Attachment 0001 - PWS PEO SMD Fielding Services staffing.pdf

Attachment 1

Performance Work Statement

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

1. SCOPE

Project Manager Soldier Medical Devices (PM SMD), 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 including training on Army automated logistics systems.

1.1. Background

PEO Solider delivers 130 programs of record and 253 products and non-programs of record, such as essential capabilities from body armor, medical devices, helmets, sensors and lasers to legacy weapons systems. PEO Soldier has four Project Manager (PM) Offices. They are Project Manager Soldier Lethality, Project Manager Soldier Survivability, Program Manager Soldier Warrior, Project Manager Solider Medical Device, and Assistant Program Executive Officer.

PM SMD Product Managers / Product Leads manage the development and modernization of medical products for all 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, licensing, FDA approval (when required), and fielding of the finished product.

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

1.2. Division and Scope:

Division Scope Force Integration Division, PM SMD, PEOS, Soldier

Program Management (Contractor Task Management)

Force Integration Division, PM SMD, PEOS, Soldier

Management Analysis Support Services

Force Integration Division PM SMD, PEOS, Soldier

Medical Liaison Support Services

Force Integration Division PM SMD, PEOS, Soldier

Logistics Analysis

Force Integration Division PM SMD, PEOS, Soldier

Transportation Coordination

Force Integration Division, Materiel Fielding, PEOS, PM SMD

Fielding Surge Support Services

1.3. Objectives

1.3.1. The primary objective of this requirement is to provide materiel fielding and medical liaison support services across the Force Integration Division (FID), PM SMD at Fort Detrick. Fielding and medical liaison services, in support of the operational Army, are conducted in support of the medical Program Manager’s at PEOS, Soldier.

1.3.2. The Contractor shall collaborate with the PM SMD and key stakeholder organizations to effectively and efficiently support the medical material readiness of the operational Army through materiel fielding and medical liaison support services.

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

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

1.3.4. Support Services:

Program Management (Contractor Task Management) Management Analysis Support Services Logistics Analysis Medical Liaison Support Services Transportation Coordination Fielding Surge Support Services

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

1.4.1.

1.5. Non-Personal Services

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

1.6. Severable / Non-Severable Services

This award identifies services that are severable in nature.

1.7. Inherently Governmental Functions

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

1.8. 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.

Key Personnel FTE Area of Support Program Manager/CTM 1

Materiel Fielding (FID), Ft. Detrick

Management Analyst- Middle 1 Materiel Fielding (FID), Ft. Detrick / Contractor Site

Logistics Analyst IV Medical Liaison Officer (LNO)

8 Medical Liaison Support- Ft. Bragg, Ft. Campbell, Ft.

Cavazos, Ft. Carson, Joint-Base Lewis-McCord, Ft. Detrick, Joint-Base Elmendorf-Richardson (Alaska), Daenner Kaserne (Germany)

Gorkos, Carl J II CIV (USA) Recommendation from RFP response. This objective charges industry to create opportunities for greater efficiency and focus on readiness. Additionally, this objective aligns nicely to the evaluation criterial specified within Subfactor 1 (Management Approach).

Gorkos, Carl J II CIV (USA) Correct the Naming of each section and then rename sections below to match.

Gorkos, Carl J II CIV (USA) Correct sec 1.2 also

Gorkos, Carl J II CIV (USA)

1. Program Management Support Services (Fielding) vs. Program Management Support (Contractor Task Management) vs. General Management Professional Services

2. Logistics Analysis Material Fielding (Fielding) vs. Logistics Analyst Field Support Services vs. Management Analyst Support Service

3. Logistics Analysis - Medical Liaisons Support Services vs. Medical Liaison Support Services

4. Transportation Coordinator / Logistics Analyst Support Services for FID (Material Fielding) vs. Management Analyst Support Services

Gorkos, Carl J II CIV (USA) Has this changed in newer NDAA’s?

Gorkos, Carl J II CIV (USA) NDAA 2009 Sec 808 (b) ADDITIONAL SUBJECT OF REVIEW.—In addition to the matters required by subsection (a), the guidance and instructions issued pursuant to subsection (a) shall provide for procedures for the periodic review of contracts under which one contractor provides oversight for services performed by other contractors. In particular, the procedures shall be designed to evaluate, at a minimum—

(1) the extent of the agency’s reliance on the contractor to perform acquisition functions closely associated with inherently governmental functions as defined in section 2383(b)(3) of title 10, United States Code; and

Gorkos, Carl J II CIV (USA) §4508. Contractor performance of acquisition functions closely associated with inherently governmental functions

(a) Limitation.—The head of an agency may enter into a contract for the performance of acquisition functions closely associated with inherently governmental functions only if the contracting officer for the contract ensures that—

(1) appropriate military or civilian personnel of the Department of Defense cannot reasonably be made available to perform the functions;

(2) appropriate military or civilian personnel of the Department of Defense are—

(A) to supervise contractor performance of the contract; and

(B) to perform all inherently governmental functions associated with the functions to be performed under the contract; and �(3) the agency addresses any potential organizational conflict of interest of the contractor in the performance of the functions under the contract, consistent with subpart 9.5 of part 9 of the Federal Acquisition Regulation and the best interests of the Department of Defense.

�(b) Definitions.—In this section:

(1) The term "head of an agency" does not include the Secretary of Homeland Security or the Administrator of the National Oceanic and Atmospheric Administration.

(2) The term "inherently governmental functions" has the meaning given such term in subpart 7.5 of part 7 of the Federal Acquisition Regulation.

(3) The term "functions closely associated with inherently governmental functions" means the functions described in section 7.503(d) of the Federal Acquisition Regulation.

(4) The term "organizational conflict of interest" has the meaning given such term in subpart 9.5 of part 9 of the Federal Acquisition Regulation.

(Added Pub. L. 108–375, div. A, title VIII, §804(a)(1), Oct. 28, 2004, 118 Stat. 2007, §2383; renumbered §4508 and amended Pub. L. 116–283, div. A, title XVIII, §1856(g), (i), Jan. 1, 2021, 134 Stat. 4275.)

�Editorial Notes Prior Provisions A prior section 4508, acts Aug. 10, 1956, ch. 1041, 70A Stat. 253; Nov. 2, 1966, Pub. L. 89–718, §27, 80 Stat. 1119, which related tests of iron, steel, and other materials, was repealed by Pub. L. 103–160, div. A, title VIII, §822(b)(3), Nov. 30, 1993, 107 Stat. 1706.

Amendments 2021—Pub. L. 116–283 renumbered section 2383 of this title as this section.

Subsec. (b)(1). Pub. L. 116–283, §1856(i), which directed striking out "has the meaning given in section 2302(1) of this title, except that such term", was executed by striking out "has the meaning given such term in section 2302(1) of this title, except that such term" before "does not include", to reflect the probable intent of Congress.

Gorkos, Carl J II CIV (USA) I searched all NDAAs up thru NDAA 2024. No changes or updates that modify this section. It is good as written.

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

1.9. ORGANIZATIONAL CONFLICT OF INTEREST (OCI) - Deliverable 1 - CDRL A001

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

biased judgment on the part of the Contractor or unfair competitive advantage in procurement.

The FAR encourages mitigation of a conflict if 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. PEOS, PM SMD 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:

1.9.1. 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.

1.9.2. 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.

1.9.3. 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.

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

1.9.4. The work required under this contract has been determined by PEOS, PM SMD to be:

Category 2: Program and/or Administrative Support

The Contractor shall perform a comparative analysis of the potential new work against all current and previous work performed in support of PEOS, PM SMD 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 Organizational Conflict of Interest certification statement (Attachment 2).

Failure to adhere to this statement may constitute default on the part of the Contractor.

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

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. PERFORMANCE OBJECTIVES AND STANDARDS

2.1. Program Management (Contractor Task Management)

2.1.1. The Contractor will oversee and supervise staff assigned to this contract, including transition in and out as described in PWS section 2.5. 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.

2.1.2. 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.

2.1.3. 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.

2.1.4. 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.

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

2.1.5. 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.

2.1.6. 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, Sustainable Readiness Model (SRM) integration and synchronization and subsequent Force Management structures and programs.

2.1.7. 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 Theater Enterprise-Wide Logistics System (TEWLS), LOGICOL System, Army Enterprise System Integration Program (AESIP), Global Combat Support System-Army (GCSS-A), Lead Materiel Integrator Decision Support Tool (LMI-DST), Medical Materiel Mobilization Planning Tool (M3PT) and other systems that are specifically authorized by the PEOS,S, PM SMD

FID.

2.1.8. The Contractor shall participate in PM SMD administrative meetings, disseminate associated information and guidance to required stakeholders.

2.1.9. Contractor shall have the ability to successfully communicate with personnel at various echelons using effective interpersonal and communication skills in addition to managing numerous efforts and effectively prioritizing and multi-tasking requirements that have a direct impact on operations.

2.1.10. The Contractor shall enhance the understanding of and develop alternative solutions to complex issues.

2.1.11. The Contractor shall research and review existing standards and assist in developing new policies and procedures as appropriate.

2.1.12. Monthly Progress Report (MPR) – Deliverable 2 – CDRL A002

2.1.12.1. The Contractor shall ensure that a Monthly Progress Report (MPR) (Deliverable 2) 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.

2.1.12.2. The MPR submission, at a minimum, provides status of work in progress, problems or constraints encountered, suggested solutions, vacancy status, projected absence, telework status, and travel summary for the current and next two months, status on AT/OPSEC training required in PWS section 6.20.4 and all other applicable training requirements, and status of Government Furnished Equipment as required in PWS section 6.18 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.

2.1.12.3. 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.

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

2.1.13. Kick-off Meeting and Program Reviews Meeting Materials – Deliverable 3 – CDRL A003

2.1.13.1. 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.

2.1.13.2. 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.

2.1.13.3. The Contractor shall ensure that Kick-off Meeting and Program Reviews Meeting Materials (Deliverable 3) 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.

2.1.14. Transition Support

2.1.14.1. Incoming Transition Plan

In accordance with this solicitation, the Contractor shall provide a plan for 30 days of incoming transition from contract to contract. The Contractor shall coordinate with the Government in planning and implementing a complete transition to the Contractor's support model. The Contractor shall develop and deliver an Incoming Transition Plan.

Upon approval by the Government, the Government will designate a transition period for the incoming Contractor to coordinate and work with the incumbent Contractor. This transition plan shall include, but is not limited to the following items as applicable:

• 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,

• Transfer of all business and/or technical documentation to include, at a minimum: user manuals, system administration manuals, training materials, disaster recovery manual, requirements traceability matrix, configuration control documents and all other documents required to operate, maintain and administer systems and tools,

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

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

• Distribution 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,

• Applicable PEOS, PM SMD briefing and personnel in-processing procedures,

• Coordinate with the Government to account for government keys, ID/access cards, and security codes.

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

2.1.14.2. Outgoing Transition Plan – Deliverable 4 – CDRL A004

In accordance with this solicitation, the Contractor shall provide an Outgoing Transition Plan (Deliverable 4) for 30 days of outgoing transition for transitioning work from an active contract to a follow-on contract 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.

2.1.15. Program Management Plan – Deliverable 5 – CDRL A005

The Contractor shall develop a Program Management Plan (Deliverable 5) 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.

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

• 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 requirements established in the PWS,

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

2.1.16. Quality Control Plan (QCP) – Deliverable 6 – CDRL A006

The Contractor shall prepare and adhere to a Quality Control Plan (QCP) (Deliverable 6). 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.

2.1.17. Continuity Of Operations Plan (COOP) – Deliverable 7 – CDRL A007

The Contractor shall prepare and submit a COOP (Deliverable 7) to the Government. The COOP shall be due ten

(10) calendar days after the award of the order and shall be updated on a quarterly basis. The COOP shall document Contractor plans and procedures to maintain PEOS, PM SMD support during an emergency or government shutdown. The COOP 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 or government shutdown.

• Planned temporary work locations or alternate facilities.

• How the Contractor will communicate with PEOS, PM SMD during emergencies.

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

- Telephone numbers

- E-mail addresses

• Procedures for protecting Government furnished equipment (if any)

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

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

2.1.18. Monthly Fielding Analysis Report - Deliverable 8 – CDRL A008

The Contractor shall provide a monthly summary of the number of fielding’s completed, total number of LIN’s fielded, total dollar value of medical materiel fielded, and transportation discrepancy report. Provide Monthly Fielding Analysis Report (Deliverable 8).

2.1.19. 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 Manager 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 SMD contracted 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

2.1.20. Contractor Personnel Performance/Replacement

2.1.21. Substitutions of proposed Key Personnel shall not be allowed for a period of six 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

2.1.22. The Contractor shall utilize the key personnel on this contract for those areas of support indicated in section 2.11, Key Personnel.

2.1.23. 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.

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

2.1.24. 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.

2.1.25. 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.

2.1.26. 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. Management Analysis Support Services

2.2.1. 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.

2.2.2. 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 (Deliverable 9)

2.2.3. Monthly Fielding Support Planning Workload Report - Deliverable 10 – CDRL A010 At the direction of the PEOS, PM SMD Regional Managers, the Contractor shall identify by name contractor support team to facilitate PEOS, PM SMD materiel fielding missions for supported units and provide a Monthly Fielding Support Planning Workload Report (Deliverable 10)

2.2.4. AOR Travel Requirement – Deliverable 11 – 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:

2.2.4.1. Travel Requirement Link for all AOR:

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

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

2.2.4.2. The COR will coordinate and synchronize with Combatant Command and the Combat Readiness Center (CRC)(as applicable).

2.2.5. 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).

2.2.6. The Contractor shall provide administrative support to support all FID fielding’s and ancillary paperwork, such as the Executive Level Fielding Schedule (Deliverable 9)

2.2.7. The Contractor shall participate in PEOS, PM SMD administrative meetings, disseminate associated information and guidance to Division/PMO personnel in the absence of the Program Manager

2.2.8. The Contractor shall prepare documents IAW Army Regulation 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).

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

2.2.10. 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, Soldier policy and procedures.

2.2.11. 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.

2.2.12. 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.

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

2.3. Logistics Analysis

The Contractor shall provide support to PEOS, PM SMD Fielding Missions provide support to PEOS, PM SMD Fielding 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 fielding’s. The Contractor shall gain access to and maintain a working knowledge of Army Automation Systems, which include, but are not limited to, Theater Enterprise-Wide Logistics System (TEWLS), LOGICOL System, Army Enterprise System Integration Program (AESIP), Global Combat Support System-Army (GCSS-A), Lead Materiel Integrator Decision Support Tool (LMI-DST), Medical Materiel Mobilization Planning Tool (M3PT), and other systems that are specifically authorized by PEOS, PM SMD. The Contractor shall utilize Army Automation Systems to upload data, and conduct required data entry prior to, during, and at the completion of Fielding Missions.

2.3.1. Execution of Pre-Fielding Operations

The Contractor shall execute Pre-Fielding Mission Requirements.

2.3.2. Pre-Fielding Analysis Report - Deliverable 12 – CDRL A012 (BDN/ACN, STO Report, TEWLS to LOGICOL SYSTEM Download/PAC Data)

2.3.2.1. The Contractor shall prepare a Pre-Fielding Analysis Report (Deliverable 12) that identifies the full arrangement of authorized materiel requirements and expected shortages for the fielding mission to include:

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

• Associated Support Items of Equipment (ASIOE)

• Special Tools and Test Equipment (STTE)

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

• Sets, Kits and Outfits (SKOs)

• Technical Publications

2.3.2.2. The Contractor shall prepare Requests for Information (RFI), Memorandums of Notification (MON) and Material Fielding Agreement (MFA)

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

2.3.3. Execution of Fielding Operations

2.3.3.1. 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 shall assist with unloading, organizing, and the movement of all materiel and equipment to appropriate fielding locations and within warehouses, which will require manual lifting. The Contractor shall execute on-site Materiel Fielding Transfer Requirements to include all applicable inventory and property transfer documentation.

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

2.3.3.2. 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. Inspect materiel for in-transit damage for on-site fielding and initiate discrepancy-reporting procedures, as necessary.

2.3.3.3. The Contractor shall work with the gaining unit to 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: Accountable Officer and the PEOS, PM SMD Regional Manager

2.3.3.4. The Contractor shall submit SF 361, Discrepancy in Shipment Report IAW AR-55-38, Reporting of Transportation Discrepancies in Shipment 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.

2.3.3.5. 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.

2.3.3.6. Execution of Post-Fielding Mission Requirements

2.3.3.7. Materiel Fielding After Action Report (AAR) - Deliverable 13 – CDRL A013

The Contractor shall prepare and deliver a Materiel Fielding After Action Report (AAR) (Deliverable 13) 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 filed separately by Unit Identification Code and made readily available within designated folder.

2.4. Medical Liaison Support Services

2.4.1. The LNO responsibilities are to 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 USAMMA’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 with in assigned AOR. Coordinating with gaining and supporting units, and PEOS, PM SMD ’s Force Integration Directorate 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.

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

2.4.2. 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.

2.4.3. Advise units on equipment repair and return actions between supported units and USAMMA's three Medical Maintenance Depots.

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

2.4.5. 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).

2.4.6. Assist PEOS, PM SMD Regional Managers with coordinating on-site infrastructure, materiel handling support and unit synchronization for fielding missions within assigned Regional Manager/LNO AORs.

2.4.7. Provide liaison support and assistance between the PEOS, PM SMD FID and gaining Commands in coordination of all scheduled fielding project requirements, to include project definition, facilitation, resource validation, estimates for manpower, travel costs, schedule requirements and synchronization.

2.4.8. Execute handoff of medical equipment to gaining units in respective regions on behalf of the Regional Managers when applicable. Upon completion of handoff to gaining unit, Liaison will provide all relative completed and signed documents, to include 1348-1, inventory reports, assumption of command/ Accountable Property Officer (APO) orders and DA Form 1687, to their respective RM within 48 hours of completion (Deliverable 14 – CDRL A014). LNO’s will require a signed authorization memorandum that will be completed by the government upon award.

2.4.9. Conduct Fault Systems Analysis toward identified medical materiel support issues emerging in the field.

Provide problem statements with supported research, analysis, and course of action recommendations for decision support solutions.

2.4.10. Provide liaison support services between the PEOS, PM SMD FID and Army Medical Materiel Centers (i.e. USAMMC-K, USAMMC-E, USAMMC-SWA) in support of health logistics support planning to globally deployed supported units.

2.4.11. Provide liaison support services between the PEOS, PM SMD FID and globally located medical contingency support activities and exercises. Provide support to PEOS, Soldier and PEOS, PM SMD experimentation teams as needed.

2.4.12. Assist in the development, publication, distribution, and archive management of Mission Support Plan agreements and supported documentation with gaining commands, supported units and organizations.

2.4.13. 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 process matters related to FID business support operations.

2.4.14. Provide subject matter expertise to all echelons on current medical regulations and policy, emerging medical initiatives, materiel updates, scheduled projects, and materiel procurement status.

Program Executive Office Soldier (PEOS), Project Manager Soldier Medical Devices (PM SMD),…