Draft PWS-JS J8 JROC Svcs.docx

DRAFT PERFORMANCE WORK STATEMENT (PWS)

THE JOINT CHIEFS OF STAFF

JOINT REQUIREMENTS OVERSIGHT COUNCIL AND FUNCTIONAL CAPABILITY BOARD SPECIAL SUPPORT

1.0 OBJECTIVE

The Contractor shall provide all staffing, equipment, and materials necessary to perform the tasks as defined in this Performance Work Statement (PWS); except that which is specified as Government Furnished Information, Facilities, Property, Equipment and Services at the Pentagon, Washington D.C., and the Task section performance locations. The Contractor shall perform to the standards in this contract. In this effort, the Contractor shall provide strictly non-personal services and shall work as an independent Contractor not subject to supervision and control by the Government.

The Contractor shall advise and assist the Government but shall not make final decisions or certifications on behalf of the Government, nor perform any inherently Government functions. The Contractor and its employees shall not represent the Government nor appear to represent the Government in performance of these contract services. At all times, contractor personnel shall wear appropriate identification (in accordance with JCS policy), identifying themselves as contractor personnel. At all meetings, conferences, or sessions with Government personnel, contractor personnel shall clearly identify their status as contractor employees. All deliverables under this contract shall become the property of the U.S. Government upon receipt.

Tasks may not be used to:

§ Assign additional work outside the original scope of work

§ Direct a change

§ Increase/decrease costs or period of performance

§ Change any of the terms and conditions of the contract

§ Increase the scope of the contract

§ Create a binding obligation upon the contractor or the Government

2.0 BACKGROUND

The Joint Chiefs of Staff (JCS) consists of the Chairman of the Joint Chiefs of Staff (CJCS), the Vice Chairman, and Service Chiefs. The Joint Staff (JS) supports the CJCS in executing his Title 10 duties to assist the President and Secretary of Defense in providing for the strategic direction, strategic planning, contingency planning, and preparedness of the Armed Forces. The Joint Force Requirements Process has been established to support the CJCS and the Joint Requirements Oversight Council (JROC) in executing their responsibilities as specified in Title 10, USC, Sections 153, 163, 167, and 181.

To support these duties, CJCSI 5123.01J and CJCSM 5123.01M formalized the Joint Force Requirements Process (JFRP) in support of a reoriented JROC. The JFRP serves as the framework through which the JROC assesses joint military capabilities to meet strategic and operational needs. The reoriented JROC is focused on three key functional elements:

-Joint Force Design (JFD) -Joint Capability Integration (JCI) -Combatant Command Derived Requirements (CDR)

The JFRP views these key functional elements through a lens of Joint Operational Problems (JOP) while being underpinned by its analytic engine, Capability Portfolio Management (CPM).

The J-8 Directorate is tasked with supporting the CJCS in evaluating and developing force structure requirements. The Director, JS/J-8 (DJ-8), serves as JROC Secretary and Chairman of the Joint Capabilities Board (JCB). The J-8’s Joint Capabilities Division (JCD) provides analytic support to enable the execution of the JROC’s priorities, leveraging the JFRP framework to assess operational impacts, align capabilities, and drive joint strategic decisions. This contract provides critical subject matter expertise to assist JCD and the FCBs in accomplishing their operational goals under JFRP.

The J-8 Directorate is supported by seven Functional Capability Boards (FCBs) that do the majority of the work to support the JROC. That work consists of extensive analysis across multiple classification levels, ranging from Unclassified to Top Secret/SCI/Special Access Required. This analysis includes evaluation of the context of strategic guidance, missions, tasks, threats, capability requirements/gaps, capability solutions, resources, science and technology, various risks, and the trade-space of requirements, capabilities, and resourcing. Specifically, the FCBs and JCD provide robust analysis and integration within and across capability portfolios, working with and augmenting analysis performed relative to cost, schedule, and performance within the JFRP. To support all of these efforts, the FCBs and JCD also develop and mature a set of capability requirement portfolio management processes, tools and Authoritative Data Repositories (ADR) for use within JCD, by the FCBs, and by external stakeholders within the Combatant Commands (CCMDs), Geographical and Functional Commands, Services, and Chairman Supported or Chairman Controlled Activities (CCA/CSAs), etc. JCD and FCB efforts support decision-making by the DDRCD, DJ-8, the VCJCS, and other senior leaders in other DoD and Intelligence Community (IC) organizations.

2.1 SCOPE The Contractor shall provide on-site technical support services to Joint Staff, J-8 Directorate (or other Department of Defense organizations as determined and directed by contract authority) by accomplishment of described functional tasks associated with Joint Staff's organizational structure, and other programmatic elements.

At the discretion of the government, work within the scope and the ceiling of this contract may be performed off the government site for limited periods of time (less than one year) for limited levels of efforts, not to exceed a 5-man-year level of effort. Offsite support will be limited to situations where physical presence in the government site is restricted and when offsite support is deemed advantageous to the government as directed by the Contracting Officer’s Representative (COR).

2.2 NEGLIGENT DISCHARGE OF CLASSIFIED INFORMATION (NDCI) When information is placed on or processed on an information system with insufficient security controls to appropriately protect it (e.g., classified data on an unclassified system) there is potential for unauthorized disclosure. Such actions will be classified as a security violation, specifically a negligent discharge of classified information or NDCI. Contractors that cause NDCIs during the course of the contract shall be held financially liable for all actual accumulated restoration costs incurred, as described below, but not less than $5,000 per incident. Such costs will be deducted from the contract price and are not reimbursable.

a. Restoration costs above $5,000 will be itemized. DISA has developed a Classified Message Incident Standard Operating Procedures (SOP) that will be followed in the event of an NDCI by the Contractor. Personally Identifiable Information (PII) incidents fall under this category. This is not an exclusive remedy (e.g., in the case of PII spillage, identity theft or other insurance may be needed to protect the individuals).

b. NDCI Cleanup actions may include the following actions:

i. Server destruction

ii. Hard drive wipe and destruction

iii. Containment actions

3.0 GENERAL INFORMATION

3.1 CONTRACTOR PROGRAM MANAGEMENT The Contractor shall provide technical program management support to the Government. The Contractor shall provide program operational support and business operations services in support of various programs’ day-to-day operations and missions. The Contractor shall provide program coordination support for the development and coordination of program related assessments, studies, reports, and strategies. The Contractor shall support business operations to achieve office functionality, process, and control. This support includes schedule management support, quality control and coordination of documents, drafting business process procedures, and resource management support.

Contractor employees performing services under this contract shall be controlled, directed and supervised at all times by management personnel of the Contractor. The contractor's management shall ensure that employees properly comply with the performance standards outlined in this Performance Work Statement and as required by the Contracting Officer or the Contracting Officer's Representative (COR).

Contractor employees shall perform independently of and without the supervision of any Government official. Actions of contractor employees may not be interpreted or implemented in any manner that results in any contractor employee creating or modifying Federal policy, obligating the appropriated funds of the U.S. Government, overseeing the work of Federal employees, providing direct personal services to any Federal employee or otherwise violating the prohibitions set forth in Parts 7.5 and 37.1 of the Federal Acquisition Regulation (FAR). The Government shall control access to the facility and shall conduct the inspection and acceptance of completed work and tasks. The contractor shall provide the services required by the task order pursuant to the general requirements specified herein.

3.2 GOVERNMENT PROPERTY (GP)

§ Government Property is all property owned by the Government, including Government Furnished Property and Contractor acquired property (FAR 45.101(a)).

§ Government Furnished Property is property in the possession of or directly acquired by the Government and provided to a Contractor for contract performance (FAR 45.101(a)).

§ Contractor Acquired Property is property acquired, fabricated, or otherwise provided by the Contractor for Contract performance and to which the government has title (FAR 45.101(a)).

§ Contractor Inventory is excess Contractor acquired property, Government furnished property, and any property the Government is obligated to take or has the option to take (45.101(a)).

3.3 GOVERNMENT FURNISHED PROPERTY (GFP), EQUIPMENT, AND SERVICES The Government shall provide information, services, and facilities listed below.

3.3.1 Information: The Government shall provide the Contractor with access to the information and information systems required to perform the tasks in this PWS and facilitate the interface of contractor personnel with other Joint Staff offices as required to complete this effort.

3.3.2 Services: Utilities. All utilities in the Government’s facility will be available for the contractor’s use in performance of duties outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The Contractor shall be responsible for operating under conditions that preclude the waste of utilities.

3.3.3 Facilities: The Government shall furnish the necessary workspace within the Pentagon to provide the support outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment. The Program/Contract Manager shall not be required to reside within government workspace. However, the Program/Contract Manager shall, at a minimum, visit the Government workspace monthly and communicate with the Contracting Officer’s Representative (COR) and the Technical Advisor (TA) regarding contract performance. The Program/Contract Manager shall be accessible via phone or email.

3.4 TRANSITION PERIOD To minimize any decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall have all Personnel on board the very first day after the thirty (30) day Transition Period. The Contractor shall manage an overlap of operations with the replacement provider in accomplishment of tasks beginning at the end of the contract.

3.4.1 Phase-In: The Contractor shall be responsible for conducting all tasks necessary to be capable of fully performing within 30 days after contract award without disruption or degradation of the mission. The Contractor shall be responsible for the coordination of all information needed to obtain appropriate access to facilities and badges required by government sites. Contractor Phase-In tasks include ensuring that sufficient resources, that personnel are fully trained, qualified, and with required security clearance to perform the requirements set forth in the PWS, are on hand and available to begin work on the first day after the 30-day Start-Up period.

3.4.2 Phase-Out: The Contractor shall be responsible for providing a phase-out plan with their proposal, which enables a smooth transition to replacement services for one month when the contract ends (including technical data rights considerations). The plan shall provide phase-in support for up to 30 days to the selected contractor if the incumbent contractor is not selected for subsequent contract. The incumbent will begin coordination of the transition within 5 calendars days of notification from awardee. The Contractor is responsible for returning all badges and access obtained as a result of performance under the contract. Contractor Phase-Out tasks include ensuring that sufficient personnel are available to perform the requirements set forth in the PWS during the 30-day Phase-Out period.

4.0 CONTRACT MANAGEMENT

The Contractor shall provide to the COR a Monthly Status Report (MSR) no later than the 10th business day of the month. The MSR provided to the COR shall contain a monthly cost report and a monthly technical report. The monthly technical report shall identify all work performed for the previous month. It shall provide a breakdown of personnel and tasks, provide details on tasks to be completed in the future, and discuss any issues or concerns. The technical report shall also include a projection of work scheduled for the upcoming month, keyed to the task order.

The monthly cost report shall include a monthly and cumulative summary of labor expended. The summary shall include, by labor category, hours authorized, monthly and cumulative hours expended, hours remaining, billing rate, and monthly and cumulative labor costs expended. It shall include a monthly and cumulative summary of Other Direct Costs (ODCs) including travel. The monthly cost report shall include a summary of travel, to include traveler name, destination, travel dates and total travel funding authorized, expended, and remaining. The monthly cost report shall include the identity of any known risk and provide an estimate of the burn rate for the effort.

4.1 PERIODIC PROGRESS MEETINGS The Contracting Officer, COR, and other Government personnel, as appropriate, shall meet periodically with the Contractor to review the Contractor’s performance. At these progress meetings, the Contracting Officer shall provide feedback to the Contractor on how the Government views the Contractor’s performance; and, the Contractor shall inform the Government of problems, if any, being experienced. The Government and the Contractor shall take appropriate action to resolve outstanding issues. These meetings shall be at no additional cost to the Government.

4.2 IDENTIFICATION OF CONTRACTOR EMPLOYEES All Contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties, shall identify themselves as such to avoid creating an impression in the minds of the audience that they are Government employees. Contractor personnel shall ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed. Contractor personnel shall be required to obtain and wear Pentagon identification and/or badges specified in the task.

4.3 DELIVERABLES All deliverables become the property of the United States Government. Unless otherwise stated, all deliverables shall be submitted in electronic media in Microsoft Word/PowerPoint /Excel/Access/Visio format and hardcopy format upon request. Deliverables shall be sent to the Contracting Officer Representative (COR) and Technical Advisor (TA) as appropriate.

4.4 TRAINING REQUIREMENTS The Joint Staff has a Joint Knowledge Online (JKO) training requirement that all contractor personnel shall adhere to. Contractor employees shall take all online training that is listed as "required" for contractor personnel. Contractors shall not take training courses labeled as "recommended." Newly awarded contracts and task orders require the contractor employees to complete all required online courses within six months, from the date of award, for the calendar year when the award was made. New contractor hires have six months from the date their JS LAN account is established to complete the mandatory online training applicable to the calendar year the LAN account was established. Only full-time contractor employees, with JS LAN accounts, fall under the required training mandate. Part-time-on-call, temporary hires, and those at locations providing occasional support via a reach-back capability shall not be required to take the training, nor allowed to invoice the Government for training taken while in this less-than-full-time support capacity.

Occasionally, other training may be made available to contract personnel such as those available on an ad hoc basis through Warfighting Acquisition University (WARU).

5.0 APPLICABLE DOCUMENTS The list below represents guidance, policy and governing documents related to JS J8 Missions and Activities. It is not an all-inclusive list.

32 CFR Part 117, National Industrial Security Program Operating Manual (NISPOM), and applicable DCSA implementing guidance CJCSM 5760.01 VOL I (Joint Staff and Combatant Command Records Management Manual: Volume I - Procedures) CJCSM 5760.01A, VOL II (Joint Staff and Combatant Command Records Management Manual: Volume II – Disposition Schedule) DFARS 252.204-7003 (Control of Government Personnel Work Product) FAR 52.204-2 (Security Requirements) CJCSI 3030.01 (Implementing Joint Force Development and Design) DoDI 5010.40 (Managers Internal Control Program Procedures) DoDI 5154.31 (Commercial Travel Management Joint Travel Regulations DoD Directive 7045.20 Capability Portfolio Management CJCSI 5123.01J (Chater of the Joint Requirements Oversight Council and the Joint Force Requirements Process) CJCSM 5123.01 (Manual for the Joint Requirements Oversight Council and the Joint Force Requirements Process)

Title 10, USC, Section 153 Chairman: functions

Title 10, USC, Section 163Role of Chairman of Joint Chiefs of Staff Title 10, USC, Section 167 Unified Combatant Command for Special Operations Forces Title 10, USC, Section 181 Joint Requirements Oversight Council

Air Force Instruction 63-101/20-101, Integrated Life Cycle Management

Air Force AFI 99-103, Capabilities-Based Test and Evaluation DoDI 8500.01, Cybersecurity DoD SAP PM Handbook to the Joint SAP

Implementation Guide (JSIG) and the Risk Management Framework (RMF)

6.0 REQUIREMENTS

Specific Tasks: The Contractor shall provide subject matter expertise in the following task areas:

§ Program Management Administrative Support

§ JROC/JCB and FCB Secretariat Support

§ Capability Portfolio Management and Analysis

§ Capability Gap Analysis and Management

§ Functional Capability Board Analytic Support

The Contractor shall provide the deliverables described in Section 9.0 (DELIVERABLES) of this PWS for each task.

6.1 SCHEDULE

6.1.1 Kick-Off Meeting. The Contractor shall schedule and conduct a joint Government and Contractor kick-off meeting to review PWS requirements within ten (10) days after contract award. There is no travel to be charged for the Kickoff meeting.

6.1.2 Project Schedule. The Contractor shall develop and maintain a project schedule by major analytic task that shows all resource-loaded tasks, durations, dependencies, and deliverables (using PowerPoint or Excel). The Contractor shall provide the Government (COR and TA) with an updated task schedule as part of the Monthly Status Report (MSR).

6.2 COST REPORTING

6.2.1 Expenditures. The Contractor shall provide cost reporting to the COR in accordance with section 4.0 and as specified in each individual task order. The reporting shall provide technical, schedule, and fiscal status by comparing planned verses actual expenditures and shall be included in the Monthly Status Report (MSR).

6.2.2 Problems and Shortfalls. The MSR shall also be used to identify potential problems. The Contractor shall identify any anticipated technical or funding shortfalls or irregularities during the specified period of performance, in writing, not later than four (4) months prior to the anticipated shortfall.

6.2.3 Accident Reporting: The Contractor shall provide and accidents or major illnesses to the COR within two business days that HQ may be tracking for tracing or cleaning purpose.

6.3 QUALITY The Contractor shall implement a Quality Control Program (QCP) for this effort. The Contractor shall prepare and provide a Quality Control Plan to detail and describe the Contractor's framework and processes within the QCP for delivering quality products and services required by the tasks in this PWS. This QCP shall be provided to the Government within ten (10) days after contract award. The Contractor shall provide a briefing to the Government outlining the plan for implementation of the QCP for the contract tasks during the kick-off meeting. The Contractor shall ensure all work will be performed in accordance with the contract requirements and the quality control plan. The Contractor shall provide the requisite staffing and procedures to meet the quality, quantity, timeliness, responsiveness, customer satisfaction, and service delivery and performance requirements of this effort. The Contractor shall identify in the Quality Control Plan, the applicable processes and metrics used to self-assess performance, in addition to the resources to be applied to this effort. The Contractor shall include results of self-assessment monthly in the Monthly Status Report (MSR) and deemed acceptable by the COR of the contract.

6.4 TECHNICAL The Contractor shall provide fully trained personnel with expertise and experience and with active TS or TS/SCI security clearances with current Single Scope Background Investigation (SSBI) based on task area that are able to be authorized access to Special Access Programs. The Contractor shall provide program management administrative support; JROC/JCB and FCB secretariat support; capability portfolio management and analysis; capability gap analysis and management; Functional Capability Board Analytic Support.

6.4.1 PROGRAM MANAGEMENT ADMINISTRATION SUPPORT The Contractor shall provide fully trained personnel with expertise and experience in executive level program management and administrative support. Contractor support may be tasked within the J8 or aligned to one or more of seven FCBs. Contractor personnel shall perform tasked document generation and management with the ability to execute a myriad of independent and simultaneous program support efforts across multiple operating areas and/or execution timeframes with simultaneous deadlines and priorities. At a minimum, database and electronic data repositories require monthly updates. Program Management support documentation is dependent on the scheduling of JROCs, JCBs, and working groups and the number of attendees and topics requiring hardcopy presentation assembly. The Contractor shall perform tele- or web-conference planning on an as-needed basis. In addition, the contractor shall follow DoD, and organizational templates and best practices. The Contractor shall assist with the day-to-day program management administration functions of the JCD Division and its Branches, ensuring effective communications and synchronization across all program areas.

The Contractor shall conduct program management administrative support for the Division and FCBs by answering/screening phones and electronic communication systems; greeting and escorting visitors to working groups and meetings; managing and creating documents, briefings, and reports (to include, access rosters, personnel rosters, supply requisition support, organization charts, and office reference materials, Task Management Tool (TMT) correspondence, reports, and presentations); and, coordinating logistics to provide support for conference rooms. These duties support the effective conduct of the JROC, the JCB, and facilitate cross FCB, cross-JDir and internal and external entities situational awareness and communication. The contractor shall be aligned with JCD.

6.4.1.1 The Contractor shall draft, format, update, review, staff, and file a variety of documents (e.g., memorandums, briefings, information papers, presentations, issue papers, meeting minutes, etc.).

6.4.1.2 The Contractor shall maintain internal electronic data repositories and coordinate, distribute, and track daily in-house programmatic tasks (ensuring that timely responses are submitted) via approved methods of task management (e.g. TMT or Microsoft Office tools).

6.4.1.3 The Contractor shall support tracking functions of various JFRP products and processes to include, but not limited to, urgent and emergent operational needs status reports, via KM/DS (current and future versions) or other ADRs.

6.4.1.4 The Contractor shall manage, maintain, and de-conflict calendars and schedules for JCD leadership, to include coordination with external agencies and organizations supporting program objectives.

6.4.1.5 The Contractor shall assist in coordinating all inter- and intra-agency (i.e., internal and external stakeholders, within Government and internationally) interaction, coordinating with staff and leadership of other organizations and planning and executing internal and external meetings, conferences, and special events, including ensuring that locations/meeting rooms are properly booked for use, developing agendas, sending meeting requests and notifications, ensuring background documentation, visuals, and briefings are prepared, setting up the meeting space and web- or teleconference, and providing support during the event. Meetings and events may take place up to TS levels.

6.4.1.6 The Contractor shall serve as a site administer, maintaining and regularly updating Branch and Program level SharePoint and Intelink pages (NIPR and SIPR) or other electronic data repositories. The Contractor shall develop a) a Data Management Plan describing the operational approach to posting, storage, and retrieval of data, within 30 days after contract award and b) Information Management Standard Operating Procedure (SOP) describing the approach for efficient use with proposed business rules, roles and responsibilities, and processes for data repository use, to ensure timely and accurate external and internal communication synchronization within 90 days after contract award.

6.4.1.7 The Contractor shall support program management administration by developing division and branch level orientation and indoc briefs (this requires the development of two briefs, an indoc brief and an orientation brief, that get re-used and updated regularly). These briefs include files and presentations that provide internal and external audiences awareness and insight into the relevant interactions, laws, policies and mission/roles and responsibilities of each/branch and division. The intended audiences may be rotational international liaison officers, CCMD Commanders, Deputy Commanders, Chiefs of Staff or other executive level entities. Additionally, the contractor shall support inter- and intra-agency advocacy through development of graphics, brochures and other media relevant to requirements and capabilities development or force design.

6.4.1.8 The Contractor shall support training and education efforts across the requirements and acquisition spectrum. The Contractor shall support the government lead (Component Appointed Representative [CAR]) by assisting in the monthly solicitation of quotas, compilation of nominations from the 4th Estate and CCMDs, and recommendations for slating of nominees, and the submission of course quotas. Additionally, the contractor shall track training completions through engagement with Warfighting Acquisition University, Functional Capability Boards, Joint Directorates and the 4th Estate.

6.4.1.9 Travel is not anticipated outside the local commuting area for this task area.

6.4.1.10 This task requires Top Secret-SCI security clearance.

6.4.2 SECRETARIAT SUPPORT The Contractor shall provide fully trained personnel with expertise and experience in executive level correspondence and records management. Contractor personnel shall perform tasked Secretariat functions with the ability to execute JROC/JCB/FCB events across multiple topic areas and/or execution timeframes with simultaneous supporting efforts. Contractor support may be aligned to the J8 (JROC Secretariat) or aligned to one or more of seven FCBs (FCB Secretariat).

6.4.2.1 JROC SECRETARIAT The Contractor shall provide executive-level secretariat functions in support of the JROC and JCB. The Contractor shall manage day-to-day operations, serving as a primary Joint Staff POC for continuity on JROC and JCB matters. General duties include answering phones, ensuring messages are acted upon, greeting visitors, and performing a full range of documentation support, to include drafting, reviewing, staffing, filing, and updating memorandums, papers, and reports. The JROC Secretariat will consist of 2 contractors aligned to JCD.

6.4.2.1.1 The Contractor shall develop agendas for, coordinate, and ensure the prompt execution of all JROC and JCB meetings. This includes organizing and maintaining the JROC calendar, de-conflicting schedules, and scheduling briefings by Services, CCMDs, and other components. The Contractor shall coordinate the actions of the Joint Staff directorates in support of the JROC. The Contractor shall notify leadership of all events and provide complete read-ahead packages, including agendas and slides, no later than 48 hours prior to the meeting start time.

6.4.2.1.2 The Contractor shall attend and facilitate all JROC and JCB meetings, whether in-person or virtual. Responsibilities include sending meeting requests, tracking attendance, reserving locations, and ensuring all teleconference and audio-visual equipment is operational. The Contractor shall appoint a recorder for all proceedings to document actions, decisions, and recommendations.

6.4.2.1.3 The Contractor shall record, format, and distribute all JROC decisions and recommendations through the publication of JROC Memorandums (JROCMs). The Contractor is responsible for maintaining the official historical records of all JROC/JCB actions and shall be responsible for tracking JROCM task completion against established deadlines.

6.4.2.1.4 The Contractor shall develop, establish, and maintain all administrative Standard Operating Procedures (SOPs) for the Joint Force Requirements Process (JFRP). The Contractor will create and maintain a specific JROC Secretariat SOP. The Contractor shall identify and address process problems, recommend updates, and ensure effective implementation to support all JROC activities.

6.4.2.1.5 The Contractor shall be responsible for the generation and maintenance of all routine, ad-hoc, and customized reports, including responses to Government Accountability Office (GAO) audits and Freedom of Information Act (FOIA) requests. The Contractor will also serve as a site administrator to maintain and update all relevant SharePoint and Intelink pages.

6.4.2.1.6 The Contractor shall perform all required activities to maintain information security, including handling classified documents, conducting security checks, and performing accountability surveys during emergency drills. The Contractor will also manage supply requirements, consolidating and coordinating orders through the JSSSO.

6.4.2.1.7 The Contractor shall coordinate the actions of the Joint Staff directorates and liaison with interagency stakeholders to support the planning and execution of all JROC-related events.

6.4.2.1.8 This task requires Top Secret security clearance.

6.4.2.2 FCB SECRETARIAT The Contractor shall provide executive-level secretariat functions in support of their assigned Functional Capability Board (FCB). FCB Secretariats shall be aligned with one or more FCBs and will manage all day-to-day operations. General duties include answering phones, ensuring messages are acted upon, greeting visitors, and performing a full range of documentation support, to include drafting, reviewing, staffing, filing, and updating memorandums, papers, presentations, and reports.

6.4.2.2.1 The Contractor shall manage the day-to-day calendar for the FCB and its subordinate working groups, de-conflicting schedules and documenting all events in designated calendar locations. The Contractor shall notify leadership of all events and provide complete read-ahead packages, including agendas and slides, no later than 48 hours prior to the meeting start time.

6.4.2.2.2 The Contractor shall attend and facilitate all FCB meetings and special events. Facilitation includes preparing agendas, tracking meeting attendance, reserving appropriate locations, ensuring teleconference and video teleconference connectivity is validated, aggregating briefings, and drafting and distributing official meeting minutes.

6.4.2.2.3 The Contractor shall perform quality assurance and quality control on all documentation forwarded from the FCB to the JCB or JROC, ensuring full compliance with established templates and formats and reviewing all final documentation for grammatical accuracy.

6.4.2.2.4 The Contractor shall support collaboration among FCB stakeholders to consolidate diverse agency and service-level viewpoints on complex and potentially contentious issues.

6.4.2.2.5 The Contractor shall support the development and maintenance of FCB-level Standard Operating Procedures (SOPs) and other policy/procedure guides. The Contractor will identify and address process problems, recommend updates, and ensure corrective actions are effectively implemented to support all FCB and working group activities.

6.4.2.2.6 The Contractor shall be responsible for generating and maintaining routine and ad-hoc reports and status updates. The Contractor will also perform all required activities to maintain information security, including securing classified documents and auditing daily security checks.

6.4.2.2.7 The Contractor shall be responsible for the generation and maintenance of reports (routine, ad-hoc and customized [e.g. GAO and FOIA requests]) and status updates. This includes interaction between designated decision support tools (and their follow-on systems) and stakeholders, both internal and external to the Division.

6.4.2.2.8 This task requires Top Secret security clearance.

6.4.3 CAPABILITY PORTFOLIO MANAGEMENT AND ANALYSIS The Contractor shall conduct portfolio-level reviews of designated capability areas to advise the Chairman of the Joint Chiefs of Staff (CJCS) on optimizing capability investments and minimizing risk across the defense enterprise. This function supports the Chairman's responsibilities under USC Title X. The Contractor shall provide the analytical capability to conduct continuous, comprehensive reviews of assigned portfolios to provide data-driven, resource-aware recommendations to senior leaders.

6.4.3.1 JCD CAPABILITY PORTFOLIO MANAGEMENT ANALYST The Contractor shall serve as the central coordinator for all FCB CPMR analyst efforts across the enterprise. This is a non-supervisory role focused on synchronization and knowledge management.

6.4.3.1.1 The Contractor shall lead weekly coordination meeting for all CPMR/FCB analysts to synchronize efforts, share best practices, and exchange ideas.

6.4.3.1.2 The Contractor shall manage and grant access to the Joint Data Services (JDS) CPMR website and other relevant knowledge management repositories.

6.4.3.1.3 The Contractor shall in coordination with the JROC Secretariat, develop and manage the annual CPMR schedule to align with the PPBE cycle and JROC priorities.

6.4.3.1.4 The Contractor shall serve as the primary point of contact for J-8 regarding the status of all ongoing CPMR efforts.

6.4.3.1.5 The Contractors shall archive all JFRP documents, data, and memos for future reference and maintaining their visibility in the capability portfolios.

6.4.4.1.7 This task requires Top Secret-SCI security clearance.

6.4.3.2 CAPABILITY PORTFOLIO MANAGEMENT AND FUNCTIONAL CAPABILITY BOARD ANALYST The Contractor shall provide the primary analytical capability to execute the CPM process and the analytic support required by FCBs to execute the JFRP for all tasks related to Joint Force Design, Joint Capability Integration, and analysis of Combatant Command Requirements. The contractor shall provide a team of five analysts, including one Lead CPM/FCB analyst to lead the FCB’s analytic efforts. The team is responsible for performing continuous, detailed analyses and comprehensive reviews of their portfolios to provide data-driven, resource aware recommendations to senior leaders. Duties include:

6.4.3.2.1 Regarding Analysis and Assessment, the Contractor shall:

· Conduct detailed analysis to support the decomposition of Joint Operational Problems (JOPs) and Concept Required Capabilities (CRCs) into specific mission tasks.

· Perform gap analysis by comparing required capabilities against the current inventory to identify gaps, excesses, and associated operational risks.

· Conduct a health and inventory assessment of all solutions within the portfolio, analyzing programmatic data (cost, schedule, performance) and sustainment risks.

· Identify and assess potential material and non-materiel solutions to close capability gaps, including analyses of alternatives based on large, complex data sets from the Services and other components.

· Assess technical feasibility, technology readiness, acquisition risk, and affordability of potential solutions.

· Identify and assess warfighting dependencies and opportunities to eliminate unwarranted duplication.

· Perform gap analysis of Joint Force Development and Design activities comparing current and future forces against all applicable strategies, concepts, and Service Force Designs to identify gaps, excesses, associated operational risks and provide trade-space recommendations.

6.4.3.2.2 Regarding Decision Support, The Contractor shall:

· Conduct trade-space analyses that balance operational risk, acquisition feasibility, and affordability.

· Develop prioritized, data-driven recommendations for senior leaders to accept risk, modify existing solutions, or establish requirements for new programs.

· Prepare and deliver executive-level briefings, information papers, and detailed reports that clearly articulate the team’s findings and recommendations.

· Update and maintain capability portfolio roadmaps based on JROC decisions.

6.4.3.2.3 The Lead CPMR Analyst shall:

· Lead and guide the CPMR/FCB analyst team in all analytical tasks.

· Serve as the team's primary point of contact with the FCB leadership and the JCD CPMR Coordinator.

· Ensure the quality, rigor, and timeliness of all analytical products.

· Assign and manage tasks within the team to effectively meet all deadlines.

6.4.3.2.4 This task requires Top Secret-SCI security clearance with the ability to be granted access to Special Access Programs at the discretion of the government.

6.4.4 JCD CAPABILITY GAP ASSESSMENT ANALYST The Contractor shall provide analytical support for the annual Capability Gap Assessment (CGA) process. The CGA process is the framework for the collection, consolidation, assessment, and prioritization of capability gaps identified by the Combatant Commands (CCMDs).

In all cases, analyses shall be conducted independently within the Joint Staff or collaboratively with external participants and often under very tight suspense. These analyses shall include current year, future year, and contingency plan warfighting, capability, capacity and/or programmatic analyses supporting USC Title X § 153, 163, 167, and 181 Chairman Functions. Contractor personnel shall perform tasked analyses with the ability to execute a minimum of one annual analysis in multiple operating areas and/or execution timeframes with simultaneous supporting efforts. JCD is the process owner for the Capability Gap Assessment and is responsible for collecting, collating and maintaining the CCMD Integrated Priority List (IPLs) and maintaining accountability of actions and activities related to the CGA. This includes close coordination between the CCMDs, the FCBs and intra and inter-agency partners within the military departments and the Joint Staff to collect, review, assess, update and monitor for completion and gap mitigation.

6.4.4.1 The Contractor shall manage the annual CGA process, which includes facilitating the submission and collection of CCMD Integrated Priority Lists (IPLs).

6.4.5.2 The Contractor shall coordinate with CCMDs and Functional Capability Boards (FCBs) to ensure submitted capability gaps are properly documented and aligned to the correct capability portfolio for assessment.

6.4.5.3 The Contractor shall collect, organize, and maintain the repository of ongoing mitigation efforts from across the Department for each identified capability gap, ensuring visibility in designated decision support tools.

6.4.5.4 The Contractor shall perform assessments of CGA products to support key strategic documents, including the Chairman’s Program Recommendation (CPR) and the Chairman’s Risk Assessment (CRA).

6.4.5.5 The Contractor shall provide quantitative and qualitative analysis, including risk evaluation, to support the prioritization of CCMD capability gaps, applying decision-aid methodologies to underpin the assessment of results.

6.4.5.6 The Contractor shall develop and present executive-level products, briefings, and reports for the JROC related to the findings and outcomes of the annual CGA.

6.4.5.7 The Contractor shall participate in daily, weekly, and monthly meetings where data exchanges are discussed and provide regular follow-up briefings to leadership.

6.4.5.8 This task requires Top Secret-SCI security clearance.

7.0 TASK PLANNING AND REPORTING REQUIREMENTS

For each independent tasked analysis, the Contractor shall provide initial, interim reviews and draft and final reports to the TA to align methods, timing and performance requirements.

7.1 INITIAL TASK ASSIGNMENT REVIEW: The Contractor shall provide an initial task assignment review (ITAR) to the TA within 15 days after each study assignment. A key element of the initial review shall be a study plan, methodology, tools and timelines to fully support the intended use/purpose of the study as defined by the Government. The desired format is PowerPoint presentation (unless otherwise specified); presentation will be briefed at ITAR meeting; and filed as appropriate for archival.

7.2 INTERIM/IN-PROGRESS REVIEWS: The Contractor shall provide Interim/in-progress reviews to the TA on a weekly basis, providing status of suspense, issues, and any modifications needed to models, software, or equipment (or the development of workarounds where these models and tools are not suitable to the task). The desired format is PowerPoint presentation (unless otherwise specified); presentation shall be briefed at Division meetings and filed for archival.

7.3 FINAL REPORT ANNEX(ES): The Contractor shall provide an annex for each line of effort undertaken as part of the campaign analysis. The final report annex for each line of effort shall be presented to the TA for approval within 15 days of completion of each effort. The annex(es) represents all analyses conducted by the Contractor (e.g., computer-generated spreadsheets, graphics, and/or automated reports). The final report annex(es) shall document the deliverables, files locations, and software/database versions. The desired format is PowerPoint presentation (unless otherwise specified). The Final Report presentation shall be delivered to TA for final acceptance and filed for archival.

7.4 REPORTING

7.4.1 The Contractor shall maintain an active file of all contract deliverables in one location accessible to the COR and TA for surveillance purposes.

7.4.2 The Contractor shall maintain and support the maintenance of accurate files of documentation, records, and reports in accordance with CJCSM 5760.01A VOL 1 (Joint Staff and Combatant Command Records Management Manual: Volume 1 Procedures) and CJCSM 5760.01A, VOL II (Joint Staff and Combatant Command Records Management Manual: Volume II – Disposition Schedule).

8.0 ON-BOARDING AND OFF-BOARDING

8.1 Subject to Government review and control, the Contractor shall develop an In-processing Procedures for all covered contracted personnel, documented in a Standard Operating Procedure, provided to the COR within 10 days after contract award.

8.2 The In-processing SOP shall include:

§ The procedure the Contractor shall use for completing the Pre-Arrival Requirements Checklist form provided by the Government.

§ The procedure the Contractor shall use for getting new employees to complete the Cyber Awareness training; complete the SAAR Form for Network Access (both SIPR and NIPR); sign the JSP/AUP User Agreement; sign the required NATO Briefing form; sign the Non-Disclosure Agreement and, any other initial requirements for in processing.

§ The procedure the Contractor shall use for checking in new contracted employees on their first day of work at the Pentagon.

§ The procedure the Contractor shall use for completing the Joint Staff Contractor in-processing Checklist for each new employee.

§ Any other in-processing procedures the Contractor deems necessary for new employees.

9.0 DELIVERABLES

10.0 TRAVEL

All travel required for tasks assigned under this contract shall be conducted in accordance with rules set forth for temporary duty travel in FAR 31.205-46, “Travel Costs and the Joint Travel Regulations (JTR)” and shall be pre-approved by the COR. Travel performed for personal convenience and daily travel to and from work at contractor’s facility (including parking) will not be reimbursed.

10.1 The Contractor shall provide estimated annual travel requirement by Location / Duration / Number of Trips / Number of Persons.

10.2 The Contractor shall be required to travel as specified in each individual task. The number of trips and types of personnel traveling shall be limited to the minimum required to accomplish work requirements and shall be coordinated with the COR.

10.3 Costs for transportation shall be based upon mileage rates, actual costs incurred, or a combination thereof, provided the method used results in a reasonable charge. Travel costs will be considered reasonable and allowable only to the extent that they do not exceed, on a daily basis, the maximum per diem rates in effect at the time of the trip. The Joint Travel Regulations (JTR), while not wholly applicable to contractors, shall provide the basis for the determination as to reasonable and allowable. Maximum use is to be made of the lowest available customary standard coach or equivalent airfare accommodation available during normal business hours. Using Government funds to pay for premium travel (including first and business class) is not allowable unless specifically authorized. Exceptions for the use of premium travel shall be approved in writing by COR prior to travel.

10.4 Prior to incurring necessary travel meeting the above requirements, the contractor shall submit a travel request for advance review…