ATEPS-SBSA_15R20015_Draft_RFP.pdf

DTRT5715R20015

EXECUTIVE SUMMARY

INSTRUCTIONS TO INTERESTED PARTIES

DRAFT Request for Proposal (RFP) No. DTRT57-15-R-20015

Subject: Air Traffic Engineering and Program Support- Small Business Set Aside (ATEPS-

SBSA)

The United States Department of Transportation (USDOT), Office of the Secretary of Transportation – Research and Technology (OST-R), John A. Volpe National Transportation Systems Center (Volpe Center) intends to solicit for ATEPS services as a small business set-aside in accordance with FAR Subpart 19.5 to support the FAA Air Traffic Organization’s (ATO), Program Management Organization (PMO). The Volpe Center proposes to award an SBSA Indefinite Delivery / Indefinite Quantity (IDIQ) Task Order type contract with a five year ordering period. The RFP has two line items and, the Government intends to make a single award for each line item. The Government also intends to solicit and award the initial task order for each of the single awards.

The purpose of this DRAFT RFP is to request questions, comments, and suggestions in order to increase the Government’s understanding of industry capabilities as well as to improve the final RFP to promote among potential offerors an understanding of Government requirements. It is anticipated that the DRAFT RFP will assist each potential offeror in judging its ability to satisfy the Government’s requirements, and will enhance the Government’s ability to obtain quality services at reasonable prices, as well as increase efficiency in proposal preparation, proposal evaluation, negotiation(s), and contract award. The Government encourages all interested parties to respond to this DRAFT RFP with questions, comments, and/or suggestions in accordance with the instructions below given. This DRAFT RFP consists of only the sections determined necessary to achieve the Government’s purposes. The Government will respond to all questions but reserves the right not to incorporate any or all comments and/or suggestions into the Final

RFP.

THIS DRAFT RFP IS NOT A SOLICITATION FOR QUOTATIONS OR PROPOSALS.

THIS DRAFT RFP IS SEPARATE FROM A SIMILAR ATEPS FULL AND OPEN (F&O)

DRAFT RFP NO. DTRT5715R20014.

Pre-Solicitation Webinar

A Pre-Solicitation Conference will be held as a webinar on Wednesday, September 30, 2015, at 10:00 AM EDT. The pre-solicitation conference will be a brief overview of the Government’s requirement and Draft RFP Sections H, L and M. Please note: The Draft RFP for the ATEPS F&O will be addressed during the same pre-solicitation webinar. The ATEPS F&O and the ATEPS-SBSA solicitations are follow-on procurements for the NextGen support that was acquired under the TMIS contracts. The All parties interested must register for the pre-solicitation webinar by sending an e-mail, no later than 11:59 PM EDT - Friday, September 25, 2015 to the Contracting Officer:

robert.robinson@dot.gov

Offerors may send in questions prior to the pre-solicitation webinar via e-mail to the Contracting Officer no later than 11:59 PM EDT - Friday September 25, 2015. The Government will provide response to these questions during the webinar.

All questions from Industry and Government Responses will be posted online at the Federal Business Opportunities website prior to the release of the final RFP.

Instructions:

All communications concerning this Draft RFP shall be submitted electronically via email to robert.robinson@dot.gov and shall be received by no later than 11:59 PM EDT - Tuesday October 16, 2015. Questions submitted by any means other than email (e.g. mail, courier, telephone, facsimile or, in person verbally) will not be honored. All e-mail communications regarding this Draft RFP notice MUST include the Draft RFP Reference Number DTRT5715R20015 in the e-mail subject line.

All communications must be submitted in the following format.

Required Format:

1. Classification of Communication (select one or more with an “X”):

Question(s) Comment(s) Suggestions(s) Other

2. Name of Business/Interested Party Information (please provide the following):

Name of Organization:

DUNS #:

Point of Contact Name:

Point of Contact E-mail:

Point of Contact Phone:

3. Description of Response: [insert here your question(s), comment(s) and/or suggestion(s)]

Instructions: Please provide your response to the subject notice following the information listed as above required. Your response may be included in the email body or as an attachment to the email. However, if attaching your response to an email, the attachment MUST contain all of the required information, including the Classification of Communication, Business/Interested Party Information, and Description of Response. If referencing a specific attachment to this notice, please provide the attachment number, attachment title and page number(s) of the attachment that you are referencing.

mailto:robert.robinson@dot.gov mailto:michael.griffin@dot.gov

4. Classification of Communication (select one or more with an “X”):

Question(s) Comment(s) Suggestion(s) Other

5. Business/Interested Party Information (please provide the following):

Name of Organization:

DUNS #:

Point of Contact Name:

Point of Contact E-mail:

Point of Contact Phone:

6. Description of Response: [insert here your question(s), comment(s) and/or suggestion(s)]

Instructions: Please provide your response to the subject notice following the information listed as above required. Your response may be included in the email body or as an attachment to the email. However, if attaching your response to an email, the attachment MUST contain all of the required information, including the Classification of Communication, Business/Interested Party Information, and Description of Response. If referencing a specific attachment to this notice, please provide the attachment number, attachment title and page number(s) of the attachment to which you are referencing.

SECTION C – DESCRIPTION/SPECIFICATIONS/STATEMENT OF WORK (SOW)

AIR TRAFFIC ENGINEERING AND PROGRAM SUPPORT-SMALL BUSINESS SET

ASIDE (ATEPS-SBSA)

NOTE: This SOW includes the scope of work for both ATEPS-SBSA master contracts (Part 1) and for the first ATEPS-SBSA Task Orders (Part II).

PART I - MASTER CONTRACT STATEMENT OF WORK

BACKGROUND

The John A. Volpe National Transportation Systems Center (Volpe Center) is a Federal fee-for-service organization within the Office of Assistant Secretary for Research & Technology (OST- R) of the United States Department of Transportation (USDOT). The Volpe Center’s mission is to improve the nation’s transportation systems. In partnership with sponsoring agencies, the Volpe Center provides technical research and analysis services to the USDOT, other Federal agencies, state agencies, and other organizations and businesses in connection with the transportation-related components of their missions.

The Volpe Center’s focus is research and innovation in all areas of transportation to improve the transportation system for the future. The Volpe Center is an active partner with several agencies in defining and implementing the future transportation system. For example, the Joint Planning and Development Office (JPDO) has developed an interagency framework in which several executive agencies of the U.S. Government, including the USDOT, are participating in developing the future aviation system. Within the USDOT, the Federal Aviation Administration (FAA) is leading the future aviation system activities.

The Volpe Center supports the FAA’s Air Traffic Organization (ATO), Program Management Organization (PMO) in system management, development, engineering and deployment activities using a variety of Federal and Contractor personnel. Currently, the Volpe Center’s Traffic Management Infrastructure Services (TMIS) contracts are providing significant ongoing support to the ATO PMO. The work under this contract is one of the follow-on procurements to those efforts.

The organizational design of the PMO, as approved by Congress, aims to facilitate, through a single FAA organization, the effective definition, design, development, and deployment of nearly all of the ATO’s capabilities in the National Airspace System (NAS). One of the branches within the PMO is the Air Traffic Systems (ATS) Directorate which is characterized by developing, deploying and operating systems that deliver services to all segments of the NAS:

• Systems that provide accurate and reliable surveillance and automation for aircraft separation services provided by controllers to pilots

• Systems that support decision-making for traffic flow managers

• Systems that provide services directly to pilots for improved safety and efficiency

While the five groups that make up the ATS Directorate share the same mission and strategic goals, they each have their own unique set of programs and initiatives. The groups that make up the Directorate are as follows:

• AJM-21 – Air Traffic Management Programs, focuses on the air traffic automation systems that controllers use to manage aircraft in National Airspace. Major programs that reside in this group are En Route Automation Modernization (ERAM) and Terminal Automation Modernization and Replacement (TAMR).

• AJM-22 – Decision Support Programs, focuses on the support programs air traffic controllers, pilots, and airlines use to make informed decisions during aircraft operations.

These programs also help increase air traffic flexibility and capacity, allowing for more dynamic NAS operations.

• AJM-23 – Surveillance Services Group focuses on the surveillance systems that provide the complete picture for operations taking place in the National Airspace. These systems range from traditional ground based radar to more advanced GPS based positioning systems.

• AJM-24 – Terminal Field Operations Support is responsible for ensuring the successful deployment and sustainment of systems residing in the terminal domain. This group also helps coordinate major software updates and hardware upgrades in the field.

• AJM-25 – En Route and Oceanic Second Level Engineering, is responsible for ensuring the successful deployment and sustainment of systems residing in the En Route and Oceanic domains. This group also helps coordinate major software updates and hardware upgrades in the field.

Each group within the ATS Directorate is responsible for systems that support tactical operations today, as well as for developing new tools that are forming the basis for NextGen. The Directorate plays an integral part in each of the Define, Design, Develop, Deploy, and Sustainment Phases of life-cycle management.

The other branch of the PMO, the Enterprise Services Directorate, develops, acquires, deploys, maintains, sustains, and improves navigation, communications, weather, and aeronautical information products and services for the NAS. Navigation Services covers projects in the following areas: Global Positioning System (GPS) Satellite-Based Augmentation, GPS Ground-Based Augmentation, Ground Systems, Lighting Systems, and Technical Support.

Communications Services provides communications and telecommunications services consistent with International Civil Aviation Organization (ICAO) standards required for air traffic control within the NAS. It provides communications infrastructure and services for the Department of Defense (DOD) to ensure interoperability with the NAS. Weather services provide sensor, processor, and distribution systems required to provide accurate forecasts for timely air traffic decisions. Through unique customer/client relationships and customer-derived requirements, execution of full life-cycle service has the capability to define, design, build, deploy, commission, operate, support, and decommission communications, navigation, and weather services.

SCOPE

The Contractor shall provide technical, management, and analysis support to the Volpe Center in the definition, evaluation, management, and development of programs and initiatives within and related to the PMO. Representative programs within the PMO include Automatic Dependent Surveillance-Broadcast (ADS-B), Airborne Collision Avoidance System X (ACAS-X), Aerospace Medicine Safety Information System (AMSIS), Airport Surface Detection System — Model X (ASDE-X), Airport Surveillance Radar-9 & 11 (ASR-9 & 11), Airport Surface Surveillance Capability (ASSC), Advanced Technologies and Oceanic Procedures (ATOP), Data Communications, En Route Automation Modernization (ERAM), Integrated Display System Replacement (IDSR), Logistics Center Support System (LCSS), Runway Status Lights (RWSL), System Approach to Safety Oversight (SASO), Terminal Automation Modernization Replacement (TAMR), and Terminal Flight Data Management (TFDM). Contractor support is required in the following areas:

CLIN 0100

1. Strategic Planning

2. Management Development and Integration

CLIN 0200

Risk, Issue and Opportunity Management

PROXIMITY REQUIREMENT

The Contractor Program Manager’s duty station shall be located within 30 minutes or less commuting distance (motor vehicle) of FAA Headquarters at 600 Independence Ave, Washington DC, to support the requirements of the contract. In addition, the Contractor may be required to provide other staff to work on-site within the FAA Headquarters Buildings in Washington, DC.

CLIN 0100

Task 1 - Strategic Planning The Contractor shall assist in the development of program charters for governing bodies (Steering Committees, management work groups, requirements analysis teams, software issues resolution teams) to ensure clarity of purpose, deliverables, and alignment with end-to-end process goals. The Contractor may utilize business process re-engineering techniques to assist with the refinement of processes within PMO programs. Activities in these task areas may include, but not be limited to:

• Facilitation and integration of key program governance teams (i.e. planning and managing agendas, facilitating sessions, documenting and tracking action items, and liaising with senior leaders to ensure critical issues are identified, escalated, and managed appropriately).

• Facilitation of working sessions and strategic, tactical, and other management meetings inclusive only of government personnel and/or inclusive of both government personnel as well as union representation. For example, planning and managing agenda, facilitating sessions, documenting and tracking action items, and liaising with senior leaders to ensure critical issues are identified, escalated, and managed appropriately

• Assistance in the development of program charters for governing bodies (Steering Committees, management work groups, requirements analysis teams, software issues resolution teams).

• Support for planning activities.

• Development of As-Is Analysis, To-Be Analysis and Alternatives Analysis to make recommendations as to how business processes can be improved for various organizations within the ATO.

• Development of strategies for ensuring synchronized joint delivery of program commitments by the Government and industry, within and across PMO lines of business.

• Development of frameworks and/or strategic plans for dealing with the non-technical factors influencing the implementation of system capabilities.

• Analysis of technical and integration issues of proposed architectures and operations.

• Support formulation of strategic plans for introduction of new capabilities and the development of concept of operations.

• Development of comprehensive analyses to support identification of the most beneficial operational capabilities for near-to-midterm system implementation.

• Conduct of research in support of formulating goals and objectives for new capabilities.

• Development or refinement of enterprise architectures describing national-level systems and support in the decomposition of architectures into functional components and program products.

Task 2 - Management Development and Integration The Contractor shall provide consultation and support to the ATO PMO to enhance the Senior Leadership ability to identify critical issues impacting operations, further the achievement of strategic goals, and develop collaborative behaviors and a culture based on the collective integration of cross-organizational efforts. In addition, the contractor shall provide support to the Leadership Council to conduct governance processes and develop collective skills for effective strategic and operational management. Activities of this task may include:

• Management consulting services for executives and managers such as providing guidance on improving participant skills in strategic thinking; communication and collaborative problem solving; creating leadership development activities; and providing facilitation support to management teams or sub-teams

• Support to the strategic and business planning and management processes such as management team development, leadership and management training, consultation and coaching. Support will consist of participation in, leading, observation of and/or facilitation of meetings to provide analysis of issues, recommendations for courses of action, and development of strategies to achieve management development, organizational performance and change management

• Make recommendations on strategies and approaches to use with the various levels of employees and managers.

• Support for organizational redesign and change management activities related to realignment of organizational structures. For example, o Assessment of current state operating model o Identification of weaknesses and opportunities o Definition of target state and development of a transition plan to realize target state.

o Management of the change from current to future vision, and implementation of performance monitoring points to ensure realization of targeted benefits/changes.

• Identification of issues and recommended strategies for operational management team development.

• Evaluation of management and/or business practices, processes, programs and program elements and provide recommendations for improvements to current processes or policies.

• Development of processes, templates, and visual or text-based materials in electronic and printed media.

• Consultation and/or data collection, and analysis to support management decisions and follow-through recommendations.

• Support for the planning for the diffusion of new processes and products to the operational management workforce.

• Support for the identification of team performance impediments and recommendation for improvement strategies;

• Assessment of collaborative leadership behavior, and development of skill-enhancement strategies.

• Support to the Leadership in developing criteria and applying these criteria to prioritize Facilities and Equipment (F&E) and Operations (Ops) cost savings initiatives.

• Assistance to the Leadership in designing and implementing products and processes to clarify expectations and improve accountability throughout the ATO management chain.

• Support for the design, implementation, and staffing of a Quality Assurance function to manage all program process improvement functions.

• Services to support facilitation, presentations and notes on meetings with recommendations for follow-up strategies and actions for:

o Strategic planning; balanced scorecard, and Core Clarity assessments and workshops designed to improve operational leadership team effectiveness o Operational management development skills and requirements o Change management, o Communications, o Cost and performance management, and o Performance measurement.

• Preparation and update of briefing and communication materials, including briefings, talking points, decision memoranda, white papers, emails and web site design and content updates.

• Development and implementation of communication strategies, and devising communication products, templates, activities and venue recommendations.

• Development of processes, templates and visual and text-based materials.

• Recommendations and assistance in the design and completion of analyses, evaluations, and survey instruments, including development of databases and analytic programs as requested.

CLIN 0200

Task 1 – Risks, Issue and Opportunity Management

Risks, Issue, and Opportunity (RIO) Management is a systems engineering and program management process focused on identifying, analyzing, assessing, monitoring and tracking events throughout the life of a program or project that may have a negative impact on program success considering technical, cost, and schedule facets. The power in the RIO management process is in the development, tracking and implementation of step-by-step plans to lessen (or increase, in the case of opportunities) the likelihood and/or consequences of the event (i.e., negative impact on program success) occurring. The implementation of each step in the plan ranges from simple coordination efforts to large scale engineering analyses. RIO Management is a key ongoing activity throughout the AMS lifecycle and is performed from the mission analysis phase through the service life extension phase.

The PMO’s RIO management process was tailored and developed as a tiered and integrated process. RIO’s are identified and managed at the program level (Tier 3); the directorate level (Tier 2); and at the AJM-2 and AJM-3 level (Tier 1). The key functionality of this process is that RIOs satisfying the set criteria for elevation to a higher level tier (including if the RIOs are shared across multiple programs) are appropriately identified and subsequently up-leveled for visibility and/or management. RIO Management activities include:

• Providing leadership to develop or enhance a tailored process for each organization, ensure compliance with the process guidance, and ensure lessons learned are fed back for consistent process improvement.

• Coordinating with Subject Matter Experts (SMEs), stakeholders, management, and project team members to:

o Identify RIO;

o Develop RIO statements appropriately capturing the root cause or essence of the

RIO;

o Analyze and assess each RIO; and o Develop thorough step-by-step plans to address the RIO’s likelihood and/or consequence and continually track their progress.

• Facilitate RIO Management board meetings.

• Implementing or assisting in the implementation of the step-by-step plans, as appropriate.

• Administration and maintenance of the ATS RIO Management database.

• Development of custom reports and macros for the ATS RIO Management database.

• Providing oversight to development of associated Knowledge Sharing Network RIO

Management sites.

• Coordinating with RIO Managers at other levels of the tiered ATS RIO Management process, as necessary.

• Development of risk reports summarizing planned and potential risk mitigations, the probability of each risk being realized, the effectiveness of mitigation activities, and the level of effort spent for risk management activities.

• Coordination with responsible parties and subject matter experts to develop and update risk mitigation plans.

• Generation of white papers and briefings.

SUSTAINABLE ACQUISITION REQUIREMENTS

To the maximum extent possible and consistent with FAR Part 23, during the performance of the work under this SOW, the Government requires the Contractor to provide or use products that are energy efficient (ENERGY STAR® or FEMA- designated); water-efficient; biobased;

environmentally preferable (e.g., EPEAT-registered or non-toxic or less toxic alternatives); non-ozone depleting; or made with recovered materials. Unless otherwise identified in this SOW or in an individual task order, each recovered materials or biobased product provided and delivered must meet, but may exceed, the minimum recovered materials or biobased content of an EPA- or DOA-designated product. The sustainable acquisition requirements specified herein apply only to products that are required to be (1) delivered to the Government during contract performance;

(2) acquired by the Contractor for use in performing services (including construction) at a Federally controlled facility; (3) furnished by the Contractor for use by the Government; or (4) specified in the design of a building or work or incorporated during its construction, renovation, or maintenance.

PART II - TASK ORDER STATEMENT OF WORK

(ATEPS -SBSA Initial Task Orders)

This section contains the scope of work for initial ATEPS-SBSA Task Order awards for both CLINs. Concurrent with the award of the Master Contracts, there will be a total of two task orders awarded.

C.1. INITIAL TASK ORDER AWARD FOR CLIN 0100 - STRATEGIC PLANNING /

MANAGEMENT DEVELOPMENT AND INTEGRATION

This task order will provide ATEPS-SBSA support services for CLIN 0100. The scope of work also includes important requirements for Transition.

C.1.A. TRANSITION (CLIN 0101)

This requirement is to transition work from existing task orders to this task order with minimal disruption. The Contractor shall perform the necessary tasks during the transition period to ensure that the Contractor can achieve satisfactory performance. Successful transition will be based on the submission and Government acceptance of an acceptable transition plan and associated deliverables.

Transition Plan The Contractor shall develop a Transition Plan to document how it will transition the work of the incumbent Contractor to the awardee of the ATEPS-SBSA CLIN 0100 contract. This plan shall include the following:

• Management organization, authorities, and lines of reporting during the transition from the incumbent contractor to the successor.

• Approach to initiate coordination with the Volpe Center, the incumbent Contractor, and the FAA sponsor.

• Detailed Microsoft (MS) Project schedule listing all tasks related to each PMO program to be performed during the first 60 calendar days after task order award.

• Risk mitigation during the execution of sub tasks including minimizing disruption to ongoing tasks, plan for mitigating any potential project disruptions, and staffing plan, if necessary, including retention of percentage of incumbent staff for continuity

Upon approval of this deliverable by the TOCOR and TOCO, the Contractor’s Transition Plan shall serve as the basis upon which transition will be tracked, reported, and measured for acceptance.

C.1.B. ATEPS-SBSA CLIN 0102 (STRATEGIC PLANNING / MANAGEMENT

DEVELOPMENT AND INTEGRATION)

BACKGROUND

The Volpe Center supports the Federal Aviation Administration’s (FAA) Air Traffic Organization (ATO), Program Management Organization (PMO, office symbol AJM), in system management, development, engineering and deployment for several of the organizations and programs within the PMO. In this Small Business Set-aside contract the Volpe Center will provide strategic planning, management development support to the ATO’s NextGen programs and systems aimed at enhancing the safety, efficiency and capacity of the National Airspace System (NAS).

The Contractor shall provide strategic planning and management development and integration support to the Volpe Center and its customer, the FAA’s PMO. Representative programs within the PMO include Automatic Dependent Surveillance-Broadcast (ADS-B), Airborne Collision Avoidance System X (ACAS-X), Aerospace Medicine Safety Information System (AMSIS), Airport Surface Detection System — Model X (ASDE-X), Airport Surveillance Radar-9 & 11 (ASR-9 & 11), Airport Surface Surveillance Capability (ASSC), Advanced Technologies and Oceanic Procedures (ATOP), Data Communications, En Route Automation Modernization (ERAM), Integrated Display System Replacement (IDSR), Logistics Center Support System (LCSS), Runway Status Lights (RWSL), System Approach to Safety Oversight (SASO), Terminal Automation Modernization Replacement (TAMR), and Terminal Flight Data Management (TFDM). Contractor support is required in the following areas:

1. Strategic Planning,

2. Management Development and Integration, Task 1 - Strategic Planning

The Contractor shall assist in the development of program charters for governing bodies (Steering Committees, management work groups, requirements analysis teams, software issues resolution teams) to ensure clarity of purpose, deliverables, and alignment with end-to-end process goals. The Contractor may utilize business process re-engineering techniques to assist with the refinement of processes within PMO programs. Activities under this task shall include:

• Facilitation and integration of key program governance teams (i.e. planning and managing agendas, facilitating sessions, documenting and tracking action items, and liaising with senior leaders to ensure critical issues are identified, escalated, and managed appropriately).

• Facilitation of working sessions and strategic, tactical, and other management meetings inclusive only of government personnel and/or inclusive of both government personnel as well as union representation. For example, planning and managing agenda, facilitating sessions, documenting and tracking action items, and liaising with senior leaders to ensure critical issues are identified, escalated, and managed appropriately

• Assistance in the development of program charters for governing bodies (Steering Committees, management work groups, requirements analysis teams, software issues resolution teams).

• Support for planning activities.

• Development of As-Is Analysis, To-Be Analysis and Alternatives Analysis to make recommendations as to how business processes can be improved for various organizations within the ATO.

• Development of strategies for ensuring synchronized joint delivery of program commitments by the Government and industry, within and across PMO lines of business.

• Development of frameworks and/or strategic plans for dealing with the non-technical factors influencing the implementation of system capabilities.

• Analysis of technical and integration issues of proposed architectures and operations.

• Support formulation of strategic plans for introduction of new capabilities and the development of concept of operations.

• Development of comprehensive analyses to support identification of the most beneficial operational capabilities for near-to-midterm system implementation.

• Conduct of research in support of formulating goals and objectives for new capabilities.

• Development or refinement of enterprise architectures describing national-level systems and support in the decomposition of architectures into functional components and program products.

Task 2 - Management Development and Integration

The Contractor shall provide consultation and support to the Air Traffic Organization and the PMO to enhance the Senior Leadership ability to identify critical issues impacting operations, further the achievement of strategic goals, and develop collaborative behaviors and a culture based on the collective integration of cross-organizational efforts. In addition, the contractor shall provide support to the Leadership Council to conduct governance processes and develop collective skills for effective strategic and operational management. Activities under this task shall include:

• Management consulting services for executives and managers such as providing guidance on improving participant skills in strategic thinking; communication and collaborative problem solving; creating leadership development activities; and providing facilitation support to management teams or sub-teams

• Support to the strategic and business planning and management processes such as management team development, leadership and management training, consultation and coaching. Support will consist of participation in, leading, observation of and/or facilitation of meetings to provide analysis of issues, recommendations for courses of action, and development of strategies to achieve management development, organizational performance and change management

• Make recommendations on strategies and approaches to use with the various levels of employees and managers.

• Support for organizational redesign and change management activities related to realignment of organizational structures. For example, o Assessment of current state operating model o Identification of weaknesses and opportunities o Definition of target state and development of a transition plan to realize target state.

o Management of the change from current to future vision, and implementation of performance monitoring points to ensure realization of targeted benefits/changes.

• Identification of issues and recommended strategies for operational management team development.

• Evaluation of management and/or business practices, processes, programs and program elements and provide recommendations for improvements to current processes or policies.

• Development of processes, templates, and visual or text-based materials in electronic and printed media.

• Consultation and/or data collection, and analysis to support management decisions and follow-through recommendations.

• Support for the planning for the diffusion of new processes and products to the operational management workforce.

• Support for the identification of team performance impediments and recommendation for improvement strategies;

• Assessment of collaborative leadership behavior, and development of skill-enhancement strategies.

• Support to the Leadership in developing criteria and applying these criteria to prioritize Facilities and Equipment (F&E) and Operations (Ops) cost savings initiatives.

• Assistance to the Leadership in designing and implementing products and processes to clarify expectations and improve accountability throughout the ATO management chain.

• Support for the design, implementation, and staffing of a Quality Assurance function to manage all program process improvement functions.

• Services to support facilitation, presentations and notes on meetings with recommendations for follow-up strategies and actions for:

o Strategic planning; balanced scorecard, and Core Clarity assessments and workshops designed to improve operational leadership team effectiveness o Operational management development skills and requirements o Change management, o Communications, o Cost and performance management, and o Performance measurement.

• Preparation and update of briefing and communication materials, including briefings, talking points, decision memoranda, white papers, emails and web site design and content updates.

• Development and implementation of communication strategies, and devising communication products, templates, activities and venue recommendations.

• Development of processes, templates and visual and text-based materials.

• Recommendations and assistance in the design and completion of analyses, evaluations, and survey instruments, including development of databases and analytic programs as requested.

C.2. INTIAL TASK ORDER AWARD FOR CLIN 0200 – RISK, ISSUES AND

OPPORTUNITY MANAGEMENT

This task order will provide ATEPS-SBSA support services for CLIN 0200. The scope of work includes requirements for Transition (CLIN 0201).

C.2.A. TRANSITION (CLIN 0201)

This requirement is to transition work from the existing task orders to this task order with minimal disruption. The Contractor shall perform the necessary tasks during the transition period to ensure that the Contractor can achieve satisfactory performance. Successful transition will be based on the submission and Government acceptance of an acceptable transition plan and associated deliverables.

Transition Plan The Contractor shall develop a Transition Plan to document how it will transition the work of the incumbent Contractor to the awardee of the ATEPS-SBSA CLIN 0200 contract. This plan shall include the following:

• Management organization, authorities, and lines of reporting during the transition from the incumbent contractor to the successor.

• Approach to initiate coordination with the Volpe Center and its sponsor, Federal Aviation Administration.

• Detailed MS Project schedule listing all tasks related to each PMO program to be performed during the first 60 calendar days after task order award.

• Risk mitigation during the execution of sub tasks including minimizing disruption to ongoing tasks, plan for mitigating any potential project disruptions, and staffing plan, if necessary, including retention of percentage of incumbent staff for continuity

Upon approval of this deliverable by the TOCOR and TOCO, the Contractor’s Transition Plan shall serve as the basis upon which transition will be tracked, reported, and measured for acceptance.

C.2.B. ATEPS-SBSA CLIN 0202 (RISK, ISSUES AND OPPORTUNITY

MANAGEMENT)

BACKGROUND

The Volpe Center supports the Federal Aviation Administration’s (FAA) Air Traffic Organization (ATO), Program Management Organization (PMO, office symbol AJM), in system management, development, engineering and deployment for several of the organizations and programs within the PMO. In this Small Business Set-aside contract, the Volpe Center will provide risk issues and opportunity management support to the ATO’s NextGen programs and systems aimed at enhancing the safety, efficiency and capacity of the National Airspace System

(NAS).

The Contractor shall provide Risk Issues and Opportunity Management support to the Volpe Center and its customer, the FAA’s PMO. Representative programs within the PMO include Automatic Dependent Surveillance-Broadcast (ADS-B), Airborne Collision Avoidance System X (ACAS-X), Aerospace Medicine Safety Information System (AMSIS), Airport Surface Detection System — Model X (ASDE-X), Airport Surveillance Radar-9 & 11 (ASR-9 & 11), Airport Surface Surveillance Capability (ASSC), Advanced Technologies and Oceanic Procedures (ATOP), Data Communications, En Route Automation Modernization (ERAM), Integrated Display System Replacement (IDSR), Logistics Center Support System (LCSS), Runway Status Lights (RWSL), System Approach to Safety Oversight (SASO), Terminal Automation Modernization Replacement (TAMR), and Terminal Flight Data Management

(TFDM).

Contractor support is required in the following areas:

Risk Issues and Opportunity Management.

The description(s) that follow outline general work requirements typical in each task area, and are not actual tasks.

Task 1 – Risks, Issues and Opportunity Management Risks, Issues, and Opportunity (RIO) Management is a systems engineering and program management process focused on identifying, analyzing, assessing, monitoring and tracking events throughout the life of a program or project that may have a negative impact on program success considering technical, cost, and schedule facets. The power in the RIO management process is in the development, tracking and implementation of step-by-step plans to lessen (or increase, in the case of opportunities) the likelihood and/or consequences of the event occurring.

The implementation of each step in the plan ranges from simple coordination efforts to large scale engineering analyses. RIO Management is a key ongoing activity throughout the AMS lifecycle and should be performed from the mission analysis phase through the service life extension phase.

The PMO’s RIO management process has been tailored and developed as a tiered and integrated process. RIO’s are identified and managed at the program level (Tier 3); the directorate level (Tier 2); and at the AJM-2 and AJM-3 level (Tier 1). The key functionality of this process is that RIOs satisfying the set criteria for elevation to a higher level tier (including if the RIOs are shared across multiple programs) are appropriately identified and subsequently up-leveled for visibility and/or management. The Contractor shall perform the following RIO Management activities in support of the Volpe Center and the PMO:

• Providing leadership to develop or enhance a tailored process for each organization, ensure compliance with the process guidance, and ensure lessons learned are fed back for consistent process improvement

• Coordinating with SMEs, stakeholders, management, and project team members to o Identify RIO o Develop RIO statements appropriately capturing the root cause or essence of the

RIO

o Analyze and assess each RIO o Develop thorough step-by-step plans to address the RIO’s likelihood and/or consequence and continually track their progress

• Facilitating RIO Management board meetings to validate RIOs and their associated assessments

• Implementing or assisting in the implementation of the step-by-step plans, as appropriate

• Administration and maintenance of the ATS RIO Management database, including development of custom reports and macros

• Providing oversight to development of associated KSN RIO Management sites

• Coordinating with RIO Managers at other levels of the tiered ATS RIO Management process, as necessary

• Development of risk reports summarizing planned and potential risk mitigations, the probability of each risk being realized, the effectiveness of mitigation activities, and the level of effort spent for risk management activities

• Coordination with responsible parties and subject matter experts to develop and update risk mitigation plans

• Generation of white papers and briefings.

SECTION H - SPECIAL CONTRACT REQUIREMENTS

NOTE: This section includes clauses and provisions that apply to the ATEPS-SBSA master contracts (Part I) and the ATEPS-SBSA CLIN 0100 and CLIN 0200 Task Order 0001 under each contract. The numbering sequences in Section H, Parts I and II, are the same in order to facilitate the concurrent issuance of the master contracts and the initial task order under each contract.

PART I - MASTER CONTRACT CLAUSES AND PROVISIONS

The following clauses and provisions apply to the ATEPS master contract:

H.1 NON-PERSONAL SERVICES (DEC 1998)

No personal services as defined in Part 37 of the FAR shall be performed under this contract.

No Contractor employee will be directly supervised by the Government. All individual employee assignments and daily work direction shall be given by the Contractor’s supervisor.

If the Contractor believes any Government action or communication has been given that would create a personal services relationship between the Government and any Contractor employee, the Contractor shall promptly notify the CO of this communication or action.

The Contractor shall not perform any inherently governmental functions under this contract. No Contractor employee shall hold him or herself out to be a Government employee, agent, or representative. In all communications with third parties in connection with this contract, Contractor employees shall identify themselves as Contractor employees and specify the name of the company for which they work.

In all communications with other Government Contractors in connection with this contract, the Contractor employee shall state that they have no authority to in any way change the contract and that if the other Contractor believes this communication to be a direction to change their contract, they should notify the CO for that contract and not carry out the direction until a clarification has been issued by the CO.

The Contractor shall ensure that all of its employees working on this contract are informed of the substance of this clause. Nothing in this clause shall limit the Government's rights in any way under any other provision of the contract, including those related to the Government's right to inspect and accept the services to be performed under this contract. The substance of this clause shall be included in all subcontracts at any tier.

H.2 CONFLICT OF INTEREST DISCLOSURE (MAR 2008)

a) The Offeror shall provide a statement in its proposal which describes in a concise manner all past, present or planned organizational, financial, contractual or other interest(s) with an organization regulated by DOT, or with an organization whose interests may be substantially affected by Departmental activities, and which is related to the work under this solicitation. The interest(s) described shall include those of the proposer, its affiliates, proposed consultants, proposed subcontractors and key personnel of any of the above. Past interest shall be limited to within one year of the date of the Offeror's Technical Proposal. Key personnel shall include any person owning more than 20% interest in the Offeror, and the Offeror's corporate officers, its senior managers and any employee who is responsible for making a decision or taking an action on this contract where the decision or action can have an economic or other impact on the interests of a regulated or affected organization.

b) The Offeror shall describe in detail why it believes, in light of the interest(s) identified in (a) above, that performance of the proposed contract can be accomplished in an impartial and objective manner.

c) In the absence of any relevant interest identified in (a) above, the Offeror shall submit in its proposal a statement certifying that to its best knowledge and belief no affiliation exists relevant to possible conflicts of interest. The Offeror must obtain the same information from potential subcontractors prior to award of a subcontract.

d) The CO will review the statement submitted and may require additional relevant information from the Offeror. All such information, and any other relevant information known to DOT, will be used to determine whether an award to the Offeror may create a conflict of interest. If any such conflict of interest is found to exist, the CO may:

1. Disqualify the Offeror, or

2. Determine that it is otherwise in the best interest of the United States to contract with the Offeror and include appropriate provisions to mitigate or avoid such conflict in the contract awarded.

e) The refusal to provide the disclosure or representation, or any additional information required, may result in disqualification of the Offeror for award. If nondisclosure or misrepresentation is discovered after award, the resulting contract may be terminated. If after award the Contractor discovers a conflict of interest with respect to the contract awarded as a result of this solicitation, which could not reasonably have been know prior to award, an immediate and full disclosure shall be made in writing to the CO.

The disclosure shall include a full description of the conflict, a description of the action the Contractor has taken, or proposes to take, to avoid or mitigate such conflict. The CO may, however, terminate the contract for convenience if he or she deems that termination is in the best interest of the Government.

H. 3 EXCLUSIONS DUE TO ORGANIZATIONAL CONFLICTS OF INTEREST

(JUL 2015)

A. Work under this contract may provide the Contractor with access to information about future Government procurements, including information that generally is not available to the public. In addition, the work may involve the creation, development or enhancement of specifications or requirements, for various systems, equipment, hardware, and/or software. In order to prevent or mitigate a potential or actual bias, unfair competitive advantage, or other potential or actual conflict of interest, the Contractor shall be subject to the following exclusions:

(1) The Contractor may be excluded from competition for, or award of, any Government contract for which, in the course of performance of this contract, the Contractor has received procurement information which has not been made generally available to the public.

(2) The Contractor shall be excluded from competition for, or award of, any Government contract for which the Contractor assists in the development of the solicitation, Cost Estimate, Requirements, Specifications, or Statement of Work.

(3) The Contractor shall be excluded from competition for, or award of any Government contract which requires or includes the evaluation and/or development of system requirements, system definition, or other products that were developed by the Contractor under this contract.

(4) The Contractor may be excluded from competition for, or award of, any Government contract which requires, construction or fabrication of any system, equipment, hardware, and/or software for which the Contractor participated in the development of requirements or definitions pursuant to this contract.

B. This clause shall not exclude the Contractor from performing work under any amendment or modification to this contract or from competing for an award for any future contract which is the same or similar to work (e.g. logical follow-on) performed under this contract.

C. The term "Contractor" as used in this clause includes any person, firm, corporation, or other business entity which has a majority or controlling interest in the Contractor or in any parent corporation thereof, and any person, firm, corporation or business entity in which the Contractor (or any parent or subsidiary corporation thereof) has a majority or controlling interest. The term “Contractor” also includes the corporate officers or other officers or principals (if not a corporation) of the Contractor, and of any parent or subsidiary corporation thereof, which has a majority or controlling interest in the Contractor.

D. The exclusions contained in this clause shall apply for the life of the Contract (including all task orders, if any, issued under the Contract) plus two (2) years.

E. If any provision of this clause excludes the Contractor from competition for, or award of, any contract, the Contractor shall be ineligible to be a subcontractor, at any tier, on such contract.

F. This clause shall be incorporated into any subcontracts awarded under this contract.

H.4 U.S. DEPARTMENT OF TRANSPORTATION (DOT) CONTRACTOR PERSONNEL

SECURITY AND AGENCY ACCESS (JAN 2015)

The following definitions are provided:

• "Agency Access" means access to DOT facilities, sensitive information, information systems or other DOT resources.

• "Applicant" is a contractor employee for whom the contractor submits an application for a

DOT identification card.

• "Contractor Employee" means Prime contractor and subcontractor employees who require agency access to perform work under a DOT contract.

• "Identification Card" (or "ID card") means a government issued or accepted identification card such as a Personal Identity Verification (PIV)…