Attachment 1

FA300226R0015

Performance Work Statement (PWS) for

Strategic Talent and Assessment Research (STAR) Support 31 Mar 2026

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The purpose of this Performance Work Statement (PWS) is to acquire technical execution and operations support services for the Strategic Talent and Assessment Research (STAR) Program. This contract is specifically for non-advisory, hands-on work of building, running, and fixing systems, directly responsible for operational output. Services include providing a broad set of technical skills critical to the effectiveness of STAR, including psychometric expertise, programming/database management, research design, data analysis, assessment development, aviation psychology, and direct software and system engineering. The Contractor shall provide technically qualified employees to meet the stated objectives and accomplish the work required under this PWS. Specific requirements will be identified by the issuance of individual Task Orders (TOs).

1.2 Background. The Headquarters, United States Air Force, Director of Air Force Military Force Management Policy, AF/A1P, Accession and Training Division (A1PT) is responsible for the Air Force Examining Activities Program, which supports the STAR established in DAFMAN 36-2664. The STAR mission is to develop assessments and screening processes to assess recruit and Airmen knowledge, skills, abilities, and potential, and then optimally match personnel to jobs that optimize their abilities and potential to support optimal warfighting mission capability.

The program is supported by personnel at Air Staff, the Air Force Personnel Center (AFPC), and Air Education and Training Command (AETC). The purpose of the program is to apply scientific evidence-based practices to optimize human capital management, mission capability, readiness, reduce attrition, and increase retention by improved selection, classification, and utilization assessment. The program, which includes a staff of technically qualified researchers and analysts, requires direct technical execution via contract for a series of specialized technical skills either not possessed by the staff or deemed inefficient for the staff to support with their skillsets. This contract supports the DoW's emphasis on direct technical execution from contractors.

1.3 Applicable Documents. This section contains the list of compliance and reference documents that the contractor and contractor subs shall comply with and reference in the execution of this contract. Although dates are provided with each document, for the purposes of executing the tasks in this PWS, all references shall be to the current edition in use by the Government at the time of award or when options are executed. Exceptions to these documents will require written Government approval from the CO prior to use. This list will be confirmed by the Government and Contractor. It will be updated prior to contract award and again at contract option exercise. Updates may occur during the POP. The CO is authorized to negotiate for additional compliance and reference documents and updates during base and prior to subsequent PoP options. Contractors shall use these additional documents when performing the contract.

1.3.1 Compliance Documents

1.3.1.1 AFI 33-332, Air Force Privacy and Civil Liberties Program. Applies to all government workers including contractors that work with Air Force records to ensure they remain in compliance with the Privacy Act of 1974.

1.3.1.2 Department of Defense Federal Acquisition Regulation Supplement (DFARS) DFARS 246.401. Mandates quality assurance for service contracts, that they be addressed and documented to facilitate evaluation of performance.

1.3.2 Reference Documents

1.3.2.1 AFI 36-2618, The Enlisted Force Structure. Provides the enlisted force structure along with the associated levels of education, training, experience, and leadership responsibilities. It will be important for contractors to be familiar with this structure to provide relatable and applicable deliverables

1.3.2.2 AFI 36-2101, Classifying Military Personnel (Officer and Enlisted). Provides framework for personnel classification, including procedures for alteration of Air Force classification codes and identifies duties and tasks needed for each position. Contractors should reference this document in associated work with evaluation of entry standard evaluation requests as well as other work that utilizes this framework and information.

1.4 Scope. The Contractor shall perform multiple support activities for a variety of STAR projects and initiatives. Due to the dynamic nature of STAR’s mission, the Contractor’s Program Manager may reassign individual contractor employee positions to different projects as contractor support needs are adjusted to support most important priorities. Contract-provided employees supporting this effort and their respective skillsets needed shall fall under one of the following Tasks below with respectively listed qualifications.

This Indefinite Delivery/Indefinite Quantity (IDIQ) contract provides for the award of Task Orders that may be funded with Operations and Maintenance (O&M), Research, Development, Test & Evaluation (RDT&E), or Procurement appropriations, as appropriate to the work being performed. The Government will define the specific appropriation (color of money) at the Task Order level. Each Task Order shall specify the applicable funding citation, appropriation type, and any fiscal law limitations consistent with 31 U.S.C. §1301 and DFARS 204.7103-1.

1.4.1 TASK 1 OCCUPATIONAL REQUIREMENTS IDENTIFICATION AND

RESEARCH INITIATIVES

The Contractor shall provide technically competent personnel with an understanding of force management principles (e.g., selection, classification, utilization, sustainment, attrition/retention, testing programs) to directly perform the following:

1.4.1.1 Research Initiatives Execution:

1.4.1.1.1 Directly conduct research and analysis to support improved person-job assessment and screening.

1.4.1.2 Develop and execute analytical queries to extract insights from large datasets related to occupational requirements.

1.4.2 TASK 2 PROGRAM OPERATIONS AND SOFTWARE SYSTEM MANAGEMENT

The Contractor shall directly support the following activities, focusing on operational execution:

1.4.2.1 Possess broad knowledge and understanding of Air Force organizations and missions, Air Force personnel programs and policies, and experience working at the squadron level with operational Air Force units.

1.4.2.2 Communicate with all levels of Air Force personnel from Air Staff and Air Force leadership to career field managers, program managers, MAJCOMs, and field personnel from airmen to commanders.

1.4.2.3 Provide informational briefings (Section 2.2, Deliverable A017) to educate functional communities, program managers, policy POCs, and Air Force leaders about the Examining Activities program resources available to support them.

1.4.2.4 Identify target areas and formulate projects to promote synergy and collaboration.

1.4.2.4.1 Support a network of organizations/contacts, creating communication tools and working groups for different organizations to present papers and discuss ongoing research and analysis work.

1.4.2.5 Workflow Management and Implementation:

• Manage career field request workflows to ensure that projects are initiated, planned, executed, monitored, and closed in accordance with AFPC processes.

• Directly work with career field managers, training managers, and other functional managers to conduct needs analysis to thoroughly understand issues and concerns, connect with research staff to identify solutions and studies, coordinate between operators and researchers in data collection efforts, communicate with and keep operators informed on progress of analysis and validation, promote ongoing dialogue, obtain iterative feedback as technical program staff work operators’ concerns.

• Directly work with HQ AFAC to ensure effective implementation of new enlisted assessments (e.g., Predicted Success Models).

1.4.3 TASK 3 PSYCHOMETRICIAN SUPPORT

The Contractor shall provide direct technical support for the following activities:

1.4.3.1 Qualifications: Possess PhD in Psychometric and have at least 5 years of experience.

1.4.3.2 Provide technical support on all program projects requested by government, responsible for overall testing program measurement databank and conduct analysis to ensure the assessments and measures are psychometrically sound.

1.4.3.3 Will utilize a wide range of analytical techniques (e.g., scaling, equating, item and test analyses, pool assembly and configuration of CAT items), evaluate properties of modern item formats (e.g., serious games), apply Item Response Theory (IRT), assist in research design, power analyses, help ensure optimal methodology in assessment measurement.

1.4.3.4 Design and conduct test development analytic projects upon government’s request.

Examples include designing a sampling plan and collecting data to establish a norm population of AFOQT test takers, and assembling a pool of items in a specific domain based on item psychometrics and assessing the performance of the items (Section 2.2, Deliverable A019).

1.4.3.5 Provide direct support on project teams as the principal psychometrician. Projects include career field requests on entrance standards, in which test and outcome data are analyzed to determine cut scores and optimal composites that address career field concerns like training attrition or low number of qualifying candidates at accession.

1.4.4 TASK 4 AVIATION PSYCHOLOGY SUPPORT

The contractor shall assist the government Principal Scientist in identifying instrumentation that best supports measurement of basic aviation skills, developing and executing a data collection plan that provides concurrent validation of potential instrumentation, and writing technical reports/briefings to describe progress and outcomes of the work (Section 2.2 Deliverable A015).

Additionally, the contractor shall work closely with AETC pilot training instructor pilots and curriculum developers to understand skills and abilities required to be a successful pilot to then apply them to the Air Force enlisted and officer aviation classification processes. To support this task the contractor shall possess knowledge in:

1.4.4.1 General cognitive psychology:

1.4.4.1.1 Perceptual processes and display design

1.4.4.1.2 Attention and working memory

1.4.4.1.3 Skill development and transfer of training

1.4.4.1.4 Decision making processes

1.4.4.1.5 Stress & mental workload

1.4.4.1.6 Individual differences

1.4.4.2 Specific aviation domain knowledge in:

1.4.4.2.1 Simulation & training

1.4.4.2.2 Flight procedures

1.4.4.2.3 Flight control

1.4.4.2.4 Flight deck displays

1.4.4.2.5 Crew resource management

1.4.4.2.6 Human-automation interaction

1.4.4.2.7 Accident/incident analysis

1.4.4.3 The following skills and abilities:

1.4.4.3.1 Experimental design and statistical analysis

1.4.4.3.2 Task analysis, in particular, cognitive task analysis

1.4.5 TASK 5 PROGRAMMING SUPPORT/DATABASE MANAGEMENT &

SOFTWARE DEVELOPMENT

The Contractor shall directly perform the following activities:

1.4.5.1 Utilize SME experience in managing databases and in programming assessments.

1.4.5.2 Software Development & Deployment:

• Design, develop, test, and deploy custom software applications for the STAR mission area, including psychometric assessments and data management tools.

• Implement Agile software development methodologies, including sprint planning, daily stand-ups, and retrospectives, to deliver incremental capabilities.

• Develop and integrate APIs to enable data exchange between disparate systems.

• Perform code reviews, unit testing, and integration testing to ensure software quality and reliability.

• Develop new programs coded in modern programming languages like R, Python, or

Transforms, ensure through their own quality check process that it works, and provide to government employee upon completion and quality verification for usage.

• Be able to program data processing using tools such as Informatica.

• When necessary, convert legacy programs coded in Turbo Pascal and older languages to modern programming languages like R, Python, or Transforms and utilizing tools such as Informatica.

• Develop a template, guidebook, Data dictionary, and standard operational procedures/processes for all data sets.

1.4.5.3 Data Management and Analytics:

• Provide cleaned, de-identified data files from organizational databases within 14 business days of research project managers' requests (Section 2.2, Deliverable A020).

• Design, implement, and maintain databases (e.g., SQL, NoSQL) to support mission applications.

• Perform database performance tuning, backup, and recovery operations.

• Ensure data integrity, availability, and security.

• Develop and maintain data pipelines for data ingestion, transformation, and loading

(ETL).

• Implement data warehousing and data lake solutions.

• Ensure data quality and consistency across various data sources.

1.4.5.4 Efficiency and Modernization:

• Develop greater efficiency in the flow and availability of test data in the selection and classification process for recruiters, trainers, researchers, etc..

• Support measurement of new constructs and new ways to assess constructs with lower adverse impact to be evaluated at BMT experimental lab, quick turn updates and modifications of experimental measures to support timely research.

• Update and modify operational assessments to improve validity and other psychometric characteristics.

• Provide complex management of test item banks, support development of software platforms and environments to manage databases and house assessments, access and updating of supporting item statistics for availability to researchers without unnecessary inefficient use of their time.

• Explore and implement the use of more complex ML and AI methodologies as practicable. Develop, train, and deploy AI/ML models for relevant use cases such as predictive maintenance or natural language processing related to personnel data. Integrate AI/ML capabilities into existing systems. Manage AI/ML data pipelines and model lifecycle.

1.4.6 TASK 6 RESEARCH DIRECT SUPPORT

The Contractor shall directly perform the following activities:

1.4.6.1 Evidence-Based Topical Papers: Prepare evidence-based topical papers to provide decision support in the human resources domain (Section 2.2, Deliverable A021). The topical papers shall be prepared in accordance with guidelines established in the Center for Evidence Based Management Critically Appraised Topic methodology (see https://cebma.org/assets/Uploads/CEBMa-CAT-Guidelines.pdf). These research products using literature review and best available evidence to support decisions are due NLT than deadline set by government for that product.

1.4.6.2 Study Support:

• Provide study support for personnel researchers (e.g., data entry, data cleaning, management of data sets).

• Conduct literature reviews.

• Prepare briefings.

• Write portions of technical reports.

• Conduct data analysis.

• Format tests and test content.

• Assist in test banking of assessment questions.

• Design surveys.

• With guidance from the government POC, contribute to the development of project deliverables such as structured interviews, competency models, test items, etc.

1.4.7 TASK 7 OPERATIONAL TESTING SUPPORT

The Contractor shall possess basic knowledge of Air Force organizations, AF personnel programs and policies, and automated office equipment to include optical scanner operation.

Shall perform basic periodic maintenance to office equipment. Shall utilize office tools such as MS-Excel, MS-Access and other database programs and off the shelf standard software to manage and inventory online accounts. Basic knowledge of military personnel instructions, principles, processes, and polices of regulations, and directives regarding receipt, storage, https://cebma.org/assets/Uploads/CEBMa-CAT-Guidelines.pdf handling, packaging, accountability, and destruction of test material are required. The contractor shall perform operational testing duties to include:

1.4.7.1 Account Management Assistance: Assist (Weighted Airmen Promotion System) WAPS and Air Force Officer Qualifying (AFOQT) account managers in direct support of 190 plus electronic WAPS and AFOQT test accounts worldwide.

1.4.7.2 Data Processing and Analysis: Directly support WAPS and AFOQT account managers in account administration, test result data scrubbing, analyzing test data metrics, processing electronic test results files, receiving, opening and logging controlled test material from TCO field sites as well as processing voucher requests from TCOs worldwide.

1.4.7.3 Guidance and Training Dissemination: Directly assist in disseminating guidance, training, and policy interpretation, and feedback to TCOs on test processing procedures and online testing protocols via electronic distribution protocols.

1.4.7.4 Discrepancy Resolution: Identify discrepancies in electronic test delivery / processing and assist in providing training on corrective actions to test control officers at base level.

1.4.7.5 Inquiry Response: Respond to inquiries and tasks regarding disposition of test scores, electronic test results files, and projects concerning test information.

1.4.7.6 Data Metrics and Error Correction: Compile data metrics to determine error trends in electronic test results processing to ensure 100% accountability of all test results resulting from electronic testing. Directly assist account managers in resolving incorrect or rejected electronic data results files during results processing by identifying and correcting data errors as required as well as identifying and correcting any electronic test results files in real time.

1.4.7.7 System Verification: Ensure candidate account information, logon ID, from candidates having trouble logging in are verified and validated with Pearson VUE representatives to ensure electronic testing mission accomplishment.

1.4.7.8 Data Control and Security: Ensure control, security, and exact count of online electronic test results files are error free and ready to be processed by the WAPS systems.

1.4.7.9 Accountability Logging: Provide accountability and logging of operational testing information to include each TCO appointment letter containing name, address, location, email address, and other pertinent information.

1.4.7.10 Training Material Development: Directly assist with development of training materials and guides to include creating/posting TEAMS channels as well as preparing slides, briefings, talking papers, articles, etc. to disseminate information to TCO field sites (Section 2.2 Deliverable A018).

1.4.8 TASK 8 AFPC BUSINESS PROCESS OWNER (BPO) ASSISTANCE

Th contractor shall possess broad knowledge of Air Force organizations and missions and AF personnel programs and policies. Be knowledgeable in the utilization of office tools such as MS- Excel, MS-Access and other database programs and off the shelf standard software to manage and inventory accounts. Possess basic knowledge of web-based tools and programs such as and MS Teams and Zoom to facilitate training and task management. Have basic base knowledge of various office automation software programs, tools, and techniques, which support operations and produce a variety of products such as graphs, reports, and spreadsheets for use in briefing and reporting metrics. The contractor shall perform BPO assistance duties to include:

1.4.8.1 Directly assist in the Management of Test Control Officer (TCO) Network (490 plus active duty, Guard, Reserve, ROTC, MEPS)

1.4.8.1.1 Assist in development of automated database to accurately track TCO accounts and appointment letters and produce localize reports

1.4.8.1.2 Assist in logging TCO appointment letter to include name, address, location, email address, and other pertinent information for accountability purposes

1.4.8.2 Assist in providing established procedural guidance to TCOs

1.4.8.2.1 Assist in development of knowledge articles, guides, briefs and messages to ensure TCOs are kept abreast of policy and procedural guidance

1.4.8.3 Assist in development of group distribution email listings to quickly disseminate policy, procures and short notice tasks or requests for information.

1.4.8.4 Assist in Test Material Inventory process by creating/maintaining database to track material on hand at TCO site locations for the limited paper based CTM on hand at AFDPO. The Contractor shall establish suspense for TCOs for timely return of CTM inventories and track this information using office automation tools.

1.4.8.5 Assist with development of TCO Training materials and guides, to include preparing slides, briefings, talking papers, articles, etc. to disseminate information to TCO field sites (Section 2.2 Deliverable A018).

1.4.8.6 Assist with setting up new TCO accounts by providing electronic email confirmation to AFDPO warehouse for establishment of new accounts for CTM test material ordering.

1.4.8.7 Liaise with SAF publishing to ensure issues such as printing, re-ordering, stock levels are continuously monitored to ensure TCO field sites can accomplish their mission.

1.4.8.8 Collaborate, plan for, and assist the implementation of automated testing processes.

1.4.8.9 Disseminate guidance and procedures to the field in support of operational testing programs (e.g., Pilot Candidate Selection Method/Test of Basic Aviation Skills (PCSM/TBAS), Defense Language Proficiency Testing (DLPT), Defense Language Aptitude Test (DLAB), Armed Forces Classification Test (AFCT).

1.4.8.10 Support BPO with planning meetings/interactions and coordination/collaboration with Examining Activity program policy, research, operational testing, and related organizations (e.g., AFRS, AAD, OA).

1.4.8.12 Possess basic knowledge and experience in contract rules and procedures

1.4.8.13 Assist account managers in resolving incorrect or rejected electronic test files during processing by identifying and correcting errors as required.

1.4.9 TASK 9 INTERORGANIZATION COLLABORATION AND RESEARCH

EXECUTION

Contract personnel from tasks 1 and 2 shall also provide direct technical execution support for this task. The Contractor shall directly develop specific action plans in accordance with the recommendations made in: Strengthening US Air Force Human Capital Management: A Flight Plan for 2020-2030 The National Academy of Sciences National Academies Press (ISBN 97800- 309-67868-1) (https://www.nap.edu/catalog/25828/strengthening-us-air-force-human-capital-management-a-flight-plan) and most current senior leader priorities and guidance.

1.4.9.1 Collaboration and Data Super-Structure Support:

• Directly support the Government in coordinating group discussions and interacting with personnel in multiple organizations throughout the Air Force including but not limited to AF/A1P, AF/A1X, AF/A1XD, AF/A1H, AFMA, AFPC/DSYX and AFPC/DSYD, AETC SAS (including AETC SAS ADA and AETC SAS AAD), HQ AETC A3J, AFRS, USAFA, OLEA, AFROTC, AU, AFRL, etc.

• Directly support an integrated data/analysis/assessment “super-structure” that facilitates:

o Sharing of Air Force data (e.g., recruiting, personnel, training, assessment, performance) across organizations in a manner that safeguards and is in compliance with proper data security and protection.

o Coordination and shared understanding across Air Force organizations of relevant force management and assessment research to minimize duplication and leverage research to optimize value across the enterprise.

o Development of assessment and evaluation tools relevant to recruiting, selection and classification, training & education, force development, and utilization.

o Evaluation methods to ensure processes are current and adapting to emerging mission needs in support of optimal talent management (person-job match).

1.4.9.2 Identification and Reporting:

• The Contractor shall directly support the Government in identifying the following and will provide to the government either a written report or briefing, depending on government’s request NLT than deadline imposed by government POC (A023):

o More effective ways to share and use existing data.

https://www.nap.edu/catalog/25828/strengthening-us-air-force-human-capital-management-a-flight-plan https://www.nap.edu/catalog/25828/strengthening-us-air-force-human-capital-management-a-flight-plan o Gaps in relevant human capital assessment data and recommend additional types of data collections (e.g., new criterion measures, new domains of human abilities to assess, more effective assessment methods utilizing emerging technology).

o Flexible ways to integrate and use existing data in a way that is more responsive to emerging needs.

o Ways to promote communication and minimize duplication.

o Ongoing processes for evaluating and updating standards for relevancy and currency.

o Mission areas where experiments can be conducted to evaluate existing force management processes and analyze new ones.

o Broader applications of occupational competencies with integration into all phases of talent management processes.

o Processes for defining person-job “fit”.

o Methods for exploring emerging mission requirements and needs to inform talent management processes.

o Broader and more comprehensive ways to assess personnel for all phases of talent management processes.

o Improved ways to promote diversity and inclusion to better utilize all segments of

American population and more robust mission capability.

1.4.10 TASK 10 CONTRACT MANAGEMENT SUPPORT (NON-ADVISORY)

The Contractor shall provide direct contract management support, emphasizing management and oversight of Contractor personnel and their technical execution as detailed in this PWS. This includes the direct management and oversight of all activities performed by Contractor personnel, including subcontractors.

1.4.10.1 Contractor Program Manager (CPM). The Contractor shall identify a Contractor Program Manager (CPM) by name who shall provide direct management, direction, administration, quality control, and leadership. The CPM shall be the primary Contractor representative directly responsible for all work awarded under this requirement, participate in Program Management Reviews (PMRs), and ensure all standards referenced herein are adhered

to. The CPM’s contact information (i.e., name, phone number, email, etc.) shall be sent to the CO and COR NLT five (5) business days after contract award.

1.4.10.2 Program Management Plan (PMP). The Contractor shall prepare and deliver a draft and a final PMP that is based on the Contractor’s direct solution NLT than date set by the government POC. The Contractor shall utilize the PMP as the foundation for information and resource management planning. Where appropriate, the PMP shall be automated utilizing software such as MS Project or AF standard Project Management software or utilizing other MS products such as Word and PowerPoint. At a minimum, the PMP shall:

• Describe the proposed direct management approach and Contractor employee list with their respective contractor manager that the government can reach out to if there are issues.

• Provide an overall Work Breakdown Structure (WBS) and associated responsibilities and partnerships between or among Government organizations.

• The WBS shall identify all technical activities at a level of detail sufficient for the Contractor to manage the work at no less than a week-by-week basis.

• Each WBS element shall be accompanied by a description and expected result(s).

• Each WBS element shall include an estimate of the duration, level of effort (LOE) by labor category, and resource cost. It shall also annotate the amount of hours worked per task activity, the level of activity shall be defined by government POC.

• Contain detailed Standard Operating Procedures (SOPs) for all tasks that include a request for a SOP to be delivered NLT date set by government POC.

• Include milestones, tasks, and subtasks required.

• Include a staffing matrix (including all subcontractor personnel) with all personnel assigned to the contract and include their position, office location, building access status, and AF computer equipment assigned (if any).

• Include the Contractor’s general operating procedures for:

o Travel.

o Work hours.

o Leave.

o Staff training policies.

o Problem or issue resolution procedures.

o Include the Contractor’s Quality Control Plan (QCP).

o Contain a deliverable and milestone schedule for each organization in scope of this requirement.

• The Contractor shall provide the Government with a draft PMP NLT ten working days after project start (Section 2.2, Deliverable A004) on which the Government will make comments. The final PMP (Section 2.2, Deliverable A005) will be provided annually or as needed. The PMP shall be reviewed and updated as needed on a annual basis, at a minimum, and the Contractor shall conform to the latest Government approved version of the PMP. The Contractor shall keep the PMP electronically accessible to the Government at all times.

1.4.10.3 Communication/Meetings. The Contractor shall facilitate Government and Contractor communications; use industry best-standards and proven methodologies to track and document requirements and activities to allow for continuous monitoring and evaluation by the Government; and ensure all direct technical execution support and requirements performed are accomplished in accordance with the contract. The Contractor shall notify the Contracting Officer Representative (COR) via a Problem Notification Report (PNR) of any technical, financial, personnel, or general managerial problems encountered throughout the period of performance (PoP) (Section 2.2, Deliverable A013). The Contractor shall develop presentation material and deliver briefings, formal and informal talks, and opinions to personnel at meetings and at other functions as requested by the Government. Presentation material shall be provided for government approval NLT two (2) working days prior to distribution or presentation, unless otherwise specified (A017). Copies will be approved in at least soft copy format in Command standard format(s) at all approval levels NLT two (2) working day before distribution or presentation deadline. The contractor shall provide minutes to all meetings attended or facilitated to the COR NLT two (2) business days after the meeting (Section 2.2, Deliverable A010). These minutes shall include at a minimum:

• Attendance (Invited/Attended).

• Items Discussed.

• Decisions/Determinations.

• Requests for Information (RFI).

• Suspense Dates.

• Action Items.

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

1.4.10.4 In Progress Reviews (IPRs). The Contractor shall hold quarterly, formal IPRs (Section 2.2, Deliverable A008) at a location determined in conjunction with the Government. IPRs, at a minimum, shall include the COR, AF/A1PT POC, relevant Government stakeholders, and any other Government and Contractor representatives deemed necessary by the COR and/or AF/A1PT POC. The purpose of the IPR is to provide a forum for the Government to conduct a review of TO progress, engage in TO planning, and assess any issues.

• The Contractor shall provide IPR Reports (Section 2.2, Deliverable A009). These IPR Reports shall be provided to the COR and AF/A1PT POC within five workdays following the conclusion of the IPR.

• The Contractor shall submit Meeting Reports (Section 2.2, Deliverable A010), as requested by the AF/A1PT POC and/or COR, to document meetings. The Meeting Report shall, at a minimum, include the following information:

o Meeting attendees and their contact information and, at a minimum, identify organizations represented.

o Meeting date and location.

o Meeting agenda.

o Summary of what transpired (issues and risks discussed, decisions made, and action items assigned).

o Conclusion.

o Recommendation(s).

o Next scheduled event(s) impacting or impacted by the meeting.

1.4.10.5 Monthly Status Report (MSR). The Contractor shall develop and provide an MSR using Microsoft (MS) Office Suite applications, by the tenth (10th) of each month via electronic mail (email) to the COR, the AF/A1PT POC, and any other requested POCs. (Section 2.2, Deliverable A003). The MSR shall summarize by task area the technical and managerial work performed by the Contractor during the previous month, and shall also, at a minimum, include the following:

• Activities/deliverables during reporting period, by task (include on-going activities, new activities, and activities completed, and progress to date on all above-mentioned activities). Each section shall start with a brief description of the task.

• Summary of the technological or software enhancements and updates completed and a summary of any problems encountered.

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

• Personnel gains, losses, and status (upcoming leave, security clearances, etc.).

• Government actions required.

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

• Summary of trips taken, conferences attended, etc. (attach Trip Reports to the MSR for reporting period) (Section 2.2 Deliverable A012).

• Financial status including actual burn through the previous month and projected cost of each CLIN.

• Any recommendations for change, modifications, or improvements in tasks or process.

• Any changes to the PMP.

1.4.10.6 Kickoff Meeting/Orientation Meeting. The Contractor shall schedule and coordinate a Project kick-off Meeting no later than (NLT) five (5) calendar days after contract award at the location approved by the Government (Section 2.2 Deliverable A001). The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will provide the opportunity to discuss technical, management, and logistic issues; travel authorization; communication process between Government and Contractor; and reporting procedures. At a minimum, the attendees shall include key Contractor personnel, key Government representatives, and the COR. The Contractor shall provide a Kick-Off Meeting Agenda that will include, but not be limited to, the following:

• Introduction of personnel.

• Staffing Plan & POCs with Roles and Responsibilities.

• Overview of project tasks.

• Communication Plan/lines of communication overview (between both Contractor and

Government), to include items listed under 1.4.10.2.

• Discussion of draft Program Management Plan (PMP) and the information listed under

1.4.10.1 to 1.4.10.1.10.

• Government Furnished Information (GFI).

• Security requirements (Building access, badges, Common Access Cards (CAC)).

• Contractor’s Reporting Requirements, e.g. Monthly Status Report (MSR), including items under 1.4.10.4.

• Overview of incoming Transition Plan to include process, timeframes, and status.

• Prioritization of Contractor activities.

• Any initial deliverables.

• The Contractor shall provide a draft copy of the agenda NLT 3 days after contract award for review and approval by the COR prior to finalizing (Section 2.2 Deliverable A002).

The Government will provide the Contractor with the number of participants for the kick-off meeting and the Contractor shall provide sufficient copies of the presentation for all present. The Kickoff Meeting location will be held virtually and the date and time will be mutually agreed upon by both parties.

1.4.10.7 Personnel Management. The Contractor shall ensure employee accountability and minimize turnover. The Contractor shall provide a stable workforce, throughout the duration of the contract.

1.4.10.7.1 Staffing of Contractor Personnel. Contractor shall provide a stable workforce, throughout the duration of the contract, by maintaining a 20% or less employee turnover rate. No positions shall remain vacant for more than 15 working days. The government shall not be billed for positions left vacant over 15 working days unless the vacancy is due to government delay and otherwise approved by the CO.

1.4.10.8 Key Personnel. The Contractor shall identify any key personnel, i.e. those personnel considered essential to successful Contractor performance. The contractor will notify CO prior to replacing key personnel NLT 5 business days.

1.4.10.9 Key Personnel Vacancies. When the Contractor becomes aware that a key person will be or is unavailable to work for a period exceeding ten (10) working days, the Contractor shall promptly notify the Contracting Officer and Contracting Officer Representative (COR) and obtain authorization to replace /or provide a temporary substitution of the unavailable individual with a person of equal or superior qualification. This notification shall be no later than ten calendar days in advance of any proposed substitution and shall include justification (including resume(s) and labor category of proposed substitution(s)) in sufficient detail to permit evaluation of the impact on performance. Substitute personnel qualifications shall be equal to, or greater than, those of the personnel being substituted.

• The Contractor shall attain Government approval of initial and replacement Contractor key personnel. The Government will approve initial contactor key personnel at time of award.

• The Contractor shall staff the following “Key Personnel position: Program Manager

(PM).

1.4.10.10 Key Personnel Qualifications: Program Manager (PM). The Contractor shall identify a Contractor PM (CPM) to serve as the Government’s primary POC and to provide overall leadership and guidance for all Contractor personnel. The CPM is ultimately responsible for the quality and efficiency of the contract to include both technical issues and businesses processes. The CPM shall be an employee of the prime Contractor. The CPM shall assign taskings to Contractor personnel, supervise on-going technical efforts, and manage overall contract performance. The CPM shall have the ultimate authority to commit the Contractor’s organization and make decisions for the Contractor’s organization in response to Government issues, concerns, and comments. Additionally, the CPM shall be readily available to respond to Government questions, concerns, and comments ; and, the CPM shall be proactive in alerting the Government to potential contractual or programmatic issues. It is desirable that the CPM has the following qualifications:

• Demonstrated experience with planning, directing, and managing the offeror’s proposed methodologies and complex projects/operations that are similar in size and scope as referenced in this requirement to include manpower utilization, procurement, standards, training, problem resolution, employee relations (including subcontractors, cost, budget, and managing TO milestones).

• Demonstrated experience with the management and supervision of employees of various labor categories and skills in projects similar in size and scope to this requirement.

• Demonstrated experience in working with the USAF and/or DoW leadership.

• Demonstrated experience identifying user requirements; translating the requirements into project plans and milestones; directing and implementing plans; and, presenting formal project status/plan briefings to the Government managers.

• Demonstrated experience working in complex environments with multiple POCs.

• Employee Accountability & Turnover.

SECTION II

2.0 SERVICE DELIVERY SUMMARY

The Contractor shall perform work under Task Orders issued pursuant to this IDIQ. Each Task Order will identify the applicable appropriation and will align deliverables and performance requirements to that appropriation. The Contractor shall ensure compliance with appropriation law and apply work and costs only against the funding source identified in each Task Order.

2.1 Services Summary. The contractor’s performance will be assessed by a process that measures success towards achieving defined performance objectives. The Services Summary (SS) will be IAW DAFI 63-138, Acquisition of Services, AFI 10-601, Operational Capability Requirements Documentation and Validation, and FAR Subpart 37.6, Performance-Based Acquisition. The purpose of the SS is to define performance evaluation. The SS chart that follows lists the PWS Performance Objective requirements (column 2) that the COR will survey and document. The COR will survey and document all the requirements of this contract. The absence of any PWS requirement from the SS does not detract from its enforceability nor limit the rights or remedies of the Government and sets forth the maximum allowable deviation from the standard of performance for that service.

Performance Objective

PWS

Paragraph Performance Threshold Method of

Surveillance

SS – 1

Network development

1.4.1, 1.4.2 All requested information and recommendations must be provided within 10 business days of the government's request. The documentation shall be 100% complete and require no more than one instance of correction for major errors per request.

Periodic Surveillance

SS – 2

Provide Strategic Personnel Research Plan

1.4.1, 1.4.6, 1.4.9

A comprehensive Strategic Personnel Research Plan is delivered on time, NLT 1 month prior to the end of contract year 1. The final plan must be accepted by the Government with no more than one round of major revisions required.

Periodic Surveillance

SS – 3 1.4.10 100% compliant 100% Inspection

Provide qualified personnel NLT 14 calendar days from start of contract (unless previously negotiated by CO)

Customer Complaint

Personnel not displaying unprofessionalism nor presenting behavioral problems

4.6.3 No more than five (5)

complaints on either work performance or behavior

100% Inspection

Customer Complaints

Personnel vacancies filled with qualified personnel w/in 15 working days, with no impact to mission

1.4.10.7.1 100% compliant 100% Inspection

Customer Complaints

SS – 4

Ensure tests scanned/processed are error-free

1.4.7.8 Number of test packages

received/tests scanned/processed error free 100% of the time

Periodic Inspections

SS – 5

TCO appointment letters received/processed are error-free

1.4.7.9, 1.4.8.1.2

Number of TCO appointment letters /received/processed error free 95% of the time

Periodic Inspections

TCO’s added/removed are error-free

1.4.8.1, 1.4.8.6 TCOs added/removed error free 95% of the time

SS-6

Provide accurate and compliant task deliverables without errors and on time

2.3, 4.4.2 a) TO requests are responded to and provided contract POCs to work the TO within 2 business days. Project milestones and deliverables are developed within determined timeline.

b) Task deliverables are provided without error or major revision on time, less than 8 incidents of identified

Customer Complaints

Inspections error or major revisions, which will be specified by government if it’s a major revision.

c) Incidents that need to be reworked until error free will be conducted within predetermined deadline.

SS-7

Provide accurate, comprehensive, and user-friendly continuity folder and documentation and final technical report NLT 30 calendar days after task/project completion

4.2

A final, comprehensive continuity folder is provided NLT 30 calendar days after task/project completion. The documentation must be 100% compliant with the requirements of PWS paragraph 4.2 and be accepted by the government with no major revisions required.

Customer Compliant

Surveillance

2.2 Deliverables. The Contractor shall provide deliverables in a format mutually agreed upon by the Government and the Contractor. The following enumerated deliverables are not expected to change. Due Date intervals are not expected to change but actual dates may need to be revised depending on actual contract start date. The Contractor shall notify the COR via a PNR as soon as it becomes apparent to the Contractor that a scheduled deliverable will be late, a cost overrun will occur, or any other event will occur that could negatively impact performance. The Contractor shall include in the PNR the rationale, the expected mitigation strategy, and overall project impact. The COR will review the PNR and provide guidance to the Contractor. Such notification in no way limits any Government contractual rights or remedies including, but not limited to, termination.

No. DELIVERABLE PWS

PARA

DUE DATE

A001 Project Kick-Off Meeting 1.4.10.6 NLT 5 CD after Award

A002 Kick-Off Meeting Agenda 1.4.10.6 NLT 3 Days prior to Kick-Off Meeting

A003 Monthly Status Report (MSR) 1.4.10.5 10th day of the subsequent Month

A004 Draft Project Management Plan (PMP) 1.4.10.2 NLT 10 WD after PS A005 Final PMP 1.4.10.2 Annually or as needed

A006 Draft Quality Control Plan (QCP) 2.3.3 NLT 10 WD after PS

A007 Final QCP 2.3.3 NLT 30 WD after PS A008 In Progress Review (IPR) Briefing 1.4.10.4 Quarterly

A009 IPR Reports 1.4.10.4 NLT 5 WD after the IPR

A010 Meeting Reports 1.4.10.3

1.4.10.4 NLT 2 WD after Meeting

A011 Travel Authorization 4.6.2 NLT 10 days prior to Travel

A012 Trip Reports 4.6.3, 1.4.10.5

NLT 5 WD after trip completion

A013 Problem Notification Report (PNR) 1.4.10.3 NLT 1 WD after problem is identified

A014 Strategic Personnel Research Plan 1.4.9 NLT 1 Month prior to contract yr 1 end

A015 Basic Aviation Skills Technical Report 1.4.4 NLT 1 Month prior to contract yr 1 end

A016 Continuity Folder and Documents 4.3 Quarterly or as needed. Final version at conclusion of task/project

A017 Informational Briefings 1.4.2.3,

1.4.10.3 As requested

A018 Talking Papers 1.4.7.10,

1.4.8.5 As requested

A019 Test Development Analytic Project 1.4.3.4 Up to three (3) per year

A020 Project Data Files 1.4.5.3 NLT two (2) weeks after research project manager request

A021 Topical Papers 1.4.6.1 As requested

2.2.1 Freedom of Information Act (FOIA). All official Government records affected by this contract are subject to the provisions of the FOIA (5 U.S.C. 552/DoD 5400.7-R/AF Supplement).

Any request received by the Contractor for access/release of information from these records to the public (including Government/Contractor employees acting as private citizens), whether oral or in writing, shall be immediately brought to the attention of the CO for forwarding to the FOIA Manager to ensure proper processing and compliance with the Act.

2.2.2 Controlled Unclassified Information (CUI). The Contractor shall comply with Department of Defense Manual (DoDM) 5400.07, "DoD Freedom of Information Act (FOIA) Program," and Department of Defense Instruction (DoDI) 5200.48, "Controlled Unclassified Information (CUI)," for the identification, marking, handling, safeguarding, transmission, and disposition of Controlled Unclassified Information (CUI). The Contractor shall ensure that all CUI provided or generated under this contract is protected in accordance with 32 CFR Part 2002, "Controlled Unclassified Information," and applicable Air Force policies, including AFI 33-332, "Air Force Privacy and Civil Liberties Program." This includes implementing appropriate security measures to prevent unauthorized disclosure and adhering to procedures for responding to FOIA requests as directed by the Contracting Officer or designated representative.

2.2.3 Records & Data. All physical and electronic records, files, documents, and work papers created and received by the Contractor in the performance of this contract shall be maintained and readily accessible, and shall remain the property of the Government. These records shall be maintained and disposed of IAW Air Force Instruction AFI33-322 Records Management and Information Governance Program; FAR, and Defense Federal Acquisition Regulation Supplement (DFARS), as applicable. Data provided to Contractor will only be used for the performance of the purpose outlined with new request and for no other use without prior written approval from the data provider, this includes writing proposals and papers for conferences and publishing. Contractor is to delete any records after conclusion of respective Task Order or the conclusion of this contract.

2.2.4 Proprietary Information. Performance under this PWS may generate government proprietary data categorized as FOUO or protected under the Privacy Act of 1974. Contractor employee, although recognized as contractor employees under the complete control of the contractor, shall be required to comply with the directives and requirements of the base commander or authorized representative as to security standards and regulations applicable to the worksite. The contractor shall not divulge or release data or information developed or obtained under performance of this contract, except to authorize government personnel or upon written approval of the CO and AFPC COR. The contractor shall not use, disclose, or reproduce proprietary data that bears a restrictive legend. Contractor will continually ensure personnel do not have a personal conflict of interest as they create, or review contracting documents such as PWS, QASP, MR, and similar documents. Other than is specified in this contract, all generated artifacts shall become the property of the government and shall be turned over to the AFPC COR at the completion of this contract. Contractor employee involved in crimes and/or other incidents of misconduct may be barred from the base by the base commander. The contractor shall inform the CO and AFPC COR or Alternate AFPC COR, of any information they have relating to crimes committed by the contractor employee(s). Nothing in this section alters the rights of the Government or the Contractor with respect to patents, data rights, copyrights, or any other intellectual property or proprietary information as set forth in any other part of this PWS.

2.2.5 Confidentiality of Information. Unless otherwise specified, all financial, statistical, personnel, and/or technical data furnished, produced or made available to the contractor during the performance of this contract is considered confidential business information and shall not be used for purposes…