DRAFT PWS 4 Tabo 2027 ER_XE.DC3.pdf

CUI FA7014‐XX-X-XXXX

CUI

PERFORMANCE WORK STATEMENT

FOR

Enterprise Management and Resources (ER) Plans and Policy (XE)

AT

Department of Defense Cyber Crime Center (DC3)

23 December 2025

DRAFT

Controlled by: AFDW/PK CUI Categories: PROCURE Distribution/Dissemination Controls:

FEDCON AFTER AWARD

POC: Ulrike U. Powell

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 GENERAL

1.2 SCOPE

1.3 BACKGROUND

SECTION II

2.0 TASKS

2.1 TASK 1 – PROGRAM MANAGEMENT OFFICE (PMO)

2.2 TASK 2 – CONTRACT MANAGEMENT OFFICE (CMO)

2.3 TASK 3 – FINANCIAL MANAGEMENT (FM)

2.4 TASK 4 – LOGISTICS

2.5 TASK 5 – PLANNING

2.6 TASK 6 – POLICY, TASKINGS, AND AGREEMENTS

2.7 TASK 7 – TECHNOLOGY TRANSFER AND TRANSITION (T3)

2.8 TASK 8 – ORGANIZATIONAL DEVELOPMENT AND PROCESS

IMPROVEMENT

2.9 TASK 9 – PUBLIC AFFAIRS, COMMUNICATIONS, AND BRANDING

2.10 TASK 10 – EXECUTIVE COMMUNICATION AND INTEGRATION

2.11 TASK 11 – STRATEGIC ENGAGEMENT AND PROTOCOL SUPPORT

2.12 TASK 12 – STRATEGIC MANAGEMENT AND PROGRAM ANALYSIS

2.13 TASK 13 – PROGRAM MANAGEMENT

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

4.1 DELIVERABLES MEDIA

4.2 PLACE(S) OF DELIVERY

4.3 BASIS OF ACCEPTANCE

4.4 DRAFT DELIVERABLES

4.5 WRITTEN ACCEPTANCE/REJECTION BY THE GOVERNMENT

4.6 MARKINGS

4.7 NON-CONFORMING PRODUCTS OR SERVICES

4.8 NOTICE REGARDING LATE DELIVERY/PROBLEM NOTIFICATION REPORT

(PNR) 36

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 GOVERNMENT FURNISHED EQUIPMENT (GFE)

5.2 GOVERNMENT-FURNISHED INFORMATION (GFI)

5.3 FACILITIES ACCESS AND RESOURCE USAGE

5.4 CONTRACTOR FURNISHED ITEMS AND SERVICES

5.5 CONTRACTOR FURNISHED DATA

SECTION VI

6.0 GENERAL INFORMATION

6.1 PERIOD OF PERFORMANCE

6.2 PLACE OF PERFORMANCE

6.3 PERFORMANCE SCHEDULE

6.4 TRAVEL

6.5 QUALITY CONTROL

6.6 EMERGENCY OPERATIONS/MISSION ESSENTIAL PERSONNEL

6.7 SYSTEM FOR AWARD MANAGEMENT (FORMERLY CMRA)

6.8 SECURITY INSTRUCTIONS

6.9 MISCELLANEOUS PARAGRAPHS

SECTION VII

APPENDIX A – SUMMARY OF THE PWS

A1 – Overall Summary

A2 – Summary of Requirements by Task

APPENDIX B – GLOSSARY of KEY TERMS

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 GENERAL

The Department of Defense (DoD) Cyber Crime Center (DC3) Enterprise Management and Resources (ER) Directorate provides effective and efficient management of Department of War (DoW) and Department of the Air Force (DAF) resources that are linked to strategic planning, budgeting, and performance reporting. This Performance Work Statement (PWS) establishes the requirements for Contractor services in support of the DC3 ER.

1.2 SCOPE

The Contractor shall provide analytical, technical, and administrative services to enhance the operational effectiveness of ER. The Contractor shall produce defined, measurable, repeatable outputs in support of ER’s mission to deliver enterprise planning, requirements management, financial analysis, contract data support, and logistics readiness.

The Contractor shall provide non‑personal advisory, analytical, administrative, communications, coordination, and technical support services to assist DC3 with enterprise-level planning, strategic management, program analysis, public affairs, technology transfer, stakeholder engagement, and organizational development activities. The Contractor’s support shall enhance DC3’s operational readiness, strengthen enterprise alignment, and enable Government personnel to make informed decisions.

The Contractor shall not perform inherently governmental functions, make decisions, commitments, or obligations on behalf of the Government, nor control, direct, or supervise Government personnel. All recommendations, analyses, and artifacts shall be provided to the Government for review and acceptance.

1.3 BACKGROUND

The ER Directorate enables DC3’s mission by providing integrated program, contract, financial and logistics management capabilities that ensure the organization is resourced, aligned, and postured for effective forensic support to law enforcement and intelligence investigations and operations, technical and all-source analytics, cybersecurity support to the DoW and DIB, training for law enforcement, counterintelligence, and cybersecurity professionals, and digital multi-media forensic examination research, development, testing, and evaluation. ER delivers enterprise-wide planning, forecasting, governance, and execution oversight across the program lifecycle, driving strategic decision through data-driven analysis, synchronized resource prioritization, and disciplined portfolio management. ER ensures DC3 maintains a unified enterprise baseline, allocates resources responsively, addresses emergent mission needs, and maintains the infrastructure, tools, and transparency required for mission success.

The XE Directorate enables DC3’s mission by providing strategic planning, policy development, technology transfer execution, organizational development, communications, executive integration, stakeholder engagement, and performance analysis functions essential to DC3’s enterprise effectiveness.

SECTION II

2.0 TASKS

The following tasks are in support of this contract:

• Task 1 – Program Management Office (PMO)

• Task 2 – Contract Management Office (CMO)

• Task 3 – Financial Management (FM)

• Task 4 – Logistics (LG)

• Task 5 – Planning

• Task 6 – Policy, Taskings, and Agreements

• Task 7 – Technology Transfer and Transition

• Task 8 – Organizational Development and Process Improvement

• Task 9 – Public Affairs, Communications, and Branding

• Task 10 – Executive Communication and Integration

• Task 11 – Strategic Engagement and Protocol

• Task 12 – Strategic Management and Program Analysis

• Task 13 – Program Management

Note 1: Tasks 1-4 are ER specific. Tasks 5-12 are XE specific. Task 13 pertains to both ER and

XE.

2.1 TASK 1 – PROGRAM MANAGEMENT OFFICE (PMO)

The Contractor shall provide portfolio analysis, requirements workflow support, scheduling products, risk analysis, reporting artifacts, and program documentation, in alignment with the Program Analyst / Requirements Manager role:

2.1.1 SUBTASK 1 – ENTERPRISE PORTFOLIO MANAGEMENT ARTIFACTS

2.1.1.1 Develop and maintain an Intake Log for unfunded Requirements (Section 4, Deliverable 1) capturing submissions, metadata, functional area, estimated cost, procurement vehicle priority inputs, and status in support of the Requirements Prioritization and Investment Board (RPIB).

2.1.1.2 Produce requirements traceability artifacts including problem statements, operational impacts, and preliminary cost/schedule considerations.

2.1.1.3 Prepare RPIB Read-Ahead Reports including analysis, scoring inputs, and decision support documents. This report shall be delivered to the Program Management Chief NLT two-business days prior to a scheduled RPIB or as otherwise required (Section 4, Deliverable 2).

2.1.1.4 Prepare and disseminate RPIB meeting minutes NLT two-business days after each RPIB meeting (Section 4, Deliverable 3).

2.1.1.5 Maintain and update a requirements repository documenting historical decisions, dependencies, and rationale.

2.1.1.6 Provide monthly portfolio health summaries identifying bottlenecks, gaps, cross-directorate dependencies, and trends (Section 4, Deliverable 4).

2.1.2 SUBTASK 2 – ENTERPRISE INTEGRATED MASTER SCHEDULE (IMS)

DEVELOPMENT

2.1.2.1 Build and maintain a government-owned IMS using MS Project, structured around Government-approved Work Breakdown Structure (WBS) standards. Initial IMS shall be delivered 90-calendar days after contract award (Section 4, Deliverable 5).

2.1.2.2 Integrate project schedules provided by Government stakeholders into the IMS, ensuring logic integrity and cross-dependency visibility.

2.1.2.3 Conduct critical path and schedule risk assessments monthly.

2.1.2.4 Deliver a Monthly IMS Update Package that includes, at a minimum, updated IMS, variance narratives, trend charts, and milestone performance metrics (Section 4, Deliverable 6).

2.1.3 SUBTASK 3 –PROGRAM PERFORMANCE ANALYTICS

2.1.3.1 Develop a cost, schedule, and performance (CSP) metric dashboard using Government data. The initial dashboard shall be delivered 90-calendar days after contract award (Section 4, Deliverable 7) and updated weekly after dashboard approval has been given by the Government.

This dashboard should include, at a minimum:

• Variance analysis (cost, schedule, performance) identifying root causes, contributing factors, and recommended mitigations.

• Quarterly Program Health Metrics summarizing trends, risk indicators, and cross-program impacts.

• A Risk, Issue, and Opportunity (RIO) Register with recommended mitigation actions (not decisions).

2.2 TASK 2 – CONTRACT MANAGEMENT OFFICE (CMO)

The Contractor shall provide contract data analysis, documentation development support, metrics, and acquisition workflow artifacts. Under Task 2 of this PWS, the Contractor shall NOT be involved in selecting contract type, approving contract documents, sign contractual documents, or conduct negotiations on behalf of the Government:

2.2.1 SUBTASK 1 – CONTRACT DOCUMENTATION PREPERATION

2.2.1.1 Prepare draft Acquisition Planning artifacts (Market Research inputs, draft PWS, draft QASP updates, draft cost estimate data tables) as required.

2.2.1.2 Prepare draft Milestone Briefing Packages for Government review (Ordering/Option period updates, acquisition timelines, FY submission cut off dates, etc.) as required.

2.2.1.3 Maintain a repository of contract history summaries, performance metrics, and milestone trackers.

2.2.2 SUBTASK 2 – CONTRACT DATA ANALYSIS

2.2.2.1 Develop and maintain a Contract Action Tracker to log modifications, funding actions, deliverables, and expiration risks (Section 4, Deliverable 8).

2.2.2.2 Contract Action Tracker shall contain an annual/180/90/60/30-day contract action forecast to support Government planning. This forecast shall be presented at weekly CMO meetings.

2.3 TASK 3 – FINANCIAL MANAGEMENT (FM)

The Contractor shall provide financial analysis, Planning, Programming, Budgeting and Execution (PPBE) documentation inputs, execution reviews, trend analysis, database maintenance, resource gap analysis, and reporting artifacts. Under Task 3 of this PWS the Contractor shall NOT approve budgets, prioritize resources, certify funds, conduct obligation actions, or determine PPBE decision.

2.3.1 SUBTASK 1 – FINANCIAL DATA COLLECTION & ANALYSIS

2.3.1.1 Produce budget execution analytics (obligations vs. plan, burn rates, anomalies)

2.3.1.2 Expand execution analysis to include monthly delta summaries, color-coded execution risk indicators, and variance narratives that enable Government leadership to quickly identify projected shortfalls or overspending risks.

2.3.1.3 Provide visualization products (tables, charts, infographics) to illustrate execution patterns across fiscal quarters and color-coding of high-risk accounts.

2.3.1.4 Compare execution patterns against historical data to identify predictive trends relevant to programming decisions.

2.3.1.5 Provide historical trend analyses covering forecasts, expenditures, capability gaps, and anomalies.

2.3.1.6 Include crosswalks between Congressional marks, DoW-level adjustments, and DC3 impacts where historical data allows alignment.

2.3.1.7 Maintain financial data matrices, mapping manpower, procurement, RDT&E, and O&M lines.

2.3.1.8 Update financial matrices monthly to ensure alignment with current execution status, appropriation rules, and fiscal year transitions.

2.3.1.9 Maintain traceability between program requirements, funding lines, and appropriation categories, providing a consistent framework for Government decision-making.

2.3.1.10 Provide data-integrity checks of Government-provided systems to highlight inconsistencies or missing financial information, annotated for Government review.

2.3.2 SUBTASK 2 – PPBE SUPPORT PRODUCTS

2.3.2.1 Prepare draft inputs for POM documentation, FYDP change analysis, and Unfunded Requirements (UFR) documentation.

2.3.2.2 Format all draft PPBE artifacts in accordance with Service-specific standards and DC3 internal templates.

2.3.2.3 Create five-year resource projection models based on Government parameters. These models shall be presented annually (Section 4, Deliverable 9).

2.3.2.4 Develop alternative projection scenarios (baseline, constrained, and enhanced) when instructed by the Government.

2.3.2.5 Provide articulation of modeling assumptions and limitations to ensure transparency in Government decision-making.

2.3.2.6 Produce program objective alignment narratives to support Government decisions as required.

2.3.2.7 Draft linkages between program requirements, strategic guidance, and resource demands using Government-provided priorities.

2.3.2.8 Provide narrative context showing how resource shifts may influence milestones, risk posture, or operational tempo.

2.3.2.9 Maintain a library of program alignment statements to support rapid drafting for emergent PPBE tasks.

2.3.3 SUBTASK 3 – RESOURCE GAP, OFFSET ANALYSIS, and REPORTING

MAINTENANCE

2.3.3.1 Analyze appropriation guidance to identify constraints and produce resource shortfall quantification tables and potential offset strategies. The Contractor shall use this information to produce a Funding Impact Assessment describing operational/timing implications.

2.3.3.2 Develop structured comparison tables showing requirement levels vs. available guidance across appropriations.

2.3.3.3 Create quantification models showing the scale and timeline of potential shortfalls with sensitivity analysis.

2.3.3.4 Develop an annual Funding Constraint Summary Report to track changes in constraints, marks, or guidance (Section 4, Deliverable 10).

2.3.3.5 Produce a Monthly Financial Status Report (Section 4, Deliverable 11), to include the Funding Impact Assessment, execution summary, risks and outlook.

2.3.3.6 Include quarterly “fiscal health” snapshots with color-coded appropriation statuses, projected execution windows, and contract expiration timing impacts.

2.3.3.7 Provide narrative descriptions of risk indicators such as delayed obligations, unexpected expenditures, or unplanned emergent requirements.

2.3.3.8 Include a “watch list” of sensitive accounts where Government attention may be needed as the fiscal year progresses.

2.3.3.9 Provide standardized formatting for month-to-month comparability with trend graphs and progress markers.

2.4 TASK 4 – LOGISTICS

The Contractor shall provide logistics analysis, inventory documentation, property tracking tools, facility support artifacts, and readiness reports:

2.4.1 SUBTASK 1 – LOGISTICS DOCUMENTATION & INVENTORY CONTROL

2.4.1.1 Maintain inventory records, material logs, and stock-level documentation.

2.4.1.2 Establish audit-ready inventory documentation with traceability between serial numbers, storage locations, condition codes, and ownership information.

2.4.1.3 Reconcile Government-provided property lists with on-hand records monthly and produce discrepancy annotations for Government adjudication.

2.4.1.4 Maintain a lifecycle matrix for equipment to identify items nearing replacement windows.

2.4.1.5 Produce receiving/shipping documentation and update Government systems.

2.4.1.6 Produce outbound shipping documentation including transit logs, packaging requirements, and tracking references.

2.4.1.7 Maintain a running ledger of inbound/outbound actions to support audit queries and readiness reviews.

2.4.1.8 Develop Inventory Accuracy Reports identifying discrepancies, trends, and mitigation recommendations when applicable (Section 4, Deliverable 12).

2.4.1.9 Conduct quarterly trend analysis on discrepancies (by item type, frequency, facility, or handling process).

2.4.1.10 Provide recommendations for process efficiencies (layout improvements, barcode scanning enhancements, data validation steps).

2.4.2 SUBTASK 2 – MATERIAL STORAGE & ACCOUNTABILITY PROCESSES

2.4.2.1 Develop standardized SOPs for material intake, storage, security, and distribution.

2.4.2.2 Include chain-of-custody steps, quality checks, prohibited handling activities, and controlled access procedures.

2.4.2.3 Align SOPs to DoW asset accountability standards and DC3-specific policy.

2.4.2.4 Create storage optimization layouts and environmental control recommendations.

2.4.2.5 Produce quarterly Material Accountability Assessments (Section 4, Deliverable 13).

2.4.3 SUBTASK 3 – FACILITY READINESS & OFF-SITE SUPPORT

2.4.3.1 Create and maintain Facility Inspection Checklists to routinely assess safety, cleanliness, functionality, and compliance with applicable facility requirements (Section 4, Deliverable 14).

2.4.3.2 Produce Maintenance Issue Tracking Reports (Section 4, Deliverable 15) categorizing priorities and statuses.

2.4.3.3 Include impact descriptions, risk levels (critical, moderate, low), and dependencies affecting mission operations.

2.4.3.4 Track issue age, escalation status, and required Government coordination actions.

2.4.3.5 Provide visual dashboards for leadership consumption.

2.4.3.6 Provide transportation coordination documentation for off-site events.

2.4.3.7 Include timelines, staging plans, and post-movement accountability checklists.

2.4.3.8 Identify transportation constraints or risks requiring Government awareness.

2.5 TASK 5 – PLANNING

The Contractor shall provide planning, coordination, analytical, and documentation support to assist DC3 in developing, maintaining, and executing strategic plans, annual action plans, cyber exercise participation, and continuity planning activities.

2.5.1 SUBTASK 1 – PLANNING PROCESS STANDARDIZATION

2.5.1.1 The Contractor shall support the development and upkeep of planning SOPs, Operating Instructions, workflows, and other planning artifacts that ensure consistency and clarity across

DC3.

2.5.1.2 Review existing processes, gathering inputs from stakeholders, updating procedural documentation, and ensuring all artifacts are formatted according to DC3 standards. The Contractor shall ensure planning materials remain current, accessible, and audit-ready for Government use.

2.5.1.3 Maintain planning templates, process guides, communication aids, and related documentation used across DC3 planning functions.

2.5.1.4 Support includes updating templates, version-tracking documents, consolidating planning tools into accessible repositories, and preparing materials for Government review and approval.

2.5.2 SUBTASK 2 – STRATEGIC PLAN DEVELOPMENT

2.5.2.1 The Contractor shall gather inputs, compiling objectives, drafting plan sections, and aligning content with organizational goals and higher-level directives.

2.5.2.2 Synthesize directorate inputs, formatting plan sections, preparing briefing materials, and ensuring all content is logically structured to support Government decision-making.

2.5.2.3 The Contractor shall assist in mapping strategic goals to measurable initiatives and identifying milestones required to achieve strategic outcomes.

2.5.2.4 Support development of tracking mechanisms, monitoring progress against objectives, and preparing updates for Government review.

2.5.3 SUBTASK 3 – ANNUAL ACTION PLANNING

2.5.3.1 The Contractor shall draft annual action plans, organizing objectives, aligning actions with strategic goals, and preparing schedules, milestones, and performance indicators.

2.5.3.2 Consolidate directorate inputs, preparing plan drafts, updating action status, and coordinating the annual planning cycle.

2.5.3.3 The Contractor shall collect data, measuring performance against milestones, and preparing analytic summaries and progress reports.

2.5.3.4 Maintain tracking dashboards, producing monthly or quarterly updates, and identifying areas requiring additional Government attention or resources.

2.5.4 SUBTASK 4 – CYBER EXERCISE SUPPORT

2.5.4.1 The Contractor shall assist the XE Director and XEX Plans and Policy Division Chief with planning, coordination, execution, evaluation, and reporting for DC3 participation in cyber exercises.

2.5.4.2 Prepare meeting materials, assisting with scenario and inject development, coordinating participation logistics, collecting observations, and drafting after-action materials for Government review.

2.5.4.3 The Contractor shall document observations, identify trends, and assist the Government in mapping exercise findings to organizational strategies, readiness objectives, and process improvements.

2.5.4.4 Draft recommendations, capturing lessons learned, and updating planning materials based on Government direction.

2.5.5 SUBTASK 5 – RISK, THREAT, AND CONTINUITY PLANNING

2.5.5.1 The Contractor shall conduct research, assist in assessment activities, and prepare draft documentation related to threats, vulnerabilities, and mission impacts.

2.5.5.2 Prepare tabletop exercise materials, collecting assessment inputs, documenting identified risks, and producing draft reports for Government review.

2.5.5.3 The Contractor shall support analysis of mission-critical functions, continuity requirements, and recovery capabilities, including considerations for emerging and cloud technologies.

2.5.5.4 Prepare continuity documents, organizing COOP-related planning materials, drafting recommended updates, and ensuring continuity documentation is properly formatted and accessible.

2.6 TASK 6 – POLICY, TASKINGS, AND AGREEMENTS

The Contractor shall provide policy research, task management, coordination, and administrative support to assist DC3 in maintaining current, compliant, and well-documented policies, managing taskings, and supporting interagency and intra-agency support agreements.

2.6.1 SUBTASK 1 – POLICY DEVELOPMENT AND COORDINATION

2.6.1.1 The Contractor shall research, prepare, and update draft policy documents originating from Presidential, National, Federal, International, DoW, DAF, and DC3 authorities.

2.6.1.2 Gather inputs from stakeholders, consolidating guidance, formatting policy artifacts, documenting procedural updates, and ensuring draft materials reflect accurate roles, responsibilities, and authorities. All policy decisions and approvals remain with the Government.

2.6.1.3 The Contractor shall prepare background materials, talking points, and draft summaries for DC3 participation in working groups and stakeholder engagements.

2.6.1.4 Document discussions, tracking action items, preparing read-ahead materials, and helping articulate DC3 equities. The Contractor provides administrative and analytical support;

only the Government engages in policymaking or decision authority.

2.6.2 SUBTASK 2 – TASK MANAGEMENT

2.6.2.1 The Contractor shall monitor tasking channels (including ETMS2, email, NIPRNet, SIPRNet, and JWICS), consolidate requirements, track suspense dates, and prepare draft responses for Government review.

2.6.2.2 Maintain a task tracker, coordinating with directorates to gather required inputs, drafting correspondence templates, and identifying overdue or at-risk tasks for Government awareness.

2.6.2.3 The Contractor shall support Action Officer program administration by maintaining rosters, updating training records, managing ETMS2 access requests, and communicating task requirements.

2.6.2.4 Prepare onboarding materials, tracking designation documentation, and assisting Action Officers in understanding administrative requirements for task execution.

2.6.3 SUBTASK 3 – SUPPORT AGREEMENTS

2.6.3.1 The Contractor shall assist the DC3 Support Agreement Manager with preparing, reviewing, coordinating, and documenting support agreements in accordance with DoDI 4000.19 and AFI 25-201.

2.6.3.2 Prepare draft annexes, documenting stakeholder comments, maintaining version control, and tracking agreement renewal cycles for Government action.

2.6.3.3 The Contractor shall prepare supporting documentation for Government use of the Government-Invoicing system and FS Form 7600 series.

2.6.3.4 Draft Memoranda for Record, organizing supporting evidence, preparing crosswalks between agreements and cost structures, and maintaining coordinated documentation for Government certification and approval.

2.7 TASK 7 – TECHNOLOGY TRANSFER AND TRANSITION (T3)

The Contractor shall assist the XE Director in managing DC3’s responsibilities as a DoD laboratory and Office of Research and Technology Applications (ORTA), supporting documentation, compliance, coordination, and execution of technology transfer activities.

2.7.1 SUBTASK 1 – T3 PROGRAM MANAGEMENT

2.7.1.1 The Contractor shall support documentation, coordination, and tracking requirements related to DC3’s role under DoDD 5535.3, DoDI 5535.08, AFI 61-301, and other governing policies.

2.7.1.2 Draft compliant artifacts, preparing reports, maintaining program documentation, and coordinating inputs for Government review.

2.7.1.3 The Contractor shall update, organize, and manage technology transfer records (e.g., CRADAs, EPAs, ITAs) within the DoW Technology Transfer Information System or successor platform.

2.7.1.4 Ensure records are accurate, current, properly categorized, and aligned with mandated reporting requirements.

2.7.2 SUBTASK 2 – DEVELOPMENT OF T3 MECHANISMS

2.7.2.1 The Contractor shall create draft CRADAs, EPAs, and other mechanisms designated by the DAF Technology Executive Officer, ensuring documentation reflects correct roles, responsibilities, and technical objectives.

2.7.2.2 Prepare templates, consolidating inputs from DC3 directorates, and maintaining coordination matrices.

2.7.2.3 The Contractor shall prepare schedules, background documentation, read-ahead, and administrative materials for Government participation in T3 engagements.

2.7.2.4 The Contractor shall take notes, capture action items, and prepare post-event documentation for the T3 After Action Report (Section 4, Deliverable 16) two business days after a T3 event.

2.8 TASK 8 – ORGANIZATIONAL DEVELOPMENT AND PROCESS IMPROVEMENT

The Contractor shall assist XE in strengthening workforce readiness, organizational effectiveness, process efficiency, and collaboration through analysis, training development, facilitation, and process documentation.

2.8.1 SUBTASK 1 – ORGANIZATIONAL DEVELOPMENT SUPPORT

2.8.1.1 The Contractor shall prepare training materials, developing workshop content, coordinating logistics, and supporting facilitation efforts that strengthen workforce communication and collaboration.

2.8.1.2 Design visual aids, preparing facilitator guides, documenting attendee feedback, and updating materials based on Government direction.

2.8.1.3 The Contractor shall create and curate an XE Centralized Repository (Section 4, Deliverable 17) for leadership development and organizational training content. The repository will be created within 60 calendar days of contract award and updated as required.

2.8.1.4 Upload materials, maintaining navigation structures, ensuring version control, and preparing updates for Government review.

2.8.2 SUBTASK 2 – PROCESS IMPROVEMENT

2.8.2.1 The Contractor shall document workflows, analyzing process gaps, reviewing functional limitations, and preparing draft recommendations to enhance performance.

2.8.2.2 Conducting interviews with DC3 stakeholders, mapping processes, summarizing findings, and drafting process improvement proposals.

2.8.2.3 The Contractor shall assist XE in coordinating with stakeholders, updating documentation, tracking implementation steps, and preparing progress updates for Government review.

2.8.2.4 Capture lessons learned, documenting changes, and maintaining improvement artifacts.

2.9 TASK 9 – PUBLIC AFFAIRS, COMMUNICATIONS, AND BRANDING

The Contractor shall provide public affairs, communications, design, and branding support to enhance DC3’s internal and external messaging, media presence, stakeholder engagement, and event communications.

2.9.1 SUBTASK 1 – COMMUNICATIONS AND PUBLIC AFFAIRS SUPPORT

2.9.1.1 The Contractor shall draft communication strategies, preparing messaging products, coordinating media activities, and supporting executive briefings.

2.9.1.2 Draft talking points, producing graphics, assembling read-ahead, and coordinating with PAO personnel for consistency and approval.

2.9.1.3 The Contractor shall assist in planning and executing special events, outreach activities, and brand-aligned communication campaigns.

2.9.1.4 Prepare promotional materials, maintaining branding consistency, and documenting event outcomes.

2.9.2 SUBTASK 2 – MEDIA AND DIGITAL CONTENT MANAGEMENT

2.9.2.1 The Contractor shall manage contract-acquired web platforms, coordinating content updates, and ensuring compliance with messaging and security requirements.

2.9.2.2 Format content, conducting quality checks, and preparing material for Government posting.

2.9.2.3 The Contractor shall design, produce, and organize visual materials (graphics, video, photographs) supporting DC3 communications.

2.9.2.4 Maintain a digital media library, tagging assets for retrieval, updating project status logs, and ensuring compliance with branding and PAO standards.

2.9.3 SUBTASK 3 – CONFERENCES AND OUTREACH

2.9.3.1 The Contractor shall coordinate conference registration, prepare reporting materials, track participation, and maintain daily updates of conference activities.

2.9.3.2 Preform cost tracking, document preparation, and coordinating information flows across directorates.

2.9.3.3 The Contractor shall assist in scheduling, speaker coordination, agenda development, participant management, and preparation of all supporting materials.

2.9.3.4 Coordinate venue requirements, documenting event outcomes, and preparing post-event summaries.

2.10 TASK 10 – EXECUTIVE COMMUNICATION AND INTEGRATION

The Contractor shall provide drafting, review preparation, consolidation, and integration support to assist DC3 in producing accurate, clear, and strategically aligned executive-level communications.

2.10.1 SUBTASK 1 – EXECUTIVE COMMUNICATION PRODUCTS

2.10.1.1 The Contractor shall prepare draft executive-level communications, including briefings, memos, updates, and reports, ensuring compliance with DC3 formatting standards.

2.10.1.2 Consolidate directorate inputs, editing for clarity and accuracy, aligning content with strategic objectives, and preparing materials for Government decision-making.

2.11 TASK 11 – STRATEGIC ENGAGEMENT AND PROTOCOL SUPPORT

The Contractor shall support DC3 leadership in planning, coordinating, and executing strategic engagements, stakeholder interactions, and protocol-sensitive events.

2.11.1 SUBTASK 1 – STAKEHOLDER ENGAGEMENT SUPPORT

2.11.1.1 The Contractor shall develop agendas, prepare speaker coordination, documentation preparation, and event logistics for internal and external engagements.

2.11.1.2 Maintain schedules, preparing visit packets, and ensuring event materials meet protocol requirements.

2.11.1.3 The Contractor shall prepare and update a structured engagement plan documenting priorities, objectives, and stakeholder feedback.

2.11.1.4 Track engagements, consolidating inputs, and updating plan components for Government review.

2.11.2 SUBTASK 2 – PROTOCOL AND REPRESENTATIONS

2.11.2.1 The Contractor shall coordinate documentation, itineraries, access requirements, and communication materials supporting senior-level engagements with Federal, international, academic, and industry partners.

2.11.2.2 Organize logistical details, drafting representational materials, and preparing post-engagement summaries.

2.12 TASK 12 – STRATEGIC MANAGEMENT AND PROGRAM ANALYSIS

The Contractor shall support data collection, analysis, strategic planning activities, performance measurement, and program documentation to enhance DC3 mission execution and alignment with strategic goals.

2.12.1 SUBTASK 1 – STRATEGIC ANALYSIS AND PROGRAM SUPPORT

2.12.1.1 The Contractor shall conduct research, gather program data, analyze functional performance, and identify areas for improvement across DC3 strategic initiatives.

2.12.1.2 Prepare draft assessments, documenting trends, producing mapping artifacts, and developing recommended improvements for Government review.

2.12.1.3 The Contractor shall prepare structured drafts of operating procedures, strategic plans, workflows, and project synchronizations.

2.12.1.4 Consolidate directorate inputs, maintaining version control, and formatting documentation for clarity and usability.

2.12.2 SUBTASK 2 – PERFORMANCE MEASUREMENT

2.12.2.1 The Contractor shall collect data, maintain KPI tracking metrics, and prepare draft performance summaries for Government review.

2.12.2.2 Produce periodic KPI reports, updating performance dashboards, and identifying trends requiring Government attention.

2.12.2.3 The Contractor shall maintain awareness of financial timelines, anticipated costs, and indicators of potential overruns related to supported functions.

2.12.2.4 The Contractor shall notify the Government when risks or discrepancies are observed so the Government may take appropriate action.

2.13 TASK 13 – PROGRAM MANAGEMENT

2.13.1 SUBTASK 1 – PROGRAM OVERSIGHT

2.13.1.1 The Contractor shall provide program management support. This includes the management and oversight of all activities performed by Contractor personnel, including any subcontractors.

2.13.1.2 The Contractor shall identify a PM by name who shall provide management, direction, administration, quality control, and leadership to all Contractor personnel and sub-contractor personnel.

2.13.2 SUBTASK 2 – PROGRAM MANAGEMENT PLAN (PMP)

2.13.2.1 The Contractor shall provide a PMP that documents all task/subtask requirements performed to satisfy the requirements of this PWS (Section 4, Deliverable 18).

2.13.2.2 The Contractor shall provide the Government with a draft PMP for review, modification, and approval. The final PMP shall incorporate the Government’s changes.

2.13.2.3 The PMP is an evolutionary document that shall be updated as needed to reflect changes and evolving training requirements (Section 4, Deliverable 19).

2.13.2.4 The Contractor shall work from the most current Government approved iteration of the

PMP.

2.13.2.5 The Contractor’s PMP shall, minimally:

• Describe the proposed management approach.

• Describe the Contractor’s SOPs for all tasks.

• Include milestones, tasks, and subtasks required in this contract.

• Describe in detail the Contractor’s approach to risk management under this contract.

• Describe in detail the Contractor’s approach to communications, including processes, procedures, communication approach, and other rules of engagement between the Contractor and the Government.

• Include the current Organizational Chart and the approach to ensuring the Government is in receipt of the most current version of the Organizational Chart.

• Describe in detail the Contractor’s approach to obtaining short-term specialized expertise, when required for surge support.

2.13.3 SUBTASK 3 – RISK MANAGEMENT

2.13.3.1 The Contractor shall develop, implement, and maintain a comprehensive Risk Management Plan (Section 4, Deliverable 20), as part of the overall PMP, for all tasks executed under this PWS.

2.13.3.2 The Contractor’s Risk Management Plan shall include, (minimally):

• Identification of risks, and the assessment of risks and their impacts, prioritization, mitigation, and control plans.

• Risk tracking, monitoring, and reporting process.

• Risk processes including the development of recovery plans in the event risks are realized.

• Escalation timelines and procedures for notifying the Government.

2.13.4 SUBTASK 4 – COMMUNICATION and MEETINGS

2.13.4.1 The Contractor shall facilitate Government and Contractor communications; use industry best practices / standards and proven methodologies to track and document requirements and activities to allow for continuous monitoring and evaluation by the Government; and ensure all support and requirements performed are accomplished IAW the contract.

2.13.4.2 The Contractor shall notify the ER and XE Directors, Deputy Directors or Contracting Officer’s Representative (COR) via a Problem Notification Report (PNR) of any technical, personnel, or general managerial problems encountered throughout the period of performance (POP) (Section 4, Deliverable 21).

2.13.5 SUBTASK 5 – CONDUCT KICKOFF MEETING

2.13.5.1 The Contractor shall schedule, coordinate, and host a Kick-Off Meeting at the location approved by the Government (Section 4, Deliverable 22) within ten (10) business days of award. The meeting shall provide an introduction between the Contractor personnel and Government personnel who will be involved with the PWS. The meeting shall provide the opportunity to discuss technical, management, and security issues, and travel authorization and reporting procedures. At a minimum, the attendees shall include Key Contractor Personnel, representatives from the directorates, COR, relevant Government personnel, and the AFDW/PKA Contracting Officer (CO).

2.13.5.2 The Contractor shall, at least three-business days prior to the Kick-Off Meeting, provide a Kick-Off Meeting Agenda (Section 4, Deliverable 23) for review and approval by the ER and XE Directors and COR prior to finalizing. The agenda shall include, at a minimum, the following topics/deliverables:

• Points of Contact (POCs) for all parties.

• Personnel discussion (i.e., roles and responsibilities and lines of communication between Contractor and Government).

• Staffing Plan and status.

• Transition-In Plan and discussion. This must include an update on the plan to relocate to the Contractor facility and classrooms.

• Security discussion and requirements (i.e., building access, badges, Common

Access Cards (CACs), Personal Identity Verification (PIV).

• The Contractor shall provide a Kick-Off Meeting Minutes Report (Section 4, Deliverable 24) documenting the Kick-Off Meeting discussion and capturing any action items.

2.13.6 SUBTASK 6 – MONTHLY STATUS REPORT (MSR)

2.13.6.1 The Contractor shall develop and provide an MSR (Section 4, Deliverable 25). The MSR shall be presented at the Monthly Technical Status Meeting (Section 4, Deliverable 26).

The MSR shall include, minimally, the following:

2.13.6.2 Activities during reporting period, by task (include ongoing activities, new activities, and activities completed, and progress to date on all above-mentioned activities). Each section shall start with a brief description of the task.

2.13.6.3 Problems and corrective actions taken as well as issues or concerns and proposed resolutions.

2.13.6.4 Personnel gains, losses, and status (e.g., out-processing, in-processing, security clearances, etc.). This shall include a copy of the latest Organizational Chart.

2.13.6.5 Government actions required.

2.13.6.6 Schedule execution and forecast reports defined during the Program Baseline Review (show major tasks, milestones, and deliverables; planned and actual start and completion dates for each).

2.13.6.7 Summary of trips taken, conferences attended, etc. (attach Trip Reports to the MSR for reporting period).

2.13.7 SUBTASK 7 – ASSET MANAGEMENT SERVICES

2.13.7.1 The Contractor shall provide shall provide asset management on all GFE provided as a part of the PWS in accordance with DC3 policies and procedures.

2.13.8 SUBTASK 8 – GOVERNMENT REQUIRED TRAINING

2.13.8.1 The Government will provide the Contractor a list of all required training, with completion dates.

2.13.8.2 The Contractor shall successfully complete and/or attend all training identified by the Government and use the Government’s approved system to take and record this training, primarily on Joint Knowledge Online (JKO).

2.13.8.3 The Contractor shall not directly bill the Government for any Government-required training. The type of training contemplated by this section is joint compliance training typically found in JKO or similar online DoW system.

2.13.9 SUBTASK 9 – KEY PERSONNEL

The following are the minimum personnel who shall be designated as “Key.” The Government does not intend to dictate the composition of the ideal team to perform this contract.

• Program Manager (PM)

• ER Program Analyst Requirements Manager

• ER Lead Finance Manager

• XE Strategic Communication Specialist

• XE Senior Policy Analyst

2.13.9.1 Program Manager: The Contractor shall identify a PM by name to serve as the Government’s primary POC. The PM shall provide overall management and oversight of all activities performed by Contractor personnel, including subcontractors, to satisfy the requirements identified in this PWS. The PM shall facilitate Government and Contractor communications, use industry-best standards and proven methodologies to track and document requirements and activities to allow for continuous monitoring and evaluation by the Government, and ensure all tasks are accomplished IAW this PWS. The PM shall be responsible for the quality and efficiency of the Contractor’s performance and shall assist the Government with all financial and business processes of this PWS, excluding inherently Governmental functions. It is required that the PM has the authority to make decisions for the Contractor’s organization in response to Government issues, concerns, and comments; the authority to commit the prime Contractor’s organization; and to be proactive in alerting the Government to potential contractual or programmatic and resource limitations issues.

2.13.9.1.1 The PM is required to have the following qualifications:

• Top Secret Sensitive Compartmented Information (TS/SCI) clearance eligible.

• Project Management Professional® (PMP) certification.

• Experience within the last ten years managing a project, or program of similar size and complexity to this PWS.

• Experience within the last five years overseeing and determining manpower requirements for projects similar in size and complexity to this PWS, consisting of a diversity of technical skill sets and labor categories.

• Experience within the last five years performing financial and performance monitoring of contracts (e.g., performance metrics).

2.13.9.2 ER Program Analyst Requirements Manager: The Contractor shall identify a Program Analyst Requirements Manager by name to support the ER mission. This role shall support the PM and Government stakeholders by providing analytical, requirements management, and portfolio management support services in accordance with this PWS. This role shall assist in establishing, maintaining, and executing the Government’s portfolio and requirements management processes by developing, implementing, monitoring, and supporting methodologies, tools, and documentation related to requirements definition, prioritization, scheduling, cost, and performance tracking. This role shall collaborate with Program Managers and Directorates to support PPBE activities, requirements intake and adjudication processes, and integrate program execution. The individual shall provide analytical support to identify duplicative, inefficient, or disconnected requirements or processes and produce timely documentation, reports, and metrics for Government review. While applying industry best practices related to program management tools, processes, and PMO structures, this individual shall proactively communicate risks, issues, and opportunities to the PMO Chief and Government stakeholders.

2.13.9.2.1 It is required that the ER Program Analyst Requirements Manager has the following qualifications:

• TS/SCI clearance eligible.

• Bachelor's degree and 8+ years relevant experience, Master's degree and 6+ years relevant experience, or PhD 3+ years relevant experience.

• Specialized experience leading large, complex projects for DoW or Federal government.

• Experience with developing and managing schedules using MS Project.

• Knowledge and experience with Earned Value Management and project control concepts.

• Knowledge of the process and procedure by which a change is identified, evaluated, approved, monitored and documented.

• Areas of Emphasis: Program Management; Requirements Development; Capability

Development; Acquisitions; Procurement; Resource Management; Report Writing;

Operations and Technology Integration.

2.13.9.3 ER Lead Finance Manager: The Contractor shall identify an ER Lead Finance Manager to support the ER mission. This role will provide financial analysis, planning, and execution support in accordance with this PWS. The role shall provide analytical support related to budget formulation, execution, forecasting, and financial documentation for highly technical programs and projects. The individual shall research, analyze, and evaluate financial and manpower data from Government-provided systems, databases, and records to identify trends, anomalies, and potential resources gaps. This role shall assist in the development of long-range financial plans, detailed budget forecasts, and multi-year funding profiles to support program and project execution. This role requires monitoring and execution of approved financial plans and provides data-driven insights and recommendations to support effective resource allocation and financial performance monitoring.

2.13.9.3.1 It is required that the ER Lead Finance Manager has the following qualifications

• TS/SCI clearance eligible.

• Bachelor’s degree and 10+ years relevant experience, Master’s degree and 8+ years relevant experience, or PhD 5+ years relevant experience.

• Proven experience in budget analysis, financial planning, and data analysis.

• Experience with manpower and budgetary databases such as Automated

Budget Interactive Data Environmental System (ABIDES), interlink Resource Management Information System (iRMIS), Program Budget Execution System (PBES)

• Experience with Planning, Programming, Budgeting & Execution (PPBE) Process.

• Must be a self-starter, able to work collaboratively with stakeholders across multiple levels.

• Superior organizational and interpersonal skills, and demonstrated ability to interface effectively via written and oral forums.

2.13.9.4 XE Strategic Communication Specialist: The Strategic Communication Specialist implements and facilitates strategic communications in support of DC3, enabling strategic, operational, and tactical communication efforts to enhance internal and external messaging and outreach. This role coordinates and executes marketing communication initiatives, including public relations, special events management, advertising, and brand awareness, while developing and maintaining communication standards across multiple channels such as periodicals, web services, publications, presentations, and digital platforms. The Specialist supports the development and distribution of news and informational content for internal and external audiences, produces and disseminates communications products and services in accordance with applicable service level agreements, and assists the DC3 Public Affairs Office in documenting strategic, operational, and tactical engagements within standard operating procedures to support operational efficiency and continuity of operations.

2.13.9.4.1 It is required that the XE Strategic Communication Specialist has the following qualifications.

• 12+ years of experience in strategic communications or similar field, 8-10 years with BA/BS, or 6-8 years with MA/MS/MBA.

• Experience in Intelligence or Cyberspace communications and/or Federal and/or DoW policies and procedures.

• Excellent oral and written communications skills, organizational and interpersonal skills.

• Active Secret Security Clearance.

2.13.9.5 XE Senior Policy Analyst: The XE Senior Policy Analyst conducts comprehensive research and analysis on complex DC3 policy issues, utilizing diverse sources and methods. This includes in-depth research on DC3 policy issues using various sources (academic literature, government reports, stakeholder consultations, data analysis) and analyzing existing policies and programs to assess their effectiveness. The responsibilities include identifying emerging trends, challenges, and opportunities and maintaining accurate records. In addition, this person manages complex policy projects from start to finish, develops and manages project plans, timelines, and dependencies. They also establish and maintain enterprise policy for requirements of project execution and performance measurement and monitors project progress, resolving issues as needed. This role involves developing policy proposals and recommendations, engaging with stakeholders to gather feedback, and representing the DC3 in various forums. This work involves conducting consultations with stakeholders and building strong relationships with partners to ensure effective policy development. They are also responsible for presenting proposals and facilitating consensus. The individual prepares communication materials and presentations to convey complex policy issues and responds to inquiries from stakeholders to ensure clear and concise information is provided across the Department, Federal Government, academia, and industry.

2.13.9.5.1 It is required that the XE Senior Policy Analyst has the following qualifications.

• Experience developing/managing policy for DAF/DoW in forensics, cybersecurity, or cyber threat analysis.

• Strong analytical and problem-solving skills.

• Excellent written and oral communication skills.

• Knowledge of policies affecting cybersecurity, forensics, cyber training, and system development.

• Familiarity with National Cyber Intelligence programs.

• Knowledge of DoW and US IC resource planning policy.

2.13.9.6 A key personnel substitution occurs when there is any person who, in an acting capacity, performs the duties of any Key Personnel temporarily (more than 30 consecutive calendar days).

2.13.9.7 The Contractor shall not replace any personnel designated as Key Personnel without the written approval of the ER and XE Director with concurrence of the CO. Prior to utilizing other than the Key Personnel specified in its proposal in response, the Contractor shall notify the ER and XE Director, CO, and COR of the existing PWS. This notification shall be no later than ten

(10) calendar days in advance of any proposed substitution and shall include justification and labor category of proposed substitution(s) in sufficient detail to permit evaluation of the impact on PWS performance. The Government will not be billed for positions left vacant over 30 calendar days unless the vacancy is due to Government delay and otherwise approved by the CO.

2.13.9.8 Substitute Key Personnel qualifications shall be equal to, or greater than, those of the Key Personnel…