Draft USMC MCCLL M00264-21-R-0001 RFP.pdf

SEE ADDENDUM

(No Collect Calls)

M0026421R0001

b. TELEPHONE NUMBER

(703) 432-1918

8. OFFER DUE DATE/LOCAL TIME

5. SOLICITATION NUMBER 6. SOLICITATION ISSUE DATE

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

STANDARD FORM 1449 (REV. 2/2012)

Prescribed by GSA – FAR (48 CFR) 53.212

(TYPE OR PRINT)

(SIGNATURE OF CONTRACTING OFFICER)

ADDENDA ARE

26. TOTAL AWARD AMOUNT (For Gov t. Use Only )

23.

CODE 10. THIS ACQUISITION IS

SUCH ADDRESS IN OFFER

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT

BELOW IS CHECKED

TELEPHONE NO.

M002649. ISSUED BY

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a. UNLESS BLOCK

7. FOR SOLICITATION

INFORMATION CALL:

a. NAME

HUGHES, JOY K.

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE 4. ORDER NUMBER

(TYPE OR PRINT)

30b. NAME AND TITLE OF SIGNER 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a.UNITED STATES OF AMERICA

0 27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1. 52.212-4. FAR 52.212-3. 52.212-5 ARE ATTACHED.

25. ACCOUNTING AND APPROPRIATION DATA

1. REQUISITION NUMBER

20.

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED.

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, AND 30

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

ARE NOT ATTACHED

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA ARE ARE NOT ATTACHED

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

SET FORTH HEREIN, IS ACCEPTED AS TO ITEMS:

. YOUR OFFER ON SOLICITATION

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN

% FOR:SET ASIDE:UNRESTRICTED ORX

SMALL BUSINESS

17a.CONTRACTOR/ CODE FACILITY

OFFEROR CODE

MCINCR - RCO

2010 HENDERSON RD

HUGHES, JOY

QUANTICO VA 22134

18a. PAYMENT WILL BE MADE BY CODE

RATED ORDER UNDER

DPAS (15 CFR 700)

13a. THIS CONTRACT IS A

13b. RATING

CODE15. DELIVER TO CODE 16. ADMINISTERED BY

SEE SCHEDULE

12. DISCOUNT TERMS11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

14. METHOD OF SOLICITATION

RFQ IFB RFPX

(703) 784-1929FAX:

TEL: (703) 432-1918 SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

8(A)

HUBZONE SMALL

BUSINESS

SIZE STANDARD:

$16,500,000

NAICS:

541611

X

OFFER DATED

29. AWARD OF CONTRACT: REF.

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

EMAIL:

TEL:

31c. DATE SIGNED

SEE SCHEDULE

SCHEDULE OF SUPPLIES/ SERVICESITEM NO. QUANTITY UNIT UNIT PRICE AMOUNT

24.22.21.19.

WOMEN-OWNED SMALL BUSINESS (WOSB)

ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

32g. E-MAIL OF AUTHORIZED GOVERNMENT REPRESENTATIVE

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

(CONTINUED)

ACCEPTED, AND CONFORMS TO THE CONTRACT, EXCEPT AS NOTED: ______________________________________________________

32a. QUANTITY IN COLUMN 21 HAS BEEN

RECEIVED INSPECTED

32b. SIGNATURE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32c. DATE 32d. PRINTED NAME AND TITLE OF AUTHORIZED GOVERNMENT

REPRESENTATIVE

32e. MAILING ADDRESS OF AUTHORIZED GOVERNMENT REPRESENTATIVE 32f . TELEPHONE NUMBER OF AUTHORIZED GOVERNMENT REPRESENTATIVE

37. CHECK NUMBER

FINALPARTIALCOMPLETE

36. PAYMENT35. AMOUNT VERIFIED

CORRECT FOR

34. VOUCHER NUMBER

FINAL

33. SHIP NUMBER

PARTIAL

38. S/R ACCOUNT NUMBER 39. S/R VOUCHER NUMBER 40. PAID BY

41a. I CERTIFY THIS ACCOUNT IS CORRECT AND PROPER FOR PAYMENT 41b. SIGNATURE AND TITLE OF CERTIFYING OFFICER 41c. DATE

42a. RECEIVED BY (Print)

42b. RECEIVED AT (Location)

42c. DATE REC'D (YY/MM/DD) 42d. TOTAL CONTAINERS

STANDARD FORM 1449 (REV. 2/2012) BACK

Prescribed by GSA – FAR (48 CFR) 53.212

AUTHORIZED FOR LOCAL REPRODUCTION

PREVIOUS EDITION IS NOT USABLE

SEE SCHEDULE

20.

SCHEDULE OF SUPPLIES/ SERVICES

21.

QUANTITY UNIT

22. 23.

UNIT PRICE

24.

AMOUNT

19.

ITEM NO.

M0026421R0001

Section SF 1449 - CONTINUATION SHEET

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001 12 Months Program Support

FFP

FOB: Destination

PSC CD: R408

NET AMT

0002 12 Months Lessons Learned Program Support

FFP

0003 12 Months Lessons Learned Collection and Analysis

FFP

0004 12 Months Event Support

FFP

Travel and Ancillary Cost

COST

Base Period

ESTIMATED COST

0005AA Each CONUS Travel

COST

0005AB Each OCONUS Travel

COST

1001 12 Months Program Management & Planning

FFP

1002 12 Months Lessons Learned Program Support

FFP

1003 12 Months Lessons Learned Collection and Analysis

FFP

1004 12 Months Event Support

FFP

Travel & Ancillary Cost*

1005AA Each CONUS Travel

COST

1005AB Each OCONUS Travel

COST

2001 12 Months Program Management & Planning

FFP

2002 12 Months Lessons Learned Program Support

FFP

2003 12 Months Lessons Learned Collection and Analysis

FFP

2004 12 Months Event Support

FFP

Travel & Ancillary Cost*

Option Period 2

2005AA Each CONUS Travel

COST

2005AB Each OCONUS Travel

FFP

3001 12 Months Program Management & Planning

FFP

3002 12 Months Lessons Learned Program Support

FFP

3003 12 Months Lessons Learned Collection and Analysis

FFP

3004 12 Months Event Support

FFP

3005AA Each CONUS Travel

COST

3005AB Each OCONUS Travel

FFP

4001 12 Months Program Management & Planning

FFP

4002 12 Months Lessons Learned Program Support

FFP

4003 12 Months Lessons Learned Collection and Analysis

FFP

4004 12 Months Event Support

FFP

4005AA Each CONUS Travel

FFP

4005AB Each OCONUS Travel

FFP

PWS

Marine Corps Lessons Learned Program Support Performance Work Statement (PWS)

1. Background

1.1 Marine Corps Center for Lessons Learned (MCCLL) actively collects, analyzes, publishes and archives lessons learned materials to include observations, insights, lessons, trends, after action reports (AARs) and Marine Corps lessons learned reports. These efforts support training and planning for both exercises and operations, and the warfighting capability development process. MCCLL focuses on tactics, techniques and procedures of immediate importance to the Fleet Marine Forces (FMF) and identifying gaps and best practices, and recommending solutions across the doctrine, organization, training, materiel, leadership, personnel, facilities, and policy (DOTMLPF-P) spectrum.

1.2 MCCLL, a part of the Analysis and Assessments branch in the Policy and Standards Division of Training and Education Command (TECOM), requires contractor support to provide a full range of analytical and liaison support services in support of Marine Forces (MARFORS), Marine Expeditionary Forces (MEFs), and major subordinate commands (MSCs), Headquarters Marine Corps (HQMC) Programs Policies and Operations (PP&O), and Marine Air Ground Task Force Training Command (MAGTF TC).

1.3 Marine Corps Order 3504.1 The Marine Corps Lessons Learned Program (MCLLP) describes the program and assigns MCCLL the responsibility to be the single fusion center for the MCLLP and to rapidly adapt lessons into the Operating Forces and the Supporting Establishment while providing a relevant, responsive source for institutional knowledge with direct input to TECOM, Headquarters U.S. Marine Corps and joint lessons learned community to enable the Marine Corps to field combat-ready forces. Lessons learned program analyses and liaison services support at major commands throughout the Marine Corps has substantially improved the capability of the MCLLP.

For example, a program analyst at a Marine Corps Division is responsible for coordination with all the Marine Corps Division’s subordinate elements down to the regiment and battalion level. This includes lessons learned data collection efforts and liaison efforts at the Marine Forces (MARFOR) Marine Expeditionary Forces (MEF) and major subordinate command levels to provide support of the lessons learned and after action report processes, and assisting Marine Corps activities with preparations for operations and exercises.

1.4 The effectiveness of the MCLLP is measured by the lessons learned contributions provided from each Command that is assigned a lessons learned program analyst to include the percentage of units providing after action reports following major operations and exercises, the actionable recommendations, best practices and trends that result from formal lessons learned data collection initiatives and the transition of this information into actionable information for use by the FMF and to inform Marine Corps Headquarters processes. In order to be effective, program analyst must have the appropriate subject matter expertise in order to provide value added lessons learned input to the planning process for major operations and exercises, and monitor the major operations and exercises conducted by their assigned command for the purpose of facilitating the collection of post event after action reports.

1.5 The contractor team will be required to draw upon the guidance, policies, and procedures outlined in the following set of Department of Defense (DoD), joint and Service documents, processes, systems, and plans:

- Marine Corps Order (MCO) 3504.1, Marine Corps Lessons Learned Program (MCCLP)

- CJCSI 3150.25E, Joint Lessons Learned Program

- Marine Corps Center for Lesson Learned Standard Operation Procedures

- Marine Corps Service Campaign Plans

- Current and emerging Naval, Marine Corps and Joint concepts

2. Scope

2.1 This PWS describes the requirements, services, and expected outcomes for the contractor to perform professional analysis and liaison services, analysis of operations and exercises, trend analysis, report and periodical production, and records management related to the MCLLP.

2.2 The tasks outlined in this PWS will be performed on the Marine Corps Non-classified Internet Protocol Router Network (NIPRNet) and Marine Corps Secured Internet Protocol Router Network (SIPRNet). Information at the unclassified level up to and including Controlled Unclassified Item (CUI)1 level will be processed on the NIPRNET utilizing Marine Corps assigned email accounts (@usmc.mil), and information systems on the .mil domain.

Information at the classified level up to and including SECRET level will be processed on the SIPRNET utilizing Marine Corps assigned email accounts (e.g. @usmc.smil.mil) and information systems on the smil.mil domain.

The average level of effort for tasks performed either on the SIPRNET or NIPRNET is roughly two-thirds NIPRNET, and one-third SIPRNET, but will fluctuate depending on specific tasks assigned at any time.2.3 Primary tasks include ensuring: that units have the lessons learned, best practices, trends and tactics, techniques and procedures that they need to plan for scheduled exercises and operations, and contingency operations; that units provide after actions reports after major operations and exercises; that lessons learned program analysts perform the formal lessons learned data collections on the units within their purview; provide a full range of content analysis/trend analysis per the Marine Corps annual lessons learned collection campaign plan; provide trend

1 The term For Official Use Only (FOUO) has been replaced by Controlled Unclassified Item (CUI).

analysis of AARs; ; provide records/data management; and provides web portal (JLLIS) administration to support of the MCLLP as established in the Marine Corps annual lessons learned collection campaign plan.

2.3 The Contractor shall administer a sound, thoroughly planned, and documented program management approach to providing lessons learned analyses and liaison support, research and analysis support, editorial support, and records content management at designated Marine Corps commands.

3. General Requirements

3.1 The Contractor shall provide comprehensive capabilities to support mission accomplishment. Collectively, the Contractor shall provide support services across task areas identified in this PWS (see section 5 below).

3.2 Performance Management: The Contractor shall provide the necessary resources and infrastructure to manage and administer the performance of this requirement. The selection of teaming partners, subcontractors, facilities, and other business considerations is discretionary on the part of the Contractor. The Contractor shall establish processes and assign appropriate management and support resources to administer the resulting award and to interface with the Government's Contracting Officer Representative (COR). At all times, the prime Contractor shall be responsible for the actions of their teaming partners and subcontractors. The Government will not consider the roles of the award support staff as direct charge elements of performance.

3.3 Technical Performance Quality: The Contractor is responsible for providing the management and staff capable of handling the responsibilities of the PWS requirements execution and coordination of team resources. Task leads may be appointed from among team member; however the technical cognizance over performance remains with the prime Contractor. At all times the prime Contractor is responsible for all personnel resources, performance quality, and deliverables associated with the award.

3.4 Management Performance: The Contractor shall support all facets of technical performance with a sound management structure that ensures cost-effective support to MCCLL in the execution of its mission. Throughout the award performance, the Contractor is responsible for ensuring that assigned staff members are executing responsibilities in consonance with their quote response and associated quality standards. The Program Manager will coordinate all correspondence with the MCCLL COR.

3.5 Staffing Requirements: The Contractor shall be responsible for staffing, competency training, guidance, and supervision of qualified personnel performing under the resulting award. The Contractor shall accomplish the assigned work by employing and utilizing qualified personnel possessing an appropriate combination of education, training, and experience required to respond to the PWS criteria. No waivers will be proposed or considered. Staff initially assigned shall provide the benchmark for replacement staff qualifications and no dilution of such qualifications, or reduction in performance shall be incurred by the Government as a result of staff reassignment/departure.

3.6 Personnel and Training: The Contractor shall be responsible for employment, training, guidance, and supervision of qualified personnel performing under this award. The Contractor shall accomplish the assigned work by employing and utilizing qualified personnel possessing an appropriate combination of education, training, and experience to successfully accomplish this award. No waivers will be proposed or considered.

3.7 Government Interface: The Contractor shall establish and maintain the necessary interfaces with Government staff required to execute their program strategy. The Contracting Officer (KO) will assign a designated COR who will have cognizance over all tasks and execute responsibilities for technical oversight of performance, deliverables acceptance, invoiced certification, and coordination of follow-on work efforts. The Marine Corps Installation National Capital Region-Regional Contracting Office (MICNCR-RCO) will interface with the Prime Contractor representatives for payment and administration.

3.8 Place of Performance:

The place of performance will be at government site for support at the following locations:

• I Marine Expeditionary Force, Camp Pendleton, CA/ 1st Marine Division, Camp Pendleton CA

• 3d Marine Aircraft Wing, Miramar, CA / 1st Marine Logistics Group, Camp Pendleton, CA

• II Marine Expeditionary Force, Camp Lejeune, NC / 2d Marine Division, Camp Lejeune NC

• 2d Marine Aircraft Wing, Cherry Point, NC / 2d Marine Logistics Group, Camp Lejeune, NC

• III Marine Expeditionary Force/3d Marine Division Okinawa Japan1st Marine Aircraft Wing, Okinawa

Japan/ 3d Marine Logistics Group, Okinawa Japan.

• Marine Forces Pacific, Hawaii

• Marine Forces Reserve/4th Marine Aviation Wing, New Orleans, LA

• 4th Marine Division/4th Marine Logistics Group, New Orleans, LA

• HQMC Plans Policy and Operations, Arlington VA

• MCCLL, Quantico VA

In order to gain access to Government installations, registration in the Defense Biometric Identification System (DBIDS) must be completed as well as having possession of a valid form of identification. The DBID registration information and a list of valid forms of identification are found at:

https://dbids-global-enroll.dmdc.mil/preenrollui/#!/

3.9 Desks Available: The Government will provide the following desks for the contractor to execute the services on this requirement per place of performance:

Location Number of Desks Available

• I Marine Expeditionary Force, Camp

Pendleton, CA/ 1st Marine Division, Camp Pendleton CA

• 3d Marine Aircraft Wing, Miramar, CA / 1st Marine Logistics Group, Camp Pendleton, CA

• II Marine Expeditionary Force, Camp Lejeune, NC / 2d Marine Division, Camp Lejeune NC

• 2d Marine Aircraft Wing, Cherry Point, NC / 2d Marine Logistics Group, Camp Lejeune, NC

• III Marine Expeditionary Force/3d Marine Division Okinawa. Japan

• 1st Marine Aircraft Wing, Okinawa Japan/ 3d Marine Logistics Group, Okinawa Japan

• Marine Forces Pacific, Hawaii

• Marine Forces Reserve/4th Marine Aviation Wing, New Orleans, LA

• 4th Marine Division/4th Marine Logistics Group, New Orleans, LA

• Marine Corps Center for Lessons Learned, Quantico VA 8 https://dbids-global-enroll.dmdc.mil/preenrollui/#!/

3.10 Hours of Operations: The majority of the services shall be performed during the normal workings hours of 0730-1700 (local time), Monday through Friday with eight (8) hour workdays the expected norm.

3.11 Period of Performance: The period of performance for this requirement is one (1) twelve (12) months base period with four (4) twelve (12) months option periods and six (6) months option per FAR 52.217-8.

3.12 Travel: Government-directed travel will be reimbursed in accordance with (IAW) with FAR 31.205-46 (a) (2).

Any travel costs exceeding those allowed under Joint Travel Regulation will not be reimbursed. All reimbursable travel will be approved by the COR. Itemized receipts from travel must be maintained by the Contractor and submitted to the COR or contracting officer with each associated invoice upon request. Travel will be required to support the various events outlined in the PWS.

Costs shall be allowable only if the following information is documented and approved in advance: (i) Date and place (city, town, or other similar designation) of the expenses; (ii) Purpose of the trip; and (iii) Name of person on trip and that person’s title or relationship to the contractor. Only the Contractor’s actual substantiated costs shall be reimbursed. Receipts and any supporting documents shall be required to be submitted when. Costs incurred without authorization will not be reimbursed.

Local travel, defined as within 50 miles of individual’s worksite, will not be reimbursed. Travel shall be reconciled monthly and reported to the COR prior to invoicing.

3.13 Common Access Card (CAC) Issuance: Contractor employees performing on this contract will require Common Access Cards (CACs) in order to perform their job function. In accordance with Headquarters, United States Marine Corps issued guidance relative to Homeland Security Presidential Directive – 12 (HSPD-12), all personnel must meet eligibility criteria to be issued a CAC. In order to meet the eligibility criteria, all contractor employees must be accurately populated in the Joint Personnel Adjudication System (JPAS) under their respective CAGE Code. Each contractor employee’s JPAS record must also reflect a favorably adjudicated Personnel Security Investigation (PSI) or (at a minimum) that a PSI has been submitted and accepted (opened.). If a contractor employee’s open investigation closes and is not favorably adjudicated, the CAC must be immediately retrieved and revoked. Contractor CACs are issued with a “ctr.usmc.mil” e-mail account that the individual contractor is responsible to keep active by logging in on a regular basis (at least twice a month), sending an e-mail and clearing any unneeded e-mails. Contractors are prohibited from “auto-forwarding” their .mil e-mail account to their .com or any other e-mail account. Common Access Cards (CACs) will only be issued to those contractors supporting this contract that have been authorized by the COR. The COR will only authorize CACs for those contractors that meet current Homeland Security Presidential Directive – 12 (HSPD-12) criteria and have a definitive requirement. CACs are not issued for convenience.

3.14 Status of Forces Agreement (SOFA) and Synchronized Predeployment and Operational Tracker (SPOT): The Code of Federal Regulations mandates contractor accountability in contingency areas through the use of the Synchronized Predeployment and Operational Tracker (SPOT). The CFR covers a Title 10 requirement for common contractor databases. The Defense Federal Acquisition Regulation Supplement requires contractor companies to use SPOT and contractor personnel to have a SPOT-generated letter of authorization (LOA) signed by the government’s contracting officer in order to process through a deployment center or to travel to, from, or within the operational area. The LOA specifies authorizations or government support that contractor personnel are entitled to under the contract. (https://www.acq.osd.mil/log/ps/spot.html)

The applicable DFARS Clause includes:

1. DFARS Clause 252.225-7040- Contractor Personnel Supporting U.S. Armed Forces Deployed Outside the United States. (October 2015)

In accordance with the Status of Forces Agreement (SOFA), the Government will register the contractor into the Synchronized Predeployment and Operational Tracker (SPOT) system and obtain proper Letters of Authorizations https://www.acq.osd.mil/log/ps/spot.html

(LOA) when deemed necessary. The Prime is responsible for all subcontractors as subcontractors cannot register in the SPOT system.

Please refer to below website below and review for any updates.

https://www.mcipac.marines.mil/StaffandSections/SpecialStaff/OfficeoftheStaffJudgeAdvocate/InstallationLaw/SO FA/CONTRACTORS.aspx

3.15 Contractor’s Proposal Incorporation into Contract: The Contractor’s proposal is hereby incorporated into the contract. In the event of any conflict between the proposal, which is incorporated into the contract, and any other portion of the contract, the conflict shall be resolved in favor of the contractual terms that were provided in the Government's solicitation. Moreover, in the event that the contractor’s proposal exceeds any solicitation requirement it will become the minimum or threshold contract requirement.

4. Requirements The Contractor shall perform the following tasks in accordance with this PWS:

4.1. Task Area 1: PROGRAM MANAGEMENT & PLANNING

The Contractor shall provide project management and planning support by accomplishing the following tasks. The Contractor shall:

4.1.1 Provide Program Management to include the following tasks:

4.1.1.1 Management of the Contractor personnel.

4.1.1.2 Reviewing and delegating tasks assigned to the Contractor personnel.

4.1.1.3 Facilitating Government-Contractor communications, providing a primary and technical managerial interface between the contractor and the government.

4.1.1.4 Serving as the liaison between the Government and Contractor’s office to identify and resolve any problems, questions, or issues of concern that may exist or arise.

4.1.1.5 Meeting with the KO and/or COR as necessary to maintain satisfactory performance and to resolve other issues pertaining to Government/Contractor procedures. At these meetings, a mutual effort will be made to resolve any and all problems identified. The Contractor shall prepare and provide written minutes of these meetings to be signed by the COR, and submitted to the COR within two (2) workdays of the subject meeting.

4.1.1.6 Assist in providing other support to MCCLL as required, to support its overall mission, e.g. fast-response reports, facilitation of ad-hoc meetings, etc.

4.1.1.7 Compiling and providing monthly status reports. (DEL 0001).

4.1.2 Develop a Program Management Plan (PMP) that describes the proposed management approach and includes milestones, tasks, and subtasks required to accomplish the tasks detailed in this PWS. The PMP is used to plan, manage, track, and evaluate the contractor’s performance on the MCCLL Program. This plan includes a description of how the contractor will mitigate risk, and conduct program administration, transition, operations, and tracking.

(DEL 0002)

4.1.3 Maintain, refine, and revise the program collaboration site on MCCLL SharePoint knowledge management portal Battleboard (BB) site, as well as external locations when required. The contractor shall maintain a Document Library on the BB that preserves documentation history for the program to include:

- Overview documents

- Schedules, assignments and POC lists

- Training Exercise and Employment Plans (TEEP)

- Summaries and agendas for all meetings attended

- Support for collaborative editing/versioning of program documentation including annual lessons learned collection campaign documentation (proposals, plans, out briefs).

4.1.4 Provide a Work Breakdown Structure (WBS), in the form of a Microsoft Project-based Gantt chart that defines each of the tasks required to complete the work; identifies individual responsibilities; describes outputs, sets timelines for completion, includes Government-identified performance standards and all the major program deliverables. The WBS shall identify final completion dates, and progress milestones; break the scope into manageable activities; and assign responsibility to deliver and establish methods to structure the program scope into a form that improves visibility for management. (DEL 0003) https://www.mcipac.marines.mil/StaffandSections/SpecialStaff/OfficeoftheStaffJudgeAdvocate/InstallationLaw/SOFA/CONTRACTORS.aspx https://www.mcipac.marines.mil/StaffandSections/SpecialStaff/OfficeoftheStaffJudgeAdvocate/InstallationLaw/SOFA/CONTRACTORS.aspx

4.1.5 Staffing: Identify the types of skill sets and skill levels that will be provided and the strategies that will be used to ensure the right amount of the right skills will be available when needed. Explain the process to recruit and retain qualified staff. Explain how the contractor will acquire any qualified incumbent staff.

4.1.6 Be responsible for maintaining derivative classification certification, an annual requirement provided by the Marine Corps Combat Development Command Security Manager, to ensure that support personnel are properly trained and certified to mark, down to the individual paragraph level, all classified SECRET and unclassified Controlled Unclassified Information (CUI) materials developed as a result of this effort, in accordance with applicable clearance guides and Marine Corps directives.

4.2. Task Area 2: LESSONS LEARNED PROGRAM SUPPORT

The Contractor shall:

4.2.1 Implement and maintain lessons learned processes at each designated place of performance in adherence with MCO 3504.1, the MCCLP.

4.2.2 Review and submit lessons learned materials with proper classification and/or For Official Use Only (FOUO) markings prior to submission to MCCLL SharePoint knowledge management portal and JLLIS.

4.2.3 Maintain the MCCLL SharePoint knowledge management portal and Joint Lessons Learned Information (JLLIS) webpage content to include, but is not limited to, communities of practice, battle board records, binders, archived document libraries, and all other webpage content. Maintain MCCLL SharePoint knowledge management portal and JLLIS lessons learned web page content for topics within the cognizant of their designated command.

4.2.4 Submit Bi-weekly situational report for each designated command location per paragraph four. (DEL 0004).

Note: Bi-weekly is defined as every other week on an alternating schedule with the bi-weekly MCCLL operations synchronizations (Ops-Sync) conference call.

4.2.5 Catalogue and archive lessons learned records, documents, and other electronic data in both the classified (SECRET) and unclassified/FOUO MCCLL SharePoint knowledge management portal and/or JLLIS System as appropriate by receiving and reviewing lessons learned materials, to include but not limited to, unit after action reports, information briefs, standard operating procedures, etc. These records reviewed against an applicable classification guide to ensure proper classification level, and will be cataloged with appropriate tagging, such as unit, operation/exercise, classification, and other categories as appropriate in order to be retrieved effectively using MCCLL SharePoint knowledge management portal and/or JLLIS search functionality.

4.2.6. Develop the FOUO lessons learned new data rollups (a weekly compilation of new inputs to the MCCLL SharePoint knowledge management portal and/or JLLIS.

4.2.7 Provide subject matter expertise and functionality testing of MCCLL SharePoint knowledge management portal and JLLIS prior to release of planned system upgrades.

4.2.8 Provide MCCLL SharePoint knowledge management portal subscriber helpdesk support via the MCCLL_Ops@usmc.mil email address.

4.2.9 Provide transcription support to convert audio interview files into word documents. MCCLL averages 240 sixty minute interviews per year. Each sixty minute interview takes about 6-8 hours of processing time, from raw audio file, to final published transcript. Transcriptions shall be completed in a timely manner to support the development of Marine Corps Lessons Learned reports.

4.2.10 Provide MCCLL SharePoint Site Administration technical expertise4.3. Task Area 3: LESSONS LEARNED

COLLECTION AND ANALYSIS SUPPORT

The Contractor shall:

4.3.1 Develop and implement the MCCLL annual lessons learned collection campaign plan by providing lead analysis/facilitation support for the following MAGTF elements (Command Element (CE), Ground Combat Element (GCE), Aviation Combat Element (ACE), and Logistics Combat Element (LCE) lessons learned working groups.

The Contractor shall document the results of each working group in the prescribed out brief format for the Government’s review and approval. The Contractor shall coordinate with the government a review of the annual collection campaign plan as required to revalidate existing topics and solicit emerging topics as required along with topics that are submitted throughout the year to support real world events such as Humanitarian Assistance, Disaster Relief (HA/DR) and other crisis response operations as they arise. The annual lessons learned campaign plan results in the identification of approximately 12 annual lessons learned topics, categorized by MAGTF element. Each lessons learned topic develops into a collection effort with the results published in a MCCLL lessons learned reports. The annual campaign plan also identifies the tentative schedule for MAGTF trend reports.

4.3.2 Prepare and submit lessons learned collection topics associated with their designated Command, based on the analysis of lessons learned requirements (DEL 0005)

4.3.3 Prepare briefings for senior military and government officials on collection campaign topics.

4.3.4 Develop and submit lessons learned collection proposals, collection plans and collection debriefs, per the annual collection campaign plan. During the planning stage of each collection effort, the Contractor shall assist the collection team with the development of the collection proposal (Del 0006) and collection plan Del 0007). The collection proposal scopes the collection and includes the collection situation, mission, execution timelines, focus areas, units and key billets to be collected on; the collection plan adds the questions sets for each individual to be interviewed or surveyed as part of the collection effort. The contract shall develop and present a Microsoft Power Point debrief, which highlights the “high impact” issues identified during each formal collection (Del 0008). The Contractor shall provide quality control to help ensure consistent, high quality lessons learned collection efforts are performed.

4.3.6 Perform lessons learned collection efforts by conducting lessons learned interviews of commanders and staff, as approved in the collection plan, topic within the following prescribed parameters: 10 Focus areas per collection, 20 Interviewees per collection, 20 questions per interviewee, and 45 minutes per interviewee, during a 14 calendar day period.

4.3.7 Utilize the MCCLL SharePoint knowledge management portal BB to capture and document all aspects of the planning and execution of the annual lessons learned campaign plan.

4.3.8 Provide MAGTF analysis lessons learned support for the planning and execution for each lessons learned collection effort. Planning for each lessons learned collection effort includes the drafting, development, and collaboration of the collection proposal and collection plan. The Contractor shall provide MAGTF analysis support to advice and review collection proposals and plans for accuracy, completeness, and consistency, paying particular attention to the identification of collection focus areas and questions sets for commanders and key billet holders.

4.3.9 Provide MAGTF analysis lessons learned support to include development, production, staffing, and review of synthesized lessons learned reports principally derived from lessons learned collection efforts and trend analysis for the lessons learned topics identified in the annual Marine Corps lessons learned campaign plan and lessons learned materials, primarily command submitted after action reports, input into the MCCLL SharePoint knowledge management portal. The MCCLL SharePoint knowledge management portal will be utilized as the information system and data repository to support the process of developing MCCLL lessons learned reports. The development, production, staffing, and review of formal lessons learned reports are the primary focus of the requirements identified in this Analysis requirements section of this PWS.

4.3.10 Develop, draft, and review Marine Corps lessons learned reports following each collection effort identified in the annual lessons learned collection campaign plan. The annual lessons learned collection campaign plan includes approximately 12 formal in-depth collections efforts per year. As a result of each collection effort, the Contractor shall be provided a collection debrief prepared by the collection team leader. The collection team is typically a two-four person team of subject matter experts, comprised of military, civilians, and Contractors external to this effort.

Along with the collection debrief, the Contractor shall analyze and review the materials collected during the collection and posted to the MCCLL SharePoint knowledge management portal, to include but not limited to interview transcripts of commanders and key staff members, and other documents, such as standard operating procedures, briefs, information papers and other materials necessary to prepare the lessons learned report. Literature search of MCCLL SharePoint knowledge management portal and other research will be conducted as necessary to support the development of the lessons learned reports that contribute to DOTMLPF-P analysis and provide the rigor necessary to support the recommendations made in the report. (DEL 0009)

4.3.11 Develop, draft, and review lessons learned MAGTF element lessons learned trend reports. MAGTF element lessons learned trends reports will be developed by data mining and analyzing unit after actions reports and other lessons learned materials contained in LMS. These materials will be analyzed by the Contractor for trends and best practices, with the results captured in a MCCLL draft report format to support the TECOM trends reversal and reinforcement process (TRRP). (DEL 0010)

4.3.12 Provide analysis support for lessons learned information requests/taskers from higher headquarters in the form of draft information papers and briefs. This includes supporting lessons learned information taskers periodically received from higher headquarters, providing inputs for Operational Advisor Groups (OAGs), and other Marine Corps working groups. Outputs of this requirement include information papers, briefings, talking points and other materials.

4.3.13. The Contractor shall assist in developing and drafting Marine Corps Lessons Learned periodicals to include the Marine Corps Center for Lessons Learned monthly newsletter, an unclassified/FOUO publication that provides summary and links to Marine Corps Unclassified/FOUO lessons learned materials, and other significant after action report materials received over the previous month. It will be developed by data mining and analyzing unit after actions reports and other lessons learned materials contained in JLLIS and MCCLL SharePoint sites. These materials will be analyzed by the Contractor for trends and best practices, with the results captured in a MCCLL draft Newsletter report format on a monthly basis to support the MCLLP. (Del 0011)

4.3.14 Provide quality control, to review all collection reports for consistency, readability, and analytical rigor.

4.4. Task Area 4: EVENT (OPERATIONS, DEPLOYMENTS, EXERCISES, EXPERIMENTS) SUPPORT The Contractor shall:

4.4.1 The contractor shall prepare responses for lessons learned requests for information (RFI) for the planning and execution of operations, deployments, exercises, and experiments.

4.4.2 The contractor shall prepare units for exercises and operations by providing applicable lessons learned documentation from previous operations, exercises, deployments, and experiments.

4.4.3 The contractor shall collect and submit lessons learned materials (e.g. after action reports) to MCCLL SharePoint for all Major operations, deployments, exercises, and experiments. (DEL 0012)

4.4.4 The contractor shall attend planning conferences, work group sessions, meetings and other seminars required to support the lessons learned planning aspects of operations, deployments, exercises, and experiments.

4.4.5 The contractor shall assist in the post event after action reviews.

4.4.6 The contractor shall submit and maintain their designated units Training Exercise and Employment plans in MCCLL SharePoint knowledge management portal. TEEPs will capture operations, exercises, deployments, experiments, and other significant events down to the battalion/squadron level. The TEEP information will sufficiently detail what is to be used to track AAR submission requirements for completed events for the prior 6 months and forecast AAR submissions going forward 6 months. (DEL 0013)

5. Deliverables and Milestones

5.1.1 Deliverables are identified within the PWS Tasks and summarized in the below table. Execution of the PWS tasks will frequently yield deliverables in the form of, but not limited to, reports, papers, and presentation packages such as PowerPoint briefings, slides, and other PWS required deliverables. Reports shall contain information in sufficient detail to ensure that a professionally qualified third party can follow the logic of the report(s). The Government will provide written acceptance, comments, and/or change requests, if any, within five (5) business days from receipt of any formal deliverable. If written acceptance, comments, and/or change requests are not provided within five (5) business days, the deliverable shall be deemed acceptable as written by the contractor. If the Government provides comments and/or change requests, the Contractor shall have five (5) business days from receipt of the government correspondence to incorporate the comments and/or change requests and resubmit the deliverable. Formal quality control measures are expected to be executed for all formal deliverables. The table below shows the key deliverables and milestones the contractor shall be responsible for during the base year.

MCCLL will be responsible for deliverable review and acceptance.

5.1.2 Reports, documents, and narrative type deliverables will be accepted when all discrepancies, errors, or other deficiencies identified in writing by the Government have been corrected. The Government will provide written acceptance, comments and/or change requests, if any, within fifteen (15) work days from Government receipt of the draft deliverable. The work products and reports shall be delivered in accordance with dates listed in below.

Table 1: Deliverable List

DEL PWS REF DELIVERABL

E

DELIVERABLE

DESCRIPTION

DELIVER

TO

DELIVERY

DATE

0001 5.1.1.7 Monthly Status Report

Contract Deliverable COR Tenth (10) calendar day of each month delivered electronically

0002 5.1.2 Program Management Plan

Program Work plan COR Draft submitted within thirty

(30) work days of award; Final submitted within fifteen

(15) days after

Draft. Final due 30 days after award and again at the exercise of a period of performance.

0003 5.1.4 Work Breakdown Structure

Microsoft Project GANNT chart with milestone, resources, etc.

MCCLL

Branch Head

Updated by tenth calendar day of each month.

0004 5.2.5 Bi-Weekly Situational Reports

Designated Command Situational Reports

MCCLL

branch Head via designated

BB

0800 EST

Thursday , alternating weeks with the Bi-weekly Ops- Sync meeting

0005 5.3.2 Collection Topics

Prioritized, command approved lessons learned topics from each designated command

MCCLL

Branch Head via designated

BB

Annual and midyear reviews.

0006 5.3.4 Collection Proposals

A general planning document that includes the who, what, where, when, why to conduct Collection effort

MCCLL

Branch Head via designated

BB

60 calendar days prior to start of collection

0007 5.3.4 Collection Plans A detailed planning document that includes a list of interviews and questions for a collection effort

MCCLL

Branch Head via designated

BB

30 calendar days prior to start of collection

0008 5.3.4 Collection Debrief

A detailed and preliminary brief that summarizes the outcome of a collection effort

MCCLL

Branch Head via designated

BB

30 days calendar days following a collection effort

0009 5.3.10 Draft MCCLL Report

A detailed final report submitted prior to formal staffing

MCCLL

Branch Head via designated

BB

60 working days following formal tasking of principal senior analyst.

0010 5.3.11 Draft MCCLL Trend Report

A detailed final report submitted prior to formal staffing

MCCLL

Branch Head via designated

BB

Per the Campaign Plan

0011 5.3.13 Draft MCCLL Monthly Newsletter

Approximately 16-22 page electronic newsletter summarizing relevant AARs and other Marine Corps lessons learned information.

MCCLL

Branch Head via designated

BB

2 business days prior to end of each month.

0012 5.4.3 After Action Reports

A report submitted following a unit’s participation in major events.

MCCLL CIO

via SharePoint workflow

90 Days following the event.

0013 5.4.6 Designated Unit TEEPs

An AAR tracker for the previous 6 months and a forecast of AARs submissions for the next 6 months for major events (operations, deployments, experiments, and exercises.

MCCLL

Branch Head via designated

BB

Updated on a monthly basis.

5.1.3 Specific Deliverables (unless otherwise directed by the COR the following sections describe the Specific Deliverables).

5.1.3.1 Monthly Status Report. The Contractor shall submit a Monthly Status Report to the COR, no later than the tenth (10th) calendar day of the following month for the work accomplished from the first (1st) through the final calendar day of the previous month. This report shall be provided in electronic media and include the following information:

- Contract Number/Task Order Number.

- Period covered.

- Narratives describing task progress with reference to the specific PWS task (e.g., 6.2.1.) during the past month, plans for the forthcoming month, and any problems (actual or anticipated) requiring Government action. For identified (actual) problems, the Contractor shall state the impact in terms of work completion dates, as well as provide a plan for correction.

- COR approved deliverables submitted.

- Travel costs, including trip reports, purpose of trips, duration, and related actions.

- Personnel turnover and future staffing projections.

- Objectives for the upcoming month.

- Any issues either current or anticipated with recommended solutions.

- Amendments to the reporting format may be directed by the COR.

5.1.3.2 Collection proposals, collection plans, collection debriefs will be uploaded to the MCCLL SharePoint knowledge management portal BB per prescribed standard operating procedure timelines. Collection proposals are due 60 calendar day prior to the collection, collection plans are due 30 calendar days prior to the collection, and collection debriefs are due no later than 30 calendar days following a collection.

5.1.3.3 After action reports will be submitted to MCCLL SharePoint S no later than 90 calendar days following major operations, deployments, exercises, and experiments.

5.1.3.4 MCCLL formal lessons learned reports will be submitted no later than 60 working days following the collection debrief.

5.1.3.5 MCCLL Trend reports will be submitted 60 working days following formal tasking per the annual campaign plan.

5.2 Contract Data Requirement List (CDRL)

Contract Exhibit and References per CDRLs. See Forms DD-1423 Contract Data Requirements List for full information.

Table 2: CDRL List

CLIN Contract Exhibit

Data Item Number Deliverable

Data Item Description (DID) PWS Reference

Monthly Status Report 4.1.1.7

6. Personnel Requirements

6.1. General

6.1.1. The Contractor shall provide MCCLL with comprehensive capabilities to support performance requirements of the MCLLP listed in the following sections.

6.1.2 The Contractor must collectively possess comprehensive knowledge of the Marine Corps, its missions, force structure, tactics, techniques, procedures, doctrine, and Marine Corps Military systems, with expert knowledge of the operations and functions of the Marine Air Ground Task Force

(MAGTF).

6.1.3 Must possess excellent writing skills, strong communication and presentation skills.

6.1.4 Able to interact and effectively communicate with Marine Corps senior uniformed officers and senior executives

6.1.5 Desired education requirement for management analysts: Graduate Marine Corps Command & Staff College or Marine Corps Senior Enlisted Professional Military Education course.

6.1.6 Desired experience requirement for management analyst contractor personnel specific to designated commands is as follows:

6.1.6.1 Command Element commands. Senior level experience on a MEF or higher staff with ground combat arms, aviation, or combat service support occupational specialty.

6.1.6.2 Ground Combat Element (GCE) commands. Senior level experience on a Marine Division staff with ground combat, aviation, or combat service support occupational specialty.

6.1.6.3 Aviation Combat Element (ACE) commands. Senior level experience on a Marine Aircraft Wing staff with Naval Aviator, Naval Flight Officer, Marine Unmanned Aircraft Systems Officer or Marine Air Command and Control Officer occupational specialty.

6.1.6.4 Logistics Combat Element (LCE) commands. Senior level experience on a Marine Logistics Group (MLG) staff with Combat Service Support occupational specialty.

6.2. Key Personnel

7.2.1 The Contractor must address the relevant background and experience of Key Personnel and demonstrate their related experience, expertise, qualifications, and direct correlation to the PWS requirements via submission of individual resume or curriculum vitae (CV). Per this PWS, there is one (1) Key Personnel billet as follows:

6.2.2 One (1) Program Manager. (In support of Section 6. Task 1)

6.2.3 Education/Clearance. Contractor shall have an advanced degree (Masters or higher) or successful completion of a resident Service War College in Professional Military Education. Contractor shall have an up-to-date Secret-level clearance.

6.2.4 Qualifications. Contractor shall have at least 10 years of senior project management experience and hold a PMP certification. Prior experience in conducting in-depth research, complete and definitive analysis, and thorough review and documentation of analytical findings, courses of action, and conclusions; experience in inter-agency operations; combat development or defense acquisition; and proven capability to think, analyze, and write clearly and concisely.

6.2.5 Specialized Skills. Contractor shall be capable of interacting with senior military officers and government civilians.

6.3 Contractor Management. The Contractor shall be responsible for managing and overseeing the activities of all Contractor personnel, as well as any subcontractor efforts used in performance of this effort. The Contractor's management responsibilities shall include all activities necessary to ensure the accomplishment of timely and effective support, performed in accordance with the requirements contained in the PWS.

6.3.1 In case of unsatisfactory Contractor performance, the Contractor will take appropriate corrective action within ten (10) business days of formal notification to correct the problem as identified by the COR. In the event that the problem remains unresolved in excess of ten (10) business days, the KO will be notified by the COR so that appropriate action is taken, to include employee removal from current contract if warranted. The Program Manager shall ensure that all Government owned property and accesses are returned or removed to the COR should a Contractor employee be removed.

6.3.2 The Contractor shall fill any positions that become vacant within a period of ten (10) business days. Any delays in filling such vacancies past the ten (10) business day period must be approved by the KO. It is essential that the Contractor be capable of providing a workforce capable of meeting the broad extent of technical expertise required, as well as demonstrating a suitable management approach to performance

7. Security

7.1 The Contractor shall be responsible for ensuring all contract personnel are US citizens and if necessary possess an in-scope, favorable National Agency Check with Law and Credit (NACLC) investigation or higher adjudicated for SECRET eligibility without conditions, exceptions, or waivers at the time of award and throughout the performance under this contract.

7.2 The Contractor shall ensure it, and any subcontractors, have completed all Contract Security Classification Specification…