B08 HT9425-23-R-0036 Solicitation.docx

HT942523R0036

COMBINED SYNOPSIS/SOLICITATION

This is a combined synopsis/solicitation for commercial services prepared in accordance with subpart 12.6, as supplemented with additional information included in this notice. This announcement constitutes the only solicitation; proposals are being requested and a separate solicitation will not be issued.

PERFORMANCE WORK STATEMENT

PERFORMANCE WORK STATEMENT (PWS)

Title: STRATEGIC PLANNING AND CAMPAIGN PLAN DEVELOPMENT AND IMPLEMENTATION

Requiring Activity Name: U.S. Army Medical Research and Development Command (USAMRDC), Office of the Deputy to the Commanding General, and Plans, Programs, Analysis, and Evaluation (PPAE)

1.0 INTRODUCTION

The U.S. Army Medical Research and Development Command (USAMRDC) is the Army's medical materiel developer, with responsibility for medical research, development, and acquisition. The USAMRDC's expertise in these critical areas helps establish and maintain the capabilities the Army needs remain ready and lethal on the battlefield.

Ensuring our armed forces remain in optimal health and are equipped to protect themselves from disease and injury, particularly on the battlefield, is the job of the USAMRDC. The Command is headquartered (HQ) at Fort Detrick, MD, with eight (8) subordinate commands located throughout the world. Six (6) medical research laboratory commands execute the science and technology program to investigate medical solutions for the battlefield with a focus on various areas of biomedical research, including military infectious diseases, combat casualty care, military operational medicine, medical chemical and biological defense, and clinical and rehabilitative medicine. The Command manages a large extramural research program with numerous contracts, grants, and cooperative research and development agreements to provide additional science and technology capabilities from leading academic, private industry, and other government organizations.

1.1. Mission

1.1.1. USAMRDC’s mission is to responsively and responsibly create, develop, acquire and deliver capabilities for the warfighter.

1.2. Background

USAMRDC intends to establish a Strategic Planning Office to integrate the core funded programs with the reimbursable programs managed and executed by the Direct Reporting Units (DRUs), to create and maintain a Command level understanding of the Command’s current scope of work, capacities, and capabilities to validate USAMRDC is aligned to and supportive of stakeholders current and future needs. The Strategic Planning Office mission is to will be tasked with proactively identifying areas of misalignment, developing corrective actions/initiatives, managing those actions/initiatives and assessing outcomes to confirm the Command has achieved the needed results.

This requirement informs and enhances USAMRDC’s executive decision-making by ensuring an overarching Command level perspective in the validation and prioritization of organizational requirements and capabilities. In addition, this requirement will directly support the USAMRDC Resource Planning Guidance Fiscal Year (FY) 2023 through 2029. The Strategic Planning capability will conduct studies that enable USAMRDC leadership to make informed decisions on priority areas for the Command. These studies will analyze specific topics of leadership interest throughout the year. The results and associated recommendations from these studies may affect other USAMRDC decision processes including policy and strategy development, and requirements generation.

1.3 Objectives

1.3.1 Provide MRDC with Strategic Planning Capability. The strategic planning capability will encompass internal business process and management improvement, alignment of MRDC investments and resources to Army and Joint priorities during and after transition to DHA, Command level strategic message development and nested DRU strategic message development, financial structure and resource management process and management improvement.

This effort is intended to develop and implement a Command level (business) Campaign Plan. This effort will:

1.) Review and assess MRDCs current strategic position (mission, resource alignment, business processes etc.).

2.) Develop and prioritize objectives and initiatives necessary for MRDC to reorient our strategic position.

3.) Establish timelines and metrics to measure progress.

4.) Manage the implementation of initiatives, conduct strategic reviews to ensure plans stay on track and serve as a force multiplier to lead and/or assist in implementing the initiatives.

5.) Evaluate goals and initiatives and refine the plan quarterly or as needed.

6.) Update the plan as needed based on changes to priorities and business opportunities.

Steps 1-3 above should be considered the assessment phase (Base Period) and is expected to take a total of five months. Step 1 is expected to take 45-60 days, with an additional 30 days to present and coordinate results to MRDC Leadership (total of 90 days). Steps 2-3 above should be considered phase 1.a and will be partially completed during the first 45-60 days, with refinements expected during the 30 days of presentation/coordination to MRDC leadership (total of zero days as this overlaps with step 1). Phase 1.b will allow for an additional 45- 60 days to finalize steps 2-3, make any adjustments to step 1 and present to MRDC Leadership (up to 60 days).

Steps 4-5 above should be considered the implementation phase and are expected to take six to seven months (Option 1).

Step 6 above will be completed during the second phase of this effort (Option 2). The goal of this final year is to use the baseline established in first twelve months to solidify the Campaign Plan by considering any new factors, external factors, additional DHA directives, etc, that may have an impact on recommendations and changes made within MRDC during and as a result of the initial Assessment and Implementation Phases.

1.3.2 Provide MRDC with Strategic Consulting. This effort includes providing MRDC Senior Leaders with a Senior Strategic Advisory Support to provide guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with Department of Defense and Army level processes at the strategic level.

2.0 REQUIREMENTS:

The Contractor shall provide all necessary personnel required to perform the services in the areas defined in Section 1.3 of this PWS. The following identifies the objectives and key tasks for the contract.

2.1. Objective 1 – Strategic Planning Capability

This effort is intended to provide Strategic planning capabilities, to include analyses and assessments supporting development, integration and implementation required new capabilities, policies, and processes, as well as monitoring and maintaining the adequacy and operation of existing MRDC capabilities, policies and processes. Analytical support efforts are intended to be focused on developing and delivering analysis reports, objective assessments, documents, and recommended plans to address the mission needs, capabilities, and requirements of the MRDC.

Analysis shall support the entire MRDC Enterprise with anticipated quick turnaround deliverables. These reports must deliver authoritative analysis, assessments, and recommendations to inform development of standardized, defensible, and repeatable processes that support enhanced decision making at MRDC. Ultimately, reports generated will assist the MRDC in assessing capabilities to support improved mission performance of the MRDC enterprise. Conclusions and recommendations must be based on structured objective analysis and enable MRDC HQ and all MRDC DRU leaders to make informed decisions that best align resources and capabilities with mission demands

2.1.1. Key Task 1: The Contractor shall provide strategic planning capabilities to include but not limited to: analyses and assessments supporting development, integration, and implementation of required new Command capabilities, policies and processes, monitoring and maintaining the adequacy and operation of existing USAMRDC capabilities, policies and processes. The Contractor shall provide analytical support with a focus on developing and delivering analysis reports, objective assessments, documents, and recommended plans to address mission needs, capabilities, and requirements of the USAMRDC.

2.1.2. Key Task 2: The Contractor shall be required to conduct any of the following analyses during this effort.

2.1.2.1 Systems Analysis Support – Systems analysis of the MRDC’s organizations, processes, procedures, architectures, and materiel are vital to the establishment and improvement of the ways and means by which MRDC meets its mission and achieves its goals. Senior leadership and decision makers need to understand these ways and means down to their constituent element pieces in order to comprehend how well they perform and interact to accomplish their purpose. Systems analysis allows the Command to create new systems, modify existing systems, expand systems, and/or document existing systems in order to increase its efficiency and effectiveness. Systems analysis requires a holistic perspective by taking all aspects of the system into account and by concentrating on the interactions among and between its constituent elements. It provides a framework in which analysts and experts determine what must be done and seek to identify the best way to accomplish it in light of current and future needs.

2.1.2.2 Prioritization Methodology Analytical Support – Integrated assessment and prioritization of the MRDC capabilities and programs is critical to the ability of senior leadership to manage achievement of the Command’s mission goals and objectives. To accomplish its overarching goals and objective assessment, the Command requires a credible, formal, and structured process in which current and proposed capability programs can be assessed objectively using standard criteria. This process must facilitate assignment of relative weighted scores which can be aligned within logical hierarchical framework based on the assessed criticality of the candidate capability. Utilizing this approach, senior leadership will be able to rank capability development programs within each tier of the framework and engage in informed discussion on potential trades between tiers to determine which programs to fund, delay or discard.

2.1.2.3 Analysis of Alternatives– support analytical tasks required in the performance of Alternatives Analyses (AA) and Analyses of Alternatives (AoA). These activities involve development of the analytical portions of the required AA/AoA Study Plan, and all aspects of evaluation of the operational effectiveness, suitability and operational risk of viable alternatives proposed to mitigate an identified gap. The Contractor shall assist in the identification of relevant scenarios, measures of effectiveness (MOE), measures of performance related to and supportive of the assessment of identified MOEs, measures of suitability and the estimation of risk associated with each proposed alternative. The Contractor shall assist in the development of an analytical methodology that facilitates the objective performance of proposed alternatives in relevant scenarios and in development of a report of the findings of this analysis.

2.1.2.4 Capability Analysis – This refers to analysis completed to document a mission area or assess the adequacy of a specific capability to perform a mission. The objective of the capability analysis is to document the statutes, policies, and/or executive guidance that establish the mandate to conduct the activity/mission and MRDC capability to successfully perform it. The analysis must document the desired outcomes and measurable objectives for the activity under study and capability gaps that must be mitigated to achieve those objectives. Finally, the analysis must include recommendations regarding approaches to mitigate identified gaps.

2.1.2.5 Management Sciences Analytical Support – The Contractor shall provide consulting expertise to support and conduct projects requiring interdisciplinary operations research methods including mathematical modeling and statistics. This includes but is not limited to developing and applying models and concepts that help to identify management issues and suggest solutions/alternative approaches. The consulting support should include, but not be limited to, decision analysis including value focused decision making, analytical hierarchical process, optimization, forecasting, process and mathematical modeling, probability and statistics, operational insight to provide operator insight into complex problems, operational performance; support value added analysis; provide quantitative techniques to support operations, tactical planning, and strategic planning; assist organizations in productivity analysis to find ways to make process improvements; and perform risk measuring analysis to identify factors critical to managing and reducing risk.

2.1.2.6 Operations Policy Development Support – The Contractor shall assist in the development and implementation of management plans and associated program and project documentation. This shall be used to provide support for the formulation and execution of operational policies. This support shall include assisting the appropriate MRDC office in applying management and accountability measures to ensure that the sponsor office can verify that program objectives and requirements are met. Project management includes, but is not limited to, initiating, planning, executing, and closing projects performed. In addition, ensuring cross program integration of individual projects and effective communications will be critical to overall program success. The Contractor shall assist with organizing, facilitating, and/or participating in conferences, events, and meetings.

2.1.2.7 Impact to Operations Study Reports – The Contractor shall, as needed, study issues which may have impacts to current or future operations. This includes issues that may adversely affect any DRUs ability to meet operational goals and objectives. This also includes issues that impact all MRDC missions.

2.2. Objective 2 – Strategic Consulting

Provide executive consultant services and recommendations to the Commanding General, Civilian Deputy to the Commanding General, Chief of Staff, the Secretary of the General Staff (SGS), and USAMRDC headquarters principals and the Director of PPAE. Senior Consultant/Advisor will provide MRDC Senior Leaders with guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with Department of Defense and Army level processes at the strategic level.

Support MRDC Senior Leaders in External HQDA and DoD level forums and meetings with DoD and Army Senior GOs and Executives. Work with MRDC Senior Leaders, MRDC HQ staff and DRUs to translate and align high level DoD and Army guidance to MRDC priorities and mission. Provide advice to MRDC Senior Leaders on MRDC processes in comparison to the corresponding DoD and Army level processes to ensure MRDC is fully capitalizing on opportunities to communicate and compete our capabilities and programs to the DoD and Army. Provide advice to MRDC Senior Leaders on organizational alignment and workforce management to achieve the organizational transformation required to better align to DoD and Army stakeholder demands and requirements.

2.2.1. Key Task 3: The Contractor shall provide executive consultant services and recommendations to USAMRDC Senior Leaders, to include CG, DCG, Chief of Staff (CoS), the Secretary of the General Staff (SGS), and USAMRDC HQ Principals and the Director of PPAE.

2.2.2. Key Task 4: The Contractor shall provide guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with DoD and DA level processes at the strategic level.

2.2.3. Key Task 5: The Contractor shall support USAMRDC Senior Leaders in external DA and DoD level forums and meetings with DoD and Army Senior General Officers (GOs) and Executives.

2.2.4. Key Task 6: The Contractor shall collaborate with USAMRDC Senior Leaders, USAMRDC HQ staff and the DRUs to translate and align high level DoD and Army guidance to USAMRDC priorities and mission.

2.2.5. Key Task 7: The Contractor shall advise USAMRDC Senior Leaders on USAMRDC processes in comparison to the corresponding DoD and Army level processes to ensure USAMRDC is fully capitalizing on opportunities to communicate and compete USAMRDC capabilities and programs to the DoD and the Army.

2.2.6. Key Task 8: The Contractor shall advise USAMRDC Senior Leaders on organizational alignment and workforce management to achieve the organizational transformation required to better align to DoD and Army stakeholder demands and requirements.

2.3. Government Estimated Level of Effort and Key Personnel

The following positions are the anticipated labor categories and associated number of CFTEs for each phase of this contract effort. Key personnel are denoted with an asterisk (*).

2.3.1 Assessment phase (Base Period):

2.3.2. Implementation phase (Option I):

2.3.3. Option II:

*While the Government expects that the same type of staff will be needed, the effort will depend upon the contractor’s proposed approach.

2.3.4. The Contractor agrees during the period of performance of the contract, substitution of Key Personnel shall not be permitted unless such substitution is necessitated by sudden illness, death, resignation, or termination of employment by the Contractor. The Contractor is responsible for notifying the COR and the KO within twenty-four (24) hours should any of these events occur. The Contractor shall provide to the COR and KO via e-mail the following information:

a. A detailed explanation of the circumstances necessitating the proposed substitution(s).

b. Ad hoc information requested by the KO required to approve or disapprove the proposed substitution(s).

2.3.5. The KO and the COR will evaluate all proposed substitutions and notify the Contractor within 24 hours from receipt of proposed substitution if approved or disapproved.

2.3.6. If the Key Personnel are employees of a subcontractor, the Contractor shall include the language of this requirement in any subcontract or agreement as a result of this contract.

2.4 Non-Personal Services

This PWS identifies services that are strictly non-personal in nature, as defined in Federal Acquisition Regulation (FAR) Part 37. The Government shall neither supervise Contractor employees nor control the method by which the Contractor performs the required tasks. Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual Contractor employees. It shall be the responsibility of the Contractor to manage its employees and to guard against any actions that are of the nature of personal services or given the perception of personal services. If the Contractor believes that any actions constitute, or are perceived to constitute personal services, it shall be the Contractor’s responsibility to notify the Contracting Officer (KO) immediately.

2.5. Inherently Governmental Functions

This PWS has been reviewed and contains no services that are inherently governmental functions, as defined in FAR Part 2.1.

2.6. Organizational Conflict of Interest (OCI)

a. OCI Certification Form (Attachment 1) (Deliverable 1). The Contractor shall perform a thorough comparative analysis of the potential new support services effort against all current and previous support service efforts performed in support of USAMRDC and ascertain whether there is a possible conflict of interest. If there is a conflict of interest or the appearance of a conflict of interest, the Contractor shall provide an OCI Mitigation Plan as a means of preventing, avoiding, and mitigating each OCI identified. The Contractor shall complete the OCI Certification at time of proposal submission.

b. Mitigation Plans. When an OCI mitigation plan is submitted, the KO shall document the evaluation of the plan and obtain USAMRDC Staff Judge Advocate (SJA) concurrence on the plan evaluation. This evaluation shall be filed in the Virtual Contracting Enterprise (VCE) Paperless Contract File (PCF).

2.6.1. System for Award Management (SAM) Exclusion Checks. The U.S. Army Medical Research Acquisition Activity (USAMRAA) will verify the Contractor’s SAM registration by saving a copy of the registration as a Portable Document Format (PDF). The SAM verification will include the Contractor’s name, address, Unique Entity ID (UEI) number, and CAGE code along with the date stamp the verification occurred. The results of the verification will be uploaded to VCE-PCF. In the absence of a date stamp, the date the registration was uploaded to the contract file will be considered the date stamp.

2.6.2. Representations and Certifications Checks. USAMRAA is required to review and include a copy of the Contractor's Representations and Certifications (accessible through SAM) in the contract file for the following situations: (1) For any prospective Contractor selected for award, (2) Prior to exercising an Option, (3) Prior to extending the term of the award, and (4) Annually for Research and Development awards (non-severable services). For modifications specifically, USAMRAA is reviewing the Representations and Certifications for positive certifications regarding FAR 52.209-5 and FAR 52.209-11.

2.6.3. Certification Regarding Responsibility Matters. The KO is responsible for immediately providing an official notification of referral on letterhead to the Army Suspension Debarment Official (SDO) if a Contractor submits a positive certification to FAR 52.209-5. The KO must notify their immediate Supervisor, who will be responsible for notifying the USAMRAA Senior Leadership. In accordance with (IAW) FAR 52.209-5, the KO may proceed with award to the Contractor, they must however follow-up on the referral to the SDO and shall document the contract file with all related correspondence.

2.6.4. Representation by Corporations Regarding Delinquent Tax Liability or a Felony Conviction under any Federal Law. The KO is responsible for immediately providing an official notification of referral on letterhead to the Army SDO if a Contractor submits a positive certification to FAR 52.209-11. The KO must notify their immediate Supervisor, who will be responsible for notifying the USAMRAA Senior Leadership. IAW FAR 52.209-11, the KO may NOT proceed with award to the Contractor, until they have received official authorization in writing from the SDO. The KO will follow-up on the referral to the SDO and shall document the contract file with all related correspondence.

3. GENERAL REQUIREMENTS

3.1. Contract Site Access

3.1.1. The Government will provide access to the Government controlled facilities, equipment, and materials for daily business use for Contractor personnel assigned to the contract. This will include office space, desk, telephone, chair, computer, shared printer, and requisite consumable materials. Reference Section 4.7.1. Government Furnished Facilities (GFE) and Section 4.7.2. Government Furnished Property (GFP).

3.1.2. Contractor personnel assigned to the contract will be provided a Common Access Card (CAC) and a building access badge which are coded badges for access to secured buildings via a card-key system. The CAC and building access badges are Government property and thus are controlled and tracked by the Government and Contractor employees in possession of the badges should protect at all times. Upon contract completion, termination, or when a Contractor employee no longer requires access to Fort Detrick, all CAC and access badges to the Government facility shall be turned in to the Contracting Officer’s Representative (COR).

3.2. Business Relations

3.2.1. The Contractor shall successfully integrate and coordinate all activity needed to execute the requirements of this PWS. The Contractor shall manage the timeliness, completeness, and quality of problem identification. The Contractor shall provide corrective action plans, proposal submittals, timely identification of issues, and effective management of subcontractors. The Contractor shall seek to ensure customer satisfaction and professional and ethical behavior of all Contractor personnel.

3.3. Protection of Information/Public Releases

3.3.1. The Contractor shall coordinate and discuss with the COR all corporate publications (e.g., news releases, abstracts from meetings, or other correspondence) that contain references to this contract. Additionally, prior to releasing any of the above, the Contractor shall provide a copy of the release to the KO for comments and approval to release.

3.4. Contract Management

The Contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to the contract. The Contractor must maintain continuity between the support operations on-site and off-site at the Contractor’s corporate offices.

3.4.1. Contract Management Activities

a. Government Management of the Contract. The KO will officially designate (in writing) a COR to oversee the contract. The Government’s COR will have responsibility for:

(1) Serving as the primary point-of-contact for contract level coordination of administration and technical performance matters.

(2) Identifying the need for generating contract modification requirements; as required.

(3) Inspection, accepting, or rejecting all Contractor technical deliverables and invoices provided under the contract.

(4) Serving as the approval and disapproval authority for receiving reports and invoices.

(5) Managing Government Furnished Materials (GFM).

(6) Conducting contract surveillance activities.

(7) Elevating to the KO any problems that cannot be addressed by the COR.

(8) Conducting other activities as specified in the COR appointment memorandum.

b. Contractor Management of the Contract. The Contractor shall designate a Program Manager (PM) to oversee the contract. The Contractor’s designated PM shall support the management of current operations, address contract issues, quality issues, and overall, Contractor performance. This may include coordination with the KO and the COR to resolve any issues that may arise, or proposed changes or modifications to the contract. The Contractor PM shall ensure the contract is performed efficiently, accurately, on time, and in compliance with the requirements of this PWS. The Contractor PM shall ensure the deliverables inform and facilitate development of operational policies that enhance organizational efficiency and effectiveness (e.g., training and knowledge management tools) and objectively analyze issues affecting current and/or future operations in accordance with this PWS. The Contractor shall provide office support to include scheduling, task tracking, correspondence, and operation activity support. In addition, the Contractor PM shall ensure timely and accurate submission of invoices and ensure the following actions are completed:

(1) The Contractor shall ensure the Non-Disclosure Agreement (NDA) (Attachment 2) (Deliverable 2) is signed by all Contractor and subcontractor employees assigned to or performing under this contract before commencement of the required support services. A Contractor corporate official shall sign the NDA. The Contractor shall ensure all Contractor and subcontractor employees understand and adhere to the terms of the NDA, protecting the procurement sensitive information of the Government and the proprietary information of other Contractors. Assignment of Contractor employees who have not signed the NDA or failure to adhere to signed NDA may constitute default on the part of the Contractor.

(2) Management Plan (Deliverable 3). The Contractor shall develop a Management Plan for Government approval. Following Government approval, the Management Plan shall be used to manage, track, and evaluate the Contractor’s performance. The Management Plan shall consist of control policies and procedures IAW standard industry practices for project administration, execution, and tracking. A Management Plan shall be submitted within 7 calendar days after contract award and will be finalized in coordination with the COR. The Management Plan shall include the following:

(i) Identification of milestones where Government information/activity is required and timeline dependencies for subsequent Contractor activities.

(ii) An Integrated Master Management Plan describing the Contractor’s overall management approaches, policies and procedures including suggested project metrics.

(iii) A detailed staffing plan with key personnel approved by the Government.

(3) Quality Control Plan (QCP) (Deliverable 4). The Contractor shall develop and maintain an effective QCP to ensure services are performed IAW this PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. A Management Plan shall be submitted within 7 calendar days after contract award and will be finalized in coordination with the COR. The Contractor’s QCP will ensure that the work products comply with the requirements of the contract. At a minimum, the QCP must include a self-inspection plan with an outline of the procedures that the Contractor shall use to maintain quality, timeliness, responsiveness, and customer satisfaction. After the COR accepts the QCP, the Contractor shall receive the KO’s acceptance in writing of any proposed changes.

3.4.2. Contract Administration

The Contractor shall establish processes and assign appropriate resources to effectively administer the requirement. The Contractor shall respond to the Government requests for contractual actions by the suspense date. The Contractor’s PM/Technical Lead shall serve as the point-of-contact (POC) between the Government and Contractor personnel assigned to provide support under this contract. The Contractor shall assign work effort and maintain proper and accurate time keeping records of personnel assigned to the contract. The Contract Administration Team will consist of the following members:

3.4.2.1. The KO will have overall responsibility for administering the contract. The KO is the only person authorized to obligate the Government and make changes to the contract. The KO will manage contract administration and quality assurance surveillance functions supported by contract administrators and the COR.

3.4.2.2. The COR will be appointed in writing and will be directly responsible to the KO. The COR serves as the Government’s POC for contract coordination of administration and technical performance. The COR will also have the overall responsibility for administration of GFM.

3.4.3. Personnel Administration

The Contractor shall provide for employees during designated Government non-workdays or other periods where Government offices are closed due to weather or security conditions. The Contractor shall maintain the currency of their employees by providing initial and refresher training on Government financial systems and program management systems as required to meet the PWS requirements. The Contractor shall provide administrative support to employees such as time keeping, leave processing, pay, and emergency needs.

3.5. Subcontractor Management

The prime Contractor shall be responsible for any subcontract management necessary to integrate work performed under the contract and shall be responsible and accountable for subcontractor performance. The prime Contractor shall manage work distribution to ensure there are no OCI considerations.

3.6. Location and Hours of Work

3.6.1. Location of Work. Accomplishment of the results contained in this PWS are expected to be accomplished mostly from a remote location. However, some work is required to be performed on-site at Fort Detrick (Frederick), MD and at the contractor’s facility. All positions may need to work from Fort Detrick or support meetings on-site at Fort Detrick. The Senior Strategic Advisory position will likely need to be on-site more frequently during the first five months of this effort, with occasional days on-site during the last seven months and option year.

3.6.1.1 Telecommuting. IAW FAR 7.108, telecommuting is permitted; however, if telecommuting adversely impacts mission readiness and Operations Security (OPSEC) requirements, it may be limited at the discretion of the COR and subject to security requirements specified under the contract.

3.6.2. Hours of Operation. The Contractor shall perform services during regular duty hours from 0700 through 1700 hours, Monday through Friday with 30 minutes (non-paid) lunch period, except U.S. Federal Holidays. The 30-minute lunch period shall be between the hours of 1100 and 1300. Contractor staff are required to work eight (8) hours per day, 40 hours per week and Contractor personnel requesting flextime shall not start earlier than 0600 and no later than 0900. The Contractor must maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential.

3.6.2.1. Federal Holidays. The Contractor shall not perform services on the recognized holidays identified below. If any of the listed holidays fall on a Saturday, the holiday is observed on the preceding Friday and if the holiday falls on a Sunday, the holiday is observed on the following Monday.

a. New Year’s Day, 1 January

b. Martin Luther King’s Birthday, 3rd Monday in January

c. President’s Day, 3rd Monday in February

d. Memorial Day, last Monday in May

e. Juneteenth Day, 19 June

f. Independence Day, 4 July

g. Labor Day, 1st Monday in September

h. Columbus Day, 2nd Monday in October

i. Veteran’s Day, 11 November

j. Thanksgiving Day, 4th Thursday in November

k. Christmas Day, 25 December

3.6.2.2 Contractor shall not report to work on the days the Government or installation is closed due to local determination relating to safety conditions, inclement weather conditions, national emergencies, energy conservation, requiring closures. During these periods of closure, the Contractor employees that are not designated as essential shall not report to work nor will they be compensated for the days of closure.

3.6.2.3. Early Dismissal. On the days the Government is dismissed early from regular duty hours for ad hoc reasons, Contractor employees are not dismissed early and shall continue to work regular duty hours. Should the Contractor dismiss employees early as a result of the Government dismal, the Contractor shall report the dismissal to the COR and the Contractor will not be compensated for the hours not worked as a result of the early dismal.

3.7. Contractor Identification

The Contractor shall ensure all employees properly identify as a Contractor when attending meetings, answering Government telephones, on all written correspondence include e-mail, or working in situations where their actions could be construed as official Government acts.

3.8. Use of Military Rank by Contractor Personnel

All Contractor employees are prohibited from using a retired or reserve component military rank or title in all written, including e-mail or verbal communications associated with the contract.

3.9. Post Award Conference / Contract Progress Meetings

3.9.1. The Contractor shall attend a Post-Award Conference to be scheduled within five (5) days after contract award with MRDC.

3.9.2. The Contractor shall attend quarterly contract progress meetings to be held with the KO, COR, or other Government personnel, as appropriate to review the Contractor’s performance. During the quarterly meetings, the KO in conjunction with the COR, will apprise the Contractor of how the Government views the Contractor’s performance and the Contractor shall apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues.

3.9.3. The Contractor PM shall hold progress meetings with the COR and the schedule and frequency of the meetings shall be mutually agreed upon with the COR. The purpose of the progress meetings is address Contractor performance, progress, and to resolve problems.

3.10. (Base Period) Assessment Phase

3.10.1 The Contractor shall present an Initial followed by a Final Assessment of MRDCs Strategic Position (See Step 1, Section 1.3) (Deliverable 5). The initial Assessment of MRDCs strategic position shall be due 60 days after contract award in the form of a briefing for the CG and DtCG. The Final Assessment of MRDCs Strategic Position shall be due 90 days after contract award in the form of a report and briefing.

3.10.2 The Contractor shall present a draft Campaign Plan (Version 1) 90 days after award. Followed with a Final Campaign Plan (Version 2) 150 days after award. (Deliverable 6) (Steps 2-3, Section 1.3). The Campaign Plan will be based on the assessment, and will include, but not be limited to, a prioritized list of objectives and initiatives required to reorient MRDC’s strategic position with implementation timelines and metrics.

3.11. (Option I) Implementation - Strategic Reviews/Implementation Efforts (Steps 4-5, Section 1.3)

3.11.1 The Contractor shall provide to the Government Strategic Reviews/Implementation Effort reports on a monthly basis during (Option 1) Implementation Phase. The Strategic Reviews format will be a briefing to the CG and DtCG on the progress of initiatives against metrics and an update to the metrics if needed (Deliverable 7).

3.11.2 The Contractor shall provide will also provide quarterly updates to the Campaign Plan after the assessment phase (Deliverable 8). First update to Campaign Plan (Version 3) during Implementation Phase (Option 1) is due 250 days after contract award. Followed by the Final Update to the Campaign Plan (Version 4) 350 days after contract award. Both updates will be in the form of a report and briefing for the CG and DtCG.

3.12. (Option II) Ongoing Assessment/Implementation (Steps 1-5 and Step 6, Section 1.3)

3.12.1 The Contractor shall provide to the Government Strategic Reviews/Implementation effort reports on a monthly basis during (Option 2) Ongoing Assessment/Implementation Option Year. The Strategic Reviews format will be a briefing to the CG and DTCG on the progress of initiatives against metrics and an update to the metrics if needed (Deliverable 9).

3.12.2 Contractor shall also provide quarterly updates to the Campaign plan (Deliverable 10) (90 days after option award and each 90 days subsequently after).

3.13. Business Casual Attire

All Contractor and subcontractor employees assigned to this contract shall dress appropriately in business casual attire. The PPAE work environment serves customers across USAMRDC and a professional business casual attire is essential. Examples of appropriate business casual attire include a polo shirt with khaki pants, a sweater and a shirt with slacks, a jacket with a skirt or slacks and a blouse or a sweater with a skirt or pants. Jeans, t-shirts, shirts without collars and footwear such as flip-flops and sneakers are not appropriate and should not be worn. The Contractor PM/Technical Lead shall ensure all employees and subcontractors assigned to the contract are aware of the business casual attire policy and 100% compliance is required. Contractor employees arriving to work that are not compliant with this policy will be asked to return home and change into appropriate business casual attire and the Government will not be charged for the time the Contractor employee is away from their duty station.

3.14. Contingency Operations Plan

The Contractor shall prepare and submit a Contingency Operations Plan to the COR. The Contingency Operations Plan is due thirty (30) calendar days after the award of the contract and shall be revised on a semi-annual basis (Deliverable 6). The Contingency Operations Plan shall document the Contractor’s plans and procedures to maintain USAMRDC support during an emergency. The Contingency Operations Plan shall include the following:

a. A description of the Contractor’s emergency management procedures and policies.

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

c. Planned temporary work locations or alternate facilities.

d. How the Contractor will communicate with USAMRDC during emergencies.

e. A record of primary and alternate Contractor POCs, with primary and alternate telephone numbers and e-mail addresses.

f. Procedures for protecting all GFP and information.

3.15. Operations During Emergency Situations

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

a. Key points of contact (Government and Contractor)

b. Temporary work locations (alternate office spaces, telework, or virtual offices)

c. Means of communication available under the circumstances (e.g. e-mail, webmail, telephone, facsimile, courier)

d. Essential work products expected to continue by priority

The Contractor PM/Technical Lead, in coordination with the COR, shall make use of the resources and tools available to continue contracted functions to the maximum extent possible under emergency circumstances. Regardless of work location, Contractors performing work in support of authorized tasks within the scope of this contract shall charge those hours accurately IAW the terms of this contract.

3.16. Combat Trafficking in Persons (CTIP)

The DoD has a zero-tolerance policy for human trafficking. IAW FAR 52.222-50(c)(10) Combating Trafficking in Persons, the Contractor shall educate all employees assigned to this contract of the Government’s policy prohibiting trafficking in persons and the actions that will be taken against employees for violating to include but not limited to, removal from the contract, reduction in benefits, or termination of employee. As the COR monitors the Contractor and its employees, CTIP is a priority. CORs do not have the authority to investigate suspected incidents of CTIP, instead, forward all reported or suspected violations to the KO immediately. The table below identifies how the COR will monitor the Contractor for CTIP.

Method Incentive

Has the Contractor informed employees including subcontractor employees assigned to this contract of the DoD / Army zero tolerance CTIP policy, including informing employees of the actions that will be taken against them for violations of this policy?

Reference: FAR Subpart 52.222-50, Para (c)(10

Has the Contractor informed the COR about any information it receives that alleges a Contractor employee or subcontractor employee has engaged in conduct violating the CTIP policy?

Reference: FAR Subpart 52.222-50(d)(1)

Has the Contractor informed the KO about any actions taken against Contractors, or subcontractor employees pursuant to CTIP policy?

Reference: FAR Subpart 52.222-50(d)(2)

3.17. Other Direct Costs (ODCs)

ODCs are anticipated during the performance of this contract to include local travel, to attend conferences and training on a cost reimbursable basis.

3.17.1. Travel

3.17.1.1. The COR is the designated travel order approval authority in writing issued by the KO. All travel requirements (including plans, agenda, itinerary, or dates) shall be pre-approved by the COR. Failure to obtain written COR approval by the Contractor prior to scheduling any travel arrangements shall result in the Contractor assuming responsibility for all costs. Costs for travel shall be billed IAW FAR 31.205-46 Travel Costs.

3.17.1.2. Contractor shall be required to travel within the Continental United States (CONUS) during the period of performance of this contract to conduct compliance inspections and staff assistance visits. The table below provides the projected travel during performance of the contract.

3.17.2 Travel Reimbursement and Approval Process

Travel to be performed under this contract shall be reimbursed IAW the JTR. The Contractor shall submit an estimate in an official memorandum format for travel to the COR, no later than 15 calendar days in order for the Contractor to obtain economical travel arrangement and cost. The travel estimate shall include airline ticket costs, car rental, per diem, registration fees, any other allowable costs associated with the travel request. The COR will provide the Contractor a signed approval memorandum prior to Contractor is authorized to travel.

3.17.3. Travel Claim Procedures and Approval Process

The COR will verity the travel receipts are valid and match the travel requirements approved in the signed memorandum. The Contractor shall provide a trip report to include costs associated with the travel to the COR within 10 calendar days after the completion of the travel trip. All travel costs shall be billed within 30 days after travel is complete unless an approval for later billing is approved by the COR or KO. All travel cost reimbursement requests must detail all authorized expenses associated with the travel and all receipts including ticket stubs shall be provided to substantiate claims for costs of all expense items in excess of $75.00.

3.17.4. Non- Travel

Due to the analytical requirements associated with this effort, it is expected that specialized software may be required, refer to section 2.3.5. Prioritization, statistical, forecasting, and other analytical software may be necessary. The Contractor’s costs for these expenses will be reviewed, certified, and approved by the COR. The Government will be providing a “Plugged” Not to Exceed (NTE) amount of $40,000 per period of performance for software ODCs as follows:

4.0. SPECIAL REQUIREMENTS

This section describes the special requirements for the contract and the following sub-sections provide the details.

4.1. Security and Safety

4.1.1 Access to Army-Controlled Installations, Facilities, and Personnel Badging.

The Contractor and all associated subcontractor employees shall comply with applicable installation, facility, and area Commander Installation and facility access and local security policies and procedures by the Government representative. This is applicable to all Contractor and subcontractor employees within an area of performance at Fort Detrick.

4.1.1.1 Contractor and subcontractor employees shall provide all information required for background checks to meet installation access requirements to be accomplished by installation Provost Marshal Office, Director of Emergency Services or Security Office. Contractor workforce must comply with all personal identity verification requirements (FAR 52.204-9, Personal Identity Verification of Contractor Personnel) as directed by DoD, Department of Army (DA), and/or local policy. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) (reference paragraph 4.1.3) change, the Government may require changes in Contractor security matters or processes.