Attachment_0001_GEN VI PLS Performance Work Statement (PWS).pdf

Solicitation W519TC-26-R-XXXX

Personnel Life-Cycle Support (PLS)

Attachment 0001 – Basic PWS

Performance Work Statement (PWS) Human Resource (HR) Solutions

Personnel Life Cycle Support (PLS) Services

8 October 2026

Table of Contents

Vision Statement

1 Introduction

1.1 Background

1.2 Objectives

1.3 Mission Statement

2 General Requirements

2.1 Scope

2.1.1 If decentralized ordering is authorized by the HR Solutions program office, the Contractor shall follow the guidance in the HR Solutions Decentralized Ordering Guide to be published

2.2 Description of Services

2.2.1 Personnel Life-Cycle Support

2.2.1.1 Personnel Structure

2.2.1.1.1 Organizing

2.2.1.1.2 Life Cycle Research, Analysis, and Predictive Modeling

2.2.1.1.3 Proof of Concept Studies

2.2.1.1.4 Support for Policy Analysis and Policy Development

2.2.1.1.5 Program Analysis and Process Reengineering

2.2.1.1.6 Operational Business Application

2.2.1.1.7 Risk Management and Mitigation

2.2.1.2 Distribution

2.2.1.2.1 Manpower, Requirements, and Trend Analysis

2.2.1.2.2 Forecasting Manpower, Manpower and Personnel Integration (MANPRINT), Strength Requirement, Distribution, and Utilization

2.2.1.3 Training and Development

2.2.1.4 Deployment

2.2.1.4.1 Personnel System Support

2.2.1.5 Compensation

2.2.1.5.1 Benefits and Entitlements

2.2.1.5.2 Boards

2.2.1.5.3 Awards

2.2.1.5.4 Honors

2.2.1.6 Sustainment

2.2.1.6.1 Well Being Programs

2.2.1.6.2 Family and Morale, Welfare and Recreation Support Services

2.2.1.6.3 Drug and Alcohol Programs

2.2.1.6.4 Counseling

2.2.1.6.5 Wounded Warrior Programs

2.2.1.6.6 Family Community Programs

2.2.1.6.7 Personnel Safety

2.2.1.6.8 Tracking and Monitoring

2.2.1.6.9 Call-in Programs

2.2.1.6.10 Help Desk

2.2.1.6.11 Library

2.2.1.6.12 Routing and Distribution of Correspondence

2.2.1.7 Transition

2.2.1.7.1 Transition Support

2.2.1.7.2 Employment Assistance

2.2.1.7.3 Transition Processing

2.2.2 Data Administration

2.2.2.1 Content Management

2.2.2.2 Data Modeling and Management

2.2.2.3 Communication Systems Enhancement

2.3 Location and Hours of Work

2.3.1 Surge Support

2.3.2 Telecommuting (Telework)

2.4 Recognized Government Holidays

2.4.1 Training Holidays

2.5 Other Direct Costs

2.5.1 Contractor Travel

2.5.1.1 Local Travel

2.5.1.2 Long Distance Travel

2.5.2 Other Allowable Expenses

2.5.3 Germany Temporary Duty (TDY) Travel Guidance

2.6 Emergency Services

2.6.1 Employee Emergency Care

2.6.2 Emergency/Incident Police Services

2.7 Contract Administration and Management

2.7.1 Contract Administration

2.7.1.1 Administrative Information

2.7.2 Cooperation with Other Contractor and Government Personnel

2.7.3 Contract and TO Management

2.7.3.1 Status Review Process

2.7.3.2 Continuity of Performance

2.7.3.3 Post Award and Interim Progress Review Meetings

2.7.3.3.1 Program Management Forums (PMFs)

2.7.3.3.2 TO Post Award Meetings

2.7.3.3.3 TO Interim Progress Review Meetings

2.7.3.4 Customer Satisfaction

2.8 Quality Control/Quality Assurance

2.8.1 Quality Control

2.8.2 Quality Assurance

2.9 Government Personnel Authority

2.9.1 Contracting Officer

2.9.2 Contracting Officer's Representative

2.9.2.1 COR-RA

2.9.2.2 COR-HRS

2.9.3 Government Technical Monitor

2.10 Subcontract Management

2.11 Contractor Personnel

2.11.1 General

2.11.1.1 Non-Personal Services

2.11.1.2 Government and Contractor Employee Relationship

2.11.2 Standards of Conduct

2.11.2.1 Contractor Employee Conduct

2.11.2.2 Removal of Employees for Misconduct or Security Reasons

2.11.3 Contractor Employee Identification Requirements

2.11.4 Personnel Administration

2.11.5 Contractor Personnel Qualifications

2.11.5.1 Contractor Key Personnel

2.11.5.2 Minimum Qualifications for Contractor Personnel

2.12 Business Relations

2.13 Training Requirements

2.13.1 Antiterrorism (AT) Level I Training

2.13.2 AT Awareness Training for Contractor Personnel Performing in a Foreign Country

2.13.2.1 Security Requirements For Overseas Travel (As Required)

2.13.3 Combating Trafficking in Persons (CTIP) Plan/Awareness Program

2.13.4 iWATCH Training

2.13.5 Threat Awareness and Reporting Training

2.13.6 DoD Cyber Awareness Challenge Training

2.13.6.1 Army IT User Agreement (UA)

2.13.6.2 Special Privileged-Level Access Qualifications

2.13.7 Operations Security (OPSEC) Training

2.13.8 Sexual Harassment and Assault Response Prevention (SHARP) Training

2.13.9 Information Assurance/Information Technology Training

2.13.10 Information Assurance/Information Technology Certification

2.13.11 Controlled Unclassified Information Training

2.13.12 Security Education Training And Awareness (SETA)

3 Performance Standards for Off-Ramping

3.1 Proposal Submission

3.2 Proposal Quality

3.3 Key Personnel

3.4 Service Quality

3.5 Business Relations/Management

4 Special Requirements

4.1 Personnel Security, Facility Clearance, and Safety

4.1.1 Access and General Protection/Security Policy and Procedures

4.1.1.1 Emergencies And FPCONs

4.1.2 Operational Security (OPSEC) Program

4.1.3 For Contractors Requiring a Common Access Card (CAC)

4.1.3.1 CAC Return

4.1.3.2 Classified Contracts (NISP)

4.1.3.3 Unclassified Contracts (Non NISP)

4.1.3.4 For Contractors That Do Not Require CAC, but Require Access to a DoD Facility or Installation

4.1.4 Personally Identifiable Information (PII)

4.1.4.1 PII Systems Access (if applicable)

4.1.4.2 PII Systems Security (if applicable)

4.1.4.3 PII Data Security (if applicable)

4.1.4.4 PII Data Breach Response and Notification

4.1.5 Communications Security

4.1.6 Cybersecurity

4.1.6.1 Contractor-Owned and Operated Information Systems

4.1.6.1.1 Privately And Contractor-Owned Information Technology

4.1.6.2 Data Security

4.1.6.2.1 Online Information Management And Electronic Messaging

4.1.6.2.2 Protection Of Sensitive Unclassified Data

4.1.6.2.3 Disclosure Of Information

4.1.6.2.4 Security Management Support

4.1.6.3 Access to Government Systems by Foreign Nationals

4.1.6.4 Security Requirements for CUI

4.1.6.4.1 Access Control: Ensure only authorized users have access to CUI

4.1.6.4.2 Awareness and Training: Provide security training to personnel handling

CUI. 51

4.1.6.4.3 Audit and Accountability: Maintain and review audit logs for CUI activities. 51

4.1.6.4.4 Configuration Management: Securely configure all systems processing

CUI. 51

4.1.6.4.5 Identification and Authentication: Implement unique identifiers and authentication methods

4.1.6.4.6 Incident Response: Develop and maintain an incident response plan for CUI-related incidents

4.1.6.4.7 Media Protection: Protect and control physical media containing CUI

4.1.6.4.8 Physical Protection: Implement physical security measures to safeguard

CUI. 52

4.1.6.4.9 Risk Assessment: Regularly assess and manage risks to CUI

4.1.6.4.10 System and Communications Protection: Secure communication systems processing CUI

4.1.6.4.11 System and Information Integrity: Monitor systems and protect against unauthorized access and malware. The Contractor shall also ensure that all subcontractors processing, storing, or transmitting CUI comply with these requirements. Compliance with NIST Special Publication 800-171 is mandatory to protect the confidentiality, integrity, and availability of CUI

4.1.7 Facility Security

4.1.7.1 Government Equipment and Facilities Security

4.1.7.1.1 Visiting Facilities

4.1.7.2 Key Control

4.1.7.2.1 Lost or Duplicated Keys

4.1.7.2.2 Key Use

4.1.7.3 Lock Combinations

4.1.8 Special Requirements for OCONUS Performance

4.1.8.1 Pre-OCONUS Travel File (Applicable to Army Requirements Only)

4.1.8.2 Defense Base Act (DBA) Insurance

4.1.8.3 Defense Base Act Insurance Claims

4.1.8.4 Status of Forces Agreement (SOFA)

4.1.9 Commander’s Critical Incident Report

4.2 Task Order Management Planning (Applies to Labor Hour TOs Only)

4.3 Environmental and Occupational Safety and Health Act (OSHA) Requirements

4.4 Entrance Period and Exit Transition Management

4.4.1 Transition Management Activities

4.4.2 Exit Transition Activities

4.5 Data Rights

4.5.1 Contract Data Requirements

4.6 Organizational Conflict of Interest

4.7 Service Contract Reporting

4.8 Health Insurance Portability And Accountability Act (HIPAA) Of 1996, Privacy And Security Of Protected Health Information

4.8.1 Definitions

4.8.2 Policy and Procedures

4.8.3 General Use and Disclosure Provisions

4.8.4 Specific Use and Disclosure Provisions

4.8.5 Obligations of the Government

4.8.6 Permissible Requests by the Government

4.8.7 Termination

4.8.8 Miscellaneous

4.9 Section 508 Compliance Requirements

4.10 Government Furnished Equipment/Material/Property

5 Deliverables

6 Related Documents

6.1 Applicable Directives

7 Definitions and Acronyms

7.1 Definitions

7.2 Acronyms

Performance Work Statement (PWS)

HR Solutions Personnel Life Cycle Support (PLS) Services

Vision Statement To operate as the Army’s Preferred Strategic Source providing the Army, the Department of Defense (DoD), and other Federal Agency customers assisted acquisition services to acquire cost efficient and effective Human Resource (HR) Services through enterprise-level performance-based contracts using streamlined acquisition processes that deliver quality services supporting our Soldiers, civilians, and their families.

1 Introduction This is a non-personal services requirement to provide streamlined acquisition of HR services for PLS Services utilizing a competitive, efficient, standardized, and well-managed process. The Government shall not exercise any supervision or control over Contractor or Subcontractor personnel performing services herein or under any TO issued against this contract. Contractor employees shall be accountable solely to the Contractor who, in turn, is responsible to the Government.

1.1 Background

HR Solutions is a chartered Army Project Office aligned under the Program Executive Office Enterprise (PEO Enterprise). HR Solutions provides a strategic source for centrally managed full life-cycle acquisition support for enterprise level HR services for the DoD and other Federal Agencies. The HR Solutions program office provides Contractor support services to the full life cycle of non-personal personnel services, in support of defense personnel communities, including Military Members (Active, Guard and Reserve), Military Families, Defense civilian Employees, Veterans, and Retirees worldwide. The HR Solutions program has been designated as a preferred source for acquiring and managing HR service contracts in the Army. The HR Solutions program office focuses on the importance of developing and maintaining sound service acquisition strategies by centralizing policy and technical expertise in an office with senior leader visibility. This business model supports the Defense Procurement Acquisition Policy (DPAP) intent that "acquisitions for services support and enhance the war fighting capabilities of the DoD." HR Solutions supports the Secretary of the Army’s Optimization of Army Service Acquisitions Implementation Plan. The program office is staffed with Army acquisition professionals and provides DoD with centralized acquisition management and support for HR knowledge-based services. This program provides consistent, efficient, and streamlined acquisition support services which results in cost savings for requiring activities. This contract is part of a multiple award indefinite delivery indefinite quantity (IDIQ) suite of contracts managed by HR Solutions that support the personnel life cycle functional area.

1.2 Objectives

The objective of the resulting contract is to obtain qualified Contractors to provide support to DoD and other Federal Agency HR programs and systems with a focus on policies, programs, and systems in the functional area of PLS Services. The following are specific objectives of this contract:

• Acquire services based on clear, performance-based requirements.

• Expect cost, schedule, and performance outcomes to be identifiable and measurable at the contract and task order (TO) level.

• Acquire services using a strategic, enterprise-wide approach, which is applied to both the planning and the execution of the acquisition and will enable streamlined acquisition and cost savings for services contracts to achieve outcomes consistent with customer need(s).

Services are acquired by business arrangements which are in the best interest of the DoD and other Federal Agencies and are in compliance with applicable statutes, regulations, policies, and other requirements.

1.3 Mission Statement

As an Army Preferred Source, HR Solutions provides centralized acquisition management of enterprise-level, HR, knowledge-based services and training to DoD and other Federal Agency requiring activities. The Contractor's role is to support the HR Solutions project directorate in accomplishing this mission.

2 General Requirements

2.1 Scope

The Contractor shall provide PLS Services for Army, DoD, and other Federal Agency HR programs and activities. Services shall include ancillary support services needed to provide a total support solution for the HR program to include Information Technology (IT) support. Each specific HR service requirement that requires support for IT operations will be evaluated to ensure that the ancillary IT requirements comply with the certification requirements of 10 United States Code (USC) 2222. All requirements will be submitted to the program office for processing and the Contractor shall support these requirements through the issuance of TOs under this contract.

When the HR Solutions program office authorizes decentralized ordering, the Ordering Guide shall be followed.

2.1.1 If decentralized ordering is authorized by the HR Solutions program office, the Contractor shall follow the guidance in the HR Solutions Decentralized Ordering Guide to be published.

2.2 Description of Services

The following general task descriptions are provided to demonstrate the requirements that may require Contractor support to facilitate the execution of the HR Solutions program office's mission. The definition for each of the functional elements is provided as a general scope of work that may be required. Support that will be required to be performed will be further defined in each individual TO.

2.2.1 Personnel Life-Cycle Support

The Contractor shall provide support to all facets of the personnel management life cycle.

The Contractor shall support the HR Support core competencies to 1) man the force; 2) provide HR services; 3) coordinate personnel support; and 4) conduct HR planning. This includes planning, analysis, and program assistance for:

2.2.1.1 Personnel Structure

This phase of the personnel life cycle includes activities needed to determine and distribute manpower requirements. Contractor tasks may include:

2.2.1.1.1 Organizing

Support for streamlining or transforming the overall organization such as providing management approaches aimed at improvements by means of elevating efficiency and effectiveness of processes that exist within and across organizations.

2.2.1.1.2 Life Cycle Research, Analysis, and Predictive Modeling

Development of life cycle models and methodologies or to develop models that predict the outcome of something, e.g., implementation of a new HR project or policy.

2.2.1.1.3 Proof of Concept Studies

Providing proofs of concept which are short and/or incomplete realization (or synopsis) of methods or ideas to demonstrate feasibility, or a demonstration in principle. The purpose is to verify that a concept or theory is probably capable of exploitation in a useful manner. The proof of concept is usually considered a milestone on the way of a fully functioning prototype.

2.2.1.1.4 Support for Policy Analysis and Policy Development

Study and assessment of projects, policies, and programs and determining their effectiveness and also to assist in the creation of a deliberate plan of action to guide decisions and achieve rational outcomes (policy).

2.2.1.1.5 Program Analysis and Process Reengineering

Identification, study, analysis, and/or improvement of new or existing programs/processes within an organization to 1) prediction of an outcome or impact, 2) determination of feasibility or functionality, or 3) to meet new goals and objectives.

These actions often follow a specific methodology or strategy to create successful results. Tasks may include tracking to assess progress, location, and impacts of HR policies and action reference customers and programs.

2.2.1.1.6 Operational Business Application

Implementation of new or existing business processes or software programs.

2.2.1.1.7 Risk Management and Mitigation

Integration of recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Risk management is a philosophy that attempts to integrate the entire spectrum of exposures that can affect an organization, to include operational and financial risks. It examines the effects of risk on the organization, rather than from the source of the exposure and identifies solutions to minimize their effect.

2.2.1.2 Distribution

This phase of the personnel life cycle involves assigning Soldiers based on requirements and priorities and civilians at command discretion and based on resource availability. Contractor tasks may include:

2.2.1.2.1 Manpower, Requirements, and Trend Analysis

Collection of information and identify a pattern or trend in manpower or requirements.

2.2.1.2.2 Forecasting Manpower, Manpower and Personnel Integration (MANPRINT), Strength Requirement, Distribution, and Utilization

Projection of manpower needs.

2.2.1.3 Training and Development

This phase of the personnel life cycle involves Individual and institutional training, self and leader development, education and support programs. Contractor tasks may include actions to develop familiarization training as it relates to understanding and use of a developed product. It also includes training that focuses on developing, coordinating training programs and conducting the actual training aimed at benefiting the total workforce.

2.2.1.4 Deployment

This phase of the personnel life cycle involves mobilizing, demobilizing, reconfiguring, non- combatant evacuation, and repatriating Military members, civilian employees, and Contractors. Contractor tasks may include:

2.2.1.4.1 Personnel System Support

Coordination of overall personnel support at the program level such as, but not limited to, Military Personnel Office (MILPO), and Defense Military Pay Office (DMPO), Mobilization and Demobilization support services, and casualty affairs services.

2.2.1.5 Compensation

This phase of the personnel life cycle involves managing pay, allowances, benefits, and financial entitlements of Soldiers and civilian retirees; and pay and incentives for civilian employees and Contractors. Contractor tasks may include:

2.2.1.5.1 Benefits and Entitlements

Providing information on and education of Soldiers, civilian personnel and their family members on available benefits and entitlements programs such as, but not limited to, retirement, education, and medical.

2.2.1.5.2 Boards

Providing support in scheduling, establishing, collecting data, implementing, and recording results of boards for promotion, medical, assignment, and other services in support of board activities.

2.2.1.5.3 Awards

Providing support to activities in the processing of awards and related documents recognizing Military and civilian service. Functions could include but are not limited to researching individual personnel records, award cases, and making recommendations for award.

2.2.1.5.4 Honors

Planning and preparation for Military honors and ceremonies.

2.2.1.6 Sustainment

This phase of the personnel life cycle involves managing programs to maintain and advance the well-being and work-life balance of Soldiers, civilians, family members, and veterans.

2.2.1.6.1 Well Being Programs

The Contractor shall provide support for program development, information preparation and delivery, assistance and referral services on well-being programs relating to, but is not limited to, health care and prevention, pay compensation, housing, fitness, workplace environment, religious programs, investments education, and family member employment, etc.

2.2.1.6.2 Family and Morale, Welfare and Recreation Support Services

Support for Family and Morale, Welfare and Recreation (FMWR) programs and activities.

2.2.1.6.3 Drug and Alcohol Programs

Coordination and implementation of drug and alcohol abuse prevention programs. This may include developing, distributing, and presenting training or seminars.

2.2.1.6.4 Counseling

Providing education and counseling resources for Soldiers, civilian personnel and their family member, e.g., substance abuse, stress, etc. and other job-related problems.

2.2.1.6.5 Wounded Warrior Programs

Providing a system of advocacy and follow-up to severely injured and ill Soldiers and their families with individual support during their rehabilitation and transition back to Military service or into the civilian community. This may include monitoring and tracking individual usage, follow-up of individuals utilizing the programs, and providing feedback regarding the overall effectiveness of the program.

2.2.1.6.6 Family Community Programs

Providing support as needed to ensure continued improvement and operation of the various "family welfare organizations, e.g., Community and Family Support Center, Army Community Services, Family Advocacy, Well-Being, and New Parent Support Program. This may involve maintaining day-to-day operations.

2.2.1.6.7 Personnel Safety

Recommending, designing and establishing various safety-focused programs, e.g., Risk Reduction, Child Advocacy, and Family Advocacy. Actions may also include review and analysis of incident reports.

2.2.1.6.8 Tracking and Monitoring

Quality control, quality assurance, and data collection and analysis, e.g., monitoring expenses, and adherence to schedules.

2.2.1.6.9 Call-in Programs

Recommending, designing and establishing various "call center operations through which Soldiers and family members and civilian personnel can call a toll-free phone number for assistance in a particular situation, e.g., suicide prevention, accident reporting, deployment support, relocation support, and Army Wounded Warrior (AW2) support.

2.2.1.6.10 Help Desk

The help desk may be the first point of entry for Soldiers, their family members, and civilian personnel who are requesting additional information or guidance on HR-related issues. Tasks will include operation of help desks, generally for 7 days per week, 24 hours per day.

2.2.1.6.11 Library

Operation and maintenance of a reference library at DoD or Federal locations that makes available printed materials and generic employment research/information and internet resources. In addition, the library may include reference materials that cover such subjects as personal appraisal, career decision making, resumes, and application preparation.

2.2.1.6.12 Routing and Distribution of Correspondence

Processing incoming and outgoing mail and correspondence.

2.2.1.7 Transition

This phase of the personnel life cycle involves moving Military and civilian employees among Military components and to non-Military related civilian status. Contractor tasks may include:

2.2.1.7.1 Transition Support

Providing transitioning Soldiers, civilian personnel and their families with needs such as, but not limited to, identification cards, forms processing, individual counseling in the area of transition services and benefits etc.

2.2.1.7.2 Employment Assistance

Assisting individual(s) / Soldiers with job search and job placement agencies.

Discussing the benefits of reenlistment to acquire additional experience, education, and certification. Providing resume development assistance and interviewing techniques.

2.2.1.7.3 Transition Processing

Coordinating Soldier/civilian personnel transition from one phase of their career or from one duty location to another such as, but not limited to classification processes, employee relation programs, entitlement programs such as retirement and benefits, development of position descriptions, and preparation of vacancy announcements.

2.2.2 Data Administration

Data administration tasks support information needs of all phases of the personnel life cycle. Contractor task may include:

2.2.2.1 Content Management

Performing content management. Content management is a set of processes and technologies that support the evolutionary life cycle of digital information. This digital information is often referred to as digital content. Digital content may take the form of text, such as documents, multimedia files, such as audio or video files or any other file type which follows a content lifecycle which requires management.

2.2.2.2 Data Modeling and Management

Structuring and organizing data which is then typically implemented in a database management system. In addition to defining and organizing the data, data modeling will impose (implicitly or explicitly) constraints or limitations on the data placed within the structure.

2.2.2.3 Communication Systems Enhancement

Developing recommendations for upgrading, purchasing, and/or projecting enhancements to communications systems.

2.3 Location and Hours of Work

The place of performance shall be determined in each TO and may include both (1) Contractor-owned or leased facility and (2) Government owned or leased facility, supporting the requirements in both Continental United States (CONUS) and Outside the Continental United States (OCONUS).

Specific hours for support and core hours will be identified in individual TOs. Some TOs may require work outside normal duty hours including 24-hour operations and shift work.

2.3.1 Surge Support

Periodically, the Government may require that additional work be accomplished over and above the planned level of support. TOs that require surge support will specify surge procedures and any applicable overtime payment procedures. Contractor reimbursement for surge support will be in accordance with (IAW) the TO terms and conditions. The Contractor shall obtain advance approval from the Contracting Officer’s Representative (COR) at the HR Solutions enterprise-level (COR-HRS) prior to implementing surge support.

2.3.2 Telecommuting (Telework)

Regular, reoccurring telecommuting (telework) may be authorized at the TO level depending on the nature of the work to be performed. Additionally, if not otherwise specified in the TO PWS, in the event of an unexpected full or partial installation closure, telework and/or alternate work locations may be authorized at the TO level with written approval by the COR at the requiring activity (COR-RA). The Government may permit telework by Contractor employees when determined to be in the best interest of the Government in meeting TO requirements and mission needs. Specific details will be included in the TO PWS.

All performance requirements shall remain the same for work performed through telework unless otherwise authorized by the Contracting Officer (KO). Any adjustments to surveillance methods will be addressed through an update to the Quality Assurance Surveillance Plan (QASP).

The Contractor shall have an established telework program subject to review by the Government. The Contractor's telework plan, to include the date(s), hours of operation, and description of tasks to be performed, shall be submitted to the COR-RA for review and approval NLT 30 days after TO award and prior to implementation for each TO. The Contractor shall coordinate what specific requirements can be performed via telework and/or at an alternate work location with the COR-RA and are instructed to abide by their official company policies for telework and utilizing alternate work locations to perform the Government's requirements called for under the TOs. This plan shall include a component for short-term (two working days or less) as well as long-term (greater than two working days) per labor category. The Contractor shall obtain COR- RA approval prior to commencement of any telework, unless otherwise stated at the TO level.

In furtherance of Continuity of Operations Planning (COOP), a telework program may be enacted to ensure the Government's mission-critical operations stay operational during times of Local/National Emergency or incidents of Local/National Significance.

Guidance from Army Senior and/or Installation leadership will be adhered to for those incident’s mitigation strategies (e.g. pandemic). Telework may be implemented on an installation-by-installation basis. The Government will identify at the TO level what services/tasks are required to ensure continuity of critical services and at what level those services must be performed. Further, the Contractor may be required to include a Mission Essential Contractor Services Plan IAW Defense Federal Acquisition Regulation Supplement (DFARS) 252.237-7023 at the TO level if any or all the TO support services are determined to meet the definition of mission essential services in that clause.

Regardless of the reason, use of alternate work locations and/or Telework shall be at no additional cost to the Government to include but not limited to equipment, facilities, Internet connectivity/access, etc. The Government is not authorizing the use of off-site rates to accomplish alternate work locations and will not be responsible for any associated costs.

Personal or company issued equipment may not be used to access the Government network infrastructure unless pre-approved at the TO level; examples include using Virtual Port Network (VPN) or a corporate network.

If the KO approves telework or remote work, the Contractor shall use only Government furnished property (GFP), if provided under the contract/TO, to access the VPN. Per DA Pam 25-1-1, the only authorized access from DoD-owned computers, systems, and networks to the Internet is via the Non-classified Internet Protocol (IP) Router Network (NIPRNet). The VPN allows remote DoD computers to meet this requirement by providing a secure tunnel to the NIPRNet. The VPN shall be used at all times with which the DoD-owned computer is accessing the Internet, when using commercial Internet Service Providers.

Unauthorized split-tunneling of VPN connections by the Contractor is prohibited. Authorized split-tunneling configurations shall be accompanied by a signed Authorizing Official, General Officer / Senior Executive Service-level, risk assessment.

NO CLASSIFIED WORK shall be performed at an alternate work location not previously approved by a DD254. If a TO involves supporting CLASSIFIED work, the Contractor shall analyze the existing PWS in coordination with the Government and provide a response to the COR-RA, COR-HRS and KO with regard to:

a) which PWS paragraphs cannot be performed,

b) percentage of the TO impacted, and

c) an approximate total of funded (obligated) dollars on TO that are impacted.

2.4 Recognized Government Holidays

In general, Contractor employees are not required to perform services on legal United States (US) federal holidays, nor will Government facilities operate during these yearly approved days; however, occasionally contract employees may be required to perform services during recognized US federal holidays and Government facilities be open on these days. Any of the US federal holidays falling on a Saturday will be observed on the preceding Friday, holidays falling on a Sunday will be observed on the following Monday. US federal holidays generally include, but are not limited to:

• New Year’s Day 1st day in January

• Martin Luther King, Jr.’s Birthday 3rd Monday of January

• President’s Day 3rd Monday of February

• Memorial Day Last Monday of May

• Juneteenth National Independence Day 19th day of June

• Independence Day 4th day in July

• Labor Day 1st Monday of September

• Columbus Day 2nd Monday of October

• Veterans Day 11th day of November

• Thanksgiving Day 4th Thursday of November

• Christmas Day 25th day of December

On occasion, additional recurring/non-recurring holidays may be implemented Government-wide or apply to a specific location/region. In these cases, the Contractor shall observe these holidays as applicable without TO PWS changes. Individual TOs that may require performance on these holidays will address deviations specifically in the

TO PWS.

OCONUS locations may require observance of different holidays than those annotated above. Individual TOs for OCONUS performance will specify deviations from the above stated holidays and delineate applicable holidays for that duty location.

The Department of Labor (DOL) wage determinations applicable to individual TOs may require additional holidays than those stated above. The Contractor is responsible for complying with wage determination requirements and all other appropriate DOL laws and regulations, as applicable.

2.4.1 Training Holidays

The Military may designate a weekday as a training holiday and/or a mandatory training day if doing so would provide a three-day or four-day holiday weekend (e.g., Thanksgiving weekend, Friday is usually a Military training holiday). However, training holidays do not apply to Contractor employees.

2.5 Other Direct Costs

Other Direct Costs (ODCs), to include travel and other allowable expenses, may be required and will be specified in the individual TO PWS. When ODCs are required at the TO level, the Government will include an ODC contract line-item number (CLIN) to reimburse the Contractor for actual costs of Government approved expenses. Indirect costs (such as general and administrative (G&A) costs and material handling fee) and profit/fee will not be allowed on ODCs.

2.5.1 Contractor Travel

The Government will not issue Government travel orders. Travel reimbursement will not be provided for travel within a 50-mile radius of the place of performance unless specifically authorized in the TO PWS (see PWS 2.5.1.1 Local Travel).

The Government views travel in two categories, local travel and long-distance travel which are discussed in the subparagraphs below.

In instances where the Government is unable to define travel requirements in sufficient detail to include as part of the firm fixed price of a TO, the Government may allow travel on a cost reimbursement (no fee) basis. When travel is allowed on a cost reimbursement (no fee) basis at the TO level, all travel requirements (including plans, agenda, itinerary, or dates) shall be pre-approved by the Government.

Contractor travel is subject to the limitations of and costs for travel shall be billed IAW the regulatory implementation of Public Law 99-234 and Federal Acquisition Regulation (FAR) 31.205-46, Travel Costs. The Contractor shall arrange individual Contractor and Subcontractor employee travel. Contractors are expected to utilize the most economical means available for all travel related expenses (e.g. economy cars, coach airfare, etc.).

The Government will reimburse the Contractor for all COR-RA or COR-HRS approved travel. Travel that is not approved by the COR-RA or COR-HRS will not be reimbursed and will be at the Contractor’s expense. The Government will not reimburse the Contractor for Contractor personnel relocation expenses. Contractor Quality Control Plan (QCP) travel will not be reimbursed unless otherwise directed by the KO.

Per Diem Rates: Per diem rates are determined according to FAR 31-205-46, (2) (a) (i)

(ii) (iii), as summarized below:

• The General Services Administration (GSA) prescribes rates for the Continental U.S.

• The Defense Travel Management Office (DTMO) prescribes rates for Overseas Non-Foreign areas (e.g., Alaska, Hawaii, Guam, Puerto Rico etc.).

• The Department of State (DoS) prescribes rates for foreign overseas locations.

2.5.1.1 Local Travel

Travel not normally requiring per diem and lodging, shall be considered local travel. If required, payment for local travel will be authorized in individual TOs. Specific procedures and guidance will be identified at the TO level however the general procedure will be followed for all local travel billed as ODCs for TOs centrally issued through the HR Solutions Program Office. These procedures may also be used for orders that are issued using decentralized ordering procedures through other contracting offices. Reimbursable mileage rates shall be determined by the GSA IAW FAR 31.205-46, (a)(1).

If the Contractor is required to travel within a 50-mile radius of the assigned place of performance to perform duties and payment for local travel is specifically authorized in the TO, the Contractor shall provide a report with all local travel in privately owned vehicles (POVs) when mileage reimbursement is sought. The report shall contain, at a minimum, where the travel was performed, actual mileage of the travel, and cost per traveler. The Contractor shall submit the report to the COR-RA and the authorized Government representative identified in the TO for approval IAW TO instructions.

Invoices seeking local travel reimbursement shall include a copy of the approved local mileage report. The Contractor shall orchestrate travel arrangements; track the travel and travel budget and prepare travel invoices.

2.5.1.2 Long Distance Travel

If required, long distance travel will be specified in individual TOs. Travel is considered long distance when it requires per diem and/or lodging. Specific procedures and guidance will be identified at the individual TO level however the general procedure will be followed for all long-distance travel billed as ODCs for TOs centrally issued through the HR Solutions Program Office. These procedures may also be used for orders that are issued using decentralized ordering procedures through other contracting offices.

Any long-distance travel required in the performance of TOs and billed as an ODC shall be approved in advance by the COR-RA or other authorized Government representative identified in the TO PWS. Travel requests shall be sent to the COR-RA and the authorized Government representative for approval not later than (NLT) two weeks prior to the required travel. Requests for long distance travel shall be submitted in the format identified in the TO and shall include all estimated travel costs to include per diem rate, lodging, air fare, rental car, and any other miscellaneous expenses. After travel is completed, the Contractor shall complete the appropriate Travel Claim Form as identified in the TO and submit it to the authorized Government representative for approval. The Contractor shall provide a copy of an approved Travel Claim Form and receipts as required by the TO procedures with the next invoice due after travel is completed. Travel requests submitted inside of the two-week window will be reviewed on a case-by-case basis to determine if approval is warranted.

2.5.2 Other Allowable Expenses

Only allowable services or materials as specified in individual TOs will be billed against the TO ODC CLIN. Specific allowable items that may be billed against the ODC CLIN will be identified in each individual TO. The Contractor shall submit a written request to the COR-HRS or COR-RA and receive approval from the COR-HRS or COR-RA for any ODC charge unless specifically identified in the TO. The Contractor shall not exceed established ODC ceilings specified in each TO ODC CLINs.

2.5.3 Germany Temporary Duty (TDY) Travel Guidance

Contracted employees traveling to Germany, on official TDY travel are subject to the provisions of Army in Europe Regulation (AER) 715-9, Section VI, paragraphs 29 & 30 respectively entitled Analytical Support Status Accreditation (ASSA) or Technical Expert Status Accreditation (TESA) TDY and "BACO-90". The BACO-90 process requires that the Contractor employees receive approval from the German Federal Ministry of Labor prior to their arrival in Germany. The AER 715-9 and the applicable BACO-90 request forms and guidelines can be accessed online on the U.S. Army Europe and Africa – DoD Contractor Personnel Office (DOCPER) website at:

https://www.europeafrica.army.mil/Contractor/.

2.6 Emergency Services

2.6.1 Employee Emergency Care

When a Contractor employee working under any associated TO suffers a serious injury or illness on a Government installation, emergency treatment will be IAW the local installation emergency protocols. Where available, Government facilities and emergency treatment will be provided as the first point of medical care. Transfer to other than Government medical treatment facilities shall take place as soon as possible https://www.europeafrica.army.mil/Contractor/ and as determined by attending medical authorities. Medical charges will be made to the Contractor employee.

2.6.2 Emergency/Incident Police Services

The Government will provide the services of the installation police for on-installation emergencies/incidents at place(s) of performance specified in individual TOs. If the incident is reportable, the Contractor shall follow emergency reporting procedures identified at the TO level.

2.7 Contract Administration and Management

The Contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to this requirement and associated TOs. The Contractor shall maintain continuous communication and workflow continuity between the HR Solutions Program Office and the Contractor's corporate offices, and/or Army Contracting Command – Rock Island (or other appropriate contract administrative office for any decentralized orders at TO level) for any contract related issues.

2.7.1 Contract Administration

The Contractor shall establish processes and assign appropriate resources to effectively administer this contract and associated TOs. The Contractor shall have a single point of contact between the Government and Contractor personnel assigned to support contracts or TOs (see PWS 2.11.5.1).

Notwithstanding any of the provisions of this requirement and associated TOs, the KO shall be the only individual with the authority to act on behalf of the Government to direct/redirect Contractor efforts, or in any way amend or change contract/TO terms or conditions. If the Contractor believes there have been changes made to this requirement or an associated TO by unauthorized personnel, the Contractor shall notify the contract/TO KO in writing immediately, but NLT two business days after the occurrence of any potential change. This notification shall include a brief description of the issue/change directed, who directed the change, and what work was done as a result of it. Any changes / work made that are not authorized by the KO will be at risk and at the contractor’s expense.

2.7.1.1 Administrative Information

2.7.1.1.1 The Contractor shall create an electronic email distribution list or single corporate electronic inbox to be used by the Government when requesting information, distributing program information, requesting TO proposals, and distributing TO awards/modifications. The Contractor shall ensure this email distribution list or electronic inbox is current at all times to ensure proper and timely communication. The Contractor shall provide the single email distribution list or electronic inbox address to the KO, COR, and the HR Solutions Portal within five business days after contract award. Updates shall be submitted to the HR Solutions Portal and Administrative KO NLT three business days after changes are made.

2.7.1.1.2 The Contractor shall ensure their organizational chart, the Contractor’s points of contact (POCs) for billing and invoicing, and the Contractor’s POCs for the QASP and quality control are current at all times. Initial submission shall be submitted to the HR Solutions Portal and the Administrative KO NLT 10 days following contract award. Updates shall be submitted to the HR Solutions Portal and Administrative KO NLT three business days after changes are made.

2.7.1.1.3 OFF-RAMPING PROCEDURES: Within the first 24 months of performance under this contract, the Government will review the Contractor’s performance in accordance with the Performance Standards for Off-Ramping listed under PWS Section 3. The Government will perform subsequent reviews annually.

Contractors may be subject to off-ramping for failure to maintain / adhere to the acceptable quality standards.

2.7.1.1.4 ON-RAMPING PROCEDURES: Periodically during the performance of this contract, the Government may assess the vendor pool make-up and determine if On-Ramping of new vendors is needed to ensure the viability of the PLS MATOC.

The Government, at its discretion, may issue a new solicitation to award additional contracts under the PLS MATOC. This solicitation may be issued as full and open or set-aside for small business, as determined by the Government.

2.7.2 Cooperation with Other Contractor and Government Personnel

The Contractor shall maintain a cooperative work environment with other Government Contractors and personnel so as not to cause interference, disagreement or delays to work to be performed while not compromising health, safety or security. The Contractor shall be responsible for adapting schedules and performance to accommodate additional support work and provide an environment to foster completion of requirements under this contract and resulting TO(s). Conflicts or cause for delays shall be brought to the attention of the COR-HRS and the Government requiring activity's program manager. Issues that cannot be resolved at this level shall be elevated to the KO for resolution. The Contractor is not relieved of any TO requirements or entitled to any adjustments to the TO terms because of failure to resolve a disagreement with an associate Contractor.

2.7.3 Contract and TO Management

The Contractor shall provide contract oversight to capture and ensure accountability, increased efficiencies, innovations and cost savings, and identify and accommodate performance trends in systemic issues while performing TOs for support services as described in PWS 2.2 and in each individual TO. The Contractor shall ensure reliability of data by using a performance management system that enables information sharing for planning purposes; identification of increased/decreased efficiencies, innovations and cost savings or avoidances; identification of performance trends including systemic issues; and other related value analysis. The Contractor shall report identified efficiencies, innovations, and cost savings applied across their TOs, and performance trends in systemic issues while performing TOs, and the information described in associated subparagraphs in the Contract Status Report IAW Contract Data Requirements List (CDRL) D001, PWS Section 5, Deliverables table.

At the TO level, the Contractor shall be responsible for in-processing and training employees on expected professional conduct and Contractor identification requirements.

2.7.3.1 Status Review Process

The Contractor shall maintain a status review process for planning and controlling all activities to ensure completion of all requirements under this contract and any TOs issued.

2.7.3.2 Continuity of Performance

The Contractor shall ensure adequate qualified staffing is provided and maintained to support each TO. The Contractor shall maintain an adequate work force to ensure uninterrupted performance of requirements to meet the standards specified in the Performance Requirements Summary (PRS) detailed within the TO QASP / PWS.

Performance standards shall be met at all times unless the Government facility is closed as specified in the TO PWS when performance is on a Government installation.

The Contractor shall ensure it has proven methodologies for continuity of services during unusual circumstances such as war, terrorist activity, declared emergency, contingency operations, and/or Military exercises, as required IAW DFARS 252.237- 7023 at the TO level. During these unusual circumstances, the Contractor shall implement its proven methodologies and put forth its best effort to ensure continuity of services.

2.7.3.3 Post Award and Interim Progress Review Meetings

The Contractor shall attend all post award and interim progress review meetings at the base contract and TO level convened by the contracting activity or the HR Solutions program management office IAW FAR 42.5. The KO, CORs, and other Government personnel, as appropriate, will meet with the Contractor initially in a post award meeting and periodically thereafter to conduct interim progress review (IPR) meetings.

These meetings are designed to highlight the program status, Contractor's performance and associated contract and/or TO issues. At these meetings the Government will apprise the Contractor of how the Government views the Contractor's performance and the Contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings will be conducted as identified below.

2.7.3.3.1 Program Management Forums (PMFs)

The Contractor is strongly encouraged to participate in PMFs hosted by the HR Solutions program office. The PMF is the platform by which all awardees will be provided program specific information that is essential to future involvement in TO competitions and the award process. The first PMF will serve as the Post Award meeting. Additional PMFs will be conducted not less than annually thereafter and serve as IPR meetings. The Contractor is strongly encouraged to attend all PMFs to ensure receipt of the most current program information and for the opportunity to provide the program office with feedback. These meetings shall be at no additional cost to the Government.

2.7.3.3.2 TO Post Award Meetings

Unless otherwise stated in the TO PWS, the Contractor shall make coordination within 10 calendar days after resulting TO award to schedule a Post Award meeting that shall take place via teleconference at a time mutually agreed upon by the Government and the Contractor. The PM and APM shall participate in the meeting as will the KO, COR- HRS and COR-RA. Any request for an alternate authorized individual to attend in place of the PM and/or APM shall be approved by the Government. During the meeting, the Contractor shall provide an orientation to their proposed support of the program, implementation milestone schedule, and discuss administrative matters.