Attch 1 Statement of Work.pdf

MANUFACTURING TECHNOLOGY (MANTECH)

COMPOSITES MANUFACTURING TECHNOLOGY CENTER OF

EXCELLENCE VI (CMTC COE VI)

STATEMENT OF WORK

Office of Naval Research

Arlington, VA

February 2025

STATEMENT OF WORK

1.0 Overview

1.1 Background of Navy Manufacturing Technology (ManTech) Program

The Secretary of Defense established a Manufacturing Technology Program to further the national security objectives of Section 2501(a) of U. S. Code Title 10 – Armed Forces, through the development and application of advanced manufacturing technologies and processes that will reduce the acquisition and supportability costs of defense weapon systems and reduce manufacturing and repair cycle times across the life cycles of such systems. The purpose of the program is to improve the manufacturing quality, productivity, technology, and practices of business and workers providing goods and services to the Department of Defense (DoD). DoD Directive 4200.15 implements the Manufacturing Technology Program, and it dictates that DoD is to rely on private sector investment and the “free enterprise” system to provide the manufacturing technology necessary to produce DoD material. The Directive mandates ManTech investments are to be directed at improving the quality, productivity, technology, and practices of business and workers providing goods and services to the DoD.

The Navy Manufacturing Technology (ManTech) Program, operated out of the Office of Naval Research (ONR), is currently focused on affordability and sustainment improvements for specific key acquisition platforms and capability acceleration as defined in the Navy ManTech Investment Strategy. Key platforms currently targeted include: the CVN 78 Ford Class Carrier; the DDG 51 Arleigh Burke Class Destroyer; VIRGINIA Class Submarine (VCS); COLUMBIA Class Submarine (CLB); FFG 62 Constellation Class Frigate; and the F-35 Lightening II aircraft (F-35).

ONR ManTech helps these Navy programs achieve their respective affordability and sustainment goals by transitioning developed manufacturing technology which, when implemented, results in needed cost reduction, cost avoidance, and/or increased availability/readiness. Another investment area for consideration is called Capability Acceleration, which is getting new technologies to the fleet faster. These issues being addressed must be production-or manufacturing technology-related.

Navy ManTech executes through Centers of Excellence (COEs) using this key acquisition platform approach to develop cost reduction/avoidance platform portfolios and specific projects. There are presently seven Navy ManTech Centers of Excellence, and they serve as focal points for the development and technology transfer of new and advanced manufacturing processes and technology in a cooperative environment with industry, academia, and the Naval Research Enterprise (NRE). The COEs serve as corporate repositories of expertise in particular technological areas and collaborate with acquisition Program Executive Offices (PEOs) / Program Offices (POs) and relevant industry to identify and resolve manufacturing issues impacting the key Navy acquisition platforms. The COEs develop and demonstrate manufacturing technology solutions for identified Navy manufacturing requirements, provide consulting services to naval industrial activities and industry, and facilitate the implementation of developed manufacturing technologies.

1.2 Overview of the COE

Inasmuch as the assigned missions of the Office of Naval Research (ONR) Manufacturing Technology (ManTech) Composites Manufacturing Technology Center of Excellence (CMTCOE;

herein referred to as CMTC or as the Center) are dynamic, this Statement of Work (SOW) is not intended to be all-inclusive or restrictive, but is intended to provide a broad framework and general scope of the work to be performed at the Center. This SOW does not represent a commitment to, or imply funding for, specific projects or programs. The ONR ManTech requirements are developed through strategic planning and program plans.

The Center Contractor shall, in accordance with the provisions of this Contract, provide the resources, leadership, and management expertise necessary and appropriate to manage and operate the Center to accomplish its primary mission. The primary mission of the Center is to develop advanced manufacturing technologies and deploy them in the U.S. center specific industrial base with the goal of facilitating industry improvements and ultimately reducing the cost and time required to transition center related technology into Navy and DoD system applications as defined in the ONR ManTech Investment Strategy.

In addition, the CMTC shall perform all supporting functions for a Navy ManTech Center of Excellence, such as serving as a corporate repository of expertise in its particular technological area; performing special projects and industry surveys related to the mission as required; planning and conducting outreach activities to increase awareness of the Center and disseminate manufacturing technology throughout the nation's center specific industrial base to achieve manufacturing technology transition beyond the developing organization; and any other functions as assigned by the ONR ManTech Program.

1.3 Center Core Mission and Scope of Work

The core mission and function of the Center is to identify, develop and facilitate the transition of composite, polymeric, and other non-metallic manufacturing technologies to composites fabricators and other relevant industrial facilities to reduce the cost and time to build and repair key naval platforms. Potential naval applications for the composite materials include both structural and non- structural components for aircraft, surface ships, and undersea vehicles as included in the ManTech Investment Strategy. Other applications, such ground and amphibious vehicles, missiles, and other Navy and Marine Corps weapon systems, may also be included.

In accomplishing its mission, the Center will work closely with the Navy’s acquisition community, naval shipyards, prime weapon system integrators, as well as other relevant industrial facilities to identify manufacturing technology issues that negatively impact transition of composite and nonmetallic products to the fleet, with respect to both cycle-time and cost.

The Center will then solicit, select, perform, and manage projects to address the identified cycle-time and cost reduction issues as specified in task orders.

Types of manufacturing technology areas include, but are not limited to the following:

Primary Focus Areas:

• Fiber-reinforced polymeric (organic) resin composites

• Composite manufacturing and similar processes and related equipment, including best practices, maintenance, set-up, and environmentally safe disposition. Composites manufacturing processes include but are not limited to wet hand lay-up, prepreg hand lay-up, automated fiber placement and tape laying, resin transfer molding and related infusion technologies, pultrusion, etc. Curing technologies include autoclave curing, out of autoclave/oven curing, press curing, etc.

• Chemical technology and environmentally-safe practices for composite materials and manufacturing processes (i.e., resin chemistries including, but not limited to, epoxies, cyanate and vinyl esters, and high-temperature polymeric resins)

• Graphite, glass, and polymeric fibers as well as alternate reinforcements

• Composite “internal” stiffening core materials such as foam, ceramic, balsa wood, polymeric or metallic honeycomb, or other materials

• Composite “external” stiffening concepts such as hat and blade stiffeners and methodologies to manufacture them (i.e, drape forming).

• Engineering plastics and similar materials (i.e., aircraft transparencies) and related processes (thermoforming, sanding/polishing, etc.)

• Signature reducing materials and treatments

• Adhesives, adhesive bonding, and related technologies (i.e., surface preparation techniques), as well as mechanical fastening, and other methodologies for joining composites to other composites or metals, and similar assembly technologies

• Repair and Sustainment Technologies

Secondary Focus Areas:

• Polymeric, ceramic, and other non-metallic additive manufacturing technologies

• Ceramic-matrix, metal-matrix, and carbon-carbon composites

• Bio-composites manufacturing technologies

• Materials for radomes and other electrical applications

• Materials for energetic applications

• Materials for transparencies/canopies

• Multi-functional/smart materials (i.e., self-healing, anti-laser, radar absorbing)

• Pourable filling, shaping, and fairing materials

• Sealant, coating, paint, and filling materials technologies, including mixing, application, and removal

• Robotic or automated processing of composite and similar materials (i.e., automated material placement, drilling, machining, repair, etc.)

• Mechanical, physical, chemical, thermal, and/or electrical testing for characterization of composite or other nonmetallic materials

• Quality assurance/advanced non-destructive evaluation covering all aspects of composites manufacturing from incoming raw material control through in-service inspection

• Modeling and simulation, (i.e., cure modeling, finite element analysis, etc.)

• Process analytics

• Other applicable emerging manufacturing technologies

The Contractor shall operate and manage the Center in its mission to develop naval platform-related manufacturing technologies and transition the technology to the center specific industrial base. In addition to accomplishing the Center’s core mission, the Contractor shall manage, operate, sustain, and enhance the Center’s ability to function as an ONR ManTech Center of Excellence.

The Contractor shall, with the highest degree of vision, quality, integrity, and technical excellence, maintain a strong scientific and engineering resource base responsive to manufacturing technology issues of national importance. The scope of work of this Contract includes:

1. Operating and managing the COE in an efficient, cost effective, and innovative manner to accomplish its core mission of developing and facilitating the implementation of advanced composite and nonmetallic (C&NM) manufacturing technologies to U.S. industry to reduce the cost and time to, build, sustain and repair key naval systems.

2. Organizing, facilitating and executing, a C&NM manufacturing-focused project selection process, supporting the key naval platform programs identified by the ONR ManTech Investment Strategy and the ONR Program Officer, in order to recommend technical work.

Projects selected should be important to both the Navy and the naval industrial base that builds, sustains and/or repairs naval platforms.

3. Initiating and managing ManTech projects approved by the ONR Program Officer.

Management of projects should include the use of appropriate methodologies to monitor costs, schedule, and performance with concurrence of the ONR Program Officer.

4. Planning, management and execution of special projects or non-ManTech funded projects that relate to the COE mission, as directed by the ONR Program Officer.

5. Providing additional technical and programmatic assistance to the ManTech Program Office, other Office of Naval Research codes, and other DoN and OSD activities as needed.

6. Providing all required reporting, including COE-level and project-level deliverables, for the evaluation of the technical and financial progress of the Center and of each technical project in accordance with Navy ManTech Guidance.

7. Planning, coordinating, and conducting outreach activities (which could include technology trade shows/events) and projects to increase awareness of the Center and to facilitate technology transition and implementation of ManTech-developed manufacturing technology at additional shipyards and industrial facilities beyond the initial implementation site of any particular technical project.

8. Traveling in support of the Center projects and activities. Travel shall be planned and conducted in such a fashion to provide maximum flexibility and efficiency in support of the COE. All travel shall be in accordance with FAR Part 31.

9. Owning, utilizing and maintaining IT/Connectivity systems compatible with government IT infrastructure and capable of meeting security safeguarding requirements in support of the Center’s activities.

It is currently envisioned that the Center contract will be structured with multiple task orders. This Statement of Work covers two general activity areas critical to the Center’s accomplishment of its mission: First Task Order: COE Operations and Management and COE Business Operations and Second Task Order: Project Development and Management. Both Task Orders will be numbered after execution of the Base Award Indefinite Delivery/Indefinite Quantity (IDIQ) contract.

2.0 First Task Order: COE Operations and Management and COE Business Operations

The Contractor shall operate the Center to function as an ONR ManTech Center of Excellence to serve as a national resource in composites and non-metallic manufacturing technologies in general and to accomplish the Center’s core mission in particular. The Contractor shall manage and operate the COE in an efficient, cost effective, and innovative manner -- developing strategies to plan, track, and analyze projects and expenditures to ensure efficient operation of the COE.

2.1 Center Operations

Center operations can be broken down into the following activities:

2.1.1 COE Core Mission Management and Support Activities

The Contractor shall provide management and programmatic support as required to accomplish the Center core mission of identifying, developing and facilitating the transition of composites and non-metallic manufacturing technologies to reduce the cost and time to deploy critical systems to Naval ships, aircraft, submarines, and unmanned systems. In so doing, this includes but may not be limited to:

• Managing the Center as a whole;

• Submitting COE-level deliverables as directed by the ONR Program Officer and as specified in the annual ManTech guidance documents. ManTech guidance documents are updated annually based on ONR requirements. Current ManTech guidance documents are attached to the solicitation and any future iteration will be provided by the Government.

• Responding to “data calls” as requested by the ONR ManTech Director, the ONR Program Officer, or their representatives.

2.1.2 Naval Technical Advisor Activities

The Contractor shall provide technical assessments and recommendations on specific C&NM and other naval related technologies as required by the Government. Reports delivered to the Government shall include independent analyses and specific recommendations by the Contractor. The Contractor shall avoid any conflicts of interest and act as an independent advisor (honest broker) to the Government. As a result of such in-house support, the Contractor may be ineligible on Organizational Conflict of Interest (OCI) grounds from performing the actual development work on the recommended technologies. The Contractor will provide management, control, and support for Navy and DoD funded developments and coordinate the research of participating government, industry, and academic organizations.

The contractor shall assess U.S. industrial manufacturing capabilities for affordability of various composites manufacturing and related technologies and recommend programs to improve the industrial base. The contractor shall promote new manufacturing technology initiatives that improve the competitiveness and responsiveness of the composites and nonmetallic materials industrial base.

Special Projects: As part of Naval Technical Advisor Activities, the Contractor shall perform Special Projects as directed by the ONR ManTech Program. Special Projects may include, but are not limited to, the following: support to Navy PEOs, POs, Program Manager Ships (PMS)/Program Manager Air (PMA), OSD or others, such as the development of build strategies; participation in shipyard or other relevant industrial base benchmarking surveys; development of technology roadmaps; assessments of foreign C&NM or other naval related technologies; and other C&NM or naval technology-related tasks as assigned.

2.1.3 Connectivity to US Industrial Base and Other Organizations

The Contractor shall develop and maintain working relationships and technical interchanges with C&NM manufacturers, public and private shipyards, prime system integrators, Navy and DoD laboratories, relevant academia, and other relevant industries.

The contractor shall also describe its approach and experience in utilizing these relationships to facilitate technology transfer to the nation’s shipyards and other defense industries.

2.1.4 Outreach Activities

The Contractor shall perform outreach activities as approved by the ONR Program Officer.

The objectives of these activities are to encourage partnering with government, industry, and academic organizations and to facilitate transfer of developed manufacturing technologies to achieve implementation beyond the primary shipyard(s) or industrial facility on any particular project team. This includes, but is not limited to, the following:

• Providing uninterrupted maintenance of the Center public domain website and server.

• Providing promotional materials and logistics support for exhibits, demonstrations, conferences, workshops, and displays.

• Attending and showcasing the Center mission and accomplishments at specific conferences and trade shows, such as the Defense Manufacturing Conference, National Shipbuilding Research Panel (NSRP) All Panel Meeting/ShipTech (which are alternating years), CAMX, SAMPE, AeroDef, and/or other relevant conferences or expositions. Attendance and exhibition at trade shows, conferences, and the like shall be approved in advance by the ONR Program Officer or ManTech Program Lead. Typically, this is up to 6 events annually.

• Attend and provide briefs for Joint Defense ManTech Panel (JDMTP) subpanel reviews.

• Distributing a physical and/or electronic newsletter on a minimum semi-annual basis to key government and industry personnel. This requirement can be adjusted by the ONR Program Officer.

• Highlighting of Center projects/activities via email and/or social media forum as appropriate.

2.2 Center Business Operations

The Contractor shall manage and administer a system of internal controls for all COE business and administrative operations. Contractor management of the Center business and administrative operations shall include integrating common systems of internal controls across the Center and implementing business processes that are risk-based, cross-functional, and cost-effective; that optimize and streamline operations; and that increase efficiency and enhance productivity.

Included shall be plans to accomplish the following:

2.2.1 COE Performance Management

The Contractor shall develop and institute an in-house financial management system to measure the performance and effect corrective actions as needed for each technical project.

This system shall be capable of accurately tracking expenditures, analyzing the expenditure of funds in light of work accomplished, and quantifying technical problems in terms of cost and schedule. Favorable and unfavorable cost and/or schedule variances that exceed a variance threshold +/- 10% shall be identified and reported along with proposed corrective actions to the ONR Program Officer. This does not need to be a complex system. It is intended to provide a simple means of correlating schedule performance, technical progress and adherence to budget.

2.2.2 COE Performance to Fiscal Benchmarks

The Contractor shall develop a plan to meet the Navy’s obligation and expenditure fiscal benchmarks, track center performance with respect to these benchmarks, and develop “get well” plans, if necessary, as directed by the ONR Program Officer.

2.3 COE-Level Meetings and Travel

Center contractor personnel shall participate in meetings as directed by the Navy ManTech Director and/or ONR Program Officer. These are expected to include, but are not limited to, the following:

• ManTech “All Hands” or Center Director Meetings - typically 2-3 times annually.

• Candidate Project Selection Meetings - typically once annually.

• Quarterly Program Management Reviews (PMRs) - quarterly with the ONR Program

Officer at ONR, the COE, or other site as approved by the Program Officer. Other attendees will be at the option of the ONR Program Officer. Each PMR shall address at a minimum: center financial performance and plans; updates on active projects including information such as technical; progress and accomplishments, schedule status, and adherence to spend plan; technology implementation updates; and planned meetings and activities;. The PMR shall address other technical and programmatic topics as directed by

ONR.

• Platform IPT Reviews – Navy ManTech currently holds Platform IPT project review meetings for each platform supported by the Navy ManTech Investment Strategy approximately 2 times per year per platform. To make effective use of ManTech resources, these meetings are often co-located, resulting in a total of 6-10 meetings annually.

• ManTech Conferences/Workshops – as directed by the ONR Program Officer but typically includes the annual Defense Manufacturing Conference (DMC), ShipTech and other approved conferences/workshops (reference section 2.1.4). Upon completion of conference/events, a trip report documenting interactions and technology investigated for possible insertion for future projects shall be provided in timely manner to the ONR Program Officer.

• National and International Technology Conferences, Workshops, and Trade Shows - as directed by the ONR Program Officer.

2.3.1 Quarterly Contract Management Reviews (Exhibit A COE CDRL A009 & A010)

The Contractor shall conduct Quarterly Contract Management Reviews (QCMRs) to assess contract performance at the Contractor’s facility (Government personnel may attend QCMRs virtually via MS TEAMS). QCMRs are a contract administration mechanism to review the Contractor’s performance with delivering services/supplies under contract, enhance communication on contract administration matters, and assess the Contractor’s compliance with several contract terms and conditions. The Contractor will attempt to conduct each QCMR within 60 minutes.

Contractor shall make the following Contractor personnel available at each QCMR:

Program Manager, Contracting Manager, and Financial Manager.

Government personnel at this meeting will include at a minimum: Contracting Officer, and COR/ACOR. QCMR attendees may include: ONR Director of Contracts, and/or ONR ManTech Program Officials.

The Contractor shall – at a minimum – address the following at each QCMR:

1. Contract Performance Review:

a. Status of contract deliverables/tasks (updates since last meeting).

Deliverables include (but are not limited to): hardware, reports, CDRLs.

b. Performance issues encountered or expected (e.g., potential delays)

c. Invoice submission and payment status

d. Required Government actions due to Contractor (e.g., delivery of

Government Furnished Information and/or Property)

e. Required Contractor actions due to the Government within the next 120 calendar days

f. Compliance with staffing / key personnel requirements

g. Compliance with meeting the Contractor’s Small Business

Subcontracting Plan requirements and submission of the Contractor’s Individual Subcontracting Report

h. Compliance with Government Furnished Property Clause FAR 52.245-1

i. Contractor performance against Performance Summary Items and corrective action(s) to address non-compliant variances

j. Contractor Performance Assessment Report System (CPARS) status

(FAR 42.15) (i.e., Contractor receipt of GOVT CPARS rating, Contractor response within 60 days)

2. Task Order Performance Review:

a. Review of active projects by task order, discussion of each task order’s cost and schedule performance against task order objectives, and results of corrective actions for task orders that are +/- 5% of cost, schedule, and performance goals.

b. Task Order and CLIN-related matters.

i. For cost CLINs, address funding status (FAR 52.232-20, FAR

52.232-22) and immediate or future impact on project completion

ii. For incrementally funded fixed price CLINs, address funding status (DFARS 252.232-7007)

c. Address status of:

i. 75% cost incurred letter submissions to the contracting officer &

COR (if applicable)

ii. new and/or in process modifications,

iii. incremental funding actions

iv. requests for out-of-scope work,

v. requests for equitable adjustment, claims, or disputes

3. Other Items

a. Lessons learned from completed task orders or project phases (e.g., proposal development, performance, closeout, subcontractor management, invoicing)

b. Continuous improvement ideas for current contract to include suggestions to:

i. Increase the speed of contract execution,

ii. Increase delivery of naval warfighter capability, and

iii. Reduce unnecessary and/or non-value add activity to improve performance, schedule and/or cost of naval warfighter capability

QCMR deliverables:

1. The Contractor shall deliver the planned personnel names attending the review meeting and briefing slides, in PowerPoint format, to the Contracting Officer and COR/ACOR five calendar days prior to the QCMR meeting.

2. Post QCMR meeting, the Contractor shall provide the QCMR minutes (with the QCMR Brief as an attachment) for Contracting Officer approval no later than 30 days after the QCMR meeting. After Contracting Officer approval, the COR will most likely upload the Quarterly QCMR minutes into the Department of Defense Procurement Integrated Enterprise Environment (PIEE) Surveillance and Performance monitoring (SPM) system.

2.4 COE-Level Deliverables

The Contractor shall submit COE-level ManTech deliverables as directed by the ONR Program Officer and as specified in the Annual Navy ManTech Guidance, expected to include but not limited to:

• A001 - COE Quarterly Technical and Financial Status Report based on ManTech Guidance (Dist. D)

• A002 - COE Quarterly Technical and Financial Status Report based on ManTech Guidance (Dist. C)

• A003 - COE Quarterly Technical and Financial Status Report based on ManTech Guidance (Dist. A)

• A004 - COE Final Report (Dist. D)

• A005 - COE Final Report (Dist. C)

• A006 - COE Final Report (Dist. A)

• A007 – Trip Report (Dist. D),

• A008 – Naval Advisory Documentation (Dist. D)

• A009 – Quarterly Contract Management Review (QCMR) Briefing Slides

• A010 - Quarterly Contract Management Review (QCMR) Meeting Minutes

• A011 – Government Property Inventory Report

• A012 – System Security Plan and Associated Plans of Action for a Contractor’s Internal

Unclassified Information System

Reference contract’s Contract Data Requirements List (CDRL) DD Form 1423 documents for required CDRLs.

3.0 Second Task Order: Project Development and Management

In support of the ONR ManTech Program, the Center shall identify, develop and transition C&NM or related advanced manufacturing technologies to the U.S. industrial base to reduce the cost and time to build and sustain key naval platforms, as identified in the Navy ManTech Investment Strategy. Primary means of accomplishing this core mission is through the development and execution of technical projects whose results will be transitioned to industry.

The three basic types of ManTech projects are:

• Standard projects: typically, 10 projects per year; typically, 12-36 months duration;

typically, $500K - $3M funding range.

• Rapid Response projects – smaller, urgent requirement: typically, 2 projects per year;

typically, up to 12-month duration and $50K-$250K range

• Special projects typically are studies or direct efforts: typically, 1 project per year; 6-12 months duration, and $50-$250K range

Standard projects will be managed under the Second Task Order but will be executed under other Project Task Orders awarded under the base contract. Rapid Response and Special projects will be managed and executed under the Second Task Order.

Note: Non-ManTech Projects - At the discretion of the ONR Program Officer, the Center may execute and manage technical projects, other than Navy ManTech projects, that are related to composites and related technologies in shipbuilding, aircraft fabrication, or other naval- or defense-related industries or platform. Examples of these projects may include, but are not limited to, projects from other ONR Technical Codes, congressional interest (“plus-up”) projects, or Office of the Secretary of Defense (OSD)-funded Manufacturing Science and Technology efforts. These Non-ManTech projects are typically awarded under separate, individual task orders and the management of these efforts is charged directly to those projects, not the Second Task Order, unless coordinated with ONR ManTech.

3.1 Project Development

Project development is generally broken down into the following three steps.

Note: The below information is based on current ONR ManTech policy and guidance. ONR reserves the right to revise and refine the below project development process.

3.1.1 Issue Identification

The Contractor, via their relationships with Navy PEOs, program offices, warfare centers, etc., as well as their relationships with shipbuilders and other relevant industry, shall identify composite and other nonmetallic manufacturing technology issues and/or needs.

These needs shall be turned into ManTech project candidates. The Contractor shall document these issues/needs as appropriate by generating an issue sheet, quad chart, and/or other documentation as appropriate.

3.1.2 Candidate Project Selection

The Contractor shall continuously prioritize candidate projects so that resources may be properly allocated. This prioritization shall be based on interactions between the Center, the ManTech Program Officer, shipyards and other industry, and various Systems Commands program offices (Program Executive Offices, Program Management Offices, etc.). The Contractor shall assist in matching these needs to recommended ManTech projects, and Rapid Response projects, or other proposed solutions.

Project selection will be in accordance with guidance and timelines set by the Navy ManTech Office in effect at that time. Currently, the COEs present their prioritized list of candidate projects to the ManTech Director and Program Officers at a Candidate Project Selection Meeting in the late fall or early winter of the prior fiscal year (i.e., candidate projects for Fiscal Year 2025, which begins October 1, 2024, will be presented in October or November 2023). The ManTech Director and the Program Officers will then select project ideas for further development based on anticipated availability of funds. Off-cycle project candidates will be considered based on need and funding availability. This project selection process should also be in keeping with the approved ManTech Investment Strategy and any key platforms or PEO(s) identified within.

3.1.3 Individual Project Development

Projects may be developed as ManTech projects, Rapid Response projects, or Special projects. As the majority of efforts are expected to be ManTech projects, the ManTech project development process is described below. Rapid Response projects and Special projects may have an alternate, simplified development processes as described by ONR guidance and/or ONR Program Officer direction.

As part of project development, the Contractor will endeavor to obtain quality cost share from participating project subcontractors, program offices, etc. as well as identify available leveraging opportunities and other methods to augment Navy ManTech investment.

Upon candidate selection and approval by the ManTech Office, each ManTech project shall be initiated under a three-step process.

1. Program Planning Document (PPD) Development: The Contractor will coordinate the development of a Program Planning Document with teaming partners and Navy points of contact. The Contractor shall develop a PPD that contains a list of performers/ team members, estimated project costs, technical statement of work outline, benefit information, draft schedules, draft metrics, and other information as requested by the ONR Program Officer. This PPD will then be submitted to the ONR Program Officer for review and approval.

For Navy ManTech-funded projects, it is expected that the Contractor shall employ a strategy of either teaming or utilizing subcontracting authority as appropriate with industry (weapons system prime contractors, system integrators, and/or their associated vendors and suppliers) or other commercial entities where expertise or technologies are required to be deployed or are already resident.

Upon approval of the PPD, the ONR Program Officer will issue the Center a Project Development Request (PDR) which authorizes the Center to develop a Project Plan for the proposed effort. The PDR signals an intention to provide, but is not a guarantee of, eventual project funding.

2. Project Plan Submittal: The Contractor shall submit a Project Plan (also known as the proposal package) to the Navy ONR (Program Officer and Contracting Officer) for approval. The Contractor’s Project Plan shall include: an executive summary; background; goals, objectives, and benefits; technical scope/approach and plans; technical analyses; financial spend plans; statements of work; schedules, milestones and deliverables; risk assessments; detailed cost and budget proposals (see section a. below); detailed cost analyses; benefits and saving analyses and summaries; investment cost sharing plans and cost leveraging summaries;

technology transition plans (TTPs); and Stakeholder and Technical Assistant concurrences. The contractor shall create and submit DD Form 1423s tailored for each Project Plan. DD 1423s shall be tailored to a specific Data Item Description (DID) or whatever format provided by the ONR Program Officer. ASSIST is the official source for all DoD repetitive use DIDs and can be currently accessed at the following website: https://quicksearch.dla.mil/qsSearch.aspx.

a. The Prime Contractor and all subcontractors shall submit Project Plan supplementary detailed cost data in the ONR Excel template provided; to include all cells unlocked and editable, with rates shown, rates applied, and all resulting formulas shown, unlocked and editable.

b. The Contractor shall submit the Project Plan to ONR (Program Officer and Contracting Officer) with adequate amount of bid validity (contractor and subcontractor data). This timeframe is to allow enough time for the Government to conduct proper analysis and conduct negotiations if required. At the time of submittal, the contractor shall submit project plans with no less than 100 day bid validity from date of project plan submittal.

c. If a subcontractor is unwilling to provide unsanitized proposal data to the

Prime Contractor, the Prime Contractor shall ensure all subcontractors provide unsanitized proposal data directly to ONR (Program Officer and Contracting Officer). Within the aforementioned 100-day period, the Prime Contractor shall ensure all subcontractors provide to ONR their unsanitized proposals within the first 10 days of the 100-day period. It is the Prime Contractor’s responsibility to ensure all subcontractor unsanitized proposal data is in the proper formats as mentioned in 2.a.

above and received by ONR timely.

d. The Prime Contractor shall complete all negotiations with subcontractors before submitting the Project Plan to ONR. The Prime Contractor shall document and provide documentation to support the contractor’s determination of fair and reasonable subcontractor pricing. This includes, but not limited to price and cost elements to include profit and fee, as well as Service Contract Act requirements, overtime premium justifications, labor category qualifications, data rights assertions, patents, and contract terms and conditions.

3. Project Plan Review and Approval: The ONR Program Officer will review the submitted Project Plan. If approved, the Program Officer will provide an analysis and approval document to the ONR Contracting Officer. The Contracting Officer will negotiate/award a new task order or task order modification of the approved project.

3.2 Project Management

Awarded projects are to be managed by the Contractor as instructed by the ONR Program Officer.

This includes, but is not limited to, providing technical, programmatic, and financial oversight and guidance to the project team; coordinating project activities with government stakeholders and technical authorities; and completing all project management documentation (monthly and quarterly reports, quad charts, project final report, etc.). It is expected that for each awarded project, the Contractor will hold regular status telecons with the project IPT members and hold project kickoff meetings, periodic project status and milestone gate reviews, and final reviews.

3.3 Project Development and Management Meetings and Travel

Center personnel shall travel and participate in meetings in support of Project Development and Management efforts. Typically, these meetings would include, but not be limited to: future FY planning meetings at specific shipyards and industrial facilities; project kickoff and coordination meetings, final project reviews, etc.

3.4 Project-Level Deliverables

For each ManTech project, the Contractor shall submit the following ManTech deliverables as specified in the Annual Navy ManTech Guidance, including but not limited to:

• B001 - Project Plan (PP) Dist. D

• B002 - Project Plan (PP) Dist. C

• B003 - Project Plan (PP) Dist. A

• B004 - Project Final Report Dist. D (note to review MT Guidance Doc has requirement of TTP and Implementation Plan.)

• B005 - Project Final Report Dist. C (note to review MT Guidance Doc has requirement of

TTP and Implementation Plan.)

• B006 - Project Final Report Dist. A (note to review MT Guidance Doc has requirement of TTP and Implementation Plan.)

Reference contract’s Contract Data Requirements List (CDRL) DD Form 1423 documents for required CDRLs.

Other deliverables may include any and all prototypes, mock-ups, tooling, software, samples, and components purchased and/or fabricated under ManTech funding during the execution of individual projects, if applicable. This may also include process specifications, designs (both components and tooling), manufacturing cost data for tooling and component fabrication, and all test results. Deliverables under individual projects shall be specified on DD Form 1423, be included in the Contractor’s Project Plan, and tailored to each specific project utilizing an appropriate DID.

4.0 Performance Requirement Summary (PRS)

The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance standard briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Performance Objective SOW Para.

No.

CDRL

No.

Performance Standard/Acceptable Quality Level (AQL)

Method of Surveillance

Timely and accurate reporting of documents associated Center management and project development with regards to the Navy ManTech Guidance

Section

2.0 and 3.0

CDRLs A001 to A008 and B001 to B006

95% of documents surveyed were submitted on time and ahead of schedule with no major errors.

Random sampling

Demonstrate appropriate effort in generating and developing candidate project ideas

Section 3.1

CDRL

B001 to B003

COE has to demonstrate adequate effort on 90% of project ideas generated and presented.

All annual candidate project ideas

Provide through, complete, timely, and accurate planning documentation (quad charts, project planning

Section 3.1

CDRL

B001 to B003

100% of documents surveyed demonstrate collaboration with industry through thorough and complete planning and documentation

Note: The Government reserves the right to increase or decrease surveillance on Performance Objectives outlined in this PRS. Government surveillance of contractor performance is not limited to the Performance Objectives as outlined in this PRS. The government reserves the right to conduct compliance surveillance of any contractual requirement of this acquisition and report in the CPARS system. CPARS ratings reflecting good or poor performance could affect decisions to exercise options or to make future contract awards.

documents, proposals, etc.)

Demonstrating adequate project management including Timely and accurate project and financial tracking

Section 3.2

CDRL

B001 to B003

95% of documents surveyed were submitted on time and ahead of schedule with no major errors.

Meeting conference/event participation and attendance.

Section 2.3

N/A All assigned conference/events have adequate COE presence.

All assigned conference/events

Submittal of trip report Section 2.3

CDRL

A007

95% of documents surveyed were submitted on time and ahead of schedule with no major errors.

Random sampling

Support to program office on emerging requests from ONR, DON, and OSD.

Section 1.3, 2.0 and 3.0

N/A 95% timely by requested due date.