Atch 1 - GCCS PWS - 11 Jan 2024 DRAFT.pdf

PWS – GCCS Support – FA489024Rxxxx

Headquarters (HQ) Air Combat Command (ACC)

Operations Division (A3O)

Performance Work Statement (PWS) for Operational and Technical Support Services for Global Command and Control System (GCCS), Defense Readiness Reporting System (DRRS), and

Unit Type Code (UTC)/Unit Type Availability (UTA) Assessments

Operational and Technical Support Services

Original Date: 4 Jan 2024

Record of Revisions

Change Note: yellow = changes, red = insertions, red strikethrough = deletions; text deleted by one revision will be removed from the subsequent revision and prior changes will be reset to black font.

Date Revision # Purpose <date> Original

Table of Contents

Section Title Page 1 Introduction 4

2 Scope 4

3 Objectives 5

4 Personnel 7

5 Deliverables 8

6 Government Furnished Property 10

7 Data 10

8 Other Direct Costs 11

9 Security 11

10 Transition 15

11 Administration Considerations 16

12 Quality 17

13 Environmental Safety and Health 18

1 INTRODUCTION

The Global Command and Control System (GCCS) is an assembly of command and control (C2) elements arranged to form an automated C2 system that collects, transports, processes, and disseminates C2 information. GCCS improves planning, deployment, and execution of fighting forces and provides commanders and their staffs the capability to quickly order, coordinate, and respond to Combatant Commander mission requirements. The Defense Readiness Reporting System (DRRS) is a SIPRNET-accessible web application designed to replace the GSORTS, enabling Air Force (AF) and joint reportable units to input, manage, and assess mission readiness data. The UTA assessment module in Deliberate Crisis Action Planning and Execution System (DCAPES) is a Chief of Staff of the Air Force (CSAF) directed system developed to measure UTC readiness. The Command Center serves as one of the core functions of Headquarters Command and Control construct. The Command Center is a full-time, 24/7 Command and Control node, directly responsible to commander(s) and serves as the focal point of operations, including the receipt and dissemination of orders, information, and requests necessary for the Command and Control of assigned units, personnel, and operations.

2 SCOPE

2.1 Knowledge-Based Services

The purpose of this task order is to provide specialized non-personal knowledge-based services in support of Air Combat Command (ACC) Directorate of Operations (A3), Operations Division (A3O) and Directorate of Communication (A6), Combat Support Squadron (CSS) in support of ACC’s C2 activities. The Contractor shall provide all personnel, equipment, supplies, transportation, supervision, and other items/services necessary to perform in accordance with (IAW) this Performance Work Statement (PWS), except as otherwise specified within the PWS (Section 6). The Contractor shall provide the number of qualified Full Time Equivalent (FTE) personnel (Appendix B) to perform the Level of Effort (LOE) required in this PWS (Sections 2 and 3) to accomplish this task order. The Contractor shall perform to the standards specified in the Services Summary (Appendix A). The Contractor’s output from these knowledge-based services shall take the form of information, advice, alternatives, analyses, evaluations, recommendations, scheduling, training, and other support as needed to complement the Government’s technical expertise.

2.2 General Personnel Support

In addition to the more detailed Objectives in Section 3, all Contractor personnel shall provide general office support as requested which may include, but is not limited to:

2.2.1 Participate in meetings (e.g. staff meetings, progress reviews, working groups, etc.) in person and/or through video or teleconference as required.

2.2.2 Draft, edit, and review a variety of material for correspondence and documentation, primarily using Microsoft Office applications (Word, Excel, PowerPoint, and Outlook).

2.2.3 Provide information management, records management, scheduling functions, meeting and conference support, etc.

2.2.4 Prepare briefing/training materials and present briefings/trainings.

2.2.5 Liaise and coordinate effectively with personnel at all levels inside and outside the organization.

2.2.6 Provide awareness of new/evolving requirements and recommendations to integrate them.

2.3 Period of Performance

The period of performance (PoP) of this task order is anticipated to include one 12-month base year (BY), four 12-month option years (OYs), and a six-month extension.

3 OBJECTIVES

The Contractor shall perform the primary tasks, and subtasks where applicable, identified in this section. A list of sample tasks is included with each of the primary tasks/subtasks to help identify the types of work to be accomplished, but the lists should not be interpreted as limiting the scope of performance to only the tasks identified in the lists.

3.1 Task 1 – GCCS/DCAPES Operational Support Analyst

Provides operations and technical expertise to support functional management of the GCCS, Joint Operational Planning and Execution Systems (JOPES) Joint Capabilities Requirements Manager (JCRM) and DCAPES programs regarding operator training requirements, managing user accounts, and implementation of capabilities throughout ACC. Tasks the Contractor shall perform include, but are not limited to:

3.1.1 Build and coordinate the ACC GCCS/DCAPES/JCRM Mobile Training Schedule annually.

3.1.2 Coordinate training authorizations with HQ ACC/A1KB semi-annually. Ensure current GCCS/DCAPES courses are listed on the ACC GCCS Intelink and ACC GCCS SharePoint.

3.1.3 Work with AFPC/AETC to establish training quotas, and schedule quarterly GCCS and DCAPES courses for ACC Functional Area Managers (FAMs), Base Level Users, and Planners.

3.1.4 Conduct meetings to ensure DCAPES Base Level and Functional Manager Newsgroup information is disseminated/coordinated across ACC.

3.1.5 Assist with planning and presenting to the GCCS Working Group Chairman and Members.

3.1.6 Participate and provide inputs to the DCAPES Training Planning Team (TPT.)

3.1.7 Validate and manage user accounts (e.g. create, deactivate, reactivate, delete), request data access permissions for all assigned series Operation Plans (OPLANs) and users in accordance with (IAW) GCCS and AF security requirements and procedures.

3.1.8 Conduct virtual GCCS familiarization training, DCAPES quarterly just-in-time training, and instruction to personnel assigned to ACC and reserve components upon request.

3.1.9 Develop and update the ACC GCCS Familiarization Training Guide and Standardized Procedures and ensure GCCS/DCAPES Familiarization Training Checklists are current and available. Develop new functional checklists as needed and review documents annually for accuracy.

3.2 Task 2 – ACC Readiness Data Analyst

3.2.1 Provides operations and technical expertise to support functional management of the command’s combat capability readiness and resource readiness assessment programs utilizing dedicated tools such as DRRS and DCAPES. Tasks the Contractor shall perform include, but are not limited to: Provide accurate, effective, and timely status of command operational readiness through management of DRRS and the reporting program for ACC UTCs and provide leadership, guidance, and expertise concerning Chairman Joint Chiefs of Staff (CJCS)-directed operational readiness reporting.

3.2.2 Conduct meetings to ensure accurate and timely readiness reporting requirements are met across ACC staff/Directorates, NAFs, and Wings.

3.2.3 Orchestrate and assist with all readiness reporting and the retrieval and analysis of all subordinate units’ DRRS and DCAPES UTC assessment reports.

3.2.4 Coordinate with HAF readiness office regarding AF readiness reporting policy.

3.2.5 Coordinate with units and conduct reviews of DRRS and UTC reporting for timeliness, accuracy, and compliance with AF readiness reporting directives and instructions (AFIs 10-201 and 10-401).

3.2.6 Prepare readiness briefings using DRRS, Oracle Business Intelligence Tool, and Excel for ACC and HAF Senior Leaders.

3.2.7 Assist with coordination/administration of ACC DOC Statements. Review and provide guidance on draft DOCs and conduct DOC statement reviews with applicable FAMs.

3.2.8 Provide technical assistance to units while troubleshooting errors within the DRRS database. Provide subject matter expert guidance applicable to all ACC units worldwide.

3.2.9 Provide readiness reporting guidance and assistance to all subordinate units on complex technical issues.

3.3 Task 3 – ACC Readiness Execution Manager

Provides operations and technical expertise to support functional management of the command’s portfolio of Readiness Action Items (RAIs). Tasks the Contractor shall perform include, but are not limited to:

3.3.1 Provide accurate, effective, and timely status of RAIs/readiness tasks using all available resources and utilize the CJCS-directed operational readiness reporting information for ACC to ensure the execution and eventual completion of RAIs.

3.3.2 Conduct necessary meetings across ACC, Numbered Air Forces (NAFs), Wings, Detachments, and other organizations inside/outside of ACC as necessary to ensure all directed actions are accomplished and RAI/readiness task milestones are met.

3.3.3 Conduct all RAIs/readiness tasks retrieval and analysis with the aid of DRRS and UTA, ACC organizations, other MAJCOMs, and HAF/outside agencies.

3.3.4 Coordinate with HAF readiness office, regarding AF readiness policies that would affect or inform ACC RAIs/readiness tasks.

3.3.5 Apply DRRS and UTA technical knowledge to assist in informing, executing, and completing ACC RAIs/readiness tasks. Coordinate with units/FAMs to ensure compliance with established RAI milestones and any directives and instructions outlined in ACC SUPP to AFI 10-201. Continuously monitor RAIs/readiness tasks for milestones and task completion.

3.3.6 Prepare and conduct readiness briefings, dealing with special interest readiness such as 4 bin Air Force Generation (AFFORGEN) or lead wing, for ACC organizations, other MAJCOMs, HAF, and other external stakeholders.

3.3.7 Manage and administer ACCs RAI tracking system and/or SharePoint. Review and provide guidance or inputs on draft RAI entries. Schedule and conduct RAI reviews with applicable FAMs.

3.4 Task 4 – ACC UTC/UTA Database Manager

Provides specialized management of ACC UTA database regarding operator training, managing UTA database user accounts and implementation of capabilities throughout ACC. Tasks the Contractor shall perform include, but are not limited to:

3.4.1 Establish and maintain support for UTA database to meet ACC requirements and liaise with HAF/A3OD to update, modify, and create DCAPES UTA accounts.

3.4.2 Conduct UTA database training and instruction to personnel internal and external to ACC.

3.4.3 Develop and update an ACC UTA database Familiarization Training Guide and Standardized Procedures along with new functional checklists as needed. Review guide and checklists annually for accuracy.

3.4.4 Validate and manage (e.g. create, deactivate, reactivate, and delete) database access permissions for all ACC assigned users.

3.5 Task 5 – ACC Readiness Execution Analyst

Provides operations and technical expertise to assist with the functional management of the command’s portfolio of Readiness Action Items (RAIs). Tasks the Contractor shall perform include, but are not limited to: Tasks the Contractor shall perform include, but are not limited to:

3.5.1 Conduct necessary meetings across ACC, NAFs, Wings, Detachments, and other organizations inside/outside of ACC as necessary to ensure all directed actions are accomplished and RAI/readiness task milestones are met.

3.5.2 Conduct all RAI/readiness task retrieval and analysis with the aid of DRRS, ACC organizations, other MAJCOMs, and HAF/outside agencies.

3.5.3 Coordinate with HAF readiness office, regarding Air Force Readiness Policies that would affect or inform ACC RAIs/readiness tasks.

3.5.4 Apply DRRS and UTA technical knowledge to assist in informing, executing, and completing ACC RAIs/readiness tasks. Coordinate with units/FAMs to ensure compliance with established RAI/readiness task milestones and any directives and instructions outlined in ACC SUPP to AFI 10-201. Continuously monitor RAIs/readiness tasks for milestones and task completion.

3.5.5 Prepare and conduct readiness briefings, dealing with special interest readiness such as 4 bin AFFORGEN or lead wing, for ACC organizations, other MAJCOMs, HAF, and other external stakeholders.

3.5.6 Manage and administer ACCs RAI tracking system and/or SharePoint. Review and provide guidance or inputs on draft RAI entries. Schedule and conduct RAI reviews with applicable FAMs.

3.6 Task 6 – ACC Readiness System Data Scientist

Collates, reviews, and analyzes combat readiness data gathering systems. Performs planning, analyzing, coding, designing, integrating, testing, deploying, and supporting production of ACC Readiness data systems, to include Palantir Envision, for all stages of the software product life cycle. Tasks the Contractor shall perform include, but are not limited to:

3.6.1 Provide analysis capability in Envision to develop project concepts, create data pipelines/objects/ontologies, code with Python, SQL, C code as required, create application dashboards, and provide ongoing user support.

3.6.2 Execute analytical experiments to help solve problems across various domains and industries.

3.6.3 Identify relevant data sources and sets to mine for client business needs and collect large structured and unstructured datasets and variables.

3.6.4 Devise and utilize algorithms and models to mine big-data stores; perform data and error analysis to improve models; clean and validate data for uniformity and accuracy.

3.6.5 Facilitate meetings with internal and external stakeholders, team members, and users to understand, define, and map data processing and visualization requirements.

3.6.6 Recommend alternate options and propose solutions for data analysis with reports, and management tools to meet defined end-user needs.

3.6.7 Recommend changes to underlying data sets and source reports to optimize data processing and visualization efforts for senior level leadership.

3.6.8 Draft and update guidance, references, and training documents for users.

3.6.9 Provide recurring user training for the Foundry Palantir Envision suite.

3.6.10 Provide users support for ACC portfolio of Envision portfolio to include data sources, data pipelines, ontology, objects, preparation, workbook, contour, quiver, workspace, and code repositories, and any additional applications.

3.6.11 Manage multiple projects with tracking, milestones, deadlines, timelines, and time allocation to ensure prioritization and project completion.

3.6.12 Coordinate and communicate with stakeholders, team members, and users as required to manage programs and projects.

3.6.13 Manage site owner and admin of knowledge management systems (SharePoint, TMT) with accurate, current information, and optimize processes for efficient use by users.

3.6.14 Create and provide reoccurring briefings and deliverables to leadership on all responsible programs as requested.

3.7 Task 7 – ACC Command Center Controller

Provides operations and technical expertise to support functional management of the ACC Command Center. The ACC Command Center is a full-time, 24/7 C2 node, directly responsible to commanders and serves as the focal point of operations, including the receipt and dissemination of orders, information, and requests necessary for the C2 of assigned units, personnel, and operations. The ACC Command Center communicates commands (from CJCS, Combatant Command, USAF, or MAJCOM) to operational organizations. The governing guidance for the ACC Command Center operations are AFMAN 10-206, AFMAN 10-206/ACC SUP; AFMAN 10-207, and AFMAN 10-207/ACC SUP. Tasks the Contractor shall perform include, but are not limited to:

3.7.1 Perform duties unsupervised.

3.7.2 ACC Command Center Controllers shall be trained and certified IAW AFMAN 10-207, para 7.3 Controller Certification (initial, recertification, decertification). Controllers must be certified within 60 days of beginning performance on the contract or the OCO may direct their removal from performance on this Task.

3.7.3 Comply with recurring training standards IAW AFMAN 10-207, para 7.4, Command Post Recurring Training

3.7.4 Provide accurate, effective, and timely status and reporting of C2 operations.

3.7.5 Prepare checklists of tasks to be completed for routine shift actions and non-routine situational responses.

3.7.6 Perform daily security checks prior to assuming each shift. Conduct daily security checks IAW AFMAN 17-1302-O and annotate actions on the Standard Form 701, Activity Security Checklist. Report any discrepancies to the security manager.

3.7.7 Review status of open Operational Reporting (OPREP)or Commander critical information requirements (CCIR) reports.

3.7.8 Log events that occur during the shift in the daily events log. Event logs will open at 0001Z and close at 2359Z daily. The purpose of the daily events log is to serve as an official, continuous record of events affecting the unit and/or functions of the Command Center.

3.7.9 The shift Controller will complete the Shift Changeover Checklists to ensure oncoming Controllers will complete all required actions prior to assuming duty.

4 PERSONNEL

The selection, hiring, reassignment of duties, transfer, supervision, management, control, and termination of Contractor employees in performance of this PWS shall be the responsibility and prerogative of the Contractor; subject to verification by the Government that the minimum KSAs (knowledge, skills, and abilities) identified in Appendix B of this PWS are met. The Contractor shall designate one individual as their Site Lead for this task order. The Site Lead shall be the primary focal point for the Contracting Officer’s Representative (COR) and will be responsible for the general administration and scheduling of Contractor personnel to ensure there are no mission gaps due to illness, leave, or other personnel contingencies so that impact to the Government is minimal. The Contractor shall ensure all Contractor personnel performing on this task order conform to the policy of their assigned office regarding dress code, professional appearance, and general office behavior.

4.1 Qualifications

The Contractor shall ensure all personnel performing on this task order meet the minimum qualification requirements as identified by position in Appendix B. The Contractor shall provide the COR, Ordering Contracting Officer (OCO) and Contract Manager (CM) with a qualification package for each employee proposed to perform on this task order. This applies to new personnel and any incumbent personnel who were not previously performing the same tasks.

Qualification packages shall include: the task number, projected start date; detailed qualification summary or resume (with personal contact information redacted); background check and security clearance status; and any other information necessary for the Government to verify all required KSAs are being met.

4.2 Level of Effort (LOE)

For each FTE position, the Level of Effort is considered met if that position is filled for that month, or, if there is a vacancy of the position during the month and the vacancy does not exceed 30 calendar days. Per FAR 16.207-2, payment is based on the effort expended rather than on the results achieved. Therefore, if a position is vacant and remains vacant for more than 30 calendar days, the contractor shall not invoice for that vacant position. For vacancies that cross two or more months and exceed 30 days, the contractor may invoice for that position the month where the vacancy first occurred; however, the contractor shall not invoice for the second month (or longer) since the vacancy exceeded 30 days.

4.3 Turnover

The Contractor shall act to minimize personnel turnover throughout the life of the contract. The Contractor shall provide written notice to the COR/OCO/CM within three workdays of knowing an employee will no longer be supporting this task order. This written notice shall include the tasks impacted, the date and time when current support for the position will end, the reason the employee will no longer work on the task order, the anticipated replacement date, and what management action will be taken, if any, to ensure all tasks are supported for the duration.

4.4 Removal of Personnel

The OCO may request the Contractor provide a resolution within 1 workday if a Contractor employee, or subcontractor employee, is identified as posing a risk to the health, safety, security, general well-being, or operational mission of the installation and its population.

5 DELIVERABLES

The Contractor shall provide task order deliverables in a format mutually agreed upon by the OCO, COR, and the Contractor. All deliverables will be provided in the timeframes agreed upon between the Contractor and the Government. The Contractor shall ensure final drafts of all deliverables are professional and free of major errors. Major errors (mistakes, inconsistencies, absences, etc.) are those which, when relied upon, could cause harm (personal injury, equipment damage, financial loss, etc.) to the Government.

5.1 Hiring Status Report (HSR)

The Contractor shall provide an HSR (using Attachment 6) every Friday starting with the first Friday after contract award, until all positions are filled. The HSR shall contain, at a minimum, the name, security clearance and adjudication date for each new hire, and the position each is to fill. The final HSR, provided on the last Friday of the Transition In period (Section 10.1), shall contain all information requested in the attachment for all positions, including incumbent personnel to be retained, shall be validated and signed by the Contractor’s Facility Security Officer (FSO), and will become the Personnel Roster.

5.2 Personnel Roster

The Contractor shall maintain a current listing of all personnel performing on this task order (using Attachment 6). The Personnel Roster shall identify the Contractor’s Site Lead and on-site Security PoC and shall include all information requested in the attachment for all positions. The Personnel Roster shall be validated and signed by the Contractor’s FSO and provided to the Sponsoring Agency’s Security Manager. The Contractor shall provide an updated Personnel Roster whenever an employee's status changes, or employee(s) are added to or removed from this task order.

Note: The Government may require Contractor personnel to provide their DoD Electronic Data Interchange number or social security number for some transactions (i.e. verifying clearances, processing visitor requests, etc.).

5.3 Monthly Status Report

The Contractor shall provide monthly status reports for the duration of this task order. The report shall include:

a. Planned versus actual accomplishments – a by-task summary for the period, including at least one bullet per task showing how the Contractor met each task.

b. Anticipated activity – planned activities (e.g. tasks, travel, etc.) for the next period.

c. Other information – lessons learned, risks identified and analysis thereof, significant accomplishments, training completed, outstanding issues and recommendations, certifications or security clearances pending/expiring and mitigation plan, etc.

5.4 Trip Report

Following official travel, the Contractor shall prepare a trip report detailing the purpose of the trip, the individuals contacted, any agreements that were reached during the trip, or any other significant issues that were identified during the travel. The Contractor shall provide this trip report to the COR within five workdays after the completion of travel.

5.5 Quality Control Plan (QCP)

The Contractor shall develop, submit, and implement a Quality Control Plan to identify and prevent, or ensure non-recurrence of, defective services. The QCP shall be submitted to the OCO for acceptance no later than 30 calendar days after notice of award. The Contractor shall update the Quality Control Plan when deficiencies in quality control are identified, and the revised QCP shall be submitted to the OCO for acceptance no later than (NLT) five workdays after implementation by the Contractor. The QCP should include as a minimum:

a. Introduction and Purpose

b. Management Structure and Contact Information

c. Roles and Responsibilities of Contractor Personnel

d. Processes and Procedures to meet the Objectives of the PWS, including Appendix A

e. Internal Staffing Procedures

f. Subcontractor Relationships (if applicable)

g. Contractor (and subcontractor) Invoicing Processes

h. Process to address Government-issued Minor and Major Non-Conformances

i. Deliverables

5.6 Reports, Studies, etc.

The Contractor shall prepare and provide Reports, Studies, Briefings and similar when requested by the A3 office being supported.

5.7 Quarterly Lapse Rate Report

The Contractor shall provide a Quarterly Lapse Rate Report (using Attachment 6) for each 3 months of completed contract performance.

Table 1 – Deliverables

Deliverables PWS Ref. Deliver to Due Date

Hiring Status Report 5.1 COR/OCO/CM 1st Friday after award, then each Friday until all positions filled

Personnel Roster 5.2 COR NLT 2 workdays after an employee is added to, removed from, or changes positions within the task order

Monthly Status Report 5.3 COR/OCO/CM NLT the 15th of each month Trip Reports 5.4 COR NLT 5 workdays after return Quality Control Plan 5.5 COR/OCO/CM NLT 30 calendar days after award

Reports, Studies, etc. 5.7 Cognizant A3 personnel

As agreed upon by Government and Contractor

Quarterly Lapse Rate Report 5.8 COR/OCO/CM NLT 5 workdays after the end of each quarter of performance.

6 GOVERNMENT FURNISHED PROPERTY (GFP)

6.1 Government Provided Documentation

The Government will provide access to relevant Government organizations, information, documentation, manuals, texts, briefs, and other materials as required and available.

6.2 Government Provided Equipment / Office Space / Office Supplies The Government shall provide office space, Local Area Network (LAN) connections, computer (hardware and software), unclassified and classified e-mail and internet access, and other standard office equipment and supplies necessary to support the Contractor in performance of this task order. Laptops may be issued via hand receipt and shall be returned to the Government following completion of requirements for their use.

6.3 Loss, Damage, or Unauthorized Use

The Contractor shall establish and implement procedures to ensure all Government provided equipment is not lost, damaged, used by unauthorized persons, or connected to unauthorized external devices, physically or otherwise. The Contractor shall notify the OCO/COR of any occurrences of loss, damage, or unauthorized use within two hours of discovery of occurrence.

7 DATA

The Government has unlimited rights, including intellectual property rights, to all deliverables of this task order to include technical data derived from the completion of briefings, papers, studies, or other Government-directed work.

8 OTHER DIRECT COSTS

8.1 Travel

The Contractor may be required to travel to attend meetings/events/exercises in support of the PWS Objectives/Tasks. All trips will be in accordance with regulatory requirements and actual travel shall be coordinated and pre-approved by the COR in writing. The Government will only reimburse allowable costs in accordance with FAR 31.205-46. The Contractor shall provide travel receipts to the COR as attachments in Wide Area Workflow (WAWF) when invoicing for travel related costs. Travel projections are subject to change based on Government requirements and travel cost reimbursements are limited to the not to exceed (NTE) cost estimate of the applicable contract line item.

Table 2 – Travel Estimate (per year of performance)

Task Origin Destination # PAX # Trips # Days

All task JBLE, VA CONUS Locations 1 6 3 Note: Local travel to attend meetings within the local city or base of assignment commuting vicinity (~40 miles) shall be considered a cost of doing business and shall not be separately reimbursed.

9 SECURITY

The Contractor and all Contractor personnel shall abide by all AF and local rules, procedures, and standards of conduct.

9.1 DD254

A DoD Contract Security Classification Specification (DD Form 254, Attachment 2) is required for access to classified material. The Contractor shall also perform IAW the Compliance with National Industrial Security Program Operating Manual (NISPOM—32 CFR Part 117).

9.2 Visitor Group Security Agreement (VGSA)

The Contractor may be required to enter into a long term VGSA with the host base Information Protection Office if contract performance is on base for 90 days or more. The VGSA may take the place of a Standard Practice Procedure (SPP). The VGSA shall outline how the Contractor integrates security requirements for contract operations with the AF to ensure effective and economical operation on the installation. The agreement should address:

9.2.1 Security support provided by the AF to the Contractor to include storage containers for classified information/material, use of base destruction facilities, classified reproduction facilities, use of base classified mail services, security badging, base visitor control, investigation of security incidents, base traffic regulations, the use of security forms, and inspections.

9.2.2 Security support requiring joint Air Force and Contractor coordination includes packaging classified information, mailing and receiving classified materials, implementing emergency procedures for protection of classified information, security checks, and internal security controls for protection of classified material and high value pilferable property.

9.3 Facility Clearance

The Contractor shall possess a Secret Facility Clearance (SFCL).

9.4 Security Clearances

Requirements for security clearance qualifications of the personnel performing on this PWS are detailed in Table 4. Contractor personnel shall have appropriate clearances prior to commencing work unless otherwise approved in writing by the OCO. Contractors will complete the customer-provided Intelligence Oversight training as required by customer requirements and will report any Questionable Intelligence Activity (QIA), Significant/Highly Sensitive Matter (S/HSM), and/or Federal Crimes IAW procedures established in DoD Directive (DoDD) 5148.13, Intelligence Oversight, and AFI 14-104, Intelligence Oversight. For contracts involving cryptographic matters in addition to DoDD and AFI references, USSID SP0018, Legal Compliance and U.S. Persons Minimization Procedures, applies. The Contractor shall also complete visit requests for each individual who will be performing work on this task order in the Defense Information System for Security (DISS) prior to performance start unless otherwise approved in writing by the OCO. The Contractor shall ensure that any teaming partners or subcontractors have the appropriate clearances prior to beginning performance.

9.5 Notification

The Contractor shall notify the Servicing Security Activity at each location, and the local unit through DISS, 30 calendar days prior to contract performance on base. In the remarks section in the DISS visit request add the contract number and the company FSO name and contact number.

9.6 On-site Security PoC

The Contractor shall appoint an on-site Security PoC. The Security PoC, in coordination with the sponsoring agency's Security Manager, shall ensure all contractor personnel are integrated into the sponsoring agencies Information Protection Program and receive initial and recurring security education training IAW DoD 5200.01, DoD Information Security Program Manual, and AFMAN 16-1404, Air Force Information Security Program.

9.7 Access and Identification Media

The Contractor shall ensure the Government-issued access and identification media (e.g.

common access cards, etc.) required for contract performance are obtained for each employee performing on this task order, and for non-government owned vehicles if applicable. The Contractor shall implement controls to ensure all access and identification media issued to the Contractor by the Government are not lost, damaged, or used by unauthorized persons.

9.7.1 Retrieving Identification Media. The Contractor shall retrieve all identification media from any employee who ceases to perform work on this task order, for any reason, and provide the identification media to the COR within three workdays of them ceasing to perform.

9.7.2 Lost Identification Media. The Contractor shall immediately report to the COR/OCO/CM any occurrences of lost identification media. The Government may, at its discretion, deduct the cost of replacing lost identification media from any payment due the Contractor.

9.7.3 Prohibited Use. The Contractor shall prohibit the use of Government-issued identification by any persons other than the individual for whom it was issued, and for any purpose other than performance of this contract unless otherwise authorized in writing by the OCO.

9.8 Controlled Unclassified Information (CUI)

The Contractor shall comply with DoDI 5200.48, Controlled Unclassified Information. This regulation sets policy and procedures for the disclosure of records to the public and for marking, handling, transmitting, and safeguarding CUI.

9.9 Reporting Requirements

Contractor personnel shall report to an appropriate authority any information or circumstances of which they are aware that may pose a threat to the security of DoD or Contractor personnel or resources, or to classified or unclassified defense information. The Site Lead shall brief reporting requirements to all Contractor employees upon their initial on-base assignment.

9.10 Physical Security

The Contractor shall be responsible for safeguarding all Government property, information, and controlled forms provided for Contractor use. At the end of each work period, all Government facilities, equipment, and materials shall be secured.

9.11 Controlled/Restricted Areas

The Contractor shall implement local base procedures for entry to Air Force controlled/restricted areas where Contractor personnel will work. An AF Form 2586, Unescorted Entry Authorization Certificate, must be completed and signed by the sponsoring agencies Security Manager before a Restricted Area Badge will be issued.

9.12 Communications Security (COMSEC)

The Contractor may require access to COMSEC information. If applicable, the DD 254 provides further instructions on safeguarding and managing COMSEC material.

9.13 Government Network Access

Contractor employees who need access to government IT systems are determined to be trustworthy by the completion of a favorable personnel security investigation commensurate with assigned duties and by a designated government official prior to IT access being granted and performance start. This is accomplished through the system authorization access request, within 5 working days from contract award date, via the DD Form 2875.

Visitor groups are prohibited from establishing their own IT systems/networks (Local Area Networks (LAN), Wide Area Networks (WAN), Cellular phone/USB Modem as WAN, Wi-Fi as WAN, etc.).

9.14 Computer Security

The Contractor shall ensure all contractor personnel performing on this contract complete the IA training (e.g. Cyber Awareness) at https://public.cyber.mil/training/cyber-awareness-challenge/ prior to gaining access to ".mil" or ".smil"(Secure .mil) domains. The contractor shall maintain a record of course certificates to provide to the Government upon request.

10 TRANSITION

10.1 Transition In

The Government intends to award the contract approximately one month prior to when the awardee will assume responsibility for the PWS Objectives/Tasks. The Contractor may use this Transition In period for transition-related activities like coordinating interviews with current and prospective employees, identifying training requirements, familiarization with Government programs and personnel, and similar. The Transition In period will be considered part of the contract period of performance.

10.2 Transition Out

Prior to the end of the TO period of performance, the Contractor shall support a Transition Out period of up to one month. The Contractor shall remain responsible for providing the services required by this PWS for the Transition Out period. During the Transition Out period, the Contractor shall coordinate with the incoming contractor, the COR, and other cognizant Government personnel to ensure all programs, information, data, etc. is passed from the Contractor to the incoming contractor, so there is no break in customer or mission support. The Contractor shall disclose necessary personnel records for employees performing on this contract and allow the incoming contractor to conduct on-site or remote interviews with them. If these employees accept employment with the incoming contractor, the Contractor shall release them at a mutually agreeable date.

11 ADMINISTRATION CONSIDERATIONS

11.1 Place of Performance

Performance shall take place on Langley AFB, VA.

11.2 Duty Hours

https://public.cyber.mil/training/cyber-awareness-challenge/ https://public.cyber.mil/training/cyber-awareness-challenge/

11.2.1 Tasks 1-6. Normal duty hours are 0800-1700, Monday through Friday, for the duration of the period of performance, except for Federal Holidays (https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays/). Contractor personnel who travel on temporary assignment, if applicable, may be required to follow the schedule at the local place of performance and will be notified of temporary duty hours prior to departure. During Exercise support, the duty hours may shift, but total hours will not exceed nine hours per day.

11.2.2 Task 7. Command Center controllers work a rotating 12-hour shift schedule which includes days, nights, weekends, and Federal Holidays. Rotating shifts include one month of working days then one month of working nights. The duty schedule will be 3 days on, 2 days off, 2 days on, and 3 days off, which then repeats. However, in the event of emergencies and manning constraints, duty schedules may change but will not impact the required hours.

11.2.3 Changes to duty hours will be coordinated 48 hours in advance and shall conform to a schedule agreed upon by the Contractor and the COR.

11.3 Alternate Work Location

Telework is not authorized. However, alternate work locations may be permitted for this task order on a case-by-case basis with OCO and COR approval. If the primary duty location is not available to Contractor personnel (i.e. office closed) then Contractor personnel may be directed to work from an alternate location. Working from an alternate location shall not involve working with or transporting classified information.

11.4 Contractor Identification

Each Contractor employee shall, while on duty, wear in plain view on the upper portion of their outer garment a durable (e.g. metal, plastic, etc.) identification badge to be furnished by the Contractor, containing the company name, employee name, and the section where the employee works. Contractor employees shall clearly identify themselves as "contractors" at all times, in all communications and representations (e.g. in meetings, conversations, phone calls, emails, etc.), whether with Government personnel, other contractor personnel, or with the public. Contractors with access to the base LAN or with a Government email address shall include the designation "ctr" in their email address and the signature block of their emails shall include their company’s name. The Contractor shall notify the COR if the "ctr" designation is not included in the email address for their personnel performing on this task order.

11.5 Base Shutdown / Inclement Weather

The Contractor shall follow guidance of the installation containing their place of performance to determine reporting schedules and locations during a base closure or inclement weather. The website for guidance regarding status of Langley AFB is http://www.jble.af.mil.

11.6 Family Days / Down Days

ACC Family and Down Days do not apply to Contractor personnel.

11.7 Kickoff Meeting

The Contractor shall attend a kickoff meeting specific to this task order within 14 calendar days of contract award. The Contractor shall coordinate the date, time, and location for the meeting with the COR/OCO/CM at least three workdays prior to the kickoff.

11.8 CPARS

http://www.jble.af.mil/

Performance history will be reported in the Contractor Performance Assessment Reporting System (CPARS) IAW FAR subpart 42.15.

12 QUALITY

12.1 Quality Control

Quality control is the Contractor’s responsibility. The Contractor shall identify and control non-conformances through root cause analysis, corrective actions, preventive actions, etc. The Contractor shall maintain an organized record of non-conformances and corrective actions taken.

The Contractor shall respond to and correct all Government-identified non-conformances IAW time frames specified by the OCO.

12.2 Quality Assurance

The Government will perform quality assurance surveillance and will evaluate the Contractor’s performance in accordance with this PWS and the Services Summary in Appendix A. This does not relieve the Contractor of the responsibility for quality control, nor does it limit the Government’s rights under any of the terms of the OASIS contract. The absence of any PWS or contract requirement from the Services Summary does not detract from its enforceability nor limit the rights or remedies of the Government under any other terms of this task order.

12.2.1 Access. The Contractor shall, on a non-interference basis, provide the OCO or their authorized representative with access to all work areas, records, and data used in the performance of the contracted services within one workday of access being requested.

12.2.2 Minor Non-conformance. A minor non-conformance is a non-conformance which, by itself, does not adversely impact: the mission; the safety of personnel or equipment; or, program performance, schedule, or cost. A minor non-conformance does not increase risk to the Government. Minor non-conformances are typically low risk. Upon receipt of a non-conformance notification, the Contractor shall complete applicable sections and return it to the OCO within time constraints directed by the OCO in the notice.

12.2.3 Major Non-conformance. A major non-conformance is a non-conformance that does adversely impact (or has the potential to adversely impact): the mission; the safety of personnel and/or equipment; or, program performance, schedule, or cost. A major non-conformance increases risk to the Government. An example of increasing risk would be a significant number of recurring non-conformances, minor or major, which is an indication of inadequate quality control and lowers the Government’s confidence that the Contractor can provide quality services on time and within costs. The OCO will communicate major non-conformances on a Corrective Action Request (CAR) form. Upon receipt of a CAR, the Contractor shall develop and provide a corrective action plan by the suspense date identified by the CAR. At a minimum, the Contractor’s corrective action plan will address:

a. Action taken (or to be taken and when) to fix the immediate non-conformance.

b. Findings from a root cause analysis of the problem.

c. Corrective action taken (or to be taken and when) to resolve the cause of the problem.

d. Actions to be taken to prevent recurrence of the non-conformance.

13 ENVIRONMENTAL SAFETY AND HEALTH

13.1 Environmental

The Contractor shall comply with all applicable Federal, State, and local environmental laws, regulations, and policies, including changes and amendments to the same made during the period of performance. The Contractor shall comply with the highest degree of environmental protection where any disagreements exist. For OCONUS work, if applicable, the Contractor shall also comply with all applicable host nation statutes and agreements. In addition, the Contractor shall comply with the DoD Overseas Environmental Baseline Guidance Document (OEBGD) or the Final Governing Standards (FGS) if applicable.

13.2 Safety and Health

The Contractor shall comply with all applicable Occupational Safety and Health Administration (OSHA) and Air Force Occupational Safety and Health (AFOSH) standards, technical orders, regulations and referenced publications, both inside and outside of the US. The Contractor shall comply with the highest degree of safety protection where any disagreements exist.

APPENDIX A: SERVICES SUMMARY

Table 3 – Services Summary

# Performance Objective

PWS

Reference Performance Ratings

Quality

Q1 Provide quality service IAW the PWS

Sections 2, 3, 5, and 12

1. Exceptional –

a. COR/OCO receive multiple positive feedbacks from Mission Partners (cognizant A3 orgs) indicating how Contractor exceeded expectations; and

b. No Major Non-conformances and no unresolved Minor Non-conformances.

2. Very Good –

a. COR/OCO receive positive feedback from

Mission Partners indicating how Contractor exceeded expectations; and

b. No Major Non-conformances and no unresolved Minor Non-conformances.

3. Satisfactory – No unresolved Major Non-conformances, no recurring Major Non-conformances, no more than one resolved Major Non-conformances, and no negative mission impact realized due to Non-conformances.

4. Marginal – No unresolved Major Non-conformances.

5. Unsatisfactory – Any unresolved Major Non-Conformance.

Schedule

S1

Provide timely, accurate deliverables and timely communication IAW the PWS

Sections 2, 3, 5, and 12

1. Exceptional –

a. All deliverables are timely and accurate on the first submission; and

b. Consistently responds to COR/OCO and

Mission Partner communications within one workday.

2. Very Good –

a. All deliverables are timely and accurate, with no more than two exceptions to being accurate on first submission; and

b. Consistently responds to COR/OCO and Mission Partner communications within one workday.

3. Satisfactory –

a. No more than 5 deliverables are untimely and all deliverables are accurate; and

b. Consistently responds to COR/OCO and Mission Partner communications within two workdays.

4. Marginal –

a. More than five deliverables are untimely or inaccurate; or

b. Consistently takes more than two workdays to respond to COR/OCO or Mission Partner communications.

5. Unsatisfactory –

a. More than ten deliverables are untimely or inaccurate; or

b. A pattern of being nonresponsive, or of delaying to similar effect, to COR/OCO or Mission Partner communications.

Management

M1

Provide qualified personnel at performance start IAW the PWS

Sections 4 and 5.2, and Appendix B

Performance is acceptable when:

a. All positions have qualified personnel identified NLT the last workday of the Transition In period; and

b. All positions begin work on the first day of performance unless previously negotiated with the OCO.

M2

Provide qualified personnel to resolve vacancies in a timely manner and maintain required security clearances IAW the

PWS

Sections 4, 5.2, 9, 11.3, Appendix B, and DD254

1. Exceptional –

a. All vacancies filled with qualified personnel within 30 calendar days;

b. No negative mission impact during vacancies; and

c. All required security clearances are kept current.

2. Very Good –

a. No more than one vacancy exceeding 30 calendar days;

b. No negative mission impact during vacancies; and

c. All required security clearances are kept current.

3. Satisfactory –

a. No more than two vacancies exceeding 30 calendar days;

b. No negative mission impact during vacancies; and

c. No negative mission impact due to lack/lapse of required security clearance(s).

4. Marginal –

a. Any number of vacancies longer than 30 calendar days having minor negative mission impact; or

b. Lack/lapse of required security clearance(s) having minor negative mission impact.

5. Unsatisfactory –

a. Any number of vacancies longer than 30 calendar days having major negative mission impact; or

b. Lack/lapse of required security clearance(s) having major negative mission impact or potential negative mission impact.

APPENDIX B: KNOWLEDGE, SKILLS, AND ABILITIES (KSAs)

Note: All positions require technical and conversational fluency in English speaking, reading, and writing. Unless otherwise indicated, “recent” means within the last 5 years.

Table 4 – KSAs

PWS 3.1 Task 1: GCCS/DCAPES Operational Support Analyst Core FTEs

Opt.

FTEs

KSA # Minimum Experience / Education / Security Requirements 1 1a Bachelor’s degree in Logistics or Management 1b 5 years of experience in AF Logistics, Personnel, or Manpower career fields 1c 3 years of experience working at an Air Staff or AF MAJCOM 1d 3 years of experience in AF contingency/crisis operation planning 1e 3 years of experience managing an AF training program

1f 3 years of experience with AEF deployment (rotational and crisis) planning procedures, processes, and policies relating to Air Force Generation (AFFORGEN)

1g 3 years of experience with Joint and CJCS deployment processes, policies, and planning guidance

1h Completion of JOPES, JOPES Functional Manager, JCRM, and DCAPES courses 1i Secret Security Clearance

PWS 3.2 Task 2: ACC Readiness Data Analyst Core FTEs

Opt.

FTEs

KSA # Minimum Experience / Education / Security Requirements 2 2a Associate degree

2b 2 years of experience working with DRRS and UTC assessment systems and analyzing unit readiness data from DRRS

2c 2 years of experience using directives governing Joint Chief of Staff (JCS )Readiness Reporting including DRRS and the AF readiness reporting system

2d 2 years of experience using automated readiness reporting tools (e.g. DRSS/DCAPES to input unit resource status

2e 2 years of experience reviewing draft DOC Statements, making recommendations, and providing detailed, in-depth guidance and assistance to ACC FAMs

2f Secret Security Clearance

PWS 3.3 Task 3: ACC Readiness Execution Manager Core FTEs

Opt.

FTEs

KSA # Minimum Experience / Education / Security Requirements 1 3a Master’s degree

3b 4…