teams.

4.0. USAF Center for Strategic Deterrence Studies (CSDS). The following are current CSDS processes and efforts for addressing current mission requirements. These are provided for background context and familiarity of existing CSDS terms.

4.1. Provide nuclear enterprise and weapons of mass destruction (WMD)-related curriculum and faculty development to AU and other DoD educators.

4.2 Develop and manage nuclear enterprise professional continuing education (e.g., Deterrence Basic Course).

4.3. Conduct research on nuclear operations and WMD topics relevant to the AF and others in the US national security community.

4.4. Publish books and occasional papers on nuclear operations and WMD issues.

4.5. Organize relevant conferences and workshops on nuclear operations and WMD issues.

4.6. Provide outreach products such as a weekly newsletter and Twitter feeds.

5.0. RESERVED

6.0. Academic Centers Functions/Requirements. The Academic Centers accomplish their missions through the following functional areas. The contractor shall perform the requirements listed below.

NOTE: All contractor-developed courseware, course support and database management capabilities, research reports, assessments, and outreach media, will comply with Shareable Content Object Reference Model [SCORM] and Section 508 requirements as applicable, as per the performance standards listed in Paragraph 9, Service Summary.

6.1. Analytics/Assessments. Successful course development and execution depends on robust assessment/analytical processes. The Client conducts educational program, individual, and course effectiveness assessment/analytical activities for courses to measure student changes in both the cognitive and affective domains. The contractor shall:

6.1.1. Perform assessment/analytical support to include administering, collecting and analyzing assessment data (such as demographic surveys, pre- and post-course attitudinal surveys, pre-course tests, situational judgment tests, exit surveys, and end of course surveys) for events such as courses, LEAP boards/participation, e-Mentor interactions, LITEs, CSP AFNC events, and other emerging requirements. The contractor will also identify performance trends and indicators, to include accessing and analyzing data for significant course periods (e.g., the performance periods of the 3C courses, eMentor windows and LEAP performance trends). The contractor shall conduct course validity, reliability, and effectiveness assessments and provide the Client end of course feedback and all other assessment analysis data within six weeks of the defined assessment period and/or end of the course, as requested by Client. Based on data discovery, the contractor shall modify presentation format and recommend curriculum or program updates to correspond to education levels necessary for target audience.

6.1.3. Validate cross-cultural competencies to be used to provide cultural guidance to AU schools (including by considering minutes captured from pertinent accessible research focus groups).

6.1.4. Assist the Client in conducting comprehensive assessments/analysis of education and training courses created or managed by the Client.

6.1.5 Assist the Client in conducting on-going psychometric (e.g., reliability and validity analyses), longitudinal, multivariate, and nonparametric analyses using sophisticated statistical, measurement and programmatic assessment techniques and manage large databases in Excel/SPSS. These activities involve statistics, measurement, transformation, and visualization techniques with applied or experimental data such as by conducting laboratory or field research and/or working on applied projects focused on collecting, analyzing, comparing, data modeling, and reporting results.

6.1.6. Coordinate/schedule PAC assessments activities with the course director and academic advisor. These activities include, but are not limited to, conducting assessment interviews, and collecting formal documentation throughout the PAC execution period; compiling draft assessments after-action report (AAR) in coordination with the course director and academic advisor; and making recommendations to the AFCLC staff and faculty based upon assessment findings.

6.1.7. Identify, recommend, and implement viable new analytic techniques and capabilities to improve program efficiency and learning effectiveness.

6.1.8. Provide inputs for, participate in, and execute guidance from periodic Analytics Requirements Panel (ARP) process. (A011)

6.1.9. Access and utilize LEADeR to gather information for post-course assessments, language score analysis, and other purposes.

6.1.10. Be familiar with database design tools (i.e., Hadoop, Pig, Hive, SQL, Java, Python, etc.)

6.1.11. Be familiar with and be able to use data visualization tools (i.e., Tableau, Excel, HighCharts, Flare and others)

6.1.12. Maintain documentation to be included in a standard operating procedures (SOP) necessary to execute analytics / assessments function support activities in accordance with a continuity of operations plan. The contractor will provide a current version of this documentation that reflects current procedures as part of the SOP to the Centers in standard electronic format semi-annually, with the last provision occurring no later than one week prior to the end of the period of performance. (A001)

6.1.13. Provide a status update report as part of the Monthly Status Report (MSR) (reference section 8.1)

7.0. Quality Control Plan. The contractor shall establish and maintain a complete Quality Control Plan (QCP) to ensure the requirements of the contract are provided as specified. One copy of the contractor's QCP shall be provided to the contracting officer not later than 30 days after the post award date and an updated copy must be provided to the contracting officer as changes occur throughout the life of the contract. The QCP must include staffing to ensure that each of the required positions listed in paragraphs 6.1 through 6.14 and 10.5 will have adequate coverage when required. (A013)

8.0. Required Deliverables. The contractor shall comply with the documentation requirements in the Contract Data Requirements List (CDRL) (see Table 8.1) and provide the Client all deliverables per the CDRL formats, quantities, and timelines. The contractor shall document provision of deliverables using DD Form 1423-1, Contract Data Requirements List. For those deliverables that are due from the contractor per a Client-approved timeline, the Client will coordinate the required timeline for each deliverable with the contractor to establish a project plan with deliverable dates (reference paragraph 6.1.3). The projected workload hours in Paragraph 12.0 are intended to account for the contractor’s workload required to fulfill deliverables due per Client-approved timeline. The contractor shall be responsible for providing the following CDRL deliverables to meet the documentation requirements for services performed that are described in this PWS in paragraphs 6.1 through 6.13. The contractor shall prepare the documents below described as the CDRL dictates in accordance with the following list:

TABLE 8.1

A001

A002 thru A010

*The Contractor may include inputs in, or append them to, documents prepared by the Client’s other Contractors, as practical and appropriate, to avoid redundant work.

8.1. Monthly Status Report. The contractor shall identify and report all program actions and the financial management status as part of a Monthly Status Report (MSR), and as requested by the Client. Report shall be due fourteen (14) calendar days following the close of the calendar month. An invoice may not be used in lieu of any portion of this report. The MSR will be used, in part, to validate invoices. This report shall be electronically delivered to the COR and, at a minimum, contain the following information: (A014)

a. Task order number

b. Task order title

c. Reporting period

d. Brief description of requirements, to include the status of the service/material (e.g., in progress, complete), estimated completion dates of in-progress tasks, the name of organization/unit for which the service/material was provided, and the name of the contractor employee performing the service

e. Significant events occurring during the reporting period,

f. Any current or anticipated problems

g. Staffing changes

h. Brief Summary of activity planned for the next reporting period

i. Description of any travel or unique services provided

j. Deliverable summary (deliverable name, due date, % completed, submittal date, comments)

k. Billing summary:

(1) Labor hours for each skill level (SL) category (specify the contractor employee name and SL) and total labor charges for each skill category by Center (i.e., this needs to delineate charges specific to each center.)

(2) Total Labor hours categorized by each PWS reference listed in the workload projection (see paragraph 12.0).

(3) Support Items. Support Items must be individually itemized and specified by each individual category (i.e. travel and per diem, training, security check fees, commodities.)

(4) Total Support Item charges including G&A - if allowed.

(5) Total monthly charges.

Note: Travel charges must include the traveler’s name, dates of travel, destination, purpose of travel and cost for each trip.

9.0. Service Summary.

10.0. Task Order Terms and Conditions.

10.1. Place of Performance. The majority of the work will be performed at the primary place of performance within the Client’s facilities at Maxwell AFB, Alabama. On-site personnel may temporarily perform work at other locations (e.g. alternate work locations, TDY travel, etc.) with Client approval. On-site, the Client will provide dedicated work spaces, Air Force standard desktop configuration computers, and typical supplies needed for contractor personnel.

10.1.1. Personnel, whose primary place of performance is other than the Client facilities (e.g. reach-back, off-site support, etc.), may provide support to this contract with Client approval.

10.2 . Hours of Operation. The normal on-site full-time work schedule will consist of eight working hours each day, Monday through Friday, sometime between 6:30 a.m. and 5:30 p.m. local time (excluding Federal holidays and base closures). Variations will be coordinated by the Contractor and approved by the Client.

10.3. Key Personnel. The contractor shall identify key personnel in their proposal. Any substitution of key personnel must be of equally qualified individuals as those identified in the contractor’s proposal. Key personnel may not be added nor removed from the task without written notice to the Contracting Officer. The written notice must be submitted at least 15 days prior to personnel actions. For the purpose of this performance work statement the key personnel is the Assessment Analyst.

10.4. Competencies. The contractor is responsible for providing personnel who are fully qualified to perform the requirements identified in this performance work statement. Contractor personnel should possess appropriate knowledge of and experience in these areas:

a. Extensive research experience in quantitative and qualitative data analysis.

b. General knowledge of and competency with Microsoft Office applications (e.g. Word, Excel, PowerPoint, Access) and Adobe Acrobat Professional.

10.5. Job Category Qualifications and Interactions. The following table lists experience and education requirements for contractor personnel by job category. The contractor shall ensure no gap in any functional activities exceeds five working days.

*Key Personnel (reference paragraph 10.3). The contractor must submit a resume verifying qualifications within 10 days of contract award.

4TAP____________ Page 1 Template Revised 6/28/05

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The following table displays anticipated routine or regular interactions with other contracted positions (this does not intend to restrict interaction necessary to fulfill requirements):

X

10.6. Clearances. There is no security clearance required for contractor personnel supporting this effort.

10.6.1. The contractor shall comply with the additional security requirements identified in paragraph 11.0.

11.0. Security Requirements For Unclassified Services – CAC Required.

11.1. Contractor Notification Responsibilities: The contractor shall notify the contracting office within 30 days before on-base performance of the service. The notification shall include:

a. Name, address, and telephone number of contractor representatives.

b. The contract number and contracting agency.

c. The location(s) of service performance and future performance, if known.

d. The date service performance begins.

e. Any change to information previously provided under this paragraph.

11.2. Obtaining and Retrieving Identification Media: As prescribed by the AFFAR 5352.242-9000, Contractor access to Air Force installations, AFFAR 5352.242-9001, Common Access Cards (CAC) for Contractor Personnel, FAR 52.204-9, Personal Identity Verification of Contractor Personnel, DoDI 5200.46, DoD Investigative and Adjudicative Guidance for Issuing the Common Access Card and DoDM 1000.13, DoD Identification (ID) Cards, ID Card Life-Cycle, the contractor must comply with the requirements set forth in these guidance.

11.2.1. The contractor shall obtain base identification and vehicle passes, if required, for all contractor personnel who make frequent visits to or perform work on the Air Force installation(s) cited in the contract. Contractor personnel are required to wear or prominently display installation identification badges or contractor-furnished, contractor identification badges while visiting or performing work on the installation.

11.2.2. The contractor shall submit a written request on company letterhead to the contracting officer listing the following: contract number, location of work site, start and stop dates, and names of employees and subcontractor employees needing access to the base. The letter will also specify the individual(s) authorized to sign for a request for base identification credentials or vehicle passes. The contracting officer will endorse the request and forward it to the issuing base pass and registration office or Security Forces for processing. When reporting to the registration office, the authorized contractor individual(s) should provide a valid driver’s license, current vehicle registration, valid vehicle insurance certificate to obtain a vehicle pass. Government ID card holders may not use their credentials to sponsor an individual on to the base to perform work that’s been contracted to an official contractor.

11.2.3. Common Access Cards (CACs). For contractors who require a CAC, contractors shall provide a listing of personnel who require a CAC to the contracting officer. The government will provide the contractor instruction on how to complete the Trusted Associate Sponsorship Systems (TASS) application and then notify the contractor when approved. Contractor personnel shall obtain a CAC from the nearest Real Time Automated Personnel Identification Documentation System (RAPIDS) Issuing Facility (typically the local Military Personnel Flight (MPF)). While visiting or performing work on installation(s)/location(s), contractor personnel shall wear or prominently display the CAC as required by the governing local policy. In order to be issued a CAC, the contractor must meet the requirements:

a. A favorably adjudicated National Agency Check with Inquiries (NACI) (now a Tier 1 or T1 background investigation) or equivalent in accordance with revised Federal Investigative Standards is the minimum background investigation required for a final credentialing determination for a CAC.

b. A CAC may be issued on an interim basis based on a favorable National Agency Check or a Federal Bureau of Investigation (FBI) National Criminal History Check (fingerprint check) adjudicated by appropriate approved automated procedures or by a trained Security or Human Resources (HR) specialist, and successful submission to the investigative service provider (ISP) of a NACI or a personnel security investigation (PSI) equal or greater in scope.

If the contractor does not meet the minimal criteria for CAC issuance, the COR will work with the unit security assistant and 42 ABW/IP office to initiate the process on behalf of the contractor.

11.2.4. During performance of the service, the contractor shall be responsible for obtaining required identification for newly assigned personnel and for prompt return of credentials for any employee who no longer requires access to the work site.

11.2.5. When work under this contract requires unescorted entry to controlled or restricted areas, the contractor shall comply with DoDM 5200.08v3_AFMAN 31-101v3, Installation Perimeter Access Control, and DoD 5200.02_AFMAN 16-1405, Air Force Personnel Security Program.

11.2.6. Upon completion or termination of the contract or expiration of the identification passes, the prime contractor shall ensure that all base identification passes issued to employees and subcontractor employees are returned to the issuing office.

11.2.7. All commercial vehicles will be directed to Gate 3 (Kelly St) or Gate 4 (Congressman Dickenson for Gunter) for processing through the Commercial Vehicle Inspection (CVI) Area, when operational. During non-duty hours and holidays, commercial vehicle inspections will be conducted at Gate 1 (Maxwell Blvd) or Gate 4 only. Inspection members will conduct thorough inspections of the interior and exterior of the vehicle for items prohibited from the installation such as explosive devices, weapons and ammunition, drugs, and open or closed alcohol containers.

11.2.8. Failure to comply with these requirements may result in withholding of final payment.

11.3.1. Computer and Network Access Requirements: Contractor personnel that required access to unclassified government computers and operations systems Information Technology (IT) Systems will be designated as Non-sensitive Positions. Contractor personnel must have a Tier 1 and the Tier 1 be favorability adjudicated before operating government furnished computer workstations or systems that have access to Air Force e-mail systems. These investigations shall be submitted by the government at no additional cost to the contractor. NOTE: Since the background investigation process can take up to 18 months, contractor personnel may be issued a CAC before the process is completed after a favorable fingerprint return (3-5 working days) and investigation package submitted to the investigative service provider and the investigation is scheduled.

11.3.2. These investigations shall be submitted by the Government at no additional cost to the Contractor. The servicing Information Protection Office (IPO) is responsible for submitting Tier 3 and Tier 5 investigations for contractor personnel in positions designated as “national security positions” but without a requirement for access to classified information. The servicing IPO will submit these investigation requests based on contract requirements, which will be validated through the Office of Personnel Management’s Position Designation Tool (PDT). The Contractor shall comply with DoDM 5200.02_DAFMAN 16-1405, Air Force Personnel Security Program; and AFI 10-701, Operations Security (OPSEC) instructions, OUSD(I) Memorandum, Clarification of Clearance Requirements for Access to Investigative and Adjudicative Relevant Data, 27 Jun 2019, and DoDI 5200.46, DoD Investigative and Adjudicative Guidance for Issuing the Common Access Card, and Homeland Security Presidential Directive-12 (HSPD-12) requirements.

11.3.3. Contractor personnel will complete the current DoD IAA CyberAwareness Challenge course located in the Air Force Learning Management System (LMS) or https://public.cyber.mil/training/cyber-awareness-challenge/.

11.4. Freedom of Information Act Program (FOIA): The contractor shall comply with DODM 5400.07_AFMAN 33-302, DoD Freedom of Information Act (FOIA) Program, requirements. The regulation sets policy and procedures for the disclosure of records to the public. The contractor shall comply with AFI 33-332, Air Force Privacy and Civil Liberties Program, when collecting and maintaining information protected by the Privacy Act of 1974 authorized by Title 10, United States Code, section 8013. The contractor shall maintain records in AFI 33-322, Records Management and Information Governance Program; and disposed of in accordance with Air Force Records Information Management System (AFRIMS) Records Disposition Schedule (RDS) located at https://www.my.af.mil/gcss-af61a/afrims/afrims/.

11.5.1. Controlled Unclassified Information (CUI): The contractor shall comply with DoDI 5200.48_DAFI 16-1403, Controlled Unclassified Information, DoDM 5200.01v1_AFMAN 16-1404v1, Information Security Program, and Freedom of Information Act Program. The contractor shall monitor CUI aggregation and compilation based on the potential to generate classified information pursuant to security classification guidance addressing the accumulation of unclassified data or information.

11.5.2. All CUI associated with this contract must be safeguarded to prevent unauthorized public disclosure. CUI such as PII, Security Classification Guides (SCG), and other technical information with Distribution Statements B, C, D, E or F are not authorized for public release and cannot be placed on a publicly accessible web site or web server. All emails containing such information or attachments must be appropriately marked, and digitally signed and encrypted if being transmitted. All transmissions to personal email accounts (AOL, Yahoo, Hotmail, Comcast, etc.) and posting on social media websites (Facebook, Instagram, Twitter, LinkedIn, etc.) are prohibited. Destroy all CUI associated with this contract by any of the following approved methods: A cross-cut shredder (that produce 1mm x 5mm or 0.04in x 0.2in particles or smaller); a certified commercial destruction vendor; a central destruction facility; incineration; chemical decomposition; pulverizing, disintegration (pulverize or disintegrate with a 3/32in or 2.4mm security screen); or methods approved for classified destruction.

11.5.3. General: There are types of information that are not classified but require application of access and distribution controls and protective measures developed for DoD Controlled Unclassified Information for a variety of reasons. The types of CUI identified for the program are identified in DODI 5200.48 and have replaced legacy formats such as For Official Use Only (FOUO), Law Enforcement Sensitive (LES), as well as some of those developed by other Executive Branch agencies of the U.S. Government and technical data described below as well as protective measures for CUI material.

11.5.4. Formats such as FOUO, LES, et al. are legacy formats no longer in use but are protected as if they have CUI markings. Protections and restrictions can be found in DoDI 5200.48, CUI 06 March 2020.

11.5.5. Technical Data Description: Any recorded information related to experimental, developmental, or engineering works that can be used to define an engineering or manufacturing process, or can be used to design, procure, produce, support, maintain, operate, repair, or overhaul program material. The data may be graphic or pictorial delineations in media (e.g., computer software, drawings, photographs, etc.), text in specifications, related performance or design documents, or computer printouts. Examples of technical data include research and engineering data, engineering drawings, and associated lists, specifications, standards, process sheets, manuals, technical reports, catalog-item identifications, related information, and computer software documentation. The DoD Scientific and Technical Information Program (see DoDI 3200.12.).

11.5.6. CUI Markings: Prescribed marking of CUI documents will be in accordance with DoDI 5200.48, CUI 06 March 2020. CUI may also be identified in security classification guides to ensure the information receives appropriate protection.

11.5.7. Access: CUI may be released to an individual who has a valid need for such access within the scope of their assigned duties, furthering the accomplishment of a lawful and authorized government purpose and would not be detrimental to the interests of the DoD or U.S. Government. Information in any media format will be disseminated on a need-to-know basis. This restricts the use or dissemination of CUI data to those with direct affiliation with the given program/project to conduct official business for the DoD, provided that dissemination is consistent with any further controls imposed by a distribution statement. Personnel no longer requiring access to CUI must surrender any information in their possession to the program lead, who will take action to terminate further access.

11.5.8. Storing and Handling: During working hours, take reasonable steps to minimize the risk of access to CUI by unauthorized personnel (e.g., not reading, discussing, leaving CUI information unattended where unauthorized personnel are present or display CUI in public places to include the internet). After working hours, store CUI information in locked desks, file cabinets, bookcases, locked rooms, locked/controlled e-files or similar means to prevent theft of program information. Computers used to process CUI do not need to be accredited for classified use. Do not process CUI on public computers (e.g., those available to the public in kiosks, hotels, café’s, etc.) or computers that do not have Public Key Infrastructure (PKI) access controls. Personally owned computers are not authorized to process CUI. Authorized electronic devices provided by the government agency (e.g., laptops, cell phone) used to store CUI must be physically protected and use NIST/NIAP-approved cryptographic products, e.g., DoD approved PKI Certification available at http://iase.disa.mil/pki/eca or http://csrc.nist.gov/cryptval/, which require encryption passcodes to teleconferences/web conferences where CUI may be discussed.

11.5.9. Dissemination: CUI printed documents and material may be transmitted through mail channels or hand-carried without formal courier orders. CUI information may be disseminated to DoD personnel and DoD contractors to conduct official business for the program. If dissemination is required outside of DoD channels contact the program lead, contracting officer, and security manager for approval. Release of technical data will follow the release instructions identified in the distribution statement. Use secure communications whenever available for discussions involving CUI. Send voice and facsimile transmissions only when authorized recipients have acknowledged positive control measures are in place to receive the information.

11.5.10. Destruction: CUI documents shall be disposed of according to provisions of EO 13556, CUI; DoDI 5200.48, CUI 06 March 2020. Component records management directives. Non-record CUI documents may be destroyed by any methods that prevents compromise, e.g., tearing, burning, or shredding of the means approved for the destruction of classified information or by any other means that would make it difficult to recognize or reconstruct the information.

11.5.12. Reporting: Report any loss or unauthorized attempt to gain access to CUI information to the organization’s security manager immediately, but no later than the end of the first duty day. If additional information is required after initial notification, guidance will be provided at that time.

11.5.13. Contractors must complete the DoD Mandatory Controlled Unclassified Information (CUI) training. The CUI training course #IF141.06 at the Defense Security Service Center for Development of Security Excellence (CDSE) Security Awareness Hub at:

11.5.14. DoD Mandatory Controlled Unclassified Information (CUI) Training #IF141.06 – Annually https://securityawareness.usalearning.gov/cui/index.html

11.6. Reporting Requirements: The contractor shall comply with AFI 71-101, Volume-1, Criminal Investigations, and Volume-2, Protective Service Matters, requirements. Contractor personnel shall report to 42 Air Base Wing Information Protection Office, any information or circumstances of which they are aware may pose a threat to the security of DoD personnel, contractor personnel, resources, and classified or unclassified defense information. Contractor employees shall be briefed by their immediate supervisor upon initial on-base assignment and as required thereafter.

11.7. Physical Security: Areas controlled by contractor employees shall comply with base operations plans/instructions for FPCON procedures, Random Antiterrorism Measures (RAMS) and local search/identification requirements. The contractor shall safeguard all government property, including controlled forms, provided for contractor use. At the close of each work period, government training equipment, ground aerospace vehicles, facilities, support equipment, and other valuable materials shall be secured.

11.8. Internal Operating Instructions: The contractor will adhere to the Air Force activity operating instructions (OI) for internal circulation control, protection of resources, and to regulate entry into Air Force controlled areas during normal, simulated, and actual emergency operations.

11.9. Traffic Laws: The contractor and their employees shall comply with base traffic regulations set forth in AFI 31-218, Motor Vehicle Traffic Supervision and DoDM 5200.08v3_AFMAN 31-101v3, Installation Perimeter Access Control. Personnel in violation may be issued a Central Violations Bureau Form 1805 traffic ticket.

11.10. Random Installation Entry/Exit Checks: Entry/exit vehicle checks are conducted by order of the 42 ABW Commander. These checks are conducted for the purpose of safeguarding the base and protecting government property by discovering and seizing stolen property, classified information, and contraband. Refusal to submit to an installation (entry/exit) vehicle check may result in the loss of base driving privileges, revocation of base registration, or debarment action.

11.11. Cellular Phone Operation Policy: The use of cellular phones while operating a motorized vehicle is prohibited on Maxwell-Gunter. Although discouraged, drivers are authorized to use devices, i.e., ear bud or ear boom, which allows their cellular phone to be operated hands-free. The device must not cover both ears. This policy applies to everyone driving on Maxwell-Gunter AFB. Personnel in violation may be issued a Central Violations Bureau Form 1805 traffic ticket.

11.12. Security Education and Training: The contractor will be required to participate in the government’s in-house and web-based security training program under the terms of the contract. The government will provide the contractor with access to Air Force MyLearning web site. Cyber Awareness Challenge 2021 (ZZ133098), Force Protection Training (ZZ133079), and Controlled Unclassified Information (CUI) Training (ZZZ2021CUI) computer base training at the MyLearning web site.

11.13. Operation Security (OPSEC): The contractor will comply with installation and organizational OPSEC requirements in accordance with AFI 10-701 and applicable supplements. They will also receive a local threat briefing.

11.14. Wireless Electronic Devices: The contractor will not establish their own Information Technology (IT) systems or networks (Local Area Networks [LAN], Wide Area Network [WAN], Cellular phone/USB Modem as WAN, Wi-Fi as WAN, etc.), or camera system without the direct permission of the Program Manager and governing communications and responsible information systems office (42…