DRAFT Strategic Planning Support SOW 05-12-26.pdf

ARP HQ Strategic Planning Support Statement of Work

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1. Introduction The Office of Airports (ARP) has the responsibility to provide leadership to airport owners and operators (as well as other key stakeholders) to ensure that U.S. airports are as safe and efficient as possible. ARP’s goal is to optimize the safety, security, capacity, efficiency, economic and environmental sustainability and fiscal responsibility of airports, with due consideration of state and local government priorities as well as the rights of private landowners and commercial stakeholders.

ARP must take a proactive and forward-looking role, meeting the needs of the U.S. airports ecosystem now and into the future. ARP must review the current work streams, evaluate the workforce and determine specific organizational goals and initiatives that will not only meet the needs of today but ARP of the future. A well-documented three-year strategic plan will establish five pillars of focus and provide actionable goals and initiative focused on: safety, people, regulatory reform, operational excellence and airport evolution. The development of an ARP three-year strategic plan will determine key performance indicators for the organizational growth and evolution connecting to the 2026 FAA Flight Plan and the DOT Administration Priorities, bringing together a shared vision for ARP.

ARP requires experienced contractor support who has demonstrated focus and skill in driving organizational transformation and applying industry-leading tools, methodologies, and best practices across the government.

The contractor must provide all necessary personnel and services to support ARP in developing, documenting and communicating a three-year ARP strategic plan while providing customized activities for team development focused on transforming ARP to not only be successful in optimizing safety and efficiency at airports today but airports into the future across the U.S.

1.1 Background

ARP keeps the nation’s airports running safely and efficiently, while balancing the demands of industry and rapidly evolving technologies. ARP has a clearly defined safety mission that requires the organization to have the workforce, tools and strategies to accomplish its mission. As we address the tactical day-to-day operation, we need to be forward looking and strategic in the goals that are established. A well-documented three-year strategic plan provides the ARP workforce with the tools and resources to conduct inspections and set safety standards, manage issuance of grants and managing passenger fees, researching, and developing advisory circulars to provide guidance to the industry and the ARP workforce.

1.2 Scope of Work

The scope of this Statement of Work (SOW) includes core services such as:

Task 1 – Program Management Support

Task 2 – Strategic Optimization

Task 3 – Ideation

Task 4 – Facilitation

Task 5 – Vision and Strategic Plan Development & Communication

2. References The Contractor must ensure all work is in full compliance with regulations expressed in the following procedures, orders, and programs unless otherwise directed by the Contracting Officer’s Representative (COR):

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FAA Acquisition Management Policy:

http://fast.faa.gov/AMP_TOC.cfm

FAA Acquisition Toolset:

http://fast.faa.gov/

ID Badge Online Application:

https://my.faa.gov/org/linebusiness/ash/programs/id_badge.html

Personnel Security Program:

https://www.faa.gov/regulations_policies/orders_notices/index.cfm/go/document.info rmation/documentID/1040448 http://www.faa.gov/regulations_policies/orders_notices/index.cfm/go/document.list/p arent TopicID/184

Forms:

https://www.faa.gov/forms/ https://www.faa.gov/forms/index.cfm/go/document.information/documentID/104102

FAA Information Security and Privacy:

https://www.faa.gov/regulations_policies/orders_notices/index.cfm/go/document.info rmation/documentID/1040976

3. Task Requirements The Contractor must conduct the tasks described in the following sections.

3.1 Task 1 – Program Management Support (FFP for all subtasks)

3.1.1 Task Order Management

The Contractor must provide program management support to perform identified tasks efficiently, accurately, on time, and in compliance with the requirements. The Contractor must participate as a member of a Government-led team when directed the COR. The Contractor must participate in a Kick-Off meeting between the Federal Aviation Administration (FAA), COR, and Contractor to review SOW requirements and to understand work scope and deliverables. The Contractor must provide meeting minutes within two (2) business days following the meeting.

3.1.2 Project Management Plan

The Contractor must prepare and maintain a Project Management Plan (PMP). The FAA will use the PMP to assess the adequacy of the resources proposed and managed by the Contractor to accomplish the requirements of the SOW. The Contractor must provide a PMP to include each task of this SOW as follows:

• Description of the planned schedule to include all milestones and deliverables;

• Identification of each process step required for completing the work;

• Period of time needed to accomplish each step;

• Description of the staffing resources allocated to each task, i.e., staffing plan; and

• Rationale for the project organization, staff utilization, and other resource allocations.

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The Contractor must submit the initial PMP within five (5) business days after Task Order award. The Contractor must keep the PMP current and resubmit the PMP for COR approval within five (5) business days whenever any proposed changes that result in a schedule impact of more than ten (10) business days.

3.1.3 Monthly Status Reports

The Contractor must provide Monthly Status Reports (MSRs) based on the deliverables identified in this SOW.

The Contractor must provide an MSR that documents the activities of the previous month and identifies planned activities for the following month. The Contractor must deliver the reports to the COR, and the reports must include, at a minimum, the following information:

• Overview of work completed, work in progress, and work planned for each task;

• Hours expended by task, labor category, and personnel;

• Status of individual deliverables;

• Identification of risk areas with recommended remedial actions;

• Status of all outstanding risks identified in previous MSRs; and

• Any additional information pertinent to the Government in administering the performance of this effort or when directed by the COR.

3.1.4 Quality Control Plan

The Contractor must develop and maintain a Quality Control Plan (QCP) to provide the requirements specified in this SOW. The QCP must align with the FAA’s Quality Assurance Surveillance Plan (QASP), which the FAA will use to monitor Contractor performance. The COR will review and approve the QCP, which must include the following:

• Identify the standards that are applicable to this effort;

• Include procedures for complying with those standards;

• Identify metrics and techniques for measuring quality and performance;

• Include an approach for eliminating the causes of unsatisfactory performance, i.e., procedures to identify, prevent, and ensure non-recurrence of defective services; and

• Address Task Order and SOW task level performance for applicable tasks.

The Contractor must perform Quality Assurance (QA) functions in accordance with the approved QCP. The Contractor must review and update the approved QCP upon any changes to the Task Order (e.g., additional duties, staffing changes, new quality assurance measures) or when directed by the COR. The Contractor must submit QCP updates to the COR within 15 business days of the FAA’s request.

3.1.5 Monthly Financial Reports

The Contractor must provide Monthly Financial Reports (MFRs). Each MFR must include the following for each Task:

• Contract Line Item Numbers (CLINs) used during month;

• Cost/hours funded or apportioned by CLIN;

• Cost/hours used by CLIN;

• Projected date when 75% of funds are spent;

• Projected date when funds are exhausted;

• Funds/hours remaining by CLIN;

• Other direct costs (ODCs) estimated, used, and remaining by month; and

• Summary of expenditures by resource and labor category for the monthly reporting period, as well as cumulative year-to-date totals for the performance period.

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3.1.6 Program Management Review

The Contractor must meet monthly with the PMO and COR for a Program Management Review (PMR) at a mutually agreed upon location when directed by the COR. The PMR must include discussion of the following:

• Contract/Task Order Information;

• Financial Summary;

• Task Order Staffing Summary;

• Performance Summary;

• Accomplishments;

• Action Item Summary; and

• Subcontractor Status, if any.

The Contractor must provide all PMR materials at least five (5) business days prior to the scheduled meeting.

The Contractor must prepare and deliver PMR minutes including action items, issues, resolutions or specific FAA instructions no later than five (5) business days after the meeting.

3.1.7 Schedules

The Contractor must provide a project schedule that aligns with the PMP per Section 3.1.2 and includes the following:

• Key milestones depicted at both the program and task level;

• Task level resource requirements; and

• Program and Task level end results/deliverables that the Contractor must produce.

3.1.8 Task Order Transition-In and Transition-Out Support

3.1.8.1 Transition-In Plan and Period

The first 30 business days from date of Task Order award constitute the Transition-In Period. To ensure a smooth transition in the change of work effort from the current contract, the Contractor must provide support during this time and submit a Transition-In Plan for COR approval within ten (10) business days after Task Order award that describes actions necessary for a successful transition of operational responsibilities to the Contractor. The Contractor must use this time to implement operating procedures described in the Transition-In Plan. The Contractor must be allowed access to facilities to familiarize the Contractor’s supervisors, key personnel, and staff with equipment, reporting, work scheduling, and procedures. The COR will arrange for access to Government facilities. The Contractor personnel must observe the performance of services defined within this Task Order during the Transition-In period. However, the Contractor’s actions to staff personnel and established procedures must not interrupt services at any time during this period.

The Contractor must prepare and deliver a Transition-In Plan that includes:

• A transition Work Breakdown Structure (WBS);

• Recommendations for work observance accomplished by current employees;

• A schedule that details time to complete all staffing requirements, including new hiring of personnel;

security clearances, if required; training requirements and identification of training, if necessary, of Contractor employees; completion of the development of work plans and procedures; and QCP/procedure updates; and

• Identification of personnel available during the Transition-In period.

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3.1.8.2 Transition-In Execution

The Contractor must use this time to implement operating procedures described in the Transition-In Plan. The Contractor must be allowed access to facilities to familiarize the Contractor’s supervisors, key personnel, and staff with equipment, reporting, work scheduling, and procedures. The COR will arrange for access to FAA facilities. Contractor personnel must observe the performance of services defined within this Task Order during the Transition-In period. However, the Contractor’s actions to staff personnel and established procedures must not interrupt services at any time during this period.

3.1.8.3 Transition-Out Plan and Period

The last 90 calendar days of the Task Order will constitute the Transition-Out Period and the Contractor must submit a Transition-Out Plan for Government approval that addresses the plans and procedures necessary to ensure continuity of operations to the successor. The Contractor must make available all Contractor equipment, material, and services required for the continued performance of the service. The Government reserves the right to assume, by negotiation, the possession of all facilities, equipment, material, and services necessary to provide and maintain operations. The negotiation of the transfer of all property for use by the Government after Task Order completion will take place during the Transition-Out Period.

During the Transition-Out period, personnel of the incoming workforce may observe operations and performance methods of the Contractor. This will allow for orderly turnover of facilities, equipment, and records and will help to ensure continuity of operations. The Contractor must not defer any requirements for the purpose of avoiding responsibility or transfer such responsibility to the successor before the end of the last performance period. The Contractor must fully cooperate with the successor and the Government during the Transition-Out period.

3.1.8.4 Transition-Out Execution

The Contractor must execute the Transition-Out in accordance with the Transition-Out Plan. The Contractor must not disrupt or adversely impact the provision of services and must achieve a smooth and orderly transfer of responsibility to the successor.

Approximately 15 business days prior to the Task Order’s end date, the Contractor must provide the following to the COR:

• All documentation as of the most recent revision;

• Final financial report;

• Final status report including a projection of activities for the remainder of the Task Order;

• Transition-Out Inventory Report; and

• Participate in a closeout meeting with the FAA (details and participants determined by the COR).

The Contractor must return all FAA security badges to the COR by closeout of the Task Order.

3.2 Task 2 – Strategic Optimization

The purpose of this Statement of Work (SOW) is to engage a highly qualified vendor to provide executive-level strategic planning support to design, develop, operationalize, and communicate a comprehensive ARP three-year Strategic Plan. The vendor must ensure that the strategic plan independently aligns with the FAA’s mission and Flight Plan goals to strengthen our foundation of safety, modernize the National Airspace System (NAS), and invest in the people who make the FAA the global standard of aviation. ARP is an integral line of business within the FAA that will help shape and influence the FAA focused on safety, people, regulatory reform, operational excellence and airport evolution. This strategic optimization of the ARP organization and the

Page | 6 development of a robust strategic plan that will foster internal buy-in through a robust change management framework. The vendor must facilitate monthly and quarterly leadership sessions that strengthen organizational strategic planning and execution. These sessions must align with the agency’s mission, strategic priorities, and performance goals.

The objective is to equip senior leaders and managers with actionable insights, structured planning tools, and practical strategies grounded in real-world experience to effectively address organizational goals, operational challenges, and leadership transitions. The vendor is expected to perform the following tasks:

• Facilitate strengthened alignment between leadership activities and agency strategic goals;

• Develop clear, actionable plans with measurable objectives;

• Advise on approaches and strategies that increase accountability priorities for strategic execution;

• Recommend enhanced collaboration and communication among leadership;

• Assess change impacts and develop mitigation strategies;

• Apply methodical approach to identify and document rationale for potential processes for implementation.

Task 2.1 Monthly Executive Discovery & Alignment Audit The vendor must facilitate interactive sessions focused on: 1) Strategic alignment with agency goals and objectives, 2) Progress tracking and discussions around key performance indicators, 3) Emerging challenges and operational, and barriers, and 4) Leadership decision-making and accountability

• Direct Consultation: 1-on-1 sessions with the Office of the Associate Administrator for Airports to capture vision and priorities.

• Independent Documentary Audit: Analysis of FAA strategic plans and requirements as well as ARP priorities against established organizational goals.

• Gap Analysis: Identify "alignment gaps" between the ARP’s objectives and the FAAs priorities.

Task 2.2 Quarterly Strategic Planning Sessions The vendor must design and lead in-depth sessions to:

• Direct Consultation: Review and refine strategic priorities

• Independent Documentary Audit: Assess organizational performance against established goals

• Gap Analysis: Identify risks, opportunities, and necessary course corrections. Support planning for upcoming quarters. Guide leadership through structured strategic planning exercises. Facilitate alignment across departments and leadership levels

3.3 Task 3 – Ideation Support

The purpose of this ideation work is to support ARPs strategic planning efforts by fostering a structured, collaborative environment in which the ARP Senior Leadership team can generate, evaluate, and refine innovative solutions aligned with goals and priorities. The vendor will facilitate ideation sessions designed to surface critical challenges, identify emerging opportunities, and develop actionable concepts grounded in real-world experience and best practices. Using proven methodologies and guided engagement, this work will enable leadership to translate ideas into practical strategies and initiatives that advance the ARP five pillars of safety, people, regulatory reform, operational excellence and airport evolution.

• Facilitate workshops to define Mission, Vision, and Strategic Pillars,

• Design and implement ideation frameworks and methodologies (e.g., brainstorming, design thinking, scenario planning) to support creative problem-solving and strategic innovation, Page | 7

• Engage senior leaders in identifying key challenges, opportunities, and areas for organizational improvement or transformation,

• Guide participants in refining and prioritizing ideas based on feasibility, impact, and alignment with agency priorities.

• Translate ideation outputs into actionable concepts, including preliminary strategies, initiatives, or pilot projects,

• Provide real-world insights, case examples, and best practices to inform and strengthen the ideation process,

• Deliver documentation summarizing ideation outcomes, including recommended actions, next steps, and alignment to strategic goals,

• Produce a Strategic Plan framework based on direct feedback ARP Senior Leadership,

• Develop a comprehensive rollout strategy that explains the why behind the strategic plan and direction to all staff levels.

• Create "talking points," town hall presentations, and FAQ documents,

• Design mechanisms (e.g., pulse surveys or suggestion boxes) to capture staff sentiment and identify potential resistance early

• Define a tactical 24-month execution schedule.

3.4 Task 4 – Facilitation

The vendor must provide customized facilitation support focused on: 1) Strategic initiatives, 2) Operational Priorities, 3) Preparation and Alignment with DOT and FAA, and 4) Business continuity planning.

The vendor must participate in eight senior leadership check-ins to obtain ARP insights, to aid in the development of a leadership workshop to facilitate the meetings. ARP will provide the contractor a copy of the FAA 2026 Flight Plan and the draft ARP Strategic Plan to review as a baseline for these discussions.

• Develop and draft a detailed plan to support the facilitation and creation of,

• Ensure timely facilitation and alignment of all the speakers and contributors,

• Develop: 1) Pre-work for participants to complete prior to the meeting, 2) The draft for an opening icebreaker event and 3) Breakout sessions to align with each day’s topics. An agenda, topics and strategic plan initiatives will be provided to the contractor,

• Collaborate with the leadership team to clearly define the objectives and desired outcomes of the meetings,

• Design a detailed agenda that aligns with the objectives, balancing time for presentations, discussions, and interactive activities,

• Plan facilitation techniques and processes that encourage participation, critical thinking, and productive dialogue, tailored to the group’s dynamics and goals,

• Manage logistical aspects such as venue selection, technology setup, materials preparation, and any other support needed for a smooth event,

• Foster an inclusive and respectful environment where all participants feel comfortable sharing their perspectives,

• Keep the session on track by managing time effectively, ensuring discussions remain focused and productive,

• Practice active listening to understand and synthesize key points, ensuring that all voices are heard and acknowledged,

• Use techniques to encourage contributions from all participants, especially those who may be less inclined to speak up,

• Document key insights, decisions, and action items during the session for follow-up and accountability, Page | 8

• Implement a process for gathering feedback from participants to improve future sessions,

• Ensure that action items and decisions are communicated effectively post-session, and follow up on progress as necessary.

3.5 Task 5 – Vision and Strategic Plan Development & Communication The vendor shall analyze the core mission of ARP through the ideation and facilitation tasks to develop a three year strategic plan for ARP focused on the five pillars of safety, people, regulatory reform, operational efficiency and airport evolution to set the strategic direction for ARP ensuring safety and efficient airports today and in the future. The vendor should provide a three-year strategic plan with initiatives, key performance indicators and measurements of success to ensure ARP is moving forward with the mission and vision of today and the future emerging of new entrants and other changes to the airport ecosystem.

• Completion of a three-year strategic plan and communication strategize to ensure all ARP employees see the work they do every day is supporting the five pillars of: safety, people, regulatory reform, operational efficiency and airport evolution.

• Customized leadership development activities to include but not limited to coaching, team development and communications enhancement.

• Develop a mechanism for ARP to track key performance indicators regularly and facilitate and a yearly review of the strategic plan to communicate accomplishments within ARP and with other stakeholders.

• Yearly, refresh through ideation and facilitation of the three-year strategic plan.

4. End Results/Deliverables This section describes 1) the products and tangible end results that are expected from each task contained in the previous section, 2) the date each deliverable is due, and 3) the Government acceptance criteria. The Contractor must verify that all submitted deliverables conform to applicable FAA policies, standards, and guidelines as listed in Section 2 of this SOW and any specific formatting requirements when directed by the COR.

The Contractor must incorporate all deliverables into the PMP for tracking and reporting purposes.

The Contractor must obtain the COR’s approval in writing on all deliverables.

All days are business days unless otherwise specified. The Government will conduct an initial review of each deliverable in accordance with the “Initial Review” terms listed in the Acceptance Criteria section below. The definitions for the terms are as follows:

a. Technical Performance Execution (TPE): Task activities performed with little to no re-work/re-performance required.

b. Schedule Compliance (SC): Contractor provides deliverables on due dates and meets project milestones or schedules.

c. Deliverable Quality (DQ): Deliverables are complete, accurate and compliant with task requirements.

d. Cost Control (CC): Successful delivery of task requirements within originally specified estimated cost.

The following provisions and the applicable SOW Section(s) (as listed in the Acceptance Criteria for each deliverable in the table below) govern the FAA’s final acceptance of each deliverable:

AMS Clause 3.10.4-4 Inspection of Services -Both fixed price & Cost Reimbursement (April 1996)

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AMS Clause 3.10.4-5 Inspection - Time and Material and Labor Hour (April 1996)

Task End Result / Deliverable

Due Date

Format Acceptance Criteria

1 Kick Off Meeting Minutes

Within 2 days after Kick Off Meeting

Microsoft Office Suite

Initial Review: SC, DQ

Kick Off Meeting Minutes capture all relevant topics discussed and summarize contractor’s understanding of work scope and SOW requirements. Contractor format acceptable, meets COR approval of content, and is prepared in accordance with SOW Section 3.1.1.

1 Project Management Plan (PMP)

5 days after Task Order start;

Updates within 5 days whenever any proposed changes are expected to result in a schedule impact of more than 10 days

Microsoft Office Suite

Initial Review: SC, DQ

The PMP is accurate, complete, submitted on time in the COR approved format and is prepared in accordance with SOW Section 3.1.2.

1 Monthly Status Reports (MSRs)

10th day of 1st full month following Task Order start;

Every 10th day of each month thereafter

Microsoft Office Suite

Initial Review: SC, DQ

The MSRs are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with SOW Section 3.1.3.

1 Quality Control Plan

(QCP)

10 days after Task Order start;

Updates within 15 days of COR request or change to Task Order

Microsoft Office Suite

Initial Review: SC, DQ

The QCP is accurate, complete, submitted on time in the COR approved format and is prepared in accordance with SOW Section 3.1.4.

1 Monthly Financial Reports (MFRs)

10th day of 1st full month following Task Order start;

Every 10th day of each month thereafter

Microsoft Office Suite

Initial Review: SC, DQ

The MFRs are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with SOW Section 3.1.5.

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Deliverable

Due Date

Format Acceptance Criteria

1 Program Management Review

(PMR)

Documentation

5 days prior to the

PMR

Microsoft Office Suite

Initial Review: SC, DQ

PMR Documentation is accurate, complete, submitted on time in the COR approved format and is prepared in accordance with SOW Section 3.1.6.

1 PMR Minutes Within 5 days after each PMR

Microsoft Office Suite

Initial Review: SC, DQ

PMR Minutes are accurate, complete, submitted on time in the COR approved format and are prepared in accordance with SOW Section 3.1.6.

1 Project Schedule 30 days from Task Order start;

Updates every 10th day of the month following initial submission

Microsoft Office Suite

Initial Review: SC, DQ

The Project Schedules are accurate, complete, submitted on time in the COR approved format and is prepared in accordance with SOW Section 3.1.7.

1 Transition-In Plan 10 days from Task Order award

Microsoft Office Suite

Initial Review: SC, DQ

The Transition-In Plan establishes the staffing and all other actions necessary to assume operational responsibility on the first day of the Task period of performance. The Plan includes a WBS, staffing details, and transition-in schedule depicting Transition-In milestones. The Plan meets COR approval of content and is prepared in accordance with SOW Section 3.1.8.1.

1 Transition-Out Plan 90 calendar days before the end of the Task Order

Microsoft Office Suite

Initial Review: SC, DQ

The Transition-Out Plan includes a Transition-Out schedule, meets COR approval of content and is prepared in accordance with SOW Section 3.1.8.3.

2 Reports, Briefings, Agendas, Memorandums, Facilitation Briefings and Content

As determined in Technical Direction

Microsoft Office Suite

The ARP Documents and Content are accurate, complete, meet COR approval of content, and prepared in accordance with SOW Section 3.2.1.

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Due Date

Format Acceptance Criteria

2 Strategic plan blueprint and framework

As determined in Technical Direction

Microsoft Office Suite

The Recommendations for Improving ARP Processes, Guidelines, and Business Operations are accurate, complete, meet COR approval of content, and prepared in accordance with SOW Section 3.2.1.

2 Monthly session agendas, materials, facilitation. Session summaries, including key insights, decisions, and action items

As determined in Technical Direction

Microsoft Office Suite

The Administrative Documentation, SOPs, Office Files, and Business Related Artifacts are accurate, complete, meet COR approval of content, and prepared in accordance with SOW Section 3.2.1.

2 Quarterly strategic planning workshop design and facilitation framework. Session summaries, including key insights, decisions, and action items

Quarterly or as determined in Technical Direction

Microsoft Office Suite

Quarterly framework must be accurate, complete, prepared as required in the PWS Task. TC/COR approval required.

2 Quarterly reports outlining progress, risks, and recommendations

Quarterly or as determined in Technical Direction

Microsoft Office Suite

Quarterly reports must be accurate, complete, prepared as required in the PWS Task. TC/COR approval required.

2 Business Process Improvement Recommendations

As determined in Technical Direction

Microsoft Office Suite

The Business Process Improvement Recommendations must be accurate, complete, prepared as required in the PWS Task. TC/COR approval required.

2 Develop Executive Alignment Memo

As determined in Technical Direction

Microsoft Office Suite

The Executive Alignment Memo must be accurate, complete, prepared as required in the PWS Task. TC/COR approval required.

2 Internal Rollout Kit As determined in Technical Direction

Microsoft Office Suite

Develop rollout kit/strategy, comms plan, town hall decks, and "Leader Toolkit."

Must be accurate, complete, prepared as required in the PWS Task. TC/COR approval required.

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Due Date

Format Acceptance Criteria

2 Monthly Executive Discovery & Alignment Audit

As determined in Technical Direction

Microsoft Office Suite

Document strategic alignment goals, progress tracker, KPIs, accountability matrix, and gap analysis based on the sessions. Must be accurate, complete, prepared as required in the PWS Task.

TC/COR approval required.

2 Quarterly Strategic Planning Sessions

As determined in Technical Direction

Microsoft Office Suite

Document strategic alignment goals, progress tracker, KPIs, accountability matrix, and gap analysis based on the sessions. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task.

TC/COR approval required.

3 Workshops and briefing materials

As determined in Technical Direction

Microsoft Office Suite

Recommend, design and develop materials for defining Mission, Vision, and Strategic Pillars. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

3 Design and implement ideation framework

As determined in Technical Direction

Microsoft Office Suite

Generate, evaluate, and refine innovative solutions aligned with goals and priorities. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

3 Create and document organizational engagement findings

As determined in Technical Direction

Microsoft Office Suite

Facilitate and document ideation sessions findings designed to surface critical challenges, identify emerging opportunities, and develop actionable concepts grounded in real-world experience and best practices.

Submission must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

3 Develop tactical 24-month execution schedule

As determined in Technical Direction

Microsoft Office Suite

Tactical execution schedule must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

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Due Date

Format Acceptance Criteria

3 Develop talking points

As determined in Technical Direction

Microsoft Office Suite

Talking points must be accurate, complete, submitted on time and prepared as required in the PWS Task.

TC/COR approval required.

4 Two 30-minute check-ins with ARP senior leadership prior to the meeting

As determined in Technical Direction.

Microsoft Office Suite

Draft summary/insights document, develop the agenda content and team building opportunities. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

4 Director’s and All Manager’s Offsites:

Director’s and All Manager’s Offsites or as determined in Technical Direction

Microsoft Office Suite

Design and develop facilitation framework, handouts, icebreakers, pre-work, meetings and breakout sessions prior to the meeting to align with meeting topics. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task.

TC/COR approval required.

4 Director’s and All Manager’s Offsites:

Create exercises that foster creativity and improve critical thinking.

Director’s and All Manager’s Offsites or as determined in Technical Direction

Microsoft Office Suite

Create exercises that foster creativity and improve critical thinking. Documents must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

4 Director’s and All Manager’s Offsites:

Draft executive summaries for all sessions

Director’s and All Manager’s Offsites or as determined in Technical Direction

Microsoft Office Suite

Annual strategic plan refresh must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

4 Develop and deliver detailed final synthesis report or wrap-up document that consolidates the key outcomes, decisions, action items from all sessions, raw-flip chart notes as well as observations and considerations

Annually or as determined in Technical Direction

Microsoft Office Suite

Final Synthesis report or wrap-up document must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

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Due Date

Format Acceptance Criteria

5 Three-year strategic plan and communication strategize

As determined in Technical Direction

Microsoft Office Suite

Draft Plan must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

5 Develop a mechanism for ARP to track key performance indicators

As determined in Technical Direction

Microsoft Office Suite

Tracking mechanism must be accurate, complete, submitted on time and prepared as required in the PWS Task.

TC/COR approval required.

5 Yearly refresh of ideation and facilitation of the three-year strategic plan.

Annually or as determined in Technical Direction

Microsoft Office Suite

Annual strategic plan refresh must be accurate, complete, submitted on time and prepared as required in the PWS Task. TC/COR approval required.

5. Period of Performance The Period of Performance is one (1) base year and one (1) one-year option periods.

6. Place of Performance The Place of Performance is at the Contractor’s facilities, FAA Headquarters in Washington D.C, and FAA Regional Offices for leadership meetings.

7. Other Direct Costs (ODCs) The Contractor must comply with the contract clause for all ODCs, including travel for this award. All approved, non-local travel is cost reimbursable and the total cost must not to exceed the amount identified in SIR Attachment B.

8. Government Furnished Information (GFI)/Government Furnished Property (GFP) The Contractor is responsible and accountable for all Government property provided to the Contractor under this award. The Contractor must comply with associated Government property clauses and contract requirements, including submission of an annual GFP Report. Upon award expiration, the Contractor must return all GFI/GFP back to the Government. The Contractor must deliver all FAA property in accordance with this SOW or when requested by the COR.

The FAA will make GFP available for Contractor personnel requiring direct access to GFI and/or systems located behind the FAA’s network firewall. This includes FAA contractor PIV card, FAA contractor email address, and FAA laptop with appropriate software and hardware.

The Contractor must only use FAA approved laptops in the performance of work under this award.

9. Telework The Government will decide what work, if any, may be performed remotely, i.e., telework, by Contractor employees when determined to be in the best interest of the Government in meeting work requirements. The

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Contractor must define all remotely sited work or telework and submit in advance to the Contracting Officer and COR for approval.

10. Contract Type The contract type of this award is T&M/FFP. Before exercising an option period, the Government will review the requirement at that time and determine whether FFP or FFP/T&M hybrid is more feasible for the award.

The Contractor must perform services in accordance with the SOW and only to the level of funds obligated to the award (the Not-to-Exceed Ceiling Amount), in accordance with AMS Clause 3.3.1-39 Funding - Time-and- Materials and Labor-Hour Contracts.

The Government will incrementally fund this Task Order.

11. Referenced AMS Clauses In addition, the following AMS clause is hereby incorporated into this contract:

AMS Clause 3.6.4-23 Prohibition on Contracting for Certain Telecommunications and Video Surveillance Services or Equipment (January 2021)

This clause flows down to all subcontracts and other contractual documents.

3.2 Task 2 – Strategic Optimization