DRAFT PWS BIRCO Support.pdf

DRAFT PERFORMANCE WORK STATEMENT (PWS)

Title: DHA-USAMRDC Blast Injury Research Coordinating Office (BIRCO) Research Analysis, Knowledge Support, and Strategic Planning Professional Support Services

Requiring Activity Name: Defense Health Agency, U.S. Army Medical Research and Development Command (USAMRDC), Blast Injury Research Coordinating Office (BIRCO)

1.0 INTRODUCTION

The Defense Health Agency, U.S. Army Medical Research and Development Command (USAMRDC) provides medical materiel development and has responsibility for medical research, development, and acquisition. The USAMRDC’s expertise in these critical areas helps establish and maintain the capabilities the DoD needs to 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 DHA-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.

The DHA-USAMRDC Blast Injury Coordinating Office (BIRCO) serves as a supporting office to the Executive Agent (EA) Responsible Official to coordinate DoD’s medical research, programs relating to the prevention, mitigation, and treatment of blast injuries.

1.1. Mission

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

1.1.2. BIRCO mission is to coordinate DoD-sponsored biomedical research programs aimed at preventing, mitigating, and treating blast related injuries; identify knowledge gaps and shape research programs to address identified enterprise gaps; promote information sharing among the operational, intelligence, medical and materiel development communities; and facilitate collaborative research among DoD laboratories and the laboratories of other federal agencies, academics, and industry to leverage resources and to take full advantage of the body of knowledge that resides both within and outside the DoD to accelerate the delivery of blast injury prevention and treatment strategies to Servicemembers.

1.1.3. The BIRCO Director’s vision for the Program Office is to establish and sustain a highly competent, capable, efficient and agile team which meets or exceeds the DoD Executive Agent Responsible Official’s requirements to coordinate enterprise-level DoD blast injury research. The program as envisioned by Congress and directed by the Secretary of Defense, shall deliver timely and effective blast injury prevention, mitigation, and treatment strategies for the Warfighter into 2040 and beyond.

1.2. Background

In 2006, Congress directed the Secretary of Defense (SECDEF) to designate an Executive Agent (EA) to coordinate the DoD’s medical research programs relating to the prevention, mitigation, and treatment of blast injuries. The DoD responded by issuing DoD Directive (DoDD) 6025.21E, 5 July 2006, “Medical Research for Prevention, Mitigation, and Treatment of Blast Injuries,” that designated the Secretary of the Army as the DoD EA. The Secretary of the Army delegated the EA authority to the Commander of the Army Futures Command (AFC). The AFC further delegated the EA authority to the Commander of the USAMRDC as the DoD EA Responsible Official (EARO). The Blast Injury Research Coordinating Office (BIRCO) was established in 2007 at the USAMRDC, Fort Detrick, Maryland, under a charter signed by the CDR, USAMEDCOM. The BIRCO’s mission is to support the EARO by performing DoD enterprise-wide medical blast injury research strategy development, gap analysis, research coordination and knowledge dissemination. USAMRDC and DHA provide direct management and sustainment of the BIRCO; however, as the DoD EARO support office, the BIRCO has DoD mission responsibilities.

The overarching objective of the BIRCO’s EA support mission is to coordinate and leverage blast injury research expertise and investments across the DoD, other Federal agencies, academia, industry, and international partners and allies. Efforts are focused on promoting collaboration to develop medical countermeasures that will prevent, mitigate, and treat blast injuries. BIRCO’s EA support mission encompasses five mission critical activities; identify knowledge gaps, shape research programs, facilitate collaboration, disseminate information, and promote information sharing and partnerships. These focus areas are deeply interrelated and require integration across the DoD, Federal agencies, academia, industry, and international partners to inform decision making by the Executive Agent. This information collecting, analysis, and sharing through developed partnerships and developing partnerships promotes transparency, reduces duplication of efforts, and streamlines ongoing activities. Utilizing this information allows input into a Blast Injury Strategic Plan to shape ongoing research and highlight the developed knowledge gaps as well as identify emerging knowledge gaps.

During the 2025 Fiscal Year, BIRCO mission scope has expanded significantly to include broad DoD and Army staff coordination requirements; emerging program management requirements to monitor, plan and execute blast injury research; Senior Leader expectations to strategically communicate enterprise research efforts at the senior executive level (Army Senior Leaders and Civilian equivalents), and responsibility to develop and brief information products to Senior Service and DoD leadership.

These demands exceed the previous scope and expectations on the BIRCO. Given the MRDC realignment under the DHA, ongoing coordination among research portfolios requires integration of the office among various echelons of responsibility and communication at the associated level and vernacular to accomplish the mission.

1.2.1. BIRCO

BIRCO coordinates research across developed and emerging partnerships within and external to the U.S. Interagency to advance DoD blast injury research priorities. The program office develops and executes strategy necessary to advance solutions to complex problems in a dynamic domestic and international environment. The program office requires talented and experienced team members to appreciate senior leader intent, frame complex problems, develop innovative research concepts and strategy, execute strategy vis-à-vis programmatic and fiscal constraints, formulate and provide strategic messaging for senior leaders and other stakeholders.

1.2.2. BIRCO Team Composition

The BIRCO are organized into two teams, overseen by a Director, a Civilian Deputy Director, and a Military Deputy Director/Brain Health Coordinator. The two teams include the Blast Injury Coordination and Brain Health Coordination groups:

• The Brain Health Coordination group coordinates in the five mission areas related to Blast Injury Coordination as they pertain to the neurological and psychological effects of blast exposure.

• The Blast Injury Coordination group coordinates activities in the five mission areas as they pertain to injuries outside of the effects on brain health and the central nervous system.

Note: Given likelihood of a surge in Service-directed programmatic activity in the BOP Research and Development space, this PWS will include surge capability to permit anticipated expansion in BIRCO’s planning, programming, budgeting, and execution capability beyond the current baseline.

1.3. Scope

This document outlines the required Research Analysis and Strategic Planning Support Services necessary for the BIRCO to accomplish its EA support mission. The requested services will augment the existing infrastructure made up of Government personnel and active duty Servicemembers in performing the medical research coordination activities within the BIRCO’s five mission critical activities.

1.3.1. The Contractor will employ highly skilled Subject Matter Experts (SME) with the commensurate research, writing, knowledge product development and communications skills necessary to accomplish the BIRCO mission. Contractor’s professional experience with multiple departments, commands, and agencies with high levels of responsibility within the Government and/or DoD is required to appreciate senior leader intent, frame complex problems, develop innovative research concepts and strategy, execute strategy vis-à-vis programmatic and fiscal constraints, and formulate strategic messaging for senior leaders and other stakeholders. Each of these competencies is necessary to successfully support the EA’s congressionally mandated and SECDEF-directed responsibility to coordinate enterprise-wide DoD blast injury research. Given a lean MIL/CIV staffing model within the BIRCO PO, contract personnel must possess the knowledge, skills and attributes required to execute mission with minimal guidance or oversight from office leadership. The contractor shall develop products, coordinate activities, and support programmatic priorities within time constraints. Additionally, the contractor shall provide the Government with a team with sufficient subject matter expertise and experience to identify blast injury research knowledge gaps and requirements as well as credentials and expertise necessary to shape medical research programs to fill knowledge gaps. The contract team must possess the social-emotional intelligence necessary to facilitate collaboration to solve the DoD’s blast injury challenges, widely disseminate blast injury research data and information to prevent duplication of effort, to encourage collaboration, and to take maximum advantage of the

DoD’s historical body of blast injury knowledge. This contract support will improve the efficiency, effectiveness and productivity of the BIRCO in executing its EARO support mission.

1.3.2 Task Areas

1.3.2. Area 1: Technical Report Preparation Support. BIRCO blast injury research reporting requirements, include but are not limited to the BIRCO’s Significant Activity (SIGACT) Reports, SITREPs, Executive Summaries (EXSUM), and the Annual Historical Report.

1.3.3. Area 2: Tasking Coordination Support. BIRCO produces and receives taskings to and from multiple external sources. Directing, creating, and responding to these taskings, as well as receiving responses, means providing analysis, recommendations, and coordination to provide an appropriately tailored report or response to the associated organizations.

1.3.4. Area 3: BIRCO Blast Injury Research Coordination Meeting and Conference Support. BIRCO Blast Injury Research Coordination Meeting and Conference Support means providing technical, translational, logistical, and knowledge support to enable effective meetings and conferences in support of the BIRCO requirement. Plan, organize, conduct, and document meetings and conferences ranging from small Integrated Product Teams (IPTs), working groups, and committees, to larger workshops or symposia.

1.3.5. Area 4: External Blast Injury Research Coordination Meeting Support. External Blast Injury Research Coordination Meeting Support means providing knowledge support to BIRCO’s participation in blast injury research meetings sponsored, organized, and hosted by organizations external to the BIRCO, including but not limited to academic institutions, DoD, individual military Services, Federal agency research management and execution activities, NATO Human Factors and Medicine (HFM) Science & Technology Organization, the Biomedical Community of Interest (BioMed COI), medical research Integrated Product Teams (IPTs), and Joint Program Committees.

1.3.6. Area 5: NATO HFM Technical Team Support. NATO HFM

Technical Team Support means providing support for Government participation in NATO HFM activities, such as technical teams and Symposia.

1.3.7. Area 6: Joint Research Initiative Support. One of the BIRCO’s mechanisms for leveraging the blast injury research expertise of DoD and non-DoD organizations is to establish Joint Research Initiatives focused on specific blast injury topics. Efforts necessary to support such initiatives may include but are not limited to coordinating with partners, performers, and stakeholders to develop agreements; draft letters of support or similar collaboration documents; draft statements of work to conduct research activities associated with specific protocols; draft or revise Institutional Review Board documentation; and coordinating charter drafting or revisions.

1.3.8. Area 7: Blast Injury Research Strategy Development: BIRCO is responsible for developing, maintaining and updating research strategy to address knowledge gaps necessary to advance Warfighter protection, mitigation, and treatment solutions for blast injuries. Research strategy development includes but is not limited to, literature review and landscape assessment, gap identification, formulation, and prioritization;

research plan development and translation. Strategy development requires a nuanced understanding of Department and leadership priorities to inform objectives. Successful strategy development will require understanding of how policy guidance informs ends, ways, means and risk assessment. Strategy development outputs include strategic roadmaps, quad charts, whitepapers and similar strategy related information products for decision makers and stakeholders.

1.3.9. Area 8: Blast Injury Information Product Development: BIRCO routinely receives requests to develop information products to support the Responsible Official or other senior leaders in communicating BOP related research or risk mitigation initiatives. The BIRCO must develop necessary capability to receive the Director’s understanding of senior leader intent within the context of the current strategic landscape, develop talking points and a narrative to meet senior leader requirements, develop the requested information product including impactful graphical data displays, utilizing doctrinally appropriate language, and demonstrating DoD enterprise level stakeholders and efforts. Products include but are not limited to placemats, whitepapers, charters (or similar governance documents).

1.3.10. Area 9: Enterprise Research Effort Tracking: BIRCO must maintain situational awareness of ongoing research efforts across the DoD enterprise to include originating study institution, study aims and design, key measures, period of performance, PI, and alignment to broader BOP gaps.

1.3.11. Area 10: General BIRCO Knowledge Support. BIRCO

Knowledge Support means assisting the Government in responding to information requests, managing SOPs, preparing internal reports, website management and other knowledge based general support.

1.3.12. Area 11: Research, Development, Acquisition (RDA) Analyses.

RDA Analyses means to design and conduct insightful analyses of technologies; research plans, funding and activities; requirements;

business processes or systems; policies; organizational structures;

and other business data, such as personnel or manpower information, as they relate to the medical S&T program,

1.3.13. Area 12: Portfolio and Project Management Support. The contractor shall provide portfolio and project management support, including technical and knowledge support assistance, analysis, and data visualization to facilitate the work of BIRCO, USAMRDC organizations, and the EA.

1.4. 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.

1.5. Inherently Governmental Functions

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

1.6. Organizational Conflict of Interest (OCI)

a. OCI Certification Form (Attachment B) (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 DHA Office of General Counsel concurrence on the plan evaluation. This evaluation shall be filed in the Virtual Contracting Enterprise (VCE) Paperless Contract File (PCF).

1.6.1. 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.

1.6.2. 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.

1.6.3. 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.

1.6.4. 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.

2.0 GENERAL REQUIREMENTS

2.1. Contract Site Access

2.1.1. The Government will provide access to the Government controlled facilities, equipment, and materials for daily business use for Contractor personnel assigned to the contract, as applicable. This will include a laptop computer, keyboard, mouse, and monitor. This may also include office space, desk, telephone, chair, shared printer, and requisite consumable materials depending on if telework is approved by the COR for the Contractor employee. Reference PWS Section’s 4.7.1 and 4.7.2.

2.1.2. 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 them 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).

2.2. Business Relations

2.2.1. 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.

2.3. Protection of Information/Public Releases

2.3.1. 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.

2.3.2. All BIRCO documents, information, files, and projects are sensitive to the public and are proprietary to BIRCO and must be securely maintained. The Contractor is strictly prohibited from releasing or discussing all documents, information, files, and projects outside of BIRCO without prior consent by the COR or BIRCO Director.

2.3.3. The Contractor shall refer all inquiries for BIRCO project information to the COR.

2.3.4. The Contractor shall destroy unused documents by shredding to maintain adequate security.

2.4. 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.

2.4.1. 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-contacts 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 approvals and disapproval authorities 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.

(9) Proactively communicate cost, schedule and performance issues or challenges to BIRCO leadership in parallel with the KO to provide maximum opportunity for programmatic risk management activities.

b. Contractor Management of the Contract. The Contractor shall designate the senior member of the on- site team to also serve as the Technical Lead to oversee the contract. The Contractor’s designated Technical Lead shall 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 Technical Lead shall ensure the contract is performed efficiently, accurately, on time, and in compliance with the requirements of this PWS. In addition, the Contractor Technical Lead 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 C) (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. Requiring activity must ensure the NDA has been approved by its supporting DHA Office of General Counsel.

(2) Quality Control Plan (QCP) (Deliverable 3). 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. An initial QCP shall be submitted to the COR 30 days after contract award and shall be finalized 60 calendar days after contract award. The Contractor’s QCP is the assurance that the work products comply with the requirement of the contract. At a minimum, the QCP must include a self- inspection plan, and 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.

2.4.2. 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 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:

2.4.2.1. 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.

2.4.2.2. 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.

2.4.3. Personnel Administration

The Contractor shall provide guidance 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.

2.5. 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.

2.6. Location and Hours of Work

2.6.1. Location of Work. Accomplishment of the results contained in this PWS may require work to be performed on-site at Fort Detrick (Frederick), MD, or the COR may require ad hoc and/or routine in- person meetings and routine in-person, as necessary. Contractors shall perform work with the Washington DC local commuting area as defined in DoDI 4515.14, unless an approved exemption is provided for by the COR.

2.6.1.1 Telecommuting. IAW FAR 7.108, telecommuting is permitted (and subject to change based on regulatory requirements); however, if telecommuting may adversely affect BIRCO mission readiness, Operations Security (OPSEC), or other requirements, it may be limited or discontinued at the discretion of the Government, and also subject to security requirements specified under the contract.

2.6.2. Hours of Operation. The Contractor shall perform services during regular duty hours from 0800 through 1700 hours, Monday through Friday with up to 60 minutes (non-paid) lunch period, except U.S. Federal Holidays. The 60-minute lunch period shall be between the hours of 1100 and 1300. 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. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential.

2.6.2.1. 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

2.6.2.2. 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, or other conditions that require closure. 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, unless telework is approved by the COR.

2.6.2.3. Early Dismissal. On the days the Government is dismissed early from regular duty hours for ad hoc reasons, Contractor employees shall not occupy Government facilities without a Government representative present. In the event of delayed opening or early dismissal, the Contractor shall follow Contractor guidance.

Contractor employees may be able to telework, as approved by the COR.

2.7. Contractor Identification

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

2.8. 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.

2.9. Post Award Conference / Contract Progress Meetings

2.9.1. The Contractor shall attend the Post-Award Conference to be scheduled within five (5) days after contract award. The USAMRDC Contracting Activity, USAMRAA, will convene the Post-Award Conference.

2.9.2. 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.

2.10. Business Casual Attire

All Contractor and subcontractor employees assigned to this contract shall dress appropriately in business casual attire when on-site. The BIRCO work environment serves customers across USAMRDC and a professional business casual attire is essential and required. 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 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. This does not apply when contractors are teleworking.

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.

2.11. 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 4). 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.

2.12. 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 contact the Contractor Technical Lead to ascertain the status of any Contractor employees who were in Government controlled space affected by the emergency. When any disruption of normal, daily operations occurs, the Contractor Technical Lead 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 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.

2.13. Monthly Progress Report (MPR) (Deliverable 5)

The Contractor shall deliver to the COR a MPR (Deliverable 5) detailing the progress, vice review of the key tasks in Section 3, target completion, labor hours expended by labor category for each task, invoices, and any problems/issues encountered in the performance of this PWS. The Contractor shall work with the COR on the MPR format. The Contractor shall require all subcontractors to provide input to the MPR where there are critical or significant tasks related to the prime contract. Critical or significant tasks shall be defined by mutual agreement between the Government and Contractor. The initial MPR is due NLT 45 calendar days after contract award (DACA) and on the 20th of each month thereafter.

2.14. Subcontractor Expenditures Report (Deliverable 6)

The Contractor shall prepare and deliver a Subcontract Expenditures Report (Deliverable 6) that discloses actual subcontract expenditures by company name, business size standard (i.e.

Woman Owned Business, Veteran Owned Business, etc.), and other socioeconomic programs (i.e. Indian Incentive Program, Historically Black Colleges and Universities and Minority Institutions, etc.). The initial Subcontractor Expenditures Report is due NLT 90 DACA and quarterly thereafter.

2.15. Program Management Plan (Deliverable 7) /Staffing, Recruitment, and Retention Plan (Deliverable 11)

Program Management Plan: The Contractor shall develop a Program Management Plan (Deliverable 7) that shall require Government approval. It shall be used to manage, track, and evaluate the Contractor’s performance. The Program Management Plan shall consist of control policies and procedures in accordance with standard industry practices for project administration, execution, and tracking.

The Program Management Plan shall include the following:

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

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

Staffing, Recruitment, and Retention Plan: The Contractor shall also include a Staffing, Recruitment, and Retention Plan (Deliverable 11). This plan shall explain the Offeror’s staffing, recruitment, and retention practices and how these practices will contribute to program success.

2.16. 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.

COR 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 (to be incorporated into the QASP).

Task Standard Acceptable

Quality Level

Surveillance 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)

Contractor shall inform employees of policy immediately.

100% Compliance

The Contractor shall attest to informing employees in its Monthly Progress Report provided to the COR.

Positive Past Performance Evaluation.

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)

Contractor shall report such information to the COR immediately.

100% Compliance

The Contractor shall include language in the Monthly Progress Report to the

COR.

Positive Past Performance Evaluation.

Task Standard Acceptable Quality Level

Surveillance Method Incentive

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)

Contractor shall report such information to the COR and

KO

immediately.

100% Compliance

The Contractor shall include language in the Monthly Progress Report to the

COR.

Positive Past Performance Evaluation.

2.17. Other Direct Costs (ODCs)

2.17.1. ODC’s – Travel

Arrangements for and costs of all travel, transportation, meals, lodging, and incidentals are the responsibility of the Contractor. Travel costs shall be incurred and billed in accordance with FAR Part

31. Costs for these expenses will be reviewed, certified, and approved by the COR. All travel and transportation shall utilize commercial sources and carriers provided the method used for the appropriate geographical area results in reasonable charges to the Government.

The Government will not pay for business class or first-class travel. Lodging and meals shall be reimbursed in accordance with regulations defined in FAR PART 31.

The Government will be providing a “Plugged” Not to Exceed (NTE) amount of $25,000.00 during base period of performance and for each option period

2.17.2.Travel Outside of the U.S.

Travel outside of the United States is anticipated. If travel outside of the U.S. is needed, the Contractor shall ensure that assigned participants allow sufficient lead-time to obtain valid passports, country clearances, and immunizations to support project activities.

Additional contract provisions will be needed, if travel outside of the U.S. is required.

2.17.3. Other ODCs

ODCs shall be billed on a cost reimbursable basis. Costs are defined as the purchase price of materials or service plus General and Administrative charges or material and handling charges.

All ODCs shall be fully supported in compliance with the competition requirements of the FAR PART 6.

All ODCs shall be reported as stated in the Monthly Progress Report Section 2.14.

Estimated ODCs are as follows:

ODCs: Base Period

$3,900.00

ODCs: Option Period 1

$4,050.00

ODCs: Option Period 2

$4,200.00

ODCs: Option Period 3

$4,350.00

ODCs: Option Period 4

$4,500.00

Transition-In Plan (Deliverable 8)

The transition-in plan should identify the tasks to be accomplished, in coordination with Government personnel for transitioning work from the incumbent Contractor to the contract because of this solicitation. The Contractor shall coordinate with the KO and the COR to finalize the transition-in plan after contract award. The Contractor shall designate an overlap period to coordinate with the incumbent Contractor and/or Government personnel. The transition-in plan shall include, but is not limited to:

Coordination with Government representatives.

Review, evaluation and transition of current BIRCO support services.

Transition of historic data to new Contractor.

Government approved training and certificate process.

Orientation to introduce Government personnel and programs to the Contractor’s team, tools, methodologies, and business processes.

Distribution of Contractor purchased Government owned assets (if applicable).

Transfer of Government Furnished Equipment (GFE) and Government Furnished Information (GFI).

Coordination and transfer of staff Government keys, ID/security badges to include CAC and building access badges, and security codes.

Recruitment of incumbent staff or hiring of new staff.

2.18. Transition-Out Plan (Deliverable 9)

The transition-out plan should identify the tasks to be accomplished for transitioning work from this contract to the follow-on contract/order or Government entity. The transition-out plan should include how the Contractor shall support the Government in planning and implementing the transition to the follow-on contract/order or Government entity. The transition-out plan shall include, but not limited to:

Formal coordination with Government representatives and the follow-on provider’s team and management.

The delivery of copies of existing policies and procedures.

The delivery of required metrics and statistics

Transfer of incumbent Contractor employees to the follow-on provider.

Applicable USAMRDC debriefing and employee out-processing procedures.

Return of all Government keys, ID/security badges cards (CAC and building access badges), and security codes.

3.0 PERFORMANCE REQUIREMENTS/TASKS

The Contractor shall provide all personnel, subject matter experts, facilities, material, state-of-the-art computer equipment, computer and graphics output devices and administrative capability necessary to perform any or all of the work. The Government will provide the workspace and necessary equipment for the 2 FTEs designated as Key Personnel (base – non-surge support) and an additional 2 FTEs (optional surge support). The contract will contain provisions to ensure accountability of the Key Personnel’s Government furnished equipment and other resources. In the event circumstances arise that require the Government to provide equipment and/or workspace (e.g., when direct access to Army computer networks is required) for other than the Key Personnel, the COR will be notified and appropriate modifications to the contract developed to ensure accountability for Government furnished equipment and other resources. The following positions are designated as key personnel:

Senior Blast Analyst Brain Health Analyst Resource Management Professional (Surge Support) Portfolio Manager (Surge Support)

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 with a detailed explanation of the circumstances necessitating the proposed substitution(s); proposed substitutions’ resume; and ad hoc information requested by the KO as required to approve/disapprove the proposed substitution(s). 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. 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.

3.1. Objective 1 – Technical Report and Product Preparation Support

3.1.1. Key Task 1: The Contractor shall provide professional knowledge-based support for the BIRCO’s blast injury research reporting requirements, including but not limited to the BIRCO’s research strategy documents, information products and other strategic messaging and decision support products, Significant Activity (SIGACT) Reports, SITREPs, Executive Summaries (EXSUM), and the Annual Historical Report.

3.1.2. Key Task 2: The contractor shall develop and maintain a current listing of POCs from all DoD stakeholder organizations that either conduct or sponsor medical blast injury research or have identified blast injury research requirements.

3.1.3. Key Task 3: Prepare staff coordination documents for DoD blast injury research data calls.

3.1.4. Key Task 4: Design, develop, and maintain a web-based mechanism for capturing and archiving responses to DoD data calls for blast injury research program and project plans and progress.

3.1.5. Key Task 5: Collect, organize, and analyze blast injury research program and project data from laboratories and organizations of the DoD, other Federal agencies, academia, and industry.

3.1.6. Key Task 6: Review research contract and grant progress reports and other blast injury research documents and synthesize findings and key accomplishments in technically accurate and clearly written reports and presentations for diverse technical and non-technical audiences, including congressional members and the DoD’s senior leadership.

3.1.7. Key Task 7: Provide experienced, professional-level SME-type technical writing, editing, production, and knowledge support for the BIRCO reporting requirements, with the ability to scope the nature of the writing to be appropriate for the intended audience whether that be for congressional, general officer/executive, scientific, or public review.

3.2. Objective 2 – Tasking Coordination Support

3.2.1. Key Task 1: The contractor shall provide support for the preparation of responses to BIRCO taskings from all external sources.

3.2.2. Key Task 2: The contractor shall review and analyze taskings and provide a clear and concise synthesis of tasking requirement and suggested response to the BIRCO Director or Government staff.

3.2.2. Key Task 3: Coordinate with the tasking organization for an extension to the suspense date if directed by the BIRCO Director or Government staff.

3.2.3. Key Task 4: If necessary, leverage existing relationships, either by onsite personnel or through previously developed contractor relationships or by connections from other ongoing projects, to coordinate responses or obtain necessary data to compile a complete response.

3.2.4. Key Task 5: Prepare a technically accurate, clear and concise draft tasking response based on BIRCO Director or Government staff direction not later than one day prior to the tasking suspense date.

3.2.5. Key Task 6: Prepare a BIRCO Director- or Government staff-approved final version of the tasking response…