Attachment_1_-_Performance_Work_Statement_(1).pdf

U.S. Department of Commerce (DOC)

National Weather Service (NWS) Office of Water Prediction (OWP)

Administrative and Professional Services Performance Work Statement (PWS)

1. Introduction

1.1 Mission

The U.S. is facing emerging threats to economic, national security, ecosystem, and habitat health from increasingly limited and stressed water supply and extreme events (floods and drought) nationwide due to aging water infrastructure, degrading water quality, population growth, and climate change. The National Oceanic and Atmospheric Administration’s (NOAA) National Weather Service (NWS) is taking steps to transform the nation’s water resources prediction capabilities, ranging from forecasts of floods to yearlong water supply to the quality of water inland and along the coasts, in an ongoing effort to improve Impact-based Decision Support Services (IDSS). The Office of Water Prediction (OWP) is an organization that includes physical locations in Alabama, Maryland, and Minnesota. Specifically, the mission of the NWS OWP is to collaboratively research, develop, and deliver state-of-the-science national hydrologic analyses, forecast information, data, decision-support services, and guidance to support and inform essential emergency services and water management decisions.

In partnership with NWS at every level, OWP coordinates, integrates, and supports consistent water prediction activities. In partnership with NWS national, regional, and local offices, OWP coordinates, integrates, and supports consistent water prediction activities from global to local levels. Furthermore, OWP provides guidance to support and inform essential emergency services and water management decisions.

1.2 General Organization Information

The Department of Commerce (DOC), NOAA NWS provides comprehensive water resources information including river and flood forecasts and warnings, for use by individuals, and water resources and emergency managers to protect life and property. In addition, this critical water intelligence supports sound socio-economic decision-making for a sustained and enhanced economy. NOAA:

● Provides integrated water prediction, forecasting the movement and presence of water throughout the nation in terms of quantity and availability, from summit to sea, treetop to bedrock, with the appropriate timeliness, resolution, reliability, accuracy, and quantified uncertainty required to inform risk and water resource management decisions;

● Partners with other Federal, state, and local agencies to monitor, analyze, and provide real-time water information, and assess the socioeconomic value and impact of water; and

● Improves resilience through collaborations across the water enterprise with Federal, tribal, state and local officials, private sector, non-governmental organizations (NGOs), and academia.

The Office of Water Prediction (OWP) is an organization that includes physical locations in Alabama, Maryland, and Minnesota. OWP collaboratively researches, develops and delivers state-of-the-science national hydrologic analyses, forecast information, data, and decision-support services. Furthermore, OWP provides guidance to support and inform essential emergency services and water management decisions. In partnership with NWS at every level, OWP coordinates, integrates and supports consistent water prediction activities.

1.3 National Water Center and National Water Model

NOAA has responded to the nation’s growing need for water intelligence by building the nation’s first-ever National Water Center (NWC), located on the campus of the University of Alabama. The 65,000-square-foot “green” building was designed to be the United States’ center for accelerating the transition of water forecast research capabilities into operations, enhancing research and collaboration across federal water science and management agencies, and operational forecast activities which promote a common operating picture for water resources and the delivery of advanced decision support services. The NWC enables NOAA, in partnership with other federal agencies, to deliver a new generation of water information and services to the nation. Moreover, these new services improve preparedness for water-related disasters and inform event driven high-impact and routine high-value water decisions at the local, state and national levels.

The NWC marks a historic transformation and modernization of hydrology and water prediction services within the NWS. By complementing existing regional river forecast centers with a national center, the NWS water mission area mirrors the highly successful structure of the meteorological side of the agency.

The NWC plays a critical role in enhancing water-related products to provide and enhance decision-support services across the country in support of the strategic objective to build a weather-ready nation.

Additionally, it provides an unprecedented opportunity to improve federal coordination and collaboration in the water sector to address growing 21st century water resource challenges related to water security, water quality, and analysis and prediction of hydrologic extremes.

1.4 Congressional Legislation and Strategic Plans

Vendors should be familiar with the functions of the NWC as authorized in P.L. 116-271 § 301 “Water Prediction and Forecasting” - https://www.congress.gov/116/plaws/publ271/PLAW-116publ271.pdf

Vendors should also be familiar with the relevant portions of strategic planning documents including:

• DOC Strategic Plan - https://www.commerce.gov/about/strategic-plan

• NWS Strategic Plan - https://www.weather.gov/media/wrn/NWS-2023-Strategic-Plan.pdf

• NOAAWater Initiative Vision and Five-Year Plan - https://www.noaa.gov/water

• OWP Strategic Plan 2021-2026 (no link, provided as an attachment)

1.5 Scientific Research to Operations and Project Management

NWS/OWP manages the development of river and flood forecast information and products at the national and regional levels. Transfer of scientific advances into operational software often involves:

• Applied research to advance development of scientific techniques

• Transformation of those techniques into validated algorithms and prototypes

• Software engineering and integration into NWS operations. The OWP employs a variety of software engineering tools and techniques to accomplish this task.

OWP employs project and program management tools and methodologies to ensure Research to Operations (R2O) projects are completed in a timely, cost effective manner, and address the full scope of Congressional program requirements. The current methodology is heavily influenced by the Federal Acquisition Certification for Program and Project Managers (FAC-P/PM) program.

https://www.congress.gov/116/plaws/publ271/PLAW-116publ271.pdf https://www.commerce.gov/about/strategic-plan https://www.weather.gov/media/wrn/NWS-2023-Strategic-Plan.pdf https://www.noaa.gov/water

2. Scope of Work

The NWS/OWP seeks subject matter expertise and project management support services, including office administration, communications, change management, resource management, and program and project management in support of these overall goals:

• ADMINISTRATIVE SUPPORT: Support general administrative functions at OWP facilities, including but not limited to reception, timesheets, and travel.

• PORTFOLIO AND PROGRAMMANAGEMENT: Enhance the portfolio and program management capability within OWP to manage NWS water programs, functions, and projects. Support and maintain Smartsheet and Google-based document repositories.

• PROJECT MANAGEMENT: Augment OWP’s project management capabilities in support of the NWS water forecasting mission, in accordance with both project management best practices, and OWP processes and procedures.

• PROFESSIONAL SUBJECT MATTER EXPERTISE: Support for OWP with expertise related to tool maintenance and development, requirements gathering and management, quality control and assurance planning.

2.1 (FFP) ADMINISTRATIVE SUPPORT: Support general administrative functions at OWP facilities, including but not limited to reception, inventory management, and travel.

The team should consist of one (1) Business/Budget Analyst Level 1. The team may expand or decrease in size at the Government’s discretion and based on negotiations with the contractor. At any time, the Government may change the priority or activate/deactivate a project. Work tasks include but are not limited to the items detailed below:

2.1.1 Support the design and documentation of processes that utilize payroll and personnel data in the management of payroll budgets. Support the development of reports, draft policies and procedures, and prepare training materials. Coordinate with the manpower points of contact to develop sound gain and loss projections. Provide training, reporting, and assistance to staff.

• Deliverable - New SOPs in Microsoft Word/Excel/Powerpoint or equivalent formats.

2.1.2 Assist managers in system monitoring maintenance for payroll transactions including govTA.

Emails sent to managers on the first Monday and Tuesday of the pay period if all timesheets are not validated and certified.

2.1.3 Provide managers support in the generation, monitoring, and execution of federal employee travel systems including E2 Solutions from CWTSatotravel.

2.1.4 Provide general administrative support to the Director of the National Water Center including scheduling and coordinating visitation access, and building system monitoring.

2.1.5 Provide property management services required:

• Work independently with Property Accountability Officer (PAO) and Property

Custodians to effectively maintain regional personal property inventory (both inventory and agreement assets)

• Assist in the configuration management, control and accountability of sensitive electronic and IT equipment within the Sunflower asset management system or similar database driven inventory system.

• Provide property contact assistance in the maintenance of current custodial records for all regional accountable personal property.

• Assist in the submission of appropriate reports for lost, missing, stolen, destroyed, damaged, and/or rendered unserviceable accountable property.

• Oversee property lifecycle management as it pertains to asset creation, assignments, annual inventories, and employee separation clearance process by ensuring that all assigned property has been accounted for.

• Maintain a list of sources for property donations, and ensure recycling activities and disposal activities happen in accordance with policies and guidelines.

• Assist with Government asset reports, budgets, projects, and presentations. Organize, research, and gather required data as necessary. Provide assistance in preparing materials, compiling statistical information, and other special projects as required.

• Respond to property correspondence from custodian and contacts on information requests in a professional and expedient manner.

2.2 (FFP) PORTFOLIO AND PROGRAMMANAGEMENT: Enhance the portfolio, program, and project management capability within OWP to manage NWS water programs, functions, and projects.

The team should consist of one (1) Program Manager III, two (2) Business/Budget Analyst II, and one half (0.5) Project Manager III. The team may expand or decrease in size at the Government’s discretion and based on negotiations with the contractor. At any time, the Government may change the priority or activate/deactivate a project. Work tasks include but are not limited to the items detailed below:

2.2.1 Serve as a Program Manager for OWP programs in accordance with program management best practices. Provide oversight of Contract Project Managers. Usher contract deliverables through the OWP Quality Assurance (QA) process. Gather updates from subordinate projects.

2.2.2 Provide contract level program management. Coordinate deliverables from all sections of the PWS. Ensure the team is fully trained on OWP policies and procedures. Provide general vendor team management and address any individual knowledge-skill-ability deficiencies.

2.2.3 Assist the Portfolio Manager in executing portfolio management duties in accordance with best practices. Duties to include enterprise risk management, project initiation, PMO tool maintenance, and audits performed to ensure SOP and best practices are being followed within the PMO.

2.2.4 Assist with the generation, updating, and auditing of OWP’s Integrated Master Project Schedule (IMS). Work with project managers and OWP management to maintain IMS and associated data repositories through periodic updates. Re-baseline project schedules as required and assist with major IMS functionality upgrades. Track updates to project resources.

Generate project and portfolio reports across project and office management spectrum.

• Deliverable - Integrated Master Schedule in accordance with PMI best practices, with tasking broken down to no greater than 30 days, logical and resource loaded dependencies

2.2.5 Maintain OWP’s Google drive folder “Office of Water Prediction Project Management Office (OWP PMO)”. Ensure folder contents are kept up to date and file-folder access is in accordance with OWP PMO policy.

2.2.6 Coordinate meetings for the PMO. Help identify appropriate meeting times. Depending on the meeting, artifacts will include calendar invites, calendar updates, agenda, running Google Meet (or equivalent), meeting minutes, and action items.

• Deliverable - Meeting artifacts including calendar invites, agenda, running WebEx, minutes and action items

2.2.7 In accordance with PWS 2.2.6, administer program and project management meetings including but not limited to: QPRs, PMC Meetings, Process Improvement Meetings, and weekly PMO coordination meetings. Track actions from these meetings and coordinate as needed to facilitate completion of those actions.

2.2.8 Develop, enhance, and maintain the suite of tools for use across the OWP administrative and professional workspace. The current OWP configuration relies heavily on use of Smartsheet and Milestones Professional.

• Deliverable - New tools per user specifications, delivered as needed

2.2.9 Assist with the development of new OWP programs, specifically new project initiation. Charter development should demonstrate a deep understanding of OWP organization, structure, and capabilities in order to design project scope, requirements, required resources, and delivery timelines.

• Deliverable - Project Charters in accordance with OWP SOP

2.2.10 Assist with drafting, updating and maintaining multi-year strategic plans. When requested the Contractor shall review current organizational strategies in support of missions and strategic goals as well as other supporting documents, and validate alignment to higher level strategies and develop performance measures. The Contractor shall support development of roadmaps that enable achievement of strategic objectives over the planning cycle.

• Deliverable - Strategic plans and related documents, per user specifications, delivered as needed

2.2.11 Support and maintain OWP’s set of Smartsheet-driven personnel tracking:

• Maintain tables with information regarding federal staff, non-federal staff, OWP Table or Organization, contracts, and related information. Changes shall be made within 1 business day of notification.

• Maintain existing reports and dashboards, and create new ones as needed to support workflow improvements.

• Assist with vacancy tracking, recruitment, onboarding/offboarding workflows.

• Ensure smartsheet data flows into OWP’s Google-sheet-driven resources including, but not limited to, OWP’s “Staff master list”, Organizational Chart, and Phone Directory.

• Maintain and update static organizational charts (e.g. PDF, Powerpoint or equivalent) as needed.

2.2.12 Support the security processing and foreign-national approvals of non-federal staff. Coordinate with the Contracting Officer’s Representative (COR) or other designated government officials and individual candidates to prepare and submit security applications. Track progress through completion, addressing issues and providing updates as needed.

2.3 (FFP) PROJECT MANAGEMENT: Support, develop, and enhance OWP project management capabilities in support of the NWS water mission including all aspects of project management best practices and in accordance with OWP processes and procedures.

The government estimates a team size of two and a half (2.5) Project Managers (Level 2 or higher). The team may expand or decrease in size at the Government’s discretion and based on negotiations with the contractor. At any time, the Government may change the priority or activate/deactivate a project. Work tasks include but are not limited to the items detailed below:

2.3.1 Serve as a Project Manager for OWP project(s) in accordance with project management best practices. Develop and execute project plans, manage project scope, assess and address potential risks, track resource usage, report regularly on project status and assist Business Analyst (BA) with requirements gathering.

• Deliverable - Project Plans, in accordance with Project Management Institute (PMI) best practices

• Deliverable - Requirements Traceability Matrix (RTM) in accordance with PMI best practices

• Deliverable - Risk Register in accordance with PMI best practices

• Deliverable - Change Requests in accordance with OWP standard operating procedures

(SOPs) for scope management

• Deliverable - Communications Plans in accordance with PMI best practices

• Deliverable - System Requirements Specifications (SRS) in accordance with Software

Deliverable Lifecycle best practice

• Deliverable - Decision Logs in accordance with PMI best practices

• Deliverable - Program Management Office (PMO) defined weekly reporting

• Deliverable - Quarterly Program Review (QPR) reporting

2.3.2 Assist with the generation of Project Documentation (e.g. Project Charters, Project Progress Reporting and Capstone Presentations and Dashboards). Assist with the generation of PMO process documentation (e.g., Project Management Manual, Project Documentation templates).

Update and maintain documentation archives.

2.3.3 Assist with the closure of projects. Project closure will be per OWP SOPs, which includes presenting a capstone presentation to the OWP Program Management Council (PMC).

• Deliverable - Project Closure Capstone Presentations in accordance with OWP SOP

2.4 (T&M) PROFESSIONAL SUBJECT MATTER EXPERTISE: Support for OWP with expertise related to tool maintenance and development, requirements gathering and management, quality control and assurance planning.

Work tasks include but are not limited to the items detailed below:

2.4.1 Provide additional project management support in accordance with PWS 2.3.

2.4.2 Provide Business Analyst (BA) services including all phases of requirement management, assisting the Portfolio Manager (PfM) in project initiation, and assisting PMs with project planning, execution, monitor and control, closure.

Requirement management includes, but is not limited to:

• Gather requirements,

• Support the PM in developing and upkeeping Requirements Traceability

Matrices (RTM),

• Support the PM in developing and upkeeping System Requirements

Specifications (SRS),

• Account for requirements in the project plans,

• Ensure requirements are signed off on during the QA process,

• Support the development of requirements and deliverables for use in technical performance work statements (PWS).

Project initiation includes, but is not limited to:

• Assist in creating Project Charters (per PWS 2.2.9),

• Identify stakeholders,

• Support the PM in developing and upkeeping communications plans.

Assisting in all other project phases includes, but is not limited to:

• Analyze risks,

• Manage change,

• Manage knowledge,

• Plan quality assurance

• Support the PM in developing and upkeep a Decision Log

2.4.3 Provide Quality Assurance and Quality Control (QA/QC) expertise to support and enhance OWP’s QA/QC framework. Provide training to OWP staff on best practices. Ensure that both internal and external contract deliverables are properly tested in the framework.

2.4.4 Contract support - for work where the vendor accepts limitations on future contracting, support the development of PWS, provide coordination and facilitation of technical evaluation teams, support contract execution including deliverables coordination, action tracking and related services.

2.4.5 Support coordination across sector (Govt., NGO, academia), communications, outreach, engagement planning, partner library, material development.

2.4.5.1 Serve as events and outreach coordinator, supporting OWP engagement and coordination with NOAA partners such as other Federal agencies, academia, NGOs, and the private sector.

2.4.5.2 Convey information, research and other scientific data to a variety of audiences.

2.4.5.3 Assist in the preparation and/or review of briefing, meeting, presentation materials, or other documentation for quality, accuracy and responsiveness.

• Deliverable - Materials for partnership administration.

2.4.5.4 Generate and maintain OWP partner databases and libraries.

• Deliverable - Databases and libraries.

2.4.5.5 Assist with OWP social media, internal monthly newsletter (“The Confluence”) and other communications to increase knowledge-sharing, visibility, and collaborative opportunities across the organization and with its partners.

2.4.5.6 Provide effective and timely responses to requests for information related to OWP activities from NOAA leadership, partners, and other agencies.

2.4.5.7 Assist managers in conducting OWP engagement and outreach with NOAA partners such as other Federal agencies, academia, non-governmental organizations and the private sector.

2.4.5.8 Provide information to other NOAA organizational units such as other line offices and the Grants Management Division regarding Cooperative Institute (CI) management and administration.

2.4.5.9 Provide support required to administer the CI, including monitoring and reporting of CI performance, processing funding to the CI throughout the award period, and managing the review renewal process. Ensure OWP compliance with all policies and procedures pertaining to the CI.

2.4.5.10Provide professional-quality graphic design and technical writing expertise in the development of OWP products, materials and other documentation.

• Deliverable - static and animated graphics, templates and related materials.

2.5 (T&M, BIL Funded) PROFESSIONAL SUBJECT MATTER EXPERTISE: Support for OWP with expertise related to tool maintenance and development, requirements gathering and management, quality control and assurance planning.

Work tasks are identical to the requirements stated in PWS 2.4. Work focused on Atlas 15, Next Generation Water Prediction Capability (NGWPC), and other BIL-funded projects which may arise in the future.

3. Other Scope of Work Requirements

3.1 Responsiveness

General responsiveness is important to the Government. Initial response to emails shall be provided within four (4) business hours of receipt. The contractor shall respond to any errors in training materials within 24 business hours when prompted and available. The contractor shall provide effective responses to requirements and effective balancing of resources to accomplish work without sacrificing priorities or creating unstable performance.

3.2 Monthly Contract Status Report

The contractor shall furnish to the COR an electronic copy of a Monthly Contract Status progress report every month after the effective date of the contract on or before the 10th calendar day of the month following the reporting month. Each report shall cover the contract activities relevant to the performance for that reporting period. This report shall include:

• A description of work performed during the period and the progress achieved. The description shall include pertinent data or graphs in sufficient detail to explain any significant results achieved.

• A comparison of planned progress and actual progress achieved, including problems or delays encountered and recommended solutions.

• Anticipated problems in the next or foreseeable future period and recommended solutions.

• An outline of activities proposed for the next period.

• The report shall also include any additional information, including findings and recommendations that may assist the Government in evaluating progress under this contract.

3.3 Level of Effort (LOE) Spend Plan

The contractor shall submit to the Government an LOE spend plan after the effective date of the contract and every month thereafter during the period of performance. This document shall be submitted with the contractor’s invoice by the 10th of the month and shall include:

• Current and cumulative labor hours, travel, and Other Direct Costs (ODCs) incurred.

• Burn rates including names, titles, and number of hours expended for each of the contractor’s professional personnel assigned to the contract, including officials of the contractor.

• Forecast of labor hours, travel, and ODCs required to complete all activities.

• Estimated date at which current funding will be fully expended.

3.4 Monthly Contracting Officer Representative - Program Manager (COR-PgM) Meetings The contractor shall establish and maintain monthly meetings with the COR, applicable Technical Points of Contact (TPOCs), and other Government personnel as needed. The meetings will cover:

• Review of the most recent monthly spend plan.

• Status for any open staffing positions.

• General discussion of contract health.

• Potential risks and opportunities.

3.5 Contractor Personnel

3.5.1 Qualified Personnel

The Contractor shall provide qualified personnel to perform all requirements specified in this PWS.

The Contractor shall provide a fully trained workforce to meet the requirements; therefore, personal development training costs and hours are not billable to the Government. The Contractor shall receive approval from the CO prior to placing any individual working on this task order that does not meet the stated requirements.

3.5.2 Key Personnel

The Contract Program Manager (Program Manager Level III) in accordance with PWS 2.2 is considered Key Personnel.

Project Managers (Levels II, III and IV) are considered Key Personnel.

Key Personnel shall at a minimum, meet all Labor Category qualifications listed in Attachment J-2 of the ProTech Weather Master Contract. In addition, it is highly desired (but not required) that Key Personnel Project Managers hold a PMP Certification.

Replacement of any Key Personnel must be done in accordance with CAR 1352.237-75 Key Personnel (Apr 2010).

3.5.3 Employee Identification

Contractor employees visiting or working on-site at Government facilities shall wear an identification badge that, at a minimum, displays the Contractor name, the employee’s photo, name, clearance-level and badge expiration date. Visiting Contractor employees shall comply with all Government escort rules and requirements. All Contractor employees shall identify themselves as Contractors when their status is not readily apparent and display all identification and visitor badges in plain view above the waist at all times.

Contractors on teleconference meetings shall not misrepresent themselves as agents for the Federal Government.

3.5.4 Employee Conduct

Contractor employees shall comply with all applicable Government regulations, policies and procedures (e.g., fire, safety, sanitation, environmental protection, security, “off limits” areas, etc.)

when visiting or working at Government facilities. The Contractor shall ensure Contractor employees present a professional appearance at all times and that their conduct shall not reflect discredit on the United States or the DOC. The Contractor shall ensure Contractor employees understand and abide by DOC established rules, regulations and policies concerning safety and security.

3.6 Post-Award Conference

The contractor shall attend a Post Award Conference with the CO and the COR no later than 14 business days after the date of award. The purpose of the Post Award Conference, chaired by the CO, is to discuss technical and contracting objectives of this task order and review the contractor's project plan as well as provide the opportunity for further questions or clarification regarding deliverables or contractual requirements. The Post Award Conference will be held at the Government’s facility or via videoconference.

4. General PWS Information

4.1 Hours of Operation / Place of Performance

For on-site contractors, the vendor is responsible for services nominally between the hours of 8:00AM and 4:30PM local time (with 30 minute lunch period) Monday through Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. The OWP maintains core work hours from 9:30AM to 3:30PM which must be covered but there is latitude allowed for individual start and end times around these core hours.

Federal Holidays: New Year’s Day, Martin Luther King Jr’s Birthday, President’s Day, Memorial Day, Juneteenth, Independence Day, Labor Day, Columbus Day, Veteran’s Day, Thanksgiving Day, Christmas Day.

The majority of the work will be performed on site at:

• National Water Center – 205 Hackberry Lane, Tuscaloosa, AL 35401

• NWS Headquarters – 1325 East-West Highway, Silver Spring, MD 20910

Travel may be required to include, but not be limited to Silver Spring, MD, Tuscaloosa, AL, and other locations. Any travel will be on a not-to-exceed basis and reimbursed in accordance with the Federal Travel Regulations.

4.2 Travel and Other Direct Costs (ODCs)

Contractor travel is required to support this requirement.

4.2.1 Travel and/or ODCs that are required under this contract shall be requested and approved in advance and (except as otherwise authorized herein) in writing by the COR (email is acceptable).

All travel shall be accomplished in accordance with the requirements of the Federal Travel Regulation (FTR) and the Department of Commerce Travel Handbook (DOCTH), available online respectively at:

FTR – https://www.gsa.gov/policy-regulations/regulations/federal-travel-regulation DOCTH – https://www.commerce.gov/ofm/publications/handbooks-and-manuals/travel-management All travel requests shall be pre-authorized, submitted to the COR at least five (5) business days prior to the departure date and shall include:

• The purpose of the trip;

• The destination;

• The duration (and times of initial departure and return);

• The number of personnel traveling, and their respective names and titles; and

• The estimated cost per person, including a breakdown of the costs for transportation

(airfare, car rental, parking) and Meals and Incidental Expenses (M&IE).

http://www.gsa.gov/policy-regulations/regulations/federal-travel-regulation https://www.commerce.gov/ofm/publications/handbooks-and-manuals/travel-management https://www.commerce.gov/ofm/publications/handbooks-and-manuals/travel-management

4.2.2 Travel invoices shall include an affirmation signed by an authorized corporate representative stating that the costs being submitted are in compliance with the FTR and Federal Acquisition Regulation (FAR) 31.205-46 - Travel Costs.

4.2.3 Reimbursement shall not exceed the rates and expenses allowed by the FTR to a Government employee traveling under identical circumstances and shall not exceed FTR limits without prior approval from the COR. The contractor shall make a good faith effort to obtain the lowest standard coach or equivalent airfare.

4.2.4 The contractor shall take advantage of travel discounts whenever possible. Except as otherwise provided herein, payment will be made for actual common carrier fares plus cost of travel between the contractor employee’s home (or regular duty station) and the carrier terminal and temporary duty points for travel by the most reasonable and economical means.

4.3 Government-Furnished Property, Equipment, and Services

Government-furnished laptops, Common Access Cards (CACs), CAC readers, and Virtual Private Network (VPN) access will be provided on an as-needed basis. The Government does NOT intend to provide cell phones to contractor staff.

The Government will provide network access for development, staging, and production environments (GitHub repositories, computers, database, storage space, etc.) as needed to perform development and implementation activities. For all hosting environments, access will be limited to only the areas needed to perform the required tasks.

Government-furnished laptops (GFE), Common Access Cards (CACs), CAC readers, and Virtual Private Network (VPN) access will be provided on an as-needed basis. However, the Government does not intend to provide cell phones to contractor staff.

When GFE is issued:

• All official duties must be conducted on GFE.

• All telework or remote work must be conducted while connected to the VPN.

4.4 Contractor-Furnished Property, Equipment, and Services

Except for those items specifically stated to be Government furnished as stated above, the contractor shall furnish everything required to perform this PWS.

4.5 Technical Point(s) of Contact (TPOC)

One or more TPOCs will assist the COR as needed. All parties are reminded that this in no way detracts or changes the responsibilities and limitations described in the contract including, but not limited to, CAR 1352.201-70, Contracting Officer’s Authority (MAR 2010), and CAR 1352.201-72, Contracting Officer's Representative (COR) (APR 2010). Only the contracting officer has the authority to direct, revise, or otherwise change the requirements of the subject contract.

4.6 Quality

4.6.1 Quality Control

Quality control is the responsibility of the contractor. The contractor is responsible for the delivery of quality services/supplies to the Government.

The contractor shall develop, implement, and maintain an effective quality control system to identify, prevent, and ensure non-recurrence of defective services which includes a written Quality Control Plan (QCP). The QCP shall implement standardized procedure/methodology for monitoring and documenting contract performance to ensure all contract requirements are met. The contractor’s QCP shall contain a systematic approach to monitor operations to ensure acceptable services/products are provided to the Government.

The QCP may address the following: continuous process improvement; procedures for scheduling, conducting, and documentation of inspection; discrepancy identification and correction; corrective action procedures to include procedures for addressing Government discovered non-conformances;

procedures for root cause analysis to identify the root cause and root cause corrective action to prevent re-occurrence of discrepancies; procedures for trend analysis; and procedures for collecting and addressing customer feedback/complaints.

The contractor shall submit a QCP for COR approval within 14 calendar days of contract award. Any subsequent changes to the QCP after initial COR approval shall be re-submitted for review and approval. The contractor shall, upon request, provide additional quality control documentation to the Government.

4.6.2 Quality Assurance

Quality assurance is a program for the systematic monitoring and evaluation of contract performance to ensure that standards of quality are being met. Quality assurance is the responsibility of the Government. The Government will evaluate the contractor’s performance in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is a Government only document primarily focused on what the Government will do to assure that the contractor has performed in accordance with the requirements of the contract.

4.6.3 Contract Discrepancy Meetings

The Government will issue a written Contract Discrepancy Report when the contractor’s performance is found to be unacceptable for any contract service. The COR will, within two (2) work days of discovery of a discrepancy, call a meeting between the Project Manager, and all necessary parties, as appropriate, to address the unacceptable performance. The Government will, within two (2) work days of the meeting, prepare a Discrepancy Report that explains the problem and documents the meeting discussion. This report will be sent to the Project Manager and to the CO.

Within three (3) work days of receipt of the Discrepancy Report, the contractor shall provide, to the COR and the CO, a written statement of the planned corrective action. The contractor shall take corrective action within two (2) work days after providing the written statement of corrective action.

If the contractor disagrees with the Discrepancy Report, the contractor shall explain, in writing, areas of disagreement to the COR and CO within three (3) work days of Discrepancy Report receipt. Upon receipt of the contractor’s written disagreement, the CO will recommend action.

4.7 Transition Plan

Services shall be maintained with utmost proficiency and without interruption. Therefore, upon expiration of the incumbent contract term or any extension thereof, services will continue under the terms of a new contract obtained by competitive solicitation. Should a successor contractor enter into performance of these services, such contractor will require phase-in training by the current contractor.

4.7.1 Phase-In, Phase-Out Services

The contractor shall, upon the CO’s written notice, (1) furnish phase-in, phase-out services for up to 30 days after this task order expires and (2) negotiate in good faith a plan with a successor to determine the nature and extent of phase-in, phase-out services required. The plan shall specify a training program and a date for transferring responsibilities for each division of work described in the plan, and shall be subject to the CO’s approval. The contractor shall provide sufficient experienced personnel during the phase-in, phase-out period to ensure that the services called for by this task order are maintained at the required level of proficiency.

The contractor is required to attend a kick-off meeting with any successor contractor. As a minimum attendance of contractor representatives shall include the Corporate Contracts Manager, Quality Control Monitor, and the Lead(s). The contractor shall prepare jointly with the successor contractor a mutually agreeable detailed plan for phase-out and phase-in activities.

4.7.2 Phase-In, Phase-Out Plan

Phase-out services shall include training of the successor contractor and a detailed plan for phase-out/phase-in activities to be prepared jointly by the contractor and the successor. Both contractors shall address the orderly transfer of work from the incumbent contractor to the successor contractor during the phase-out period; however, the incumbent contractor shall bear ultimate responsibility for the performance of all required contract services during the phase-out period and shall ensure that sufficient qualified personnel remain assigned to the contract during the phase-out period.

The Government reserves the right to decide if a phase-in period and/or phase-out period is required.

4.8 Data Rights

In accordance with CAR 1352.227-70 Rights in Data, Assignment of Copyright (APR 2010) and FAR 52.227-17 Rights In Data-Special Works (DEC 2007), the Government has unlimited rights to all documents/material produced under this task order. All documents and materials shall include, but not be limited to, any videos demonstrating services developed or modified under this task order, shall be Government owned and the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be sold by the contractor without written permission from the CO. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose.

These data rights do not abrogate any other Government rights.

5. Performance Requirements Summary

The contractor shall be responsible for ensuring all tasks are completed in accordance with the performance requirements. Failure to meet the performance requirements will be reported verbally to the contractor by the COR and reported on a Contract Discrepancy Report by the COR. The contractor shall correct substandard performance within the timeframe specified in the Contract Discrepancy Report.

The following incentives/remedies apply to all performance objectives listed below.

Incentive: Timely payment and potential for exercising option periods Remedy: Withholding of invoice until rectified and/or negative past performance rating

Performance Objective

PWS

Paragraph Standard

Maximum Allowable

Deviation from Requirement

Method of Surveillance

Timesheets in govTA 2.1.2

Emails sent to managers on first Monday and Tuesday of the pay period if all timesheets are not validated and certified

No more than 4 missed emails per year

Bi-weekly Surveillance

Resource Data are up to date 2.2.11 Changes shall be made within 1 business day of notification 5% Periodic Surveillance

General Responsiveness 3.1 Initial response to emails within

4 business hours of receipt.

No more than 4 per quarter Valid customer complaints

6. Deliverables

The following table summarizes the high-level milestones and associated contractual deliverables.

Deliverables are not considered final until formally accepted by the government in writing. All deliverables should be submitted to the Project Manager and Task Manager on this contract. The deliverables outlined below for tasks 3.1 through 3.5, will augment work already being planned and performed.

Title Format Requirement Date Frequency Distribution PWS

Support the design and documentation of processes

New SOPs in Microsoft Word/Excel/Powerpoint or equivalent formats.

As Needed Varies COR, TPOC 2.1.1

Integrated Master Schedule

Integrated Master Schedule in accordance with PMI best practices, with tasking broken down to no greater than 30 days, logical and resource loaded dependencies

Recurring Smartsheet COR, TPOC 2.2.4

Meeting Support Meeting artifacts including calendar invites, agenda, running WebEx, minutes and action items

Recurring Google Office and related applications

COR, TPOC 2.2.6

New Tools New tools per user specifications, delivered as needed

As Needed Varies COR, TPOC 2.2.8

Project Charters Project Charters in accordance with

OWP SOP

As Needed Google COR, TPOC 2.2.9

Strategic Plans Strategic plans and related documents, per user specifications, delivered as needed

As Needed Varies COR, TPOC 2.2.10

OWP PMO

Project Plans

Up-to-date baselined schedule of all OWP projects, including balanced resources and cross-project dependencies.

Bi-Weekly MS Project and PDF

COR, TPOC 2.3.1

Requirements Traceability Matrix (RTM)

Requirements Traceability Matrix (RTM) in accordance with PMI best practices

Bi-Weekly Smartsheet COR, TPOC 2.3.1

Risk Register Risk Register in accordance with PMI best practices.

Bi-Weekly Smartsheet COR, TPOC 2.3.1

Change Request in accordance with OWP standard operating procedures (SOPs) for scope management

As needed Smartsheet COR, TPOC 2.3.1

Communications Plan

Communications Plan in accordance with PMI best practices.

Bi-weekly Google Doc or

PDF

COR, TPOC 2.3.1

System Requirements Specifications

SRS in accordance with Software Development Life Cycle best practices

As needed Google Doc or

PDF

COR, TPOC 2.3.1

Decision Log Decision Log in accordance with PMI best practices.

Bi-weekly Smartsheet COR, TPOC 2.3.1

Quarterly Program Review (QPR) Reporting

In accordance with OWP standard operating procedures (SOPs)

Quarterly Google COR, TPOC 2.3.1

Project Closure Capstone Presentations in accordance with OWP SOP As Needed Google COR, TPOC 2.3.3

Quality Assurance Document quality assurance activities with internal reporting and audits.

Recurring Varies COR, TPOC 2.4.3

Outreach Event Coordination

Event coordination artifacts. Recurring Varies COR, TPOC 2.4.5.1

Partnership Materials

Materials for partnership administration

As Needed Varies COR, TPOC 2.4.5.3

Graphics, Templates and Related Materials

Provide professional-quality graphic design and technical writing expertise in the development of OWP products, materials and other documentation.

As Needed Varies Task Manager, COR and OWP Management

2.4.5.10

Contract Status Report

Monthly Activities Report Monthly by 10th of the Month

MS Word or

PDF

Task Manager and

COR

3.2

Financial Status Report

Monthly Financial Status Report Monthly, with Invoice

MS Excel or

PDF

Task Manager and

COR

3.3

Vendor Travel Requests

PDF or equivalent. Should document all planned expenses in accordance with the FTR

As needed Varies COR 4.2