Attachment 1 DRAFT NAE IDIQ SOW _ 12-16-2020.pdf

STATEMENT OF WORK (SOW) IDIQ

NAVAL AVIATION ENTERPRISE (NAE)

1.0 Background

1.1 General

The mission of the NAE is to sustain required current readiness and advance future warfighting capabilities at the best possible cost. The NAE serves as the single framework for facilitating collaboration, transparency, cross-functional engagement, information sharing and process improvements that are necessary to deliver essential capabilities and readiness. Every NAE stakeholder is committed to this mission.

Providing an effective and engaged enterprise approach in support of readiness requirements is essential to meeting the operational and functional goals of the United States Navy and United States Marine Corps. All enterprise efforts ultimately strive to:

Sustain required current readiness and advance future warfighting capabilities

Limit and/or reverse cost growth to achieve best possible cost

Optimize use of all resources

Sustain legacy equipment to meet desired service life in order to align to the next generation platform

Reduce total ownership costs

The NAE is focused on aviation and aircraft carrier warfighting domains and their primary providers; working across existing “stovepipes,” or functional commands, to ensure the ability to most efficiently meet the warfighting mission. The primary goal of the enterprise construct is to work collaboratively within a partnership of operators, resource sponsors and providers to establish a culture of continuous process improvement, improve decision-making processes to optimize the warfighting readiness and effectiveness of all forces, and generate the greatest possible efficiencies.

Adhering to basic enterprise principles is essential to the effectiveness of this construct to (1) Exercise a bias for action and decision-making (2) Concentrate efforts on producing required readiness (3) Understand the single fleet-driven metric: Providing Naval Aviation forces in the numbers required to meet Navy and Marine Corps readiness and warfighting requirements (4) Drive systemic and collaborative, cross-command practices (5) Apply disciplined, process-driven, analytic methodologies (6) Use consistent, integrated and hierarchical metrics focused on fleet readiness and sustainment (7) Ensure full and consistent transparency of data, information and activities (8)

Establish and maintain accountability for actions and results (9) Commit to active participation.

Top-level processes in enterprise management include, for example, current readiness, supply chain management;

future readiness; both current and future total force requirements; and enterprise financial management. The enterprise framework is about organizational change management, forging a path to an affordable future for the

Navy and Marine Corps, and finding a better way of doing business as we continue to deploy a combat-ready Naval

Force today. To accomplish this, the enterprise framework must be aligned with higher echelon guidance to efficiently deliver maritime dominance globally to fight and win, today and in the future.

The NAE is a warfighting partnership in which interdependent Naval Aviation issues affecting multiple stakeholders are resolved on an enterprise-wide basis. Focusing available resources to provide our country with the required current readiness and future warfighting capabilities expected to meet national policy and priorities is a shared responsibility of each member of the NAE. Communication across all elements of the Enterprise fosters organizational alignment, encourages inter-service integration, stimulates a culture of productivity, and facilitates change when it is needed in order to advance and improve. Working together optimizes the use of existing resources, harnesses change as a positive force within our Navy and Marine Corps, and ensures the NAE is positioned to provide warfighting capability second to none.

1.2 NAE Strategic Objectives and Initiatives

The fundamental priorities of the NAE are to deliver required readiness and warfighting capabilities. The NAE has set forth strategic objectives and initiatives to guide Enterprise partners. It focuses on readiness – current and future, across the people, equipment and supply pillars with appropriate regard for the cost incurred to generate that readiness, and preserve the wholeness of our current forces.

2.0 NAE Teams

To facilitate and enhance a collaborative decision-making environment and foster implementation of Continuous

Process Improvement (CPI) methods across the Enterprise, the NAE instituted a system of Teams.. These teams work horizontally across the Enterprise to provide analysis and recommendations to leadership regarding progress against their strategic objectives and initiatives, action items, readiness issues, current and future year resourcing decisions and process improvement efforts. Teams are aligned along major areas of concentration and emphasis, and include members from different stakeholder organizations providing a wide range of relevant expertise while working toward common goals. There are five NAE teams: Current Readiness Team (CRT), Future Readiness

(FRT), Reliability Control Team (RCT), Total Force (TFT), Cost Analytics Team / Chief Financial Officer Support and the Naval Aviation Analytics Consortium (NAAC).

2.1 Current Readiness (CR)

The NAE engages readiness stakeholders to drive actions to deliver combat-ready forces to meet current training and operational requirements. This engagement spans readiness resource pillars including People, Equipment, Supply, Training and Ordnance (PESTO), while ensuring leadership understands Operation & Sustainment (O&S) costs. The challenge is producing the required level of readiness at the best possible cost. The NAE will address this challenge through initiatives focused on the ability to man, train and equip Type/Model/Series (TMS) aircraft, aircraft carriers and weapons communities. Additional initiatives are focused on positively impacting manning and manpower, engineering, maintenance, supply and financial processes. The CR initiatives include: (1) Define, understand and codify the relationship between readiness, PESTO resource requirements and O&S costs; (2)

Provide NAE leadership a cost and performance management framework to manage O&S costs; (3) Identify barriers to readiness and O&S cost control within TMS teams and execute initiatives to resolve or escalate barriers to Naval

Aviation leadership; (4) Identify barriers to readiness and O&S cost control within the Carrier Readiness Team

(CVN-RT) and execute initiatives to resolve or escalate barriers to Naval Aviation leadership; (5) Identify barriers to readiness and O&S cost control within the Air Launched Weapons Team (ALWT) and execute initiatives to resolve or escalate barriers to Naval Aviation leadership; (6) Reduce inefficiencies within the aviation manpower and manning supply chain; (7) Provide Naval Aviation Current Readiness Data Base Management, metrics analysis that support measuring Fleet readiness, Current Readiness initiatives. In addition, develops predictive analytical capability to measure future Fleet resourcing needs.

2.2 Future Readiness (FR)

The NAE engages readiness stakeholders to drive actions to achieve required levels of future readiness for what it takes to win at best cost. Future Readiness strategic initiatives are structured to identify and break down the complex barriers that will degrade the ability to sustain and advance weapons systems. The FR initiatives include:

(1) Aggregate, prioritize, elevate, champion and track POM issues for fielded systems and sustainment infrastructure to enhance aviation future readiness, mitigate degraders and reduce total ownership costs; (2) Facilitate the reduction of inefficiencies and the remediation of risk within the Naval Aviation manpower and manning supply chain in support of future readiness requirements; (3) Leverage Science and Technology for the benefit of future readiness at best cost; (4) Ensure trade-off and other bill paying decisions consider long-term cost implications; and (5) Address overarching engineering, maintenance and supply chain readiness and cost initiatives that cross over multiple Naval

Aviation TMS communities.

2.3 Naval Aviation Analytics Consortium (NAAC)

The NAAC’s mission is to develop and implement Data Driven Decision-making and solutions within Naval

Aviation via data analytics products, processes, and requirements that accelerate readiness and lethality. In support of this mission, NAAC activities will focus on maximizing mission performance and business smart decision-making, reduction of cycle time, and aligning incentives to sustain long-term improvements in enterprise performance. The NAAC will report the status of analytical capability, identify the gaps in naval aviation analytics, and prioritize analytical product development; all supporting positive readiness outcomes. Additionally, the NAAC will ensure the accuracy and standardization of metrics by reviewing and endorsing effective metrics and rejecting inaccurate and/or duplicate metrics. The contractor support to the NAAC will include support to CNAF Force

Readiness Analytics Group and the NAVAIR Readiness & Fleet Analytics Department. The responsibilities and tasks include: (1) Develop analytic products and practices that create measurable improvement for processes and decision support across Naval Aviation. (2) Provide the Enterprise with actionable and sustainable analytics products that enable data-supported decision aides, requirements and policy development. (3) Identify and establish data handling best practices, then submit policy and/or requirements recommendations as appropriate. (4) Prioritize gaps in analytical products to maximize readiness outcomes – achieving common goals, (5) Endorse and govern naval aviation analytical metrics – creating standardization. (6) Facilitate data literacy within Naval Aviation through intuitive products promoting best practices through exposure.

2.4 Reliability Control Board (RCB) and Reliability Control Team (RCT)

The Naval Sustainment System (NSS) was established to ensure that the NAE maintained a single point of accountability for sustainment of its fleet, with renewed operational, programmatic, engineering, logistics, and funding focus to support this goal. NSS is built on six pillars (Governance/Accountability/Organization; Surge; FRC

Reform; O-level Reform; Supply Chain Reform; and Engineering & Maintenance Reform). Reliability Control

Boards (RCB) tie these pillars together and ensure that readiness is sustained once goals are met. The crux of the

RCB effort is to focus on the top systems, sub-systems, and components affecting the readiness and reliability of the type/model/series (T/M/S) platform or commodity and apply systematic processes and efforts to remove the barriers degrading the readiness and reliability of the overall platform or commodity.

Degrader Action Cells (DACs) are the primary inter-disciplinary teams empowered to work-to-solution the various issues affecting the degradation of the readiness or reliability of the T/M/S platform or commodity. The DAC documents the issues affecting readiness/reliability, performs root cause analyses, and proposes recommendations for solution to program and T/M/S leadership at periodic Program Reliability Control Boards (PRCBs). These

PRCBs, in turn, report periodically to an overall Executive Reliability Control Board (ERCB) to work out policy, process, or funding issues that could not be executed at the program or Program Executive Office (PEO) levels.

Overarching issues affecting the readiness and reliability of multiple T/M/S platforms or commodities and which are not unique to a single program are known as systemic degraders. These issues are addressed through Systemic

Degrader Reliability Control Boards (SDRCBs) and are worked-to-solution similarly as a PRCB through the use of

DACs. The RCB effort currently has five systemic degrader themes: Data Gaps, Data Integrity, Corrosion Control, Electrical Wiring Integrating System (EWIS), and Fuel Cells.

The Reliability Control Team (RCT) is the support staff group that coordinates and administers the schedule for the overall RCB effort, including the monthly ERCB, PRCBs and SDRCBs, for the NAE.

2.5 Total Force (TF)

The NAE engages Total Force stakeholders to develop and drive strategic Enterprise-wide processes that maintain a diverse, cost effective, and technically proficient workforce to conduct and sustain warfighting capability. TF

Stakeholders include Navy Total Force, Marine Corps Manpower and Reserve Affairs, and Office of Civilian

Human Resources to assess demand signals to recruit, train, educate, and assign Sailors, Marines, and Government

Civilians to ensure requirements are staffed with the proper numbers and skill sets to provide the required warfighting readiness. TF focuses on the development, implementation, and maintenance of Navy-wide alignments, policies, procedures, processes and metrics for reporting personnel readiness including training and proficiency levels.

2.6 Cost Analytics Team / Chief Financial Officer (CAT/CFO)

The Cost Analytics Team / Chief Financial Officer (CAT/CFO) integrates the interests of NAE stakeholders in order to form a balanced risk approach to Naval Aviation resource and investment decision-making while offering strategic cost analysis recommendations to NAE leadership. Objectives of this team include integrating with resource sponsors, providers and warfighters to keep NAE leadership informed and engaged throughout the

Planning, Programming, Budgeting and Execution (PPBE) process; supporting an enterprise approach to readiness and sustainment harmonization; and leading TMS cost variance analysis efforts.

3.0 Scope

This Statement of Work (SOW) shall provide NAE requirements for technical, analytical, and managerial support and includes the full spectrum of services to support the NAE strategic objectives and initiatives including, but not limited to support for:

- Contributions in the revision and implementation of an overarching NAE Strategic Plan.

- Sustainment of the Enterprise through its transformation lifecycle by providing clear recommendations for enhancement of key value chain elements – operations, maintenance, training, workforce distribution, and certain aspects of the acquisition process– which, if executed, will lead to measurable improvements in results.

- Reducing any gaps between current production levels and entitlement for USN and USMC Units to support operational requirements with acceptable risk across all warfare areas and PESTO pillars.

- Limiting or reversing the growth in the cost of producing readiness.

- Application of disciplined actions and cost, risk, schedule and performance tools to drive product line improvements to increase readiness and/or achieve best possible cost.

- Implementation, with the Government, of a comprehensive, integrated, set of cross-functional methods for the planning and management of PESTO processes for the NAE

- Implementation, with the Government, of best practice resource management processes including standardized processes for tracking cost reduction initiatives to the “bottom line”.

- Implementation, with the Government, of best practice resource management processes for comparing value achieved versus actual and planned costs.

- Implementation of linked hierarchical resource management measurements for the NAE.

- The development and implementation of draft total force goals for Government approval, including diversity and resource allocation of military, civil service, and Contractor members.

- The development and implementation of draft future readiness goals for Government approval.

- Contributions in the development and implementation of a Strategic Communications Plan for the NAE.

- The development and implementation of formal processes across the NAE to include data/metric collection, analysis and dissemination.

4.0 Tasks (CLIN 0001 O&M,N)

The Contractor shall seamlessly integrate all contract tasks, included in each Task Order, across the NAE’s complex and global enterprise, in order to ensure that effective strategic planning and execution are aligned with the NAE objectives and initiatives. The Contractor shall apply Enterprise principles and Enterprise support functions (section 4.1) and perform/execute task areas 4.1 through 4.10 in a totally integrated and coordinated manner. Synchronization across Enterprise initiatives will facilitate implementation including identification of shortfalls, continuing implementation of hierarchical metrics, and institutionalization of desired process management principles.

Specific requirements will be defined in individual task orders to support Enterprise initiatives, executive level teams, NAE Teams, and other major teams as required.

4.1 Enterprise Support

Enterprise support functions are required in support of all NAE teams and other major teams.

4.1.1 Enterprise Planning

The Contractor shall provide enterprise planning support including the implementation of a strategic planning and execution process to support the Enterprise mission. The Contractor shall provide technical, analytical, and managerial support to NAE Teams and/or other major Teams in executing NAE strategic objectives and initiatives.

The Contractor shall also provide advice to support accomplishment of NAE duties and responsibilities associated with NAE leadership. The Contractor shall provide strategic and tactical level planning and management studies.

The Contractor shall develop plans including budgets; provide the full range of services for financial analysis issues, concerns, and special projects; interface with top management, responding to their requests for financial data;

prepare special reports and financial studies for management and alert them to significant variances to plan. The

Contractor shall support the development of plans of action and milestones (POA&M); conduct studies and analyses of operational and business processes; and prepare technical briefings and related materials regarding emerging business areas and technologies.

The Contractor shall focus efforts on applying the key tenets of a structured, process-focused, metrics-driven enterprise approach to determine required output, identify and remove barriers, develop and analyze measures of performance, and manage the cultural changes necessary to reach enterprise objectives. It is the primary role of the

Contractor to work with naval personnel, active, reserve, civilian, and other government contractors, to accomplish the goals of the Enterprise. The purpose of this role is to create successful management teams that drive effective, efficient, linked processes that are driven with hierarchical metrics. Continued emphasis shall be made to advise, and when necessary, assist Government personnel in the aggressive identification and removal of barriers to improve readiness and reduce cost. In addition, the proposed methodology shall identify shortfalls or opportunities to be exploited.

As the NAE attains new levels of maturity, emphasis shall be to maintain and/or improve the architecture as well as continue to provide objective evaluation and linkages between cause and effect to achieve and maintain entitled readiness and cost results. To do this, the Contractor shall support the continued institutionalization and socialization of the Enterprise vision and process management tools across the Enterprise. This support will include advising and application of best business practices for Enterprise management.

CDRL A001 Technical Report-Study/Services

4.1.2 Enterprise and Domain Assessments

The Contractor shall perform assessments of the Enterprise or of specific domains, and provide concept plans for integration into Enterprise efforts. The Contractor shall improve effectiveness by providing recommendations for furthering Enterprise behavior (acting in accordance with common enterprise principles) across the affected organizations. The Contractor shall meet with and support senior Government personnel in their roles in driving required changes. The Contractor shall assist Enterprise organizations in identifying weaknesses, assessing and prioritizing Enterprise initiatives, and monitoring progress. The Contractor shall perform periodic assessments of the current state of the Enterprise and present an approach for the most effective and aligned state. In completing the assessments and providing recommendations, the Contractor shall apply process-analysis activities. The

Contractor shall support barrier identification and removal efforts, and gap analysis and closure, across the

Enterprise, as identified by Enterprise leadership and within resources assigned. The Contractor shall support

Enterprise initiatives and teams by preparing, maintaining, updating, and reviewing action items.

4.1.3 Naval Sustainment Strategy (NSS) Gap Analysis

Compare the current operations, strategies, and deliverables of the NAE cross functional teams to the on-going

Naval Sustainment Strategy - Aviation promulgated by SECNAV/CNO and provide a gap analysis. The contractor shall produce a report that describes what NAE strategies and business re-engineering initiatives are aligned in support of the Naval Sustainment Strategy and where the NAE is specifically not aligned to the expectations of the

Naval Sustainment Strategy, and propose recommendations for better alignment.

CDRL A001 Technical Report Study/Services

4.1.4 Metrics Support

The Contractor shall provide readiness metrics development and analysis support. The Contractor will research and hold expertise in utilizing the most current metrics analysis tools in business and industry. Contractor support shall include developing, analyzing, and providing metrics and visualizations, including data collection and templates, to measure the impact of solutions to generate the highest levels of readiness in the most cost effective manner. The

Contractor shall provide functional analytic support for the collection, collation, analysis, and latest presentation techniques of performance data. The Contractor shall provide support to initiate and/or continue the development and implementation of measurements to effectively manage costs in support of overall cost management initiatives.

The Contractor shall provide analysis of customer/mission needs in order to develop Enterprise-wide performance goals; develop, prepare, and analyze financial metrics; develop, prepare, and analyze PESTO related metrics;

develop, prepare, and analyze aircraft and CVN material condition metrics; develop, prepare, and analyze system readiness metrics; and develop, prepare, and analyze process metrics. Performance goals and metrics should be the smallest set of accurate, consistent, timely, hierarchically linked, and replicable metrics needed to facilitate decision making and focus performance goals. Real time, linked, and predictive metrics is the short term goal with cloud based predictive analytics available to the Fleet as the long term goal.

4.1.5 Change Management

The Contractor shall consolidate successful change-management and performance improvement experiences and make recommendations for potential broad replication and training throughout the NAE. The Contractor shall provide integrated process management training for key Enterprise leaders and to the general organizational population as required by specific task order. The Contractor shall recommend changes to the periodicity or content of established training programs. The Contractor shall train Government personnel to conduct process management training and education on enterprise principles.

4.1.6 Process Improvement

The Contractor shall assist the Government in fostering a culture of continuous process improvement, using

Government and industry process improvement best practices. Throughout this effort, the Contractor shall continue to seek opportunities and define means to improve the Enterprise. Incorporation of best practices and replication of implementation approaches that have been successful are key characteristics of effective support.

4.1.6.1 Process Management

The Contractor shall apply process analysis activities that focus on primary Enterprise processes and their improvements. The Contractor shall map primary Enterprise processes and cost. The Contractor’s process management activities shall instill an understanding of the required performance of primary Enterprise processes.

4.1.6.2 Barrier Analysis and Removal

The Contractor shall systematically identify (internal and external), categorize (subject matter, process, cultural), prioritize, and present a proposal for removing barriers. The Contractor shall develop a comprehensive plan for removal of cultural barriers, which if implemented by the Enterprise, will result in visible change throughout the

Enterprise. The Contractor shall use barrier analysis as a rapid assessment tool to identify and remove determinants associated with achieving cost-wise readiness and implementing Enterprise initiatives. The Contractor shall provide technical support and guidance and continually mentor barrier removal team leads on barrier analysis and removal.

The Contractor shall provide analytic support to identify gaps in Fleet readiness performance, root cause of those gaps, and potential initiatives to remove those gaps. The Contractor shall apply proven tools and methodologies to identify, elevate, and resolve barriers. The Contractor’s barrier analysis shall clearly identify high-level barriers and provide prioritization of barriers for action with an executable plan for elimination of barriers.

4.1.6.3 Information Technology Technical Support

The Contractor shall provide technical support for information technology and other technological development requirements as they relate to data management tools. The Contractor shall support the development, integration and maintenance of technical information repositories, files, databases and data warehousing. The Contractor shall perform data management of database tables, data elements, reports, and other entities.

Where specific Information Management (IM) solutions are developed, revised, or maintained, all application source code under this effort will be provided to the appropriate Command Information Office; will be in a format compatible for storage, retention, and recovery with an approved configuration management system; and will become the property of the U.S. Government This extends to documentation provided to the government in support of IM solutions and related operations or user technical documentation. Supported information technology (IT) environments will be maintained in accordance with governing DoD and USN mandates, guidelines, and standards.

CDRL A002 Software Documentation / Application / Interface Code

4.1.7 Training Support

The Contractor shall provide end user training material development in support of learning needs identified by process owners. The Contractor shall provide administrative support and maintenance of training materials and conduct training courses as required.

4.1.8 War Games

The Contractor shall support the design, execution, and analysis of war games and events throughout the NAE as required. The Contractor shall develop and design the war game strategy and schedule for Government approval.

The Contractor shall coordinate communications and administrative requirements with all military and civilian attendees to ensure that the war games objectives are achieved. The Contractor shall prepare a quick-look analysis to be provided at the conclusion of the war game. The Contractor shall prepare an After-Action Report containing lessons learned and areas still requiring action with “way ahead” recommendations.

4.1.9 Action Item Management

The Contractor shall prepare, maintain, update, and regularly review Enterprise action items. If the Government has an existing action item tool, the Government shall provide the Contractor with appropriate access. In organizations where an action item tracking system is not in use or is not adequate, the Contractor shall develop an effective and efficient action-tracking tool and instruct key Enterprise personnel on its use. The tool should include typical action item management functions such as listings of open action item, identifying who is responsible to complete it, when it should be completed, and any associated comments. This tool must be compatible with government computing systems.

The Contractor shall support Enterprise initiatives and teams by disseminating and regularly reviewing action item lists with the appropriate board, management, team, and staff members in the Enterprise organization. The

Contractor shall coordinate with contacts within and outside of the Enterprise to update, address, and resolve open action items. The Contractor shall record new actions from team meetings. The Contractor shall obtain regular status updates pertaining to action items. In support of Enterprise initiatives, teams, and readiness objectives, the

Contractor may be required to depict action items in a timeline.

The Contractor shall support action item tracking by introducing a method to keep “completion metrics" (the percent of actions completed on time during each time period). If the data indicates that completion rates decline, the

Contractor shall assess causes, and provide appropriate feedback and/or recommendations. The Contractor shall coach team personnel in applying discipline to the action item management process.

4.1.10 Flag Officer/General Officer Advisor

The Contractor shall assist the Government, specifically Commander, Naval Air Forces, Deputy Commandant for

Aviation and Commander Naval Air Systems Command, in fostering a culture of innovation and continuous process improvement while leveraging Government and industry process improvement best practices. Throughout this effort, the Contractor shall continue to seek opportunities and define means to improve the Enterprise. The

Contractor shall provide a perspective that is both external to the Enterprise and uniquely familiar with the internal elements of the Enterprise. The goal of this executive level support is to challenge leadership with new ideas and support the same leadership with implementation of those ideas. The Contractor shall be a part of the Enterprise and respond to leadership tasking and direction. Incorporation of best practices and replication of implementation approaches that have been successful are key characteristics of effective support.

4.2 Current Readiness Team Support

The Contractor shall support the effective and efficient accomplishments of Fleet missions through the use of continuous Fleet readiness measurement and trend analysis, best practices, sound organizational alignment, process improvement, and good decision making on allocation of resources and risk mitigation to support current readiness and future capabilities.

The Contractor shall support efforts to foster effective and efficient delivery of combat ready forces to meet current and future operational requirements.

4.2.1 The Contractor shall support the Government in optimizing readiness stakeholder engagement, researching and identifying readiness stakeholders’ roles, responsibilities, and processes and making recommendations to institutionalize the same. The Contractor shall identify all organizations and individual stakeholders that contribute to readiness and codify roles and responsibilities and help identify methods to optimize stakeholder engagement.

4.2.2 The Contractor shall support the Government in defining and understanding the link between readiness requirements, PESTO resources, production of those resources and O&S Costs. The Contractor shall support the definition/identification, metrics development and analysis, and mapping of all readiness profiles. The Contractor shall identify and map all readiness requirements to PESTO pillar entitlements to production processes and O&S costs, using associated metrics for measuring and reporting performance established. The Contractor shall inculcate capability in Fleet metrics analysis to be able to support Maintenance Operations Center (MOC) data analytic requirements. As requirements and analysis evolves, the Contractor shall develop and recommend new metrics including leading indicators or the ability to produce readiness in the future.

Additionally, Contractor analysis shall link readiness output to O&S costs. Understanding these linkages will allow leadership to make more informed trade-off assessments by understanding readiness and cost impacts and help readiness producers operate more effectively and efficiently. The Contractor shall assist in establishing and documenting overall readiness profiles across various training plans to align all readiness requirements, with associated O&S costs to PESTO pillars and production processes.

4.2.3 The Contractor shall develop and drive improved processes to identify, validate and eliminate gaps in the ability to produce prescribed levels of warfighting readiness to meet adjudicated Global Force Management (GFM) operational requirements as measured against PESTO pillar entitlements.

The Contractor shall support the process to identify and eliminate gaps between the PESTO pillar entitlements and actual performance. The Contractor shall collect and analyze performance data to identify gaps between PESTO entitlement and performance; conduct root cause analysis of the gaps and develop and implement recommendations and mitigation strategies of gaps. The Contractor shall recommend corrective actions which include future trend analysis and projections. Additionally, the Contractor shall continuously review existing Fleet readiness metrics and recommend improvements in data collection, measurement and visualizations of data.

The Contractor shall support the implementation of rules of engagement, allowances/buffers, and training in order to drive Enterprise behaviors and entitlement processes. Additionally, the Contractor shall provide planning, implementation, monitoring, and sustainment services to assist the Government in driving Enterprise behaviors and entitlement processes to the lowest Enterprise PESTO pillar provider.

The Contractor shall assist the Government in establishing and executing a governance process to identify and resolve systemic issues. The Contractor shall help develop and refine business rules and governance for the identification and analysis of systemic issues and barriers across the PESTO pillars.

4.2.4 The Contractor shall support the analysis, production, and review of briefings intended for leadership information and decision making on Current Readiness related Type/Model/Series (including CVNs) and Fleet

Force Generation, and historical, current and future readiness.

4.3 Future Readiness Team Support

4.3.1 The Contractor shall support future readiness by developing processes to advocate future readiness issues, initiatives for fielded weapons systems, sustainment infrastructure, and sustainment of readiness. The Contractor’s efforts shall include processes to assess, validate, and quality rank initiatives based on their potential for generating

TOC reductions and readiness improvement. The Contractor shall assist the Future Readiness team in championing and advocating for DoD funding support of initiatives with the greatest potential for achieving TOC reductions and readiness improvements.

The Contractor shall review existing processes and propose and develop strategies that maximize the opportunity for senior leadership support and funding support of initiatives with the greatest potential for achieving TOC reductions and weapon systems readiness improvements in the future. The Contractor shall devise and implement a strategy for monitoring approved and funded future readiness initiatives to assess actual performance against projected savings, cost avoidances, or readiness improvements. Initiatives that fail to achieve target improvements would be reconsidered for continued support.

The Contractor shall document existing processes, and develop and present proposals for improved management of future readiness initiatives as opportunity permits.

4.3.2 The Contractor shall review existing weapons system requirements generation and acquisition processes and propose improvements to processes that ensure TOC reduction, sustainment of readiness, and readiness improvements are fully considered and aggressively managed across the pre-acquisition, acquisition, and operational program phases through final disposal. This shall include review of requirements generation in the Joint

Capabilities Integration and Development System (JCIDS) process, acquisition process, and specific gate reviews.

The Contractor shall make recommendations for improvement that will ensure that life cycle cost is aggressively managed with stated key performance parameters and system attributes at all stages of the acquisition process.

The Contractor shall identify gaps in requirements documentation and provide recommendations for execution of action plans to address these gaps.

4.3.3 The Contractor shall identify relevant stakeholders and engage them in required culture changes necessary to achieve required future readiness while optimizing cost and sustainment of readiness.

To this end the Contractor shall facilitate change management and barrier removal activities in support of cultural changes, including greater transparency across the Enterprise, and metrics driven behavior required to sustain future readiness while optimizing cost. The Contractor shall analyze and identify all stakeholder roles and responsibilities and provide specific change management recommendations, strategies and plans necessary to implement required culture changes.

4.3.4 The Contractor shall leverage Science & Technology for the benefit of Future Readiness. The Contractor shall develop strategies relevant to science and technology that focus on early consideration of life cycle cost implications of selected technologies to support sustainment of readiness. The Contractor shall also develop strategies relevant to science and technology that ensure technology offering life cycle cost reduction or readiness improvement on weapons platforms or supporting infrastructure are fully considered and transitioned into full use as appropriate.

The Contractor shall, with Government scientists, engage in root cause analysis to determine most effective methods for infusing greater life cycle cost consideration into technology development.

In conjunction with Government personnel, the Contractor shall assist in advocating for science and technology objectives that reduce TOC of new and already fielded weapons systems.

4.4 Total Force Team Support

The Contractor shall support strategic Enterprise-wide processes that maintain a diverse, cost effective, and technically proficient workforce to conduct and sustain warfighting capability.

The Contractor shall collaborate with Navy Total Force, Marine Corps Manpower and Reserve Affairs, and Office of Civilian Human Resources to assess demand signals to recruit, train, educate, and assign Sailors, Marines, and

Government Civilians to ensure requirements are staffed with the proper numbers and skill sets to provide the required warfighting readiness.

The Contractor shall support the development, implementation, and maintenance of Navy-wide alignments, policies, procedures, processes and metrics for reporting personnel readiness including training and proficiency levels.

The Contractor shall support the development, implementation, and maintenance of models and processes used to define the total force billet structure, community attributes, promotion rates, time to train, and time to qualify to produce total force future manpower plans and forecasts that incorporate total ownership costs. The Contractor shall support the design, planning, and execution of war games to validate manpower CONOPS and/or manpower, personnel, training, and education initiatives.

The Contractor shall support processes that promote and provide professional and career success opportunities. The

Contractor shall provide human resource management support that includes, but is not limited to, workforce and workload planning, e-government initiatives, improved quality of services provided, and enhancing training initiatives for improved workforce performance.

4.5 Reliability Control Board (RCB) and Reliability Control Team (RCT) Support

The Contractor shall support Reliability Control Board (RCB) efforts for overarching engineering, maintenance and supply processes and policies to maintain the health of the Fleet, improve reliability, and reduce readiness gaps and

Operations and Support (O&S) costs. The Contractor shall provide AI management, technical and administrative support to Reliability Control Board (RCB) efforts, teams and venues; including Program Reliability Control Boards

(PRCBs), Systemic Degrader Reliability Control Boards (SDRCBs), the Executive Reliability Control Board

(ERCB), and the Reliability Control Team (RCT) support staff; that focus on the top systems, sub-systems, and components affecting the readiness and reliability of the type/model/series (T/M/S) platform or commodity and apply systematic processes and efforts to remove the barriers degrading the readiness and reliability of the overall platform or commodity.

The Contractor support to the RCB effort will include support to the RCT at NAVAIR, Patuxent River, MD and to

PRCB- and SDRCB-related efforts at NAVAIR/NAWC/PEO, Patuxent River, MD; COMFRC, Patuxent River, MD;

NAVSUP WSS, Philadelphia, PA; DLA-A, Richmond, VA; and CNAF, San Diego, CA.

In supporting the RCB effort, the Contractor shall monitor aircraft material conditions, supply posture and depot-level production, and the impact that each has on Fleet health and readiness. The Contractor shall support the optimization of weapon system availability using innovative logistics strategies; focused on root cause analysis of readiness and reliability degraders, service life management, and engineering and logistics processes. The

Contractor shall identify and support implementation of efficiencies in all Integrated Logistics Support (ILS) and sustainment processes; to include engineering, logistics, maintenance, and supply chain management processes.

The Contractor shall propose methods to identify equipment and critical systems readiness degraders and mitigate these degraders. The Contractor shall support logistics process improvement strategies at the deck plate and across the Enterprise. The Contractor shall develop and drive improved algorithms and processes to identify, validate and eliminate gaps in the NAE’s ability to produce prescribed levels of warfighting readiness

4.6 Cost Analytics Team / Chief Financial Officer Support

The Contractor shall support efforts to integrate NAE stakeholders in order to form a balanced risk approach to

Naval Aviation resource and investment decision-making, and to offer strategic cost analysis recommendations to

NAE leadership. Objectives include integrating with resource sponsors, providers and warfighters to keep NAE leadership informed and engaged throughout the Planning, Programming, Budgeting and Execution (PPBE) process;

supporting an enterprise approach to readiness and sustainment harmonization; and leading TMS cost variance analysis efforts.

The Contractor will work with the Government to identify linkages between the 1A1A/2A Flying Hour Program

(FHP), Navy Working Capital Fund (NWCF), APN-6 aviation spares accounts and key enabler accounts; address systemic budget marksmanship (current gap between execution and planning in the POM) issues in FHP execution and the POM build process; track the FHP execution close to real time as systematically possible allowing for decision makers to make near real time decisions. This will be across various fiscal data / IT systems.

The Contractor will maintain a database / repository of NAE efficiencies and CVAT systemic and TMS-specific

O&S cost corrections leading to efficiencies as a source of documentation.

The Contractor will develop analytics products / tools that enables root cause analysis from the component level and scalable to the enterprise level across all TMS.

4.7 Naval Aviation Analytics Consortium (NAAC)

The contractor shall facilitate analytic teaming efforts across the enterprise in order to gather, exchange, prioritize and enhance analytics in support of the NAAC and subteams.

The contractor shall deliver the following documents annually as described in the NAAC charter:

• Analytical Agenda & Status Report – Describes the status and maturity of naval aviation analytics and the gaps of analysis across PESTONI+

• Prioritized list of ongoing analytical projects under development categorized by PESTONI+ (e.g.

Effort/Benefit Matrix)

The contractor shall be able to develop analytic products and visualizations based on commercial off the shelf

(COTS) products (e.g. Tableau, Qlik or other relative products). These products and visualizations will support readiness efforts across the enterprise and PESTONI+ pillars. A majority of the effort will be focus at the enterprise level and will support USN and USMC services. The readiness analysis efforts of the contractor will be prioritized by the NAAC aviation leadership council as described in the NAAC charter.

The contractor shall support enterprise data management and support activities as directed and prioritized by the

CNAF FRAG with teams focused on the data environment and the analyst environment for both services. This data management will be conducted via GFE (e.g. NAVAIR Datavis Server, OSD Advana, DON Jupiter). This includes using the most applicable data transfer methods to expedite movement of data across the desperate data / IT systems.

The data architecture shall follow the most recent DOD and DON data governance as well as commercial best practices. The enterprise data management team will support USN and USMC teams and will provide an overall strategy and monthly execution data management report to the NAAC ALC.

4.8 Program Management / Executive Staff Supporting Functions

4.8.1 Strategic Planning

The Contractor shall support the Government in defining and developing the Enterprise mission statement, and strategic and annual plans. The Contractor shall support strategic execution, transformation and policy development and provide recommendations for new or revised strategic objectives and initiatives. The Contractor shall recommend and implement a process to track the progress of established objectives and initiatives.

In support of strategic planning, the Contractor shall initiate planning activities, establish and/or refine associated processes, facilitate strategic plan development and action planning, support execution of action plans through change management and barrier removal activities, provide visibility and tracking with respect to goal achievement and execution, and assess and evaluate Enterprise performance against established plans.

The Contractor shall provide the planning, documentation, and action identification required for implementing Navy and Marine Corps transformational strategic initiatives. The Contractor shall provide strategic planning and briefing support. The NAE strategic planning process supported by the Contractor will produce/update the NAE

Charter, NAE Strategic Plan, Annual Implementation Action Plans (or similar sub-Strategic Initiative plan) and the

Organizational Structure and Governance (OSAG) document.

4.8.2 Administrative Support

The Contractor shall provide administrative support performing a combination of tasks to support office, business, and administrative operations. These services should include but not be limited to: correspondence preparation, travel coordination, assistance in coordinating off-sites, training forums and conferences, calendar management

(scheduling and coordinating meetings and events), recording / disseminating meeting minutes and action items, coordinating video teleconferences, developing and maintaining contact, award, PRD and distribution lists, maintaining file / archive systems (including electronic files), receiving, preparing, or verifying documents, searching for and compiling information and data, responding to routine requests with answers by phone, in person, or by correspondence.

The Contractor shall provide Microsoft Excel, Word, and Power Point support.

4.8.3 Stakeholder Engagement, Communication and Outreach

The contractor shall support the development and implementation of a communications strategy, reviewed and updated annually, that includes key messages, audiences, events, products and outreach goals. The strategy will inform communications plans that the contractor will develop throughout the year for various events and purposes, including but not limited to: industry symposia, the Tailhook Symposium, the NHA Symposium, Boots on

Ground/Deck (BOG/D) events, Naval Sustainment System-Aviation milestones and other emerging happenings that affect Naval Aviation. Communications plans may include developing a stakeholder engagement strategy, stakeholder assessments, environmental assessments, and implementation plans to include key message development, preparation of champions and spokespersons, and development and execution of engagement and tactical communication plans rollout.

The contractor shall, in concert with the Government, develop diverse communications initiatives, support outreach opportunities, assess the delivery of messages, and provide feedback and recommendations to leadership across the

Enterprise.

The contractor shall advise leadership, recommend and execute engagement and communication strategies or actions and goals to ensure alignment with the engagement strategy, strategic communication plans, and messaging…