DRAFT PWS - AF Financial Readiness Evaluation Program_Nov 2023.pdf

Attachment 1

PERFORMANCE WORK STATEMENT

FOR

PERSONAL FINANCIAL READINESS PROGRAM EVALUATION

AT

PENTAGON, VA

26 November 2023

Table of Contents

1.0 DESCRIPTION OF SERVICES

1.1 General

1.2 Background

1.3 Scope of Work

1.4 Project Management

1.5 Qualifications and Experience

1.6 Project Policy

1.7 Deliverables

1.8 Inherently Governmental Functions

2.0 SERVICE SUMMARY

3.0 GOVERNMENT FURNISHED PROPERTY OR SERVICES

3.1. Government Furnished Property or Services

4.0 GENERAL INFORMATION

4.1 Continuity

4.2 Emergency Operations/Mission Essential Personnel

4.3 Quality Control

4.4 Travel

4.5 Miscellaneous Paragraphs

4.6 Contractor Manpower Reporting Application (CMRA)

4.7 Subcontractor Input in CMRA

4.8 Security Instructions

APPENDIX 1

PERSONAL FINANCIAL READINESS PROGRAM EVALUATION

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. This is a non-personal services contract to evaluate the Department of the Air Force’s Personal Financial Readiness program. This work falls within the Airman and Family Readiness Policy Branch (AF/A1SAA) under HQ Air Force Services.

1.1.1 Description of Requirement. The contractor shall develop and implement a comprehensive program evaluation of the Personal Financial Readiness (PFR) within the Air Force Airman and Family Readiness Program to measure effectiveness of the PFR program.

1.2 Background. Air Force Personal Financial Readiness (PFR) services are delivered by certified Personal Financial Managers (PFMs) and Personal Financial Counselors located in an installation’s Military & Family Readiness Center (M&FRC). The PFMs & PFCs are responsible for managing PFR requirements installation-wide. Requirements for PFMs & PFCs are identified in 10 United States Code (USC) §992, DoD Instruction (DoDI) 1342.22, and Department of the Air Force Instruction (DAFI) 36-3009, Military and Family Readiness Centers. See below illustration of the Air Force PFR program services and goals. DoDI 1322.34, Financial Readiness of Service Members, 5 November 2021. DoDI 1342.22, Military Family Readiness, 5 August 2021

Department of the Air Force PFR Program

• PFR is a core service area and M&FRCs are mandated to offer information, education, and personal financial counseling to help individuals and families maintain financial readiness and build resiliency.

• M&FRCs offer proactive personal life cycle financial management services that provide members and families with the tools and information they need to develop individual strategies to achieve financial goals and address financial challenges.

• PFR services support commanders in maintaining unit financial readiness to sustain mission readiness and promote personal readiness and retention in the military.

• PFMs/PFCs are part of the M&FRC Community Readiness Consultant (CRC) model and have financial readiness as a primary duty but also have additional duties to ensure the functioning of the installation M&FRC.

The National Defense Authorization Act (NDAA) of 2016 stipulated a significant number of changes to 10 USC §992 that became effective in May of 2016, to include the change to the Blended Retirement System which mandates financial literacy training. Financial literacy training raises the standard of current training from an information and awareness level to an understanding and decision-making level. The goal of the Personal Financial Readiness program is financially literate and financially ready Airmen/Guardians. Financial literacy is defined as possessing skills and knowledge (understand and decide) that allow Airmen/Guardians to make informed/effective personal financial decisions. Financial readiness is defined as the state in which successful management of personal financial responsibilities supports a Service member’s ability to perform their wartime responsibilities.

The table below lists the mandatory touchpoints for financial literacy training (training marked with an asterisk (*) were requirements before NDAA 16). Training is required for all RegAF, Reg United Staes Space Force (USSF) Guardians, Reserve, and Guard Airmen. This training will be delivered to Airmen/Guardians via in-person classroom training conducted at the M&FRCs, or online, via MyVector or myLearning, as depicted in the table below. Where both modes of delivering the training are checked, the Airman/Guardian will have the option of which mode to complete the training.

Touchpoint

In Person Online

Initial Entry* (Enlisted) X Initial Entry* (ROTC/OTS) X Initial Entry* (USAFA) X Arrival at First Duty Station-Enlisted (E-4 and below) X Arrival at First Duty Station- Officer (O-3 and below) X Promotion (E-5/O-4 and below) X X Vests in TSP X X Continuation Pay X X Transition to Reserve Component, Separation, Retirement* (TAP)

X X

Pre/Post Deployment X X Birth of Child X X Marriage X X Divorce X X Disabling Sickness/Condition X

Table 1.

At the time of award, the new mandatory training will be implemented and program evaluation efforts underway. This contract will require a continuation of the existing program evaluation efforts. Evaluation efforts will be continuously reviewed for necessary changes and adjusted accordingly.

1.2 Scope of Work.

1.2.1 Develop and implement comprehensive Personal Financial Readiness program evaluation within the Air Force Readiness Program, answering the following questions:

1.2.1.1 How effective is the program?

• What is the impact on student behavior, confidence, knowledge, and ability to apply what they have learned?

• Does what the Department of the Air Force provide instructors (training, orientation, and support) raise confidence and ability to provide effective instruction?

• What impact does the program have on financial readiness?

• What is the impact of financial readiness on mission readiness?

1.2.1.2 How is the Department of the Air Force doing?

• Do instructors have what they need to positively impact financial readiness?

• Is the program content relevant, credible, and complete?

• Are the program resources relevant and functional?

• Do students and instructors like the program and find it worthwhile?

1.2.2 The PFR program evaluation will be underway at the start of this contract. The contractor will review the study, evaluation strategy, and data plan at least annually and make recommendations for updates as necessary. The evaluation must allow the program to be continuously and systematically reviewed. See below logic model for reference. A list of the 12 touchpoints can be found in Table 1.

1.3.2.2 Evaluation may include, but is not limited to, data collection from surveys, focus groups, observation/site visits, or interviews. The contractor will recommend the methods of data collection.

1.3.2.3 Evaluation will assess the entire PFR program or focus on key training and/or services as agreed upon by the Department of the Air Force as long as the assessment can provide adequate impact of the program.

1.3.2.4 Evaluation will include RegAF, RegUSSF, AFGuard, and AF Reserve Airmen/Guardians

(military members only).

1.3.2.5 Evaluation plan must be approved by the contractor’s Institutional Review Board as well as the Air Force survey office for approvals. It is the Air Force’s responsibility to obtain approval

1.3.2.1 Evaluation should include near-term (immediately after), short-term (3-6 months after), and long-term (6-12 months after) outcomes.

the Air Force.

both parties. The meeting will be held in the National Capital Region at a location determined by

Upon award, an in-person kick-off meeting will be scheduled at an agreed upon time by deliverables is maintained and that the Air Force has been accurately represented. Any review and approval by the Air Force to ensure that any confidentiality necessary related to the publication to the Air Force Director of Services (AF/A1S) sixty (60) days prior to publication for

Awardees will be required to submit a copy of any such from the Air Force survey office, but the contractor must provide the information necessary for approval.

1.2.3 Execute the program evaluation through collecting and analyzing data.

1.2.4 Compile feedback on the results of the evaluations, develop reports and improvement plans based on the findings.

1.2.4.1 Present findings and recommendations on a semi-annual basis in a report and briefing at the Pentagon or in the National Capital Region.

1.2.5 Develop and provide products for Government use related to program evaluations such as executive briefings, emails to stakeholders, etc.

1.2.6 Develop recommendations to inform curriculum reviews and updates to PFR services based upon evaluation data.

1.2.7 Per direction of the COR, participate in online webinar training on a quarterly basis for installation PFMs/PFCs, providing instruction on their role in any program evaluation efforts, results of program evaluation, etc. Contractor shall develop a presentation for use during webinar.

1.2.8 Take part in the annual DoD Financial Readiness Training Symposium or Quarterly PFM Roundtables, if invited, to discuss findings of evaluation, installation staff role in program evaluation, etc. Training symposium location changes annually.

1.2.9 Data Use: Use of data provided to awardees pursuant to this contract shall comply with the provisions of this paragraph. Awardees shall be free to publish in professional, refereed journals information or data developed or collected (except confidential data or information including Protected Health Information (PHI) or Personal Identifiable Information (PII)) resulting from the activities under this contract.

work produced under this contract is subject to 2 CFR Part 200.315 related to intangible property. All educational and technical assistance materials developed by the awardee under this contract shall be owned by the awardee. The Air Force will have a non-exclusive, royalty-free, non-transferable, irrevocable license to reproduce, prepare derivative work and distribute copies of the deliverables so long as such deliverables are used for non-commercial educational or government purposes.

1.3 Project Management

1.3.1 The contractor will be required to attend regularly scheduled project update meetings.

Frequency, dates, and times will be agreed upon between the contractor and the Air Force.

1.3.2

1.3.2.1 The contractor shall schedule and coordinate a project kick-off meeting within five (5) business days of award. The intent of the briefing is to initiate the communication process between the Government and Contractor by introducing key participants and explaining their roles, reviewing communication ground rules, and assuring a common understanding of the contract requirements and objectives. The briefing will also discuss travel notification and processes and invoice procedures.

1.3.2.2 The kick-off meeting will include discussions on the current work to date with the incumbent team.

1.3.2.3 The Contractor shall provide a draft copy of the agenda for review and approval by the COR prior to finalizing. The Government will provide the Contractor with the number of participants for the kick-off meeting and the Contractor shall provide sufficient copies of the presentation for all present.

1.3.3 The contractor will provide a schedule to meet all deliverables in this PWS.

1.3.4 The contractor will provide a monthly status update indicating progress made, upcoming work, and any risks or issues. The contractor will brief the Air Force on the status during regularly scheduled status meetings via phone.

1.4 Qualifications and Experience

1.4.1 The contractor must have experience in community-based program evaluation; while showing proficiency in:

• Multi-disciplinary team approach with experience in family science, program evaluation, financial literacy, financial programs, adult education, Air Force and military systems

• Developing a data-collection system

• Collecting baseline data on key outcome and implementation areas.

• Implementation and Project Modification

• Assess organizational processes or environmental factors which are inhibiting or promoting project success.

• Describe project and assess reasons for changes from original implementation plan.

• Analyze feedback from staff and participants about successes/failures and use this information to modify the project.

• Provide information on short-term outcomes for stakeholders/decision makers.

• Use short-term outcome data to improve the project.

• Describe how you expect short-term outcomes to affect long-term outcomes.

• Continue to collect data on short-term and long-term outcomes.

• Assess assumptions about how and why program works; modify as needed.

1.5 Project Policy. The following law and policy is applicable to this project:

10 US Code Section 992, Financial Literacy

Department of Defense Instruction 1342.22, Military Family Readiness

Department of the Air Force Instruction 36-3009, Military and Family Readiness Centers, 4 November

1.6 Deliverables The contractor shall provide the following:

Title PWS Para # Delivery Person

Location/Format

Program evaluation plan

Section I, Para 1.3.2 Via Email / Electronic files in Word document; agreed upon timeline

COR; AF/A1S

Report on results of data collection

Section I, Para 1.3.4 Via Email / Electronic files in Word document; agreed upon timeline

COR; AF/A1S

Presentation on results of data collection

Section I, Para 1.3.4 Via Email / Electronic files in PowerPoint presentation; agreed upon timeline

COR; AF/A1S

Report with recommended program changes based on evaluation results

Section I, Para 1.3.6 Via Email / Electronic files in Word document; agreed upon timeline

COR; AF/A1S

Monthly Status Reports/Meeting

Section I, Para 1.4 Via Email / Electronic files in Word document; by the 5th day of the following reporting month

COR; AF/A1S

Kick-off meeting Section I, Para 1.4.2 In-person meeting;

agreed upon date

COR; AF/A1S

Quarterly webinar presentations

Section I, Para 1.3.7 Via Email / Electronic files in PowerPoint presentation; agreed upon timeline

COR; AF/A1S

Quarterly webinar Section I, Para 1.3.7 Online webinar;

agreed upon date

COR; AF/A1S

Project Schedule Section I, Para 1.4.3 Via Email / Electronic file in Microsoft products; Initial at 30

COR; AF/A1S

days post award and each month by the 5th day of the following reporting month

Institutional Review Board Approval

Section I, Para 1.3.2.5

Via Email / Electronic files in Word document; agreed upon timeline

COR; AF/A1S

Air Force Survey Office information

Section I, Para 1.3.2.5

Via Email / Electronic files in Word document; agreed upon timeline

COR; AF/A1S

Transition Plan Section IV, para 4.1.2

Via Email / Electronic files in Word document; no later than 60 days prior to end of period of performance.

COR; AF/A1S

Transition Meeting Section IV, para 4.1.2

In-person meeting;

agreed upon time

COR; AF/A1S

Quality Control Plan Section IV, para 4.3.2

Via Email / Electronic file in Microsoft products; Initial at 30 days post award and annually after each option year is awarded.

COR; AF/A1S

1.6.1 Criteria for Acceptance. All deliverables shall be submitted in a format as described in the table above.

1.6.2 Delivery Instructions. All deliverables shall be delivered to the Government no later than the date specified in the deliverables chart above. Deliverables become the property of the Government.

1.6.3 Deliverables Schedule. The Contractor shall ensure that all deliverables developed under this contract shall meet or exceed the quality standards for documentation. The Contractor shall ensure all documents, data and deliverables described in this PWS are submitted on time and in the required format.

1.7 Inherently Governmental Functions. The Contractor shall not perform inherently Governmental functions as defined in the Federal Acquisition Regulation (FAR) Subpart 7.5 in relation to this PWS.

SECTION II

2.0 SERVICE SUMMARY

The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement and will be assessed on an “Acceptable” or “Unacceptable” basis. These thresholds are critical to mission success.

Performance

Objective PWS Paragraph Performance Threshold

Method of Surveillance

SS-1: Contractor met required delivery schedule. This element applies to contract performance including timely submission of all deliverables identified in the PWS.

Para 1.4.3 No more than two late deliverables semi-annually and no more than five days late. No more than one set of corrections/edits for accuracy or agreed upon format quarterly; with all corrections accomplished within five working days.

100% Surveillance

SS-2: Maintain adequate workforce for uninterrupted performance

Section IV, para 4.1.1

Employee turnover shall not exceed

[(total employees – 1)/total employees]

Periodic (monthly) Surveillance

SS-3: Develop and provide deliverables for Government use

Section I, para 1.3.2, 1.3.4, 1.3.5, 1.3.6, 1.3.7, 1.3.2.5, Section

IV para 4.1.2

Products will be immediately usable/releasable in Government

Channels. If the products require more than 3 hours of government rework, then the contractor will receive a UNSAT on CPARS.

Customer Complaint

SS-4: Online training webinars

Section I, para 1.3.7

Contractor conducts training within 30 days of request

100% Surveillance

SECTION III

3.0 GOVERNMENT FURNISHED PROPERTY OR SERVICES

3.1. Government Furnished Property or Services. The Government will not provide furnished property or services for this requirement.

SECTION III

4.0 GENERAL INFORMATION

4.1 Continuity.

4.1.1. Staffing of Contractor Personnel. Contractor shall provide a stable workforce, throughout the duration of the contract, by maintaining a 10% or less employee turnover rate. No positions shall remain vacant for more than 14 working days. The government shall not be billed for positions left vacant over 15 working days unless the vacancy is due to government delay and otherwise approved by the CO.

4.1.2 Transition In/Out.

4.1.2.1 The contractor must provide a transition plan prior to beginning and at the end of the period of performance providing details of the program evaluation, the current status of data collection and analysis, recommended next steps in the process, and any other pertinent information necessary for a seamless transition from the incumbent to the incoming contractor (if applicable) to continue the work performed under this contract. In addition, the contractor will continue to accomplish all tasks as outlined in the contract during this period. The contractor shall identify how it will coordinate with the incoming contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Schedules and milestones

• Status of all tasks

• Actions required of the Government

• All deliverables relevant to the transition

4.1.2.2 The contractor shall also establish and maintain effective communication with the incoming contractor and Government personnel for the period of the transition via weekly status meetings. Permitting employees to be interviewed for possible employment by a succeeding Contractor(s); however, the contractor will have the first right of refusal. Releasing any employee who chooses to be employed by a succeeding Contractor. Orienting assigned employees of the succeeding Contractor during the last 60 days of the period of this contract if so directed by the

CO.

4.2 Emergency Operations/Mission Essential Personnel.

4.2.1. Continuation of Essential Contractor Services During Crisis. All services in this PWS HAVE NOT been defined or designated as essential services for performance during crisis IAW DFARs 252.237-7023, “Continuation of Essential Contractor Services.”

4.3 Quality Control.

4.3.1. Quality Assurance. The Government shall rely on the Contractors’ existing quality assurance system as the method to ensure that the requirements of the contract and performance thresholds are met; however, the Government reserves the right to monitor and attendees, trip schedule/agenda, accomplishments, and follow-up tasks.

Action Reports to the COR. The trip report shall include the following: purpose of trip, trip

Following each trip, the Contractor shall prepare and deliver Trip/After from, the COR at least 10 business days prior to trip.

Prior to travel, the Contractor shall coordinate with, and receive approval and IAW best commercial practices. The Contractor control program to ensure services are performed IAW this PWS, applicable laws and regulations

The Contractor shall develop and maintain an effective quality evaluate the quality of services provided and compliance with the contract terms and conditions at any time.

4.3.2. Quality Control Plan (QCP).

shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services with special emphasis placed on those services listed in this PWS. The Contractor’s quality control program is the means by which it assures itself that the work complies with the requirement of the contract.

4.3.3. Contract Discrepancies. The Government will periodically evaluate the Contractor’s performance using the methods of surveillance listed in Section 2 – Service Summary of the PWS.

Government personnel will record all surveillance observations. When an observation indicates defective performance, the Government representative conducting the surveillance will require the Contract Manager or representative at the site to initial the observation. The initialing of the observation does not necessarily constitute concurrence with the observation, only acknowledgment that he or she has been made aware of the defective performance. If the Contractor challenges the validity of any observation, and the Government representative and Contract Manager cannot come to an agreement, the complaint in question shall be forwarded to the Contracting Officer for resolution. The preferred method of dealing with any valid observation is re-performance, if possible, and at no additional cost to the Government. Repeat observations or an incident that violates safety or environmental regulations shall require the Government Representative to instigate a Corrective Action Report (CAR) through the Contracting Officer. The Contractor shall be given three (3) business days to respond to the CAR with either an explanation on why it disagrees with the CAR or with its concurrence with the CAR, any disciplinary action taken, and a mitigation plan to avoid repeat occurrences.

4.4 Travel

4.4.1 LOCAL TRAVEL: Local travel to attend meetings or events may be required at no cost to the Government. Travel within the National Capital Region commuting vicinity is considered a cost of doing business and shall not be separately reimbursed.

4.4.2 NON-LOCAL TRAVEL: If required, the Contractor shall perform periodic travel both within and outside the CONUS. Reimbursement of travel costs shall be in accordance with the Joint Travel Regulation (JTR). The Contractor shall travel using the lowest cost transportation available commensurate with mission requirements. All costs shall be agreed to in advance and reimbursed on a cost basis upon receipt of the invoice in WAWF and copies of receipts turned in to the COR. All air travel shall be booked on American flagged carriers, unless otherwise directed by the CO. No General Administrative charges and profit shall be paid on these actual costs.

4.4.3 CONUS Travel:

4.4.4 OCONUS Travel (e.g., to USAFE or PACAF installations): Prior to travel, the Contractor shall coordinate with, and receive approval from, the COR at least 20 business days prior to trip.

4.4.5 Trip Reports:

http://www.ecmra.mil. Reporting inputs shall be for the labor executed collection site. The Contractor is required to completely fill in all required data fields at:

under this task order via the secure Contractor Manpower Reporting Application (CMRA) data labor hours (including subcontractor labor hours) required for performance of services provided

The Contractor shall report ALL

4.5 Miscellaneous Paragraphs.

4.5.1. Freedom of Information Act (FOIA). All official Government records affected by this contract are subject to the provisions of the FOIA (5 U.S.C. 552/DoD 5400.7-R/AF Supplement).

Any request received by the Contractor for access/release of information from these records to the public (including Government/Contractor employees acting as private citizens), whether oral or in writing, shall be immediately brought to the attention of the CO for forwarding to the PACAF FOIA Manager to ensure proper processing and compliance with the Act.

4.5.2. For Official Use Only (FOUO). The Contractor shall comply with DoD 5400-7-R, Chapter 4, DoD Freedom of Information Act (FOIA) Program requirements. This regulation sets policy and procedures for the disclosure of records to the public and for marking, handling, transmitting, and safeguarding FOUO material.

4.5.3. Privacy Act. Work on this contract may require that personnel have access to information protected by the Privacy Act. Contractor personnel shall adhere to the Privacy Act, Title 5 of the U.S. Code, Section 552a and applicable agency rules and regulations when handling such information.

4.5.4. Records. All records created and received by the Contractor in the performance of this contract shall be maintained and readily accessible. Records shall remain the property of the Government.

4.5.5. Safety Concerns. The Contractor is solely responsible for compliance with OSHA standards for the protection of their employees. The Government is not responsible for ensuring that Contractors comply with “personal” safety requirements that do not present the potential to damage Government resources.

4.6 Contractor Manpower Reporting Application (CMRA):

during the period of performance for each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported anytime during the FY, all data shall be reported not later than 31 October of each calendar year. The Contractor may direct questions to the CMRA help desk.

4.7 Subcontractor Input in CMRA: Prime Contractors are responsible to ensure all subcontractor data is reported. Subcontractors will not be able to enter any data into CMRA, but will enter their information into a Bulk Loader spread sheet available from the AF CMRA helpdesk. Subcontractor shall fill in columns A-C then return it to the AF CMRA helpdesk after it's completed and a technician team will enter the information into CMRA.

4.8 Security Instructions

4.8.1 Physical Security. The Contractor shall safeguard all Government property, documents and controlled forms provided for Contractor use and adhere to the Government property requirements contained in this contract. At the end of each work day, all Government facilities, http://www.ecmra.mil/ equipment, and materials shall be secured by a Government POC. Contractors are not allowed to secure Government facilities, equipment, and materials.

4.8.2 Access Control. The Contractor shall establish and implement methods of ensuring that no building access instruments issued by the Government are lost, misplaced or used by unauthorized persons. Access codes shall not be shared with any person(s) outside the organization. The Contractor shall control access to all Government provided lock combinations to preclude unauthorized entry. The Contractor is not authorized to record lock combinations without written approval by the Government COR. Records with written combinations to authorized secure storage containers, secure storage rooms, or certified vaults, shall be marked and safeguarded at the highest classification level as the classified material maintained inside the approved containers.

4.8.3 Pass and Identification Items. The Contractor shall ensure the pass and identification items required for contract performance are obtained for employees and non-government owned vehicles.

4.8.4 Retrieving Identification Media. The Contractor shall retrieve all identification media, including vehicle passes, from employees who depart for any reason before the contract expires.

4.8.5 Traffic Laws. The Contractor and its employees shall comply with base traffic regulations.

4.8.6 Weapons, Firearms, and Ammunition. Contractor employees are prohibited from possessing weapons, firearms, or ammunition, on themselves or within their Contractor-owned vehicle or privately-owned vehicle while on any military facility.

4.8.7 Communications Security (COMSEC). Contractors may require access to COMSEC information on Air Force installations. The Contractor shall not require a COMSEC account.

Access shall be controlled by the sponsoring agency. Access to COMSEC material by personnel is restricted to US citizens holding final US Government clearances. Such information is not releasable to personnel holding only reciprocal clearances. If it is determined the Contractor is required to access COMSEC information, the necessary training information and courses shall be provided by the COR. The DD Form 254 shall give further instructions on safeguarding and managing COMSEC material.

4.8.8 Contractor Identification. All Contractor personnel shall wear the Air Force issued Common Access Card at all times when away from their immediate work area so as to distinguish themselves from Government employees. When conversing with Government personnel during business meetings, over the telephone or via electronic mail, Contractor personnel shall identify themselves as a contractor to avoid situations arising where sensitive topics might be better discussed solely between Government employees. Contractors shall identify themselves on any attendance sheet or any coordination documents they may review.

Electronic mail signature blocks shall identify their company affiliation. Where practicable, contractors occupying collocated space with their government program customer should identify their work space area with their name and company affiliation or as a minimum “Contractor” after name.

4.8.9 Drug, Tobacco, and Alcohol Use Policy. The consumption of alcoholic beverages or illegal drugs by contractor personnel, while on duty, is strictly forbidden. Contractor shall immediately remove any employee who is under the influence of alcohol or drugs.

SECTION V

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

Contract Administrator (CA). The individual within the contracting office who performs the day-to-day administration of the contract. The contract administrator may also be the contracting officer.

Contracting Officer (CO). The duly appointed Government agent authorized to award or administer contracts. The contracting officer is the only person authorized to contractually obligate the Government.

Corrective Action Report (CAR). Used to document unacceptable performance by the Contractor.

Defect. Any non-conformance with requirements specified in the contract.

Defective Service. A service output that does not meet the standard of performance specified in the contract for that service.

Government Furnished Property (GFP). Facilities, equipment, tools, supplies, parts, or any other items furnished for the concessionaire's use by the Government.

Major discrepancy. A major finding is defined as a condition that would endanger personnel, jeopardize equipment or system reliability, affect safety of flight, or warrant discontinuing the process or equipment operation.

Minor discrepancy. A minor finding is defined as an unsatisfactory condition that requires repair or correction, but does not endanger personnel, affect safety of flight, jeopardize equipment reliability, or warrant discontinuing a process or equipment operation.

Performance Assessment. A process that measures success towards achieving defined performance objectives or goals defined within the performance thresholds in the services summary or the process of assessing progress towards achieving the objectives/goals developed in a performance plan or partnering agreement.

Performance Indicator. A measurable characteristic of an output of a work process. Generally synonymous with attribute.

Performance Management. The use of performance measurement information to effect positive change in organizational culture, systems, and processes, by helping to set agreed upon performance goals, allocating and prioritizing resources, informing managers to either confirm or change current policy or program directions to meet those goals, and sharing results of performance in pursuing those goals.

Performance Objective. The outcome associated with successful contract performance in a specific area. This is a critical success factor in achieving the organization’s mission, vision and strategy which, if not achieved, would likely result in a significant decrease in customer satisfaction or risk mission failure. Obtaining multi-services/sub-services performed at a certain measurable standard and consistently ensures success in achieving the objectives critical to the mission.

Performance Threshold. The minimum performance level of a performance objective required by the Government.

Quality Assurance (QA). Those actions taken by the Government to assure services meet the requirements of the Performance Work Statement (PWS).

Quality Assurance Personnel (QA or QAP). Individual who monitors a Contractor on a daily basis and who is involved in every aspect of a contract to ensure the Contractor is in compliance with that contract.

Quality Assurance Program Coordinator (QAPC). The individual designated by the contracting squadron commander to manage the installation QA program.

Quality Control (QC). Those actions taken by a Contractor to control the performance of services so that they meet the requirements of the PWS.

Services Summary (SS). A summary of the performance objective and performance threshold required by the Government in Contractor performance. Also known as a Performance Requirements Summary or Services Delivery Summary or Performance Requirements Document.

Standard. An exact value, a physical entity, or an abstract concept, established and defined by authority, custom, or common consent to serve as a reference, model, or rule in measuring quantities or qualities, establishing practices or procedures, or evaluating results. A fixed quantity or quality. A defined measure of comparison.

2.0 ACRONYMS

CO Contracting Officer COR Contracting Officer Representative GFP Government-Furnished Property IAW In Accordance With QAP Quality Assurance Personnel