Attachment 0001 - Performance Work Statement RFI_15 October.pdf

PERFORMANCE WORK STATEMENT

Performance Work Statement

Program Executive Office Soldier (PEOS), Project Manager Soldier Medical Devices (PM SMD), Materiel Fielding and Medical Liaison Support Services

1.0 SCOPE

1.0.1 Medical Field Systems (MFS), Force Integration Division (FID) provides Medical Materiel Support to all

Army Components Facilitating Optimal Healthcare and Worldwide Medical Readiness through; the procurement, assembly, and distribution of Medical Equipment and Medical Materiel Sets, Kits, Outfits (SKOs), the disassembly of previously fielded medical materiel and equipment, the management of excess medical materiel, the provision of disposition instructions, the management of on-hand medical materiel inventory, and the provision of technical assistance for medical materiel sustainment operations.

Background

PEOS, PM SMD is the largest Department of Defense’s (DoD) medical materiel development activity designed to protect and preserve the lives of Warfighters. PEOS, PM SMD develops, modernizes, procures, and fields new drugs, vaccines, medical devices and support equipment that enhances readiness ensuring the provision of the highest quality medical care to the DoD and maximizing survival of medical casualties on the battlefield.

PEOS, PM SMD Project Managers conduct the development and modernization of medical products for all of the DoD including the U.S. Army, other military Services, the Joint Staff, DHA, and U.S. Special Forces. The process takes promising technology from DoD, industry, academia to U.S. Forces, from the testing required for FDA approval or licensing, to fielding and sustainment of the finished product.

PEOS, PM SMD also serves as the Army Surgeon General’s Lead Component for Investigational New Drug (IND) treatment, prophylaxis, and diagnostic capabilities. PEOS, PM SMD is a subordinate activity under the U.S. Army Medical Research and Development Command (USAMRDC), DHA as the primary medical research, development, and acquisition organization with DoD.

PEOS, PM SMDPEOS, PM SMDPEOS, PM SMDPEOS, PM SMDPEOS, PM SMDPEOS, PM SMDPEOS, PM

SMD The following is a breakdown of the divisions these services will support and the tasks to be performed for each.

Division and Scope:

Division Scope Force Integration Division, PEOS, PM

SMD

Program Management Support Services

Force Integration Division, PEOS, PM

SMD

Management Analyst Support Services

Force Integration Division, PEOS, PM

SMD

General Management Professional Services

Force Integration Division, PEOS, PM

SMD

Logistics Analysis – Fielding Support Services

Force Integration Division, PEOS, PM

SMD

Medical Liaison Support Services

Force Integration Division, PEOS, PM

Medical Liaison Surge Support Services

Force Integration Division, PEOS, PM

Surge Support- Procurement Support Services

1.0.2 Objectives

The primary objective of this requirement is to provide materiel fielding and medical liaison support services across the Force Integration Division (FID) and at Fort Detrick. Fielding and medical liaison services in support of the deployable force are conducted in support of the medical Program Manager’s at MRDC.

The Contractor shall provide contractor personnel to perform the support services listed below to support PEOS, PM SMD and shall be located at Fort Detrick MD, the Contractor site and locations outlined in Section 5.1. The Contractor shall perform all services in accordance with (IAW) the PWS and any applicable Federal regulations and policies.

1.0.2.1 Program Management Support Services (Force Integratation Division, FID):

The contractor shall contribute to the efficient and effective operation of assigned programs. Services may be used at all organizational levels to help managers achieve maximum effectiveness or economy in their operations. The contractor shall contribute to the development and management of an operational plan containing essential program/project planning information for use by executive management, analyzing program/project progress, identifying and resolving issues, accounting for resources, and reporting. This area also includes planning, conducting life-cycle management reviews, impact assessments, as well as providing administrative, and management planning support for analyzing, developing, updating policy, and planning documents.

1.0.2.2 Management Analyst Support Services (FID):

The contractor shall plan, conduct life-cycle management reviews, and impact assessments, as well as providing administrative, management planning support for analyzing, developing, updating policy, and planning documents.

The contractor shall provide support as a coordinator that assists in the planning and management of single or multiple projects and supports senior program managers in tracking performance including cost, schedule, deliverables and contractual compliance. Contractors shall be able to successfully implement management goals and standards. The contractor shall provide a full range of functional expertise to include all activities related to information management. These activities shall include the full spectrum of tasks required to accomplish the mission. Examples of the required tasks include, but are not limited to creating, capturing, registering, classifying, indexing, storing, retrieving, disposal of records, development of strategies to manage records and publications.

They include the acquisition, control and disposal of records, disposal of library and other information products, items kept for reference purposes, and the provision of services to internal and external customers based on information resources. Activities include data administration, archival records and the handling of Freedom of Information Act (FOIA) requests.

1.0.2.3 General Management Professional Services (FID):

The contractor shall provide logistics service support in medical acquisition, supply chain and logistics activities across the full spectrum of military health care worldwide and its operational forces during peacetime and wartime missions. Such activities include property inventory, medical acquisition logistics, medical set assembly management, medical materiel fielding, vaccine distribution, cold chain management, medical materiel distribution management, logistics assistance, strategic medical prepositioned stock management, and technology assessments.

Provide subject matter expertise and technical, administrative, editorial and graphics assistance, as necessary, for the purpose of preparing special reports; studies; analyses; and briefing papers on various financial, administrative, and business process matters related to overall activities and process management. Such work includes conducting information searches; scientific, medical, financial, and technical writing; editing; graphics preparation; and report layout and production. The Contractor will explain methodologies that have been employed, discuss findings, list possible alternatives for consideration, and rank proposed policy or action alternatives with explanations as to the advantages and disadvantages of each.

The contractor shall be responsible for property inventory, medical acquisition logistics, medical set assembly management, medical materiel fielding, vaccine distribution, cold chain management, medical materiel distribution management, logistics assistance, strategic medical prepositioned stock management, and technology assessments.

The contractor shall also be responsible for creating, capturing, registering, classifying, indexing, storing, retrieving, disposal of records, development of strategies to manage records and publications. They include the collection, control and disposal of records, disposal of library and other information products, items kept for reference purposes, and the provision of services to internal and external customers based on information resources. Activities include data administration, archival records and the handling of Freedom of Information Act (FOIA) requests. The contractor shall be responsible for a variety of duties in the office. Administrative support services include being in charge of scheduling meetings and making travel arrangements. The contractor shall perform writing tasks in support of the Program Office. Activities include: typing routine letters and memos; validating the offices; memos’, information papers, reports, EXSUMs, and other correspondences for format and content consistent with the Army Correspondence regulations (AR 25-50).

1.0.2.4 Logistics Analysis- Fielding Support Services:

Key position responsibilities include: provide support to PEOS, PM SMDFielding Missions, planning data and reports for specific tasks, execute all fielding missions in compliance with regulatory guidance, execution of Post- Fielding Mission Requirements. Provide monthly and quarterly status reports that include work planned, completed, and analysis on fieldings.

1.0.2.5 Medical Liaison Support Services:

Key position responsibilities include: provide Medical Logistics Assistance Support to Units in need to facilitate the delivery of medical sustainment technical guidance to supported units while maintaining close coordination with PEOS, PM SMD, other MED Life Cycle Management Command (LCMC) liaison’s, local stakeholders, and local support agencies. Coordinate maintenance requirements with supported units and local support agencies, (i.e., local Medical Treatment Facilities, local Medical Logistics units, and USAMMA's three Medical Maintenance Depots).

Coordinate Class VIII re-supply requirements with supported units and local support agencies, (i.e., local Medical Treatment Facilities, local Medical Logistics units, and PEOS, PM SMD's Business Support Office (BSO)).

Coordinate and assist in developing requirement estimates and resource recommendations for supported units (i.e., equipment density reports, maintenance service schedules, equipment disposition instructions, Medical Equipment Set (MES) assembly management, and Class VIII materiel requisition reconciliations). Assist PEOS, PM SMD Regional Managers with coordinating on-site infrastructure, materiel handling support and unit synchronization for fielding missions at the five (5) enduring and one (1) optional liaison locations. Coordinating with gaining and supporting units, and PEOS, PM SMD’s Force Integration Division (FID), regarding scheduled missions to facilitate, define, and validate all support requirements and estimates for manpower, travel costs, and trip lengths in order to meet all mission requirements. Provide monthly and quarterly status reports that include work planned, completed, and analysis on supported unit impact. Upon request and with the concurrence of operational channels, provide PEOS, PM SMD a written unit concurrence of property book status prior to the FID Procurement timelines.

1.0.2.7 Surge Support Services – (Optional Task):

Within the surge support tasks, the contractor shall support all objectives above and the additional surge requirements outlined below:

PEOS, PM SMD

1.1 Non-Personal Services:

This award identifies services that are strictly non-personal in nature.

1.2 Severable / Non-Severable Services:

This award identifies services that are severable in nature.

1.3 Inherently Governmental Functions:

This requirement has been reviewed and contains no services that are inherently governmental functions.

1.4 Acquisition Functions Closely Associated with Inherently Governmental Functions:

This award identifies acquisition functions that are closely associated with inherently governmental functions as defined in Section 804 of the FY 2005 National Defense Authorizations Act. Appropriate military or civilian personnel of the Department of Defense cannot reasonably be made available to perform these functions. However, appropriate military or civilian personnel of the Department of Defense will: (1) oversee Contractor performance of the contract; and (2) perform all inherently governmental functions associated with the functions to be performed under this contract.

1.5 ORGANIZATIONAL CONFLICT OF INTEREST (OCI) (CDRL A001)

1.5.1 The FAR Part 9.5 provides guidance for Contracting Activities with regards to Organizational conflict of Interest (OCI). OCI is characterized by:

a) biased judgment on the part of the Contractor or

b) unfair competitive advantage in procurement.

The FAR encourages mitigation of a conflict if at all possible. The KO has significant discretion as to the acceptability of any mitigation plan offered. The work to be performed under this requirement has a significant potential for OCI. Contractors are required to present their best strategy for mitigation of any potential OCI under this requirement. This mitigation plan shall be updated as necessary throughout the life of the award. USAMRDC has categorized its requirements into three broad categories, as defined below, for purposes of identifying, avoiding or mitigating against OCIs IAW FAR Subpart 9.5. These categories are defined as follows:

1.5.2 Category 1: Internal Support - Where services which, by their very nature, give the Contractor access to non- public procurement sensitive data about the contract requirements, Contractors’ proprietary information, or put the Contractor in a position to influence the award decision on a contract in which they are participating.

Services would be characterized as having access to Command Wide procurement sensitive information, or work that could likely have an influence over follow-on awards or contracts within subordinate directorates/Commands.

Mitigation strategies may include: avoidance (non-participation), firewalls between existing personnel and new requirement.

1.5.3 Category 2: Program and/or Administrative Support - Services which assist in planning and managing an organization’s activities and programs.

Services would be characterized as having access to only Directorate or Subordinate Command level procurement sensitive information or work that would have little influence on follow-on requirements or requirements of other directorates/Subordinate Commands.

Mitigation Strategies: Within the requirements office – avoidance or firewalls.

1.5.4 Category 3: Product Support - Services or end items required to meet the mission requirements of the organization’s activities and programs.

Services can be characterized as having little or no access to procurement sensitive information other than the immediate requirement and little chances of follow-on work that can be influenced by the immediate requirement.

Mitigation Strategies: Contractor can provide a mitigation plan or acceptable self-certification that no OCI exists.

The work required under this contract has been determined by USAMRDC to be:

Category 2: Program and/or Administrative Support

1.5.5 The Contractor shall perform a comparative analysis of the potential new work against all current and previous work performed in support of USAMRDC in any category other than that of the new work being offered.

The comparative analysis must be included in the proposal for this contract, and must include a statement certifying whether the Contractor believes that its performance of the proposed contract would create a real or apparent OCI. The Contractor shall sign and submit the USAMRDC Organizational Conflict of Interest certification statement (Attachment 2). Failure to adhere to this statement may constitute default on the part of the Contractor.

1.5.6 The Contractor shall also obtain a similar certification of OCI status from all Subcontractors, and teaming partners prior to taking any such party under this contract. The Contractor shall appropriately modify and include this Paragraph, in all agreements and subcontracts of any tier to preserve the rights of the Government.

1.5.7 For breach of any of the above restrictions or for nondisclosure or misrepresentation of any relevant facts required to be disclosed concerning this contract, the Government may terminate this contract, disqualify the Contractor from subsequent related contractual efforts, and pursue any remedies as may be permitted by law or this contract.

2.0 TASKS

2.1 Program Management

The Contractor will oversee and supervise staff assigned to this contract, including transition in and out as described in PWS section 2.2. The Contractor shall ensure that the task is performed efficiently, accurately, on time, and in compliance with the requirements. The Contractor shall coordinate as necessary with the COR to ensure that the task is managed consistently with overall contract requirements. The Contractor shall ensure timely and accurate submission of invoices.

The Contractor shall successfully integrate and coordinate all activity needed to execute the requirement. The Contractor shall manage the timeliness, completeness, and quality of problem identification. The Contractor shall provide corrective action plans, proposal submittals, immediate identification of issues, and effective management of Subcontractors. The Contractor shall seek to ensure customer satisfaction as well as professional and ethical behavior of all Contractor personnel.

The Contractor shall provide sufficient management to ensure that all tasks prescribed in the PWS are performed efficiently, accurately, on time, and in compliance with the requirements of this document. Specifically, the Contractor shall designate a Contractor Task Manager (CTM) to oversee tasks and supervise staff assigned to this contract, including transition in and out as described in the PWS.

2.1.1 Monthly Progress Report (MPR) – A002 Progress Report

The Contractor shall ensure that a Monthly Progress Report (MPR) ( A002 Progress Report) is submitted outlining the expenditures, billings, progress, status, and any problems/ issues encountered in the performance of this task. Initial MPR is due NLT 30 days after contract award. The MPR shall include the labor hours expended, by labor category, for each task and sub-task.

The MPR submission, at a minimum, provides status of work in progress, problems or constraints encountered, suggested solutions, vacancy status, projected absence and travel summary for the current and next two months, status on AT/OPSEC training required in PWS section 6.22, and status of Government Furnished Equipment as required in PWS section 6.19 using a format agreed upon by the COR and Contractor. The Contractor shall require all Subcontractor’s to provide input to the MPR where there are critical or significant tasks related to the prime contract. Critical or significant tasks shall be defined by mutual agreement between the Government and Contractor.

The MPR shall include a Spend Plan which details the status of available funds, and how the Contractor expects to incur and invoice for costs, both labor and other direct costs (ODCs) against the contract. The Spend Plan shall detail costs to be incurred by contract year, starting with the first month of the contract period of performance. The spend plan shall include the labor hours expended, by labor category and Contract Line Item Number (CLIN), and include an estimated cost to period of performance completion.

The Contractor shall require all Subcontractors to provide input to the MPR where there are critical or significant tasks related to the prime contract. Critical or significant tasks shall be defined by mutual agreement between the Government and Contractor.

2.1.2 Kick-off Meeting and Program Reviews Meeting Materials – , A003 Kickoff Meeting The Contractor shall coordinate with the Government to schedule and conduct a kick-off meeting within seven business days after contract award. The Contractor shall meet with the Government to present an overview of their approach and establish schedules, procedures, and points of contact necessary to conduct the tasks outlined herein.

The primary outcome of this meeting is to come to an agreement on the schedule and performance baselines.

The Contractor shall plan and conduct regular, routine meetings with a frequency of not less than quarterly with the Government to review progress and status of activities under this contract. Each review shall provide insight into expenditures, staffing, progress, risks, and status of GFE, including Contractor purchased, Government owned items. The Contractor shall provide project briefings addressing cost/price, schedule, performance, and status of each key element of this contract, noting any problems or risks and alternative and recommended solutions.

The Contractor shall ensure that Kick-off Meeting and Program Reviews Meeting Materials (A003 Kickoff Meeting) are provided to Government participants prior to the meeting and that data presented at program reviews is current within not more than ten (10) days.

2.1.3 Outgoing Transition Plan – A004, Outgoing Transition Plan In accordance with this solicitation, the Contractor shall provide an Outgoing Transition Plan (A004) for 30 days of outgoing transition for transitioning work from an active task order to a follow-on contract/order or Government entity. This transition may be to a Government entity, another Contractor or to the incumbent Contractor under a new contract/order. In accordance with the Government-approved plan, the Contractor shall assist the Government in planning and implementing a complete transition from this Contract and/or orders issued under this Contract to a successful provider. This shall include formal coordination with Government staff and successor staff and management. It shall also include delivery of copies of existing policies and procedures, and delivery of required metrics and statistics. This transition plan shall include, but is not limited to:

• Coordination with Government representatives,

• Review, evaluation and transition of current support services,

• Transition of historic data to new Contractor system,

• Government-approved training and certification process,

• Transfer of hardware warranties and software licenses (if applicable),

• Transfer of all necessary business and/or technical documentation,

• Transfer of compiled and un-compiled source code, to include all versions, maintenance updates and patches (if applicable),

• Orientation phase and program to introduce Government personnel, programs, and users to the Contractor's team, tools, methodologies, and business processes,

• Disposition of Contractor purchased Government owned assets, including facilities, equipment, furniture, phone lines, computer equipment, etc.,

• Transfer of Government Furnished Equipment (GFE) and Government Furnished Information (GFI), and

GFE inventory management assistance,

• Ensuring continuity of services,

• Turn-in of all government keys, ID/access cards, and security codes.

2.2.1 Program Management Plan – A005, Program Management Plan The Contractor shall develop a Program Management Plan (A005) that shall require Government approval. It will be used to manage, track and evaluate the Contractor’s performance. The Program Management Plan shall consist of control policies and procedures in accordance with standard industry practices for project administration, execution and tracking.

The Program Management Plan shall include the following:

• How their chain of command practices will contribute in a positive manner to ensuring the completion of all tasks on schedule. This should include a discussion of the Contractor’s approach to coordinating, directing, and effectively managing all sub-Contractors and their flexibility in allocating resources.

• The Contractor’s organizational structure and subcontracting relationships.

• Methods for managing subcontracts and mitigating organizational conflicts of interest.

• Information regarding how they would recruit and retain personnel for surge positions.

• A description of the Contractor’s overall management approaches, policies, and procedures including suggested project metrics, as well as the use of onsite Contractor leads; and,

• A detailed staffing plan, which describes, the Contractor’s approach to ensuring continuity of services, coordination, direction, management of all Subcontractors, and recruitment and retention of contract employees,

• Document how the Contractor will meet and comply with the requirements to control, coordinate, and direct performance; organize and manage resources that will achieve the technical/ scientific requirements established in the PWS,

• Describe how the Contractor plans to reduce the risk associated with this requirement.

2.2.2 Quality Control Plan (QCP) – A006, QCP

The Contractor shall prepare and adhere to a Quality Control Plan (QCP) (A006). The QCP shall document how the Contractor will meet and comply with the quality standards established in the PWS.

At a minimum, the QCP should include the following:

• A self-inspection plan, an internal staffing plan, and an outline of the procedures that the Contractor will use to maintain quality, timeliness, responsiveness, customer satisfaction, and any other requirements set forth in the PWS.

• Demonstrated Processes, procedures, and metrics which are likely to result in successful outcome within cost and on schedule.

2.2.3 Contingency Operations Plan – A007, COP

The Contractor shall prepare and submit a Contingency Operations Plan (A007) to the Government. The Contingency Operations Plan shall be due ten (10) calendar days after the award of the order, and shall be updated on a quarterly basis. The Contingency Operations Plan shall document Contractor plans and procedures to maintain PEOS, PM SMD support during an emergency. The Contingency Operations Plan shall include the following:

• A description of the Contractor’s emergency management procedures and policy

• A description of how the Contractor will account for their employees during an emergency

• Planned temporary work locations or alternate facilities

• How the Contractor will communicate with USAMMA during emergencies

• A list of primary and alternate Contractor points of contact, each with primary and alternate:

o Telephone numbers o E-mail addresses

• Procedures for protecting Government furnished equipment (if any)

• Procedures for safeguarding sensitive and/or classified Government information (if applicable)

2.2.4 Operations during Emergency Situations

Individual contingency operation plans shall be activated immediately after determining that an emergency has occurred, shall be operational within twelve (12) hours of activation, and shall be sustainable until the emergency situation is resolved and normal conditions are restored, or the contract is terminated, whichever comes first. In case of a life-threatening emergency, the COR will immediately make contact with the Contractor Task Managers to ascertain the status of any Contractor personnel who were located in Government controlled space affected by the emergency. When any disruption of normal, daily operations occur, the Contractor Task Manager shall promptly open an effective means of communication with the COR and verify:

• Key points of contact (Government and Contractor)

• Temporary work locations (alternate office spaces, telework, virtual offices, etc.)

• Means of communication available under the circumstances (e.g., email, webmail, telephone, FAX, courier, etc.)

• Essential work products expected to continue production by priority

The Contractor Task Manager, in coordination with the COR, shall make use of the resources and tools available to continue PEOS, PM SMDcontracted functions to the maximum extent possible under emergency circumstances.

Regardless of contract type, and of work location, Contractors performing work in support of authorized tasks within the scope of their contract shall charge those hours accurately in accordance with the terms of this contract.

2.2.5 <Reserved>

2.2.6 Contractor Personnel Performance/Replacement

Substitutions of proposed Key Personnel shall not be allowed for a period of three months after award, except under extreme circumstances like sudden illness, death, or termination of employment. Any proposed substitute or replacement key personnel shall have qualifications comparable to the individual being replaced, taking into account the requirements of the PWS. For temporary and/or permanent replacement of Key Personnel, the Contractor shall provide a resume for each individual to the COR. Resumes shall be provided at least two weeks (or as mutually agreed upon) prior to making any personnel changes. The Government reserves the right to pre-approve any replacement or substitution of Key Personnel. Contractor personnel must submit necessary information to be issued a clearance prior to reporting for performance.

The Contractor shall utilize the key personnel on this contract for those areas of support indicated in the minimum level of effort (See Attachment 3).

The Contractor must provide thorough and detailed documentation of the experience, abilities, and background for Key Personnel substitutions under this contract in the form of resumes or equivalent statements of qualifications.

Such documentation shall include but not be limited to: name, curriculum vitae, type and description of experience.

In the event of extreme circumstances resulting in the need for a substitution, the Contractor shall promptly notify the Contracting Officer and provide the information required by the paragraph below.

All requests for substitutions must provide a detailed explanation of the circumstances necessitating the proposed substitution(s), a complete resume for the proposed substitute(s), and any other information requested by the Contracting Officer needed to approve or disapprove the proposed substitution(s). All proposed substitutes shall have qualifications that are equal to or higher than the qualifications of the person to be replaced. The Contracting Officer or his authorized representative will evaluate such requests and promptly notify the Contractor of his approval or disapproval thereof.

If any of the listed Key Personnel are Subcontractor personnel, the Contractor shall include the substance of this section in any subcontract which he awards under this contract.

2.2.6.1 Key Personnel:

The following is an estimated list of Key Personnel outlined by labor category and support role.

* Designates Key Personnel **Designates Key Personnel in Option/SURGE Periods and that are not being evaluated at time of award:

Key Personnel FTE Area of Support

*Program Manager 1 Materiel Fielding (FID), Ft. Detrick

*Management Analyst- Middle 1 Materiel Fielding (FID), Contractor Site

*General Management Professional- Middle 1 Materiel Fielding (FID), Ft. Detrick

*Logistics Analyst IV Medical Liaison

Officer (LNO)

Medical Liaison Support- Ft. Bragg, Ft.

Campbell, Ft. Carson, Ft. Hood, Joint-Base Lewis-McCord and Ft. Detrick, Joint-Base Elmendorf-Richardson (Alaska), Daenner

Kaserne (Germany)

2.3 Specific Tasks:

The Contractor shall ensure that all tasks listed below are performed in conformance with DoD, Army, USAMRDC, and PEOS, PM SMD regulations, policies, and procedures. Specific to acquisition and product development projects and products, Contractors shall become familiar with and understand the DoD 5000 and the associated acquisition processes and procedures, as well as USAMRDC’s tailoring of those policies through the Decision Gate process.

Performance of the following tasks will require experience with Microsoft Office, to include MS Outlook, MS Project, MS Access, MS PowerPoint, MS Excel, MS Word, and VISIO. All Contractors shall be able to customize toolbars, import and insert graphs, embed Excel data, and elaborate reports, customize templates and the PowerPoint environment, and to make a presentation interactive by using hyperlinks and action buttons, understands the concepts of databases and is able to work with charts and to use the list management capabilities of Excel.

Reports and documents delivered by the Contractor in the performance of this contract shall be considered property of the Government. All documentation shall reflect the latest version of the work product or activity, unless specifically directed otherwise by the Government. All documentation shall be prepared IAW standard industry practices, ensuring electronically produced documents which reflect logical flow of material, tables of contents indexes and page numbering. Where applicable, the Contractor’s attention is called to the availability of commercial, industry, federal, and military guides, instructions, and standards for topics addressed in this CONTRACT PWS.

2.3.1 Program Management Support Services (Materiel Fielding)

2.3.1.1 The Contractor Program Manager shall ensure that the task is performed efficiently, accurately, on time, and in compliance with the requirements. The Contractor Program Manager shall coordinate as necessary with the COR to ensure that the tasks are managed consistently with the overall contract requirements. The Contractor Program Manager shall ensure timely and accurate submission of invoices.

2.3.1.2 The Contractor shall provide integration of information management business practices and rules into the operational architecture; data dictionaries, and data standards to achieve the objective of cost reductions, performance gains and optimization of resources.

2.3.1.3 The Contractor shall ensure that the goals, objectives, and functionality of Military Health System (MHS) automated information systems meet the needs of a managed care and deployable healthcare environment, and that the requisite tools and techniques support these information management activities.

2.3.1.4 The Contractor shall perform requirements management for the MHS, utilizing requirements management methods focused on identifying, analyzing, interpreting, and documenting the functional requirements that are associated with MHS managed care core business functions.

2.3.1.5 The Contractor shall assist with Government Information (Requirements) Managers by providing automated information system testing prior to fielding, during and after activities related to deployment of new releases of currently in-use logistics information management systems such as Defense Medical Logistics Standard Support (DLMSS), Theater Enterprise-Wide Logistics System (TEWLS), and Global Combat Support System-Army (GCSS-Army). Ensure that hardware will support the upgrade at each fielding site and upgrade process is fully coordinated with each fielding site.

2.3.1.6 The Contractor shall obtain outside points of view to avoid too limited judgment on critical issues;

2.3.1.7 The Contractor shall obtain advice regarding developments in industry, university, or foundation research;

2.3.1.8 The Contractor shall obtain the opinions, special knowledge, or skills of noted experts;

2.3.1.9 The Contractor shall enhance the understanding of, and developing alternative solutions to, complex issues;

2.3.1.10 The Contractor shall research and review existing standards and assisting in developing new policies and procedures; and

2.3.1.11 The Contractor shall assist in developing policy strategies, implementing plans and assisting in policy implementation.

2.3.2 Management Analysis Support Services (Materiel Fielding)

2.3.2.1 The Contractor shall assist the centrally managed medical logistics programs, Army Supply Class VIII (SC VIII) cataloging and coordinating set building, assisting maintenance planning and operations, Regionally Aligned Readiness and Modernization Model (ReARMM) integration and synchronization and subsequent Force Management structures and programs. ReARMM is the U.S. Army's unit life cycle model, designed to balance operational readiness with modernization efforts. It provides a structured framework for unit transitions, aligning modernization, training, and deployment phases with regional priorities.

2.3.2.2 The Contractor shall support the fielding of new medical materiel and medical sets for commercial and non-developmental items through the use of medical prepositioned stocks, medical chemical defense materiel, medical equipment and technology maintenance for Army and joint spectrum military operations.

2.3.2.3 The Contractor shall support and coordinate in equipping and sustaining the medical force in a support continuum beginning with medical materiel and equipment acquisition life-cycle projects to include configuration and assembly management for SKOs; fielding to the unit and disposition instructions. These SKOs range in size from small single-person combat medic kits to large combat support hospitals. There are three main types:

2.3.2.4 The Contractor shall provide logistics support services to Unique (Major) Medical Assemblages used primarily for the Army.

2.3.2.5 The Contractor shall provide logistics support services on Multi Service (Minor) Medical Assemblages used by multiple services.

2.3.2.6 The Contractor shall provide logistics support services on Deployable Medical Systems, also known as medical materiel sets or hospital modules.

2.3.2.7 The Contractor shall obtain outside points of view to avoid too limited judgment on critical issues;

2.3.2.8 The Contractor shall obtain advice regarding developments in industry, university, or foundation research;

2.3.2.9 The Contractor shall obtain the opinions, special knowledge, or skills of noted experts;

2.3.2.10 The Contractor shall enhance the understanding of, and developing alternative solutions to, complex issues;

2.3.2.11 The Contractor shall research and review existing standards and assisting in developing new policies and procedures; and

2.3.2.12 The Contractor shall assist in developing policy strategies, implementing plans and assisting in policy implementation.

2.3.2.13 The Contractor shall ensure that the goals, objectives, and functionality of Military Health System automated information systems meet the needs of a managed care and deployable healthcare environment, and that the requisite tools and techniques support these information management activities.

2.3.2.14 The Contractor shall perform requirements management for the Military Health System (MHS), utilizing requirements management methods focused on identifying, analyzing, interpreting, and documenting the functional requirements that are associated with MHS managed care core business functions.

2.3.2.15 The Contractor shall assist the centrally managed medical logistics programs, Army Supply Class VIII (SC VIII) cataloging and coordinating set building, assisting maintenance planning and operations, and Army Force Generation integration and synchronization.

2.3.2.16 The Contractor shall support the Army Medical Department’s (AMEDD’s) by fielding new medical materiel and medical sets for commercial and non-developmental items through the use of medical prepositioned stocks, medical chemical defense materiel, medical equipment and technology maintenance for Army and joint spectrum military operations.

2.3.2.17 The Contractor shall support and coordinating in equipping and sustaining the medical force in a support continuum beginning with medical materiel and equipment acquisition life-cycle projects to include configuration and assembly management for medical sets, kits, and outfits (SKO), fielding to the unit and disposition instructions.

2.3.3. General Management Professional Services (Materiel Fielding)

2.3.3.1 The Contractor shall provide administrative support to support all FID fielding’s and ancillary paperwork.

2.3.3.2 As needed, the Contractor shall provide back up support to FID related to Medical Liaison Support Team (MLST) missions.

2.3.3.3 The Contractor shall participate in PEOS, PM SMD administrative meetings, disseminate associated information and guidance to Division/PMO personnel.

2.3.3.4 The Contractor shall prepare documents IAW Army Regulation (AR) 25-50, Preparing and Managing Correspondence to include preparing Department of the Army memorandums, letters, executive summaries, Information Papers briefings and staffing of correspondence (preparing Staff Action Summary Sheets).

2.3.3.5 The Contractor shall prepare, review, and staff correspondence and other documentation and publications consistent with established policies and procedures.

2.3.3.6 The Contractor shall review and edit Division correspondence for changes in spelling, grammar, punctuation, word usage and correct format style for the intended audience IAW PEOS, PM SMD policy and procedures.

2.3.3.7 Personnel performing in this task area shall have the ability to successfully communicate with personnel at various echelons through the use of effective interpersonal and communication skills in addition to managing numerous efforts and effectively prioritizing and multi-tasking requirements that have a direct impact on the Program.

2.3.3.8 The Contractor shall be capable of using Microsoft Office Suite, Word, PowerPoint, and Excel, as well as Microsoft Outlook in order to effectively communicate via email with other staff; use the Outlook calendar.

Personnel performing in this task area have the capability of proficiently using Army Regulation 25-50 and Preparing and Managing Correspondences.

2.3.3.9 The Contractor shall prepare weekly memorandums, meeting minutes and other DoD documentation as needed.

2.3.3.10 The Contractor shall provide overall support to the Directorate.

2.3.4 Logistics Analysis– Materiel Fielding

2.3.4.1 The Contractor shall provide support to PEOS, PM SMD Fielding Missions. While at the fielding site, the LA III will have oversite of the LA II to ensure all data entry is complete and accurate. The LA III is to ensure all fielding operations on the inventory floor are completed and reported to the Regional Manager.

2.3.4.1.0 Executive Level Fielding Schedule (ELFS) – Deliverable 9 – CDRL A009 At the direction of the Force Integration Director/Chief of Materiel Fielding, the Contractor shall provide a weekly Executive Level Fielding Schedule (CDRL A009)

2.3.4.1.1 Monthly Fielding Support Planning Workload Report - CDRL A008

At the direction of the PEOS, PM SMD Regional Managers, the Contractor shall coordinate local infrastructure support to facilitate PEOS, PM SMD materiel fielding missions for supported units and prepare a Monthly Fielding Support Planning Workload Report (CDRL 08).

2.3.4.1.2 The Contractor shall execute Pre-Fielding Mission Requirements for on-site and remote missions.

2.3.4.2 The Contractor shall provide planning data and reports for specific tasks to be performed.

2.3.4.2.1 AOR Travel Requirement – CDRL A011

Fielding personnel as well as medical liaison officers must be identified within 15 days of the forecasted schedule release notification to coordinate for AOR travel requirements (Deliverable 11). Contract management will assess what additional travel requirements are needed for the identified travelers to the specified AOR. For non-standard vaccines / immunizations contract management will use the readiness link at:

2.2.4.2.1.1 Travel Requirement Link for all AOR:

https://health.mil/Military-Health-Topics/Health-Readiness/Immunization-Healthcare/Vaccine- Recommendations/Vaccine-Recommendations-by-AOR

2.3.4.3 Pre-Fielding Analysis Report CDRL A012

The Contractor shall prepare a Pre-Fielding Analysis Report (CDRL A012) that identifies the full arrangement of authorized materiel requirements and expected shortages for the fielding mission to include:

2.3.4.3.1 End items, including all component major items and Basic Issue Items(BII);

2.3.4.3.2 Associated Support Items of Equipment(ASIOE);

2.3.4.3.2.1 Special Tools and Test Equipment (STTE);

2.3.4.3.2.2 Test, Measurement, and Diagnostic Equipment (TMDE), including test program and interconnecting devices where applicable;

2.3.4.3.3 Support Kits; and Outfits

2.3.4.3.4 Technical Publications.

2.3.4.4 The Contractor shall prepare Requests for Information, Logistics Support Agreements, Task Assignment Memorandums, Memorandums of Notification, and Letters of Instruction as required to support all fielding actions.

2.3.4.5 The Contractor shall provide team representatives for meetings, briefings, conferences, and site surveys required in the planning of fielding actions with no more than 72hours’ notice.

2.3.4.6 The Contractor shall prepare and provide analysis and recommendations to improve fielding processes upon request.

2.3.4.6.1 The Contractor shall assist and/or provide technical guidance for the de-processing, staging, inventory, and hand-off of materiel to gaining units. No less than 50% of staff will maintain worldwide contingency deployability through compliance with Contractor Deployer Requirements found athttp://www.bliss.army.mil/CRC/index.html.

This training shall be completed as needed with new personnel commencing performance, with the results reported to the COR no later than (60) calendar days after contract award. COR will coordinate and synchronize with the CONUS Replacement Center (CRC).

http://www.bliss.army.mil/CRC/index.html

2.3.4.6.2 The Contractor shall assist in the development of Composite Risk Management plans for each fielding action and provide a safety briefing to members of gaining unit on operation procedures within the hand-off/transfer site, as applicable.

2.3.4.6.3 The Contractor shall confirm the receipt of end items (with basic issue items), non-expendables, durables, expendables, and the support packages at the gaining installation ensuring the accountability of equipment is maintained throughout the direct and remote fielding processes. Inspect materiel for in-transit damage for on-site fielding and initiate discrepancy-reporting procedures, as necessary.

2.3.4.7.4 The Contractor shall submit Standard Form (SF) 380, Reporting and Processing Medical Material Complaints/Quality Improvement Report, for medical materiel IAW AR 40-61, Medical Logistics Policies and Procedures, and submit to the responsible activity, with an information copy forwarded to the COR, USAMMA, ATTN: MCMR-MMA-SC or MCMR-MMO-SF when applicable.

2.3.4.7.5 The Contractor shall submit SF364, Report of Discrepancy, IAW AR 735-11-2, Reporting of Supply Discrepancies and AR 735-5, Policies and Procedures for Property Accountability (Unit Supply UPDATE), if there are equipment shortages, overages, packing discrepancies, wrong item or wrong/illegible/missing markings, and submit to the responsible activity with an information copy forwarded to the COR, PEOS, PM SMD, ATTN:

MCMR- MMA-SC/MMO-SF when applicable.

2.3.4.7.6 The Contractor shall submit SF 361, Transportation Discrepancy Report, IAW AR 710-4 Property Accountability for any damages identified as transportation related, in coordination with the local installation transportation officer. Ensure the gaining unit secures the defective materiel until notification of appropriate disposition by the consignor when applicable Copy shall be furnished to the PEOS, PM SMD Transportation Coordinator and Regional Manager.

2.3.4.7.7 The Contractor shall provide the Unit Accountable Property Officer (APO) and Unit Supply Non- Commissioned Officer (NCO) affected by the discrepancy with a copy of the customer documentation package, with issue, receipt and transfer documents for use by the affected APO and NCO to record and document receipt/transfer of equipment.

2.3.4.7.8 The Contractor shall assist and/or provide technical guidance for the de-processing, staging, inventory, and hand-off of materiel to gaining units. The Contractor will backfill deployed Contractor support readily to meet the increased needs of Government material fielding missions.

2.3.4.8 Execution of Post-Fielding Mission Requirements

2.3.4.8.1 Materiel Fielding After Action Report (AAR) - CDRL A013 The Contractor shall prepare and deliver a Materiel Fielding After Action Report (AAR) (CDRL A013) to the Government upon completion of each fielding mission. The AAR shall include a summary of events, all issues/concerns encountered, corrective actions taken and verified, and those corrective actions still in process (follow-up actions). This report shall include copies of all documentation (Customer Documentation Package) given to the gaining activity during hand-off. Thereafter, the entire customer documentation package shall be available upon request. Execute all Materiel Fielding missions efficiently and in compliance with all regulatory guidance.

2.3.4.8.2 Monthly Fielding Analysis Report - CDRL A010

The Contractor shall provide analysis of effectiveness, efficiency, and compliance for materiel fielding actions in coordination with Force Integration Division leadership and provide a Monthly Fielding Analysis Report

(CDRL A010).

2.3.4.9 The Contractor shall have the ability to lift up to 50 pounds and shall obtain and use appropriate personal protective equipment as required. The Contractor shall follow the company’s safety policy in the event of an accident.

2.3.5 Logistics Analysis– Medical Liaison Support Services

2.3.5.1 Monthly Logistics Assistance Workload Report - CDRL A015 Provide Medical Logistics Assistance Support to Units in need. Draft and provide Monthly Logistics Assistance Workload Report (CDRL A015).

2.3.5.2 Facilitate the delivery of medical sustainment technical guidance to supported units while maintaining close coordination with PEOS, PM SMD, other MED LCMC Logistics Assistance Representatives (LAR), local stakeholders, and local support agencies.

2.3.5.3 Coordinate equipment repair and return actions between supported units and USAMMA's three Medical Maintenance Depots.

2.3.5.4 Provide analysis and recommendation on courses of action for medical materiel and equipment procurement strategies and Class VIII re-supply requirements.

2.3.5.5 Provide analysis, coordination and assistance in the development of materiel requirement estimates and resource recommendations for projected fielding initiatives. (i.e., property reporting, equipment operational status, lifecycle recommendations, materiel disposition instructions, and Class VIII materiel requisition reconciliations).

2.3.5.6 Assist PEOS, PM SMD Regional Managers with coordinating on-site infrastructure, materiel handling support and unit synchronization for fielding missions within…