DAtch04AASETAVPWS 1 .pdf

Solicitation FA0021-15-R-0004 3 Nov 2014

PERFORMANCE WORK STATEMENT

SYSTEMS ENGINEERING

TECHNICAL ASSISTANCE (SETA V)

SERVICE

Prepared by

Headquarters Air Force Special Operations Command

(HQ AFSOC)

Hurlburt Field, FL 32544

Attachment 4

BRIEF CONTENTS

1.0 DESCRIPTION OF SERVICES

1.1 Scope

1.2 Background

1.3 Requirements

1.4 Security Administration

1.5 Management and Administration

1.6 Task Orders

1.7 Travel Requirements

1.8 Material Requirements

1.9 Transition

1.10 Release Authority

1.11 Limitation of Subcontracting

2.0 SERVICES DELIVERY SUMMARY

2.1 Service Delivery Summary (SDS) Matrix

3.0 GOVERNMENT FURNISHED PROPERTY

4.0 GENERAL INFORMATION

4.1 Work Hours

4.2 Place of Performance

4.3 Contractor Training

4.4 Motor Vehicle Operation

4.5 Performance of Services During Crisis Declared by the President, Secretary of

Defense, or Overseas Combatant Commander

4.6 Deployments

Appendix A Mission Descriptions

Appendix B Letter of Identification (LOI)-Official Travel of Government contractors

Appendix C Letter of Authorization (LOA) – as generated by Synchronized Predeployment and Operational Tracker Program

Appendix D DD Form 254 – Department of Defense Contract Security Classification

Specification w/ Addenda 1 – 8

Appendix E Contract Data Requirements List w/ Addenda 1 to A013 & Addenda 1 to A014

Appendix F Acronyms i

Attachment 4 (Printed Date: 11/14/2014)

3 November 2014

PERFORMANCE WORK STATEMENT (PWS)

FOR

SYSTEMS ENGINEERING & TECHNICAL ASSISTANCE (SETA V) SERVICES

1.0 DESCRIPTION OF SERVICES

1.1 Scope. This PWS provides for Non-Personal Advisory & Assistance Services (A&AS) and Non- Advisory & Assistance Services (Non-A&AS) to Headquarters Air Force Special Operations Command (HQ AFSOC) directorates and other AFSOC activities. Agencies assigned to HQ AFSOC, but not reporting to a specific directorate, may submit requirements to the most appropriate directorate based on the mission and required support. The objective of this contract action is to augment its organic (military and civil service) capabilities and acquire intellectual capital support in the areas of management and professional support services; studies, analyses and evaluations; and engineering and technical services.

Although this PWS describes the general and representative efforts required under the SETA contract, the specific task requirements will be defined by individual Task Orders (TOs) awarded under the basic contract.

1.2 Background. AFSOC became operational as a United States Air Force (USAF) Major Command (MAJCOM) in May 1990. AFSOC is also the air component of United States Special Operations Command (USSOCOM), a unified combatant command of the Department of Defense (DoD). Under Commander USSOCOM’s direction, AFSOC provides special operations air assets to USSOCOM and all other Combatant Commands. In its Air Force (AF) MAJCOM role, AFSOC serves as the primary AF proponent of special operations and special operations weapons systems.

1.3 Requirements. The contractor shall provide the necessary services to support all mission areas of HQ AFSOC (see Appendix A) and its subordinate units as specified and ordered under individual TOs.

The types of technical, engineering and acquisition management efforts the SETA contractor shall be required to assist with or to perform are exemplified by, but not limited to, the support to Air Force (AF) organizations in three functional areas: Management and Professional Support Services (Para 1.3.1, further divided into 1.3.1.1Operations and Training, 1.3.1.2 Acquisition and Logistics, and 1.3.1.3 Intelligence); Studies, Analyses and Evaluations (Para 1.3.2); and Engineering and Technical Services (Para 1.3.3). There are occasional requirements for Non A&AS support, examples are listed in Para 1.3.4.

1.3.1. Management and Professional Support Services are defined as services that provide assistance, advice, or training for the efficient and effective management and operation of organizations, activities (including management and professional support services for information technology and research and development activities) or systems. These services are normally closely related to the basic responsibilities and mission of the agency contracting for the services. Included are efforts that support or contribute to improved organization or program management, logistics management, project monitoring and reporting, data collection, budgeting, accounting, auditing, and administrative/technical support for conferences and training programs. Also included are services to review and assess existing managerial policies and organizations, develop alternative procedures, organizations and policies; and to examine alternate applications and adaptations of existing or developing technologies. The contractor shall provide support to AFSOC for Management and Professional Support Services similar to and including, but not limited to, the following:

1.3.1.1 Operations and Training Management and Professional Support Services (O&T M&PSS).

The contractor shall provide management and professional support, assistance, advice, or training and academic support for the efficient and effective management and operation of the AFSOC Director of Operations (A3), Civil Engineering (A7), Safety (SE), Air Force Special Operations Training Center (AFSOTC), and the 720 Special Tactics Group (720 STG) organizations, activities, or systems (see Attachment 4, Appendix A). The contractor shall provide support for O&T M&PSS similar to and including, but not limited to, the following:

1.3.1.1.1 Medical Modernization Program Management Services. Provide all management services and support within Headquarters Air Force Special Operations Command (AFSOC), Surgeon General’s directorate and administration office space. The role of this contractor will be to interact with medical Subject Matter Experts (SMEs) to identify potential issues requiring medical research; provide analysis of potential medical research requirements; refine, define and validate medical research requirements;

develop and vet medical research proposals with research agencies, academia and any potential funding sources; manage medical research initiatives, projects and programs; and support transition of results to AF operational missions. Interfaces with other AFSOC/SG divisions, AFSOC directorates, medical Special Operations Forces (SOF) SMEs, Air Force Medical Service Agency (AFMSA), Air Force Medical Evaluation Support Activity (AFMESA), other MAJCOM Modernization Divisions (SGRs), and the United States Special Operations Command (USSOCOM) staffs to gather requirements, provide analysis, manage research, share information, transition results, and provide support for the directorate and subordinate medical units.

1.3.1.1.2 Wounded Warrior Case Management Coordinator. Provide all management services and support within Headquarters Air Force Special Operations Command (AFSOC), Surgeon General’s directorate and administration office space. The role of this contractor will be to strengthen HQ AFSOC readiness to enhance the quality of life for AFSOC personnel assigned to AFSOC units; their families, surviving family members and/or Committed Designees. Provide specialized program knowledge and technical guidance to HQ AFSOC Surgeon General and other commanders/directorates on program implementation, administration, effectiveness, and evaluation of this program. The contractor shall accomplish all Wounded Warrior Case Management coordination tasks for combat and non-combat related cases.

1.3.1.1.3 Housing Privatization Consultation and Advisory Services. Provide management and consultation services necessary to support AFSOC’s Military Housing Privatization Initiative (Provide all management services and support within Headquarters Air Force Special Operations Command (AFSOC), Surgeon General’s directorate and administration office space MHPI). Specifically, support HQ AFSOC at Hurlburt Field, Florida and provide day-to-day project management support to HQ AFSOC. Services shall include providing technical advice, tracking action items, monitoring and reporting project status, arranging and attending meetings at the AFSOC or base representative, recording/writing minutes, and updating the web pages. The contractor shall perform tasks that require knowledge of Federal, State, and/or local regulations and statutes, building codes and standards, and as well as DoD and Air Force regulations, policies, instructions, directives, and documentation.

1.3.1.1.4 AFSOC Unmanned Systems Operations Support. Assist in support of USSOCOM and other-agency small and large Unmanned Aircraft Systems (UAS), as well as Air Force small UAS. Support includes establishing and managing information processes for UAS; design and development of UAS training materials; assessment and recommendations for regulatory guidance to support a UAS program;

implementation and sustainment of UAS program management processes; formulation of doctrine and concepts of operations (CONOPS) utilizing various UAS classes; and facilitating overarching guidance with respect to airspace management, deconfliction, and integration into theaters of operation.

Additionally, the areas of program management, test and evaluation, training, integration, and development for UAS with a focus on the following: micro, man-portable, multi-mission, mid-range and air-launched unmanned aerial vehicles; unmanned ground vehicles; ground and airborne control stations;

direct links to both surface forces and airborne weapons systems; various payload considerations;

actionable information; intelligence, surveillance, and reconnaissance; special operations; analysis; and software development for information management; training applications; modeling and simulation; and graphics. Support exercise development to help ensure realistic scenarios for UAS employment. This support shall include obtaining Federal Aviation Administration (FAA) Certificates of Authorization.

Access required at Top Secret (TS)-Special Compartmentalized Information (SCI) level.

1.3.1.1.5 Joint Terminal Attack Control (JTAC) & Small Unmanned Aerial Systems (SUAS) Program Management. JTAC program management and SUAS program management shall support AFSOC units’ training to include JTAC, JTAC-Instructor (I), JTAC- Stan/Eval Examiner (SEE), Close Air Support (CAS) simulator operations, SUAS pilot, SUAS simulator operations and SUAS instructor duties on local and off-station ranges. The contractor shall provide all personnel and other services necessary to perform JTAC/JTAC-I/JTAC-SEE control duties, SUAS pilot and instructor duties, operator maintenance of SUAS, simulator operations, and limited training of Air Force or other joint agency personnel as outlined in this Performance Work Statement, in accordance with pertinent SOCOM, Air Force, AFSOC, 24 SOW, 720 STG, 724 STG, and squadron directives.

1.3.1.1.6. AFSOC Operations Training Division Management Support. Provide support to HQ AFSOC/A3T training and weapons and tactics programs, including cradle to grave requirements for training and tactics for each weapon system. Support is required for management of AFSOC weapons systems. Management support of deficiencies/needs identification include supervision of the implementation of, and upgrades to, training devices; courseware; tactics, techniques, and procedures (TTP), for current and emerging missions and weapon systems. Provide assistance in managing the training program for many different AFSOC weapon systems, analyzing training requirements/methods, systems, efficiency and effectiveness. Support the implementation of tactics program requirements, and the identification and management of weapons and munitions requirements.

1.3.1.1.7 1st and 27th Special Operations Group (1 SOG) Operations Management Support. Provide support in operations management, to include functions related to current operations, scheduling and training in order to meet contingency commitments. Provide continuity and assist with range/airspace scheduling, flying mission tracking, and related support to track daily flying operations and coordinate scheduling requirements to ensure currency and qualifications for aircrManagement support of deficiencies/needs identification include supervision of the implementation of, and upgrades to, training devices; courseware; tactics, techniques, and procedures (TTP), for current and emerging missions and weapon systemsews. Schedule and track aircrew member training events, including administering enlisted Career Development Courses, scheduling End of Course test dates and maintaining all OJT records for 5 and 7-level upgrade trainees. As required, serve as the Unit Control Center (UCC) duty officer. Experience required as aircrew member on special operations forces (SOF) aircraft, with a high degree of understanding and knowledge of SOF aircrew procedures to include tactics, techniques and procedures, aircrew training, standardization and evaluation, publications management, life support equipment, exercise management, and mobility requirements.

1.3.1.2 Acquisition and Logistics Management and Professional Support Services (A&L M&PSS).

The contractor shall provide management and professional support, assistance, advice, or training and academic support for the efficient and effective management and operation of Plans and Programs (A8) and Logistics (A4) organizations, activities, or systems (see Attachment 4, Appendix A).

1.3.1.3 Intelligence Management and Professional Support Services (IM&PSS). The contractor shall provide management and professional support, assistance, advice, or training and academic support for the efficient and effective management and operation of the AFSOC Directorate of Intelligence organizations, activities, or systems (see Attachment 4, Appendix A).

1.3.2. Studies, Analyses and Evaluations. The contractor shall provide organized, analytical assessments to understand and/or evaluate complex issues to improve policy development, decision-making, management, or administration for AFSOC. These efforts result in documents containing data or leading to conclusions and/or recommendations. Databases, models, methodologies, and related software created in support of a study, analysis, or evaluation are considered to be part of the overall effort (see Attachment 4, Appendix A). The contractor shall provide support to AFSOC for Studies, Analyses, and Evaluations similar to and including, but not limited to, the following:

1.3.2.1 Special Tactics (ST) Operations Analysis and Planning Support. Perform analysis and planning activities in support of the ST combat force, focusing on two major areas: operations and training analysis. Review, consolidate, analyze, and document significant trends and lessons learned from ongoing contingency/wartime operations and continually evaluate strategic and performance plans based on this analysis. Perform document and records research and direct interviews, when appropriate, with individuals participating in current operations. Conduct analysis of data compiled in the ST Tasking/ Allocation System to identify ongoing trends in operations/training tempo and manpower utilization.

Provide after action report research and analysis to evaluate significant trends and capture lessons learned.

Organize and catalogue this analysis and research to facilitate input to various DoD databases and historical records. Support the development of published Tactics, Techniques, and Procedures (TTP) for the ST combat force and coordinate CONOPS. Participate in management and training meetings and conferences as a subject matter expert in ST. Provide analysis to support the 720 STG’s participation in the planning, programming and budgeting system (PPBS). Analyze squadron level group input for Doctrine, Organization, Training, Material, Leadership, Personnel and Facilities (DOTMLPF) issues and suggest opportunities and analysis of alternatives to correct problems and negative trends.

1.3.2.2 HQ USAF Operational Program Support. Assist in ensuring USAF SOF personnel are properly organized, trained, and equipped by performing a wide range of research, analysis, and administrative activities in support of the Air Force SOF mission. These duties include preparation and staffing of headquarters-level position, background papers, briefings and executive level summaries;

briefing Senior USAF Leaders; reviewing classified documents and providing analysis for plans and position papers; preparing formal responses to Joint Staff and OSD taskings regarding SOF operational matters; and performing duties in the Air Force Operations Center during crises or exercises. Must have operational experience with, or an understanding of, Air Force Special Operations to include roles and missions, policy, operations, equipment, and training. Must possess in-depth knowledge of the USAF role in OCO along with the roles and missions of other organizations involved; Information Operations;

the USAF Military Deception Program; Joint Air Operations; the Air Force organizational structure and command relationships; and the roles and missions of SOF forces. Must have an in-depth knowledge of the rules for air operations, and an in-depth understanding of the planning and execution of CONUS and OCONUS air operations to include air refueling and diplomatic overflight/landing procedures. Must be capable of quick response to tight deadlines. Access to intelligence information reporting is required to provide a threat analysis for planning and real-time support to ongoing War On Terror operations and conventional war plans.

1.3.2.3 CV-22 Program Management and Technical Support. Provide program management and technical support for the acquisition and sustainment of the CV-22 weapon system for AFSOC. Define and translate capability requirements, and evaluate subsequent operational capabilities of new or modified systems. Develop policies, procedures, and planning related to capability requirements, and operational test and evaluation (OT&E). Aid in the conversion of AFSOC concepts, roles, and missions into qualitative operational requirements for the CV-22 weapon and support systems, and assist in evaluating CV-22 capabilities to meet Joint Operational Requirements Document (JORD) requirements, including unique avionics systems and associated weapon system interfaces. Conduct CV-22 studies and analyses in five primary task areas: test and evaluation, mission planning, operational analysis and engineering, program analysis and engineering, and specific CV-22 program, planning and control. Provide assistance to update, implement, and maintain the AFSOC CV-22 Command Management Action Plan. Conduct requirements analyses; develop and integrate planning for operational training; and provide program analysis and engineering support, program planning and control, data management support, risk analysis, and preparation of presentation materials for the CV-22.

1.3.2.4 AFSOC Tactics Program Management Support. Conduct analysis, research, training development, instruction, and management support to implement and sustain the required elements of the AFSOC tactics program to ensure that the command’s crews are prepared to conduct operations in hostile environments and survive. Conduct information management; develop, maintain and update aircrew training courseware; and maintain, update and instruct tactician training courseware. Support the annual AFSOC Tactics Conference and related crosstell functions, and implement and maintain the tactics program processes.

1.3.3 Engineering and Technical Services. These services take the form of advice, assistance, training, or hands-on training (direct assistance) essential to research, development, production, operation or maintenance necessary to ensure the effective operation and maintenance of weapon systems, equipment, and components for AFSOC organizations or activities (including software when applicable) at design or required levels of effectiveness. These services include information technology consulting services, such as information technology architecture design and capital programming, investment control support services, software services such as implementing a web-based and commercial off-the-shelf software product that is an integral part of a consulting services contract. Systems engineering includes a combination of substantially all of the following activities: determining specifications, identifying and resolving interface problems, developing test requirements, evaluating test data, and supervising design.

Technical direction includes a combination of substantially all of the following activities: developing work statements, determining parameters, directing other contractors’ operations, and resolving technical controversies. System Program Office (SPO) Engineering is also included in this definition.

1.3.4 Non-A&AS Support:

1.3.4.1 Reserved.

1.4 Security Administration. The nature of the contract requires contractor personnel to possess a high degree of security awareness. The contractor shall develop a sound industrial security program to provide for the protection of classified defense information. Further, Government-furnished equipment/property must be reasonably protected from loss, theft, or unauthorized use. The contractor shall be responsible for understanding security obligations for the formulation of adequate regulatory procedures in the safeguarding of classified defense and other protected information. Contract security requirements and contractor access to classified information shall be in accordance with the “National Industrial Security Program Operating Manual (NISPOM) and as specified in the contract DD Form 254 (Contract Security Classification Specification) (Ref Appendix C), and the TO specific DD 254.

1.4.1 Contractor Identification.

1.4.1.1 Identification Badges. The contractor shall furnish corporate identification badges to all contractor and subcontractor personnel authorized to work at Hurlburt Field facilities (or other

Government installations). Costs for providing the corporate identification badge is the sole responsibility of the Contractor. While in Government facilities, all contractor employees shall conspicuously display their corporate identification badge and any government-issued identification badge above the waist at all times to allow for easy identification as a contractor employee or authorized subcontractor performing work for the contractor. Badges shall be worn at all times when contractor employees are collocated on a Government installation or when on temporary duty (TDY) working with other Government personnel. Subcontractor employees’ identification badges shall identify their respective prime contractor.

1.4.1.2 Contractor personnel and their subcontractors must identify themselves as contractors or subcontractors during all meetings, telephone conversations, in electronic messages, or correspondence related to this contract.

1.4.1.3 Contractor-occupied facilities (on Hurlburt Field or other government installations) such as offices, separate rooms, or cubicles must be clearly identified with contractor supplied signs, name plates or other identification, showing that these are work areas for contractor or subcontractor personnel.

1.4.1.4 Out processing Procedures. Government-issued badges, identification cards, passes, vehicle registration media, and admittance controls are accountable and, as such, are US Government property to be accounted for, protected and returned to the Government. When a contractor employee leaves the company or moves to a different directorate for support under this contract, the employee shall clear all computer systems to which they have access, turn in all keys or other admittance hardware, and perform "out processing" procedures with their Contracting Officer Representative (COR). A statement certifying that all appropriate “outprocessing” has been completed shall be included in the monthly report upon departure of any contractor personnel or at the end of TO performance period, to include the turn-in of the Common Access Card (CAC) as required by AFFARS 5352.242-9001. This responsibility extends to any subcontractors. (CDRL A0001)

1.4.2 Visitor Group Security Agreement. With the assistance of Industrial Security Office, 1SOW/IPC, the contractor shall enter into a Visitor Group Security Agreement. [reference AF Federal Acquisition Regulation Supplement (AFFARS) Clause 5352.204-9000, Notification of Government Security Activity and Visitor Group Security Agreements; and Attachment 4, Addendum 8].

1.4.3 Classified Visit Requests. The contractor shall be responsible for processing classified visits via the Joint Personnel Adjudication System (JPAS) in support of tasks within DoD. The contractor must determine that the visit is necessary and that the purpose of the visit cannot be achieved without access to, or disclosure of, classified information. Contractors shall establish procedures to ensure positive identification of visitors, appropriate personnel security clearance, and need-to-know prior to the disclosure of any classified information, and ensure that visitors are only afforded access to classified information consistent with the purpose of the visit. Classified visits outside DoD will require Visit Authority Letters (VALs) IAW National Industrial Security Program Operating Manuel (NISPOM), DoD 5220.22-M.

1.4.4 Facility Clearance. The contractor shall possess, or acquire prior to award of the contract, a TOP SECRET facility clearance – equal to the highest classification being granted as stated on the DD Form 254, Contract Security Classification Specification, Appendix C.

1.4.5 Personnel Clearances. The CO intends to issue task orders whose scope of effort will be in support of classified programs. The contractor shall be responsible for recruiting and retaining personnel with the appropriate clearances, as outlined in the individual TOs, to perform under this contract.

Generally, all contractor personnel assigned to work requiring access to any Government automated information technology system shall require a National Agency Check with Inquiries (NAC-I). Certain TOs will require the contractor to work with documents with security classifications up to and including SECRET/TOP SECRET/ SENSITIVE COMPARTMENTED INFORMATION/Special Access Program (S/TS/SCI/SAP). The contractor shall identify contractor employees on each TO to the appropriate COR and CO for verification in the JPAS prior to TO start date. Specific access information shall be detailed in the DD Form 254 attached to the TO. Contractor shall report to the appropriate government security office (Defense Security Service (DSS), Wing Information Protection Office, Special Security Office) any event or situation which may affect an employee’s continuing eligibility for access to classified information.

1.4.6 Document Accountability. The contractor shall maintain accountability records for contractor-generated and received classified material and comply with the provisions of the NISPOM. Contractor classified accountability record/receipts (AF Form 310, Document Receipt and Destruction Certificate) shall be used for accountability of classified material, to include transfer and destruction.

1.4.7 Documentation Access. Personnel collocated on Hurlburt Field may be required to receive or transmit classified documents. Specific security requirements shall be further defined in each TO.

1.4.8 TO Security Requirements. The contractor shall be responsible for complying with program office Security Classification Guides (SCGs) and shall be responsible for marking and protecting information in accordance with these same SCGs and the Information Security oversight Office’s Directive 1for each task. Additionally, the contractor is responsible for passing down to all subcontractors and team members the SETA V security requirements as stated in the contract. All contractor employees shall observe and otherwise be subject to such security regulations as are in effect for the particular premises involved. When directed by the Contracting Officer, the contractor shall remove any employee who endangers national security. Removal shall be at no cost to the Government.

1.4.9 Industrial Security Office. All contractor performance on Hurlburt Field involving collateral classified will be under the security oversight of the Industrial Security Office, 1SOW/IPC, which will provide overall base security guidance and required security inspections of on-base contractor activities.

All contractor performance involving collateral classified off Hurlburt Field that is not inspected by the “local” customer’s security agency will be under the security oversight of the DSS.

1.4.10 Antiterrorism Training. Per DoDI 2000.16, “DoD Antiterrorism (AT) Standards,” all contractor personnel are required to complete Level I AT Training. This training shall be completed 30 days after award of a TO. The contractor must comply with DFARS 252.225-7043, Antiterrorism/Force Protection Policy for Defense Contractors outside the United States

1.4.11 Security Training. Contractor employees shall be required to attend an equivalent level of security education and training as currently required by applicable Government agencies. For task orders, this includes but may not be limited to: information and computer security training, force protection briefings/training, and refreshers as required. Prime contractors are responsible for ensuring that their team members/subcontractors obtain this required training.

1.5 Management and Administration

1.5.1 General. The contractor shall employ a program management structure to ensure the efficient execution of all taskings and the capability to report on the status of work performed. The contractor shall use a single Program Manager with the authority to administer all project activities and serve as the principle point of contact (POC) for all matters regarding project administration and reporting. To ensure efficient on-site management and administration of all task orders, the contractor shall identify a POC and an alternate who shall provide the direct, recurring interface between the contractor, the QA personnel, and the applicable directorate staff. The contractor shall promptly notify the CO of any issues or problems requiring a Government response.

1.5.2 Management Structure. The contractor shall implement and maintain a management structure for SETA V which shall be consistent with proven methods of management of diverse technical workloads under a TO system. The structure shall be capable of responding to SETA V requirements across the full range of workload potential and be adaptable enough to meet long term/stable tasks and short notice, short duration tasks. The structure must be flexible enough to allow rapid reassignment of personnel as well as the assignment of personnel to multiple, sometimes diverse tasks. Lines of authority and responsibility shall be clearly established for managerial, technical, administrative and support personnel. Administrative and support functions shall also be structured to be responsive to task requirements.

1.5.3 Off Base Facility. The contractor shall establish a local office within 30 minutes average driving time from Hurlburt Field, FL, to enhance responsiveness to Hurlburt Field customers and avoid wasted time and costs spent on local travel. The primary purpose of the off-base facility is to provide a work location for the contractor’s indirect charge employees handling the contractor’s contract management, financial management, and administrative support. No classified information shall be stored in the off-base facility. The contractor shall be responsible for all costs associated with maintaining the off-base facility.

1.5.4 Personnel Management. The contractor shall maintain a stable workforce in order to provide continuity of services and reduce or minimize the need for the Government to expend time/money/effort to retrain and re-orient new Contractor personnel. Also, the contractor shall employ and retain an appropriate number of key personnel who have the necessary skills, education, or SOF expertise to effectively perform contract management and accomplish the range of requirements required at the TO level. Additionally, contractor shall maintain an active training, recruitment and retention program to ensure qualified and clearable personnel are available to meet or exceed contract and TO requirements.

1.5.5 Business Relations. The contractor shall be proactive in identifying problem areas and providing corrective action. The contractor and contractor employees shall be customer oriented and display a professional and cooperative attitude when performing service for the Government. The contractor is responsible for providing timely notification to the Government of any acquisition or mergers involving the prime contractor to include the potential impact on this contract.

1.5.6 Ethics. The contractor will be highly visible to the entire AFSOC community as a result of providing advisory and assistance services to the Government. Consequently, the contractor is expected to present an unblemished appearance in regards to ethics, discretion, and protection of information, including the guidelines for use of government computer electronic messaging listed in AFI 33-119 and Internet use in AFI 33-129.

1.5.7 Subcontract Management. The contractor shall be responsible for any subcontract management necessary to integrate work performed on this contract and shall be responsible for subcontractor performance on each task. The contractor shall provide a list of all subcontractors with their initial proposal for approval at time of contract award. Any time the contractor desires to add or delete a subcontractor, prior approval of the CO is required. Requests must be submitted in writing within 15 calendar days of desired change. Under no circumstances will a change be requested or approved within the first 6 months of contract award.

1.5.8 Voluntary Protection Program (VPP).

1.5.8.1 Definitions:

1.5.8.1.1 Applicable Contractors. These requirements apply only to contractors whose employees work more than 1000 hours per quarter on a government installation.

1.5.8.1.2 Days Away, Restricted, and/or Transfer Case Incidence Rate (DART). Number of recordable injuries and illness cases per 100 full-time employees resulting in days away from work, restricted work activity, and/or job transfer that a site has experienced in a given time frame.

1.5.8.1.3 Total Case Incidence Rate (TCIR). Total number of recordable injuries and illness cases per 100 full-time employees that a site has experienced in a given time.

1.5.8.2 Installation-specific Safety and Health Standards. Hurlburt Field and Cannon AFB have been recognized under the Occupational Safety and Health Adminsitration (OSHA) Voluntary Protection Program (VPP). VPP impacts all “applicable contractors” operating on Air Force Installations. It is the applicable contractor’s sole responsibility to ensure its employees and managers have a comprehensive understanding of VPP as well as full compliance with OSHA requirements (Public Law 91-596).

Detailed information on VPP is available on the OSHA website at http://www.osha.gov/dcsp/vpp/index.html. Contractors, whether regularly involved in routine site operations or engaged in temporary projects such as construction or repair, must follow the safety and health rules of the installation or VPP site.

1.5.8.3 Applicable Contractor’s Safety and Health Plan. Each applicable contractor must submit its safety and health plan and corresponding site safety checklist to the contracting officer 10 days after contract award. The safety office will assist the contracting officer to ensure that the contractor’s safety and health plan includes all required elements identified in the Performance Work Statement (PWS). The contractor’s plan shall include appropriate measures to ensure the contractor reacts promptly to investigate, correct and track alleged safety & health violations and/or uncontrolled hazards in contractor work areas. The plan shall:

1.5.8.3.1 demonstrate a management commitment to employee safety and health and identify the roles and responsibilities of Management, Supervisors, Employees, and Safety Coordinator;

1.5.8.3.2 identify applicable safety rules and regulations and identify the application of the safety and health plan to subcontractors;

1.5.8.3.3 include a worksite hazard analysis to include base-line hazard identification and required control measures;

1.5.8.3.4 include a job site analysis to include hazards of tasks required to control measures;

1.5.8.3.5 identify employee safety and health training requirements and the documentation process;

1.5.8.3.6 include a workspace inspection frequency, to include identifying the individual conducting the inspections;

http://www.osha.gov/dcsp/vpp/index.html

1.5.8.3.7 include employee hazard reporting procedures;

1.5.8.3.8 identify individual(s) responsible for corrective action hazards;

1.5.8.3.9 identify first aid procedures and procedures for accident investigation and reporting;

1.5.8.3.10 identify emergency response procedures; and the process for tracking controlled hazards in contractor work areas.

1.5.8.4 Annual Reporting Requirements. Applicable contractors are required to provide their OSHA 300A information and TCIR/DART rates annually by 15 January to the CO for consolidation and submission as part of the installation’s annual VPP Safety and Health Management Report. This information shall be included in the January monthly report at the management level (A001).

1.5.8.5 Mishap Reporting. An applicable contractor shall ensure its employees and subcontractors promptly report pertinent facts regarding mishaps involving reportable damage or injury to the AFSOC VPP Office and cooperate (IAW AFI 91-204) in any Air Force safety investigation. Cooperation will include toxicology testing. To ensure 100% compliance, this requirement will be added to the PWS as a Services Summary (SS).

1.5.8.6 An applicable contractor is responsible for establishing these requirements for all subcontractors who qualify as applicable contractors under the resulting contract.

1.5.9 Professional Employees. Professional employees are defined by FAR 22.1102 as: "members of those professions having a recognized status based upon acquiring professional knowledge through prolonged study. Examples of these professions include accountancy, actuarial computation, architecture, dentistry, engineering, law, medicine, nursing, pharmacy, and the sciences (such as biology, chemistry, and physics and teaching). To be a professional employee, a person must not only be a professional but must be involved essentially in discharging professional duties."

1.5.10 Documentation. The SETA V PWS and data exhibits will establish the SETA V documentation requirements for contract management, and will provide a menu of data deliverables for individual TOs. Each TO will specify the relevant data required from this menu to accomplish the task.

The data exhibit menu establishes all documentation requirements and is described in the Contract Data Requirements List (CDRL). All required reporting/documentation shall be developed, delivered, or presented as specified in either the SETA V PWS or individual TO PWS. (A001, A002, A003, A004, A005, A006, A007, A008, A009, A010, A011, A012, A013, A014, A015, A016, A017, and A018.)

1.5.10.1 TO Level Reporting. Task requirements will be determined individually by the using organization or functional office and conveyed to the contractor via the TO PWS. Specific performance and data requirements will be specified in each TO. Those items to be included for all TOs in the TO Monthy Report at CDRL A001 include Outprocessing procedures in H-0009 and 1.4.1.4 of this PWS.

TO PWSs will identify any additional required deliverables in accordance with CDRLs A001, A002, A003, A004, A005, A006, A007, A008, A009, A010, A011, A012, and A013.

1.5.10.2 Contract Level Reporting - Contract level reporting is identified in accordance with CDRLs A001, A012, A014, A015, A016, and A017.

1.5.10.2.1 Contract Monthly Status Report - The contractor shall provide a SETA V Monthly Status Report, which may include items such as, accomplishments, innovations, challenges, problems, special interest items, or issues with limitation of subcontracting requirements, Organizational Conflicts of Interest, manpower, recruiting, security, or quality assurance at the contract or TO level. In accordance with Paragraph 1.5.8.4 of this PWS, include information to comply with the Voluntary Protection Program annual reporting requirement. The TO level monthly status report should also include any noteworthy accomplishments that exceed the PWS requirements to the benefit of the Government.

(A001)

1.5.10.2.2 Manpower Management Report. The contractor shall provide a Manpower Management Report identifying the number of labor hours utilized for each labor category. The report shall identify annual and cumulative expenditures by TO for the entire contract period. The report shall also include TO Number; TO Period of Performance; Number of Contract Man-hour Equivalents (CMEs); Total Award Amount; Contract Administrator (CA); COR; Labor Category used; name of employee; Security Clearance; Start and End Date on TO. First submission is due no later than the 15th of the first month following contract award and by the 15th of each month thereafter. Report shall be submitted electronically (unprotected) and in hard copy to HQ AFSOC/A7KQ. A sample format is included at Addendum to CDRL A014. (A014)

1.5.10.2.3 Quality Assurance Plan (QAP) - The contractor shall submit a QAP within 60 calendar days of contract award for review and approval by the CO. The plan shall identify how management will monitor performance to ensure quality service is provided to the Government in accomplishing contract and TO requirements and shall address Voluntary Protection Plan requirements. The plan shall be updated as needed to ensure quality service is maintained throughout the contract performance period.

CO review and approval is required for all revisions. The contractor’s QAP shall be applicable to all subcontractors and members of the contractor’s team. (A015)

1.5.10.2.4 Semi-Annual Program Management Report (PMR). The contractor shall prepare and present a Semi-Annual Program Management Report that provides a brief description of the task, current status, expenditures to date, manpower information, total TO value, accomplishment, innovations, performance initiatives, and problem issues, if any, affecting performance. The report shall be provided in hard copy and PowerPoint slides for presentation to HQ AFSOC/A7KQ. (A012 & A016)

1.5.10.2.5 Management Expenditure Report. The contractor shall develop and provide a Management Expenditure Report identifying total costs for Firm-Fixed-Price (FFP) and Labor-Hour (LH) labor, travel, and material. The report shall identify monthly, annual, and cumulative expenditures by TO for the entire contract period. The worksheet shall be cumulative (include all TOs since contract start), divided by contract year, and shall show only those TOs started during a particular year. The report shall also identify compliance with FAR 52.219-14, Limitations on Subcontracting, by individual TO and cumulative for contract performance to date. First submission is due no later than the 15th of the first month following contract award and by the 15th of each month thereafter. Report shall be submitted electronically (unprotected) and in hard copy to HQ AFSOC/A7KQ. Sample format is included at Addendum to CDRL A017. (A017)

1.6 Task Orders. All task orders will be competed between all Contractors, unless the Contracting Officer limits competition in accordance with one of the exceptions at FAR 16.505(b)(2). Specific performance and data requirements will be delineated in each task order. The Contractor shall use the TO procedures in Section H of the contract to respond to requests for proposal.

1.6.1 Pre-performance Conference. A pre-performance conference shall be conducted with the using organization and contractor personnel within 10 calendar days of TO start date. The purpose of the pre-performance conference shall be for Government and contractor personnel to meet to review TO requirements, schedule, and expectations. A pre-performance conference may be required for exercised options or logical follow-ons upon request by the CO or COR.

1.6.2 Task Order Closeout.

1.6.2.1 For TOs with no option periods. Upon submission of the final invoice in Wide Area Workflow, the CO will unilaterally de-obligate remaining TO funding.

1.6.2.2 For TOs with Exercised Options. For TOs awarded on an option basis, do not code the invoice “Final” in WAWF but include a statement in the item description that the invoice is the final for that base or option period as appropriate.

1.6.2.3 The final invoice, including at the end of each option period, shall include a breakdown by Contract Line Item Number (CLIN) showing totals expended for each CLIN, and shall show the final amounts expended for the prime contractor and all subcontractors.

1.6.3 TO Completion Meeting. When specified in individual TOs, the contractor shall conduct a TO completion meeting with the using organization to present the results and conclusions of work performed under each TO.

1.7 Travel Requirements. The contractor shall be required to travel predominantly using commercial air or other conventional modes to both Continental United States (CONUS) and Outside CONUS (OCONUS) locations. In rare circumstances, the contractor may be required to travel using Government air. Total travel costs shall not exceed allocated funding on the Travel CLIN. Air travel selections shall take into consideration economy and convenience for the Government. Contractors shall consider the potential savings by traveling via the Pensacola Airport instead of the Northwest Florida Regional Airport and the use of refundable versus non-refundable tickets when efficiency and mission requirements allow. The Contractor shall prepare Letters of Identification (LOI) for its employees to travel on TO requirements. LOIs shall be authorized by the COR and submitted for approval to the CO or CA at least 5 workdays prior to departure. Travel requirements are based on individual TOs and the cost of travel is reimbursable in accordance with the Federal Acquisition Regulation (FAR) part 31 – Cost Principles, and Special Provisions identified in Section H.

1.7.1 OCONUS Travel.

1.7.1.1 Cost of passports for overseas travel is the responsibility of the contractor.

1.7.1.2 Overseas travel may be required in regions of conflict, combat, or contingency operations where the contractor may be susceptible to capture and/or detention by the enemy as a prisoner of war. If such travel is required, the contractor shall comply with the requirements of Paragraph 4.6 of this PWS. Other Direct Costs associated with overseas travel other than normal travel costs (such as Defense Base Act insurance, special payments, etc.) shall be invoiced separately under CLIN 0006.

1.7.1.3 Cost of Military Transport. In those instances where travel is via military air or Air Mobility Command (AMC) flights, ensure that the billing for the military air travel is done directly to the Government instead of through the contractor. The contractor must ensure the contract/task order number, Customer Identification Code (CIC) and contract line of accounting is included on all documentation that the contractor employee will present to the deployment processing center when traveling. Letters of Authorization (LOA) in the Synchronized Predeployment and Operational Tracker (SPOT) Program authorizing military transport shall specify the Customer Identification Code (CIC) specific for the line of accounting on the contract. If the Contractor does not have the CIC number, the LOA will state "special account handling: billing for military transportation will be forwarded to the contractor's address (insert Contractor's address)."

1.8 Material Requirements. TOs that require use of materials (other than Government-furnished) shall identify such material requirements in the contractor’s TO proposal. Material purchases shall be authorized by the COR and approved by the CO prior to purchase. Funding for approved material expenditures shall be provided at the TO level. Competitive quotes from at least three vendors are required for material purchases of $3,000 or more. Receipts for material purchases shall be submitted with invoices. Material costs will be reimbursed IAW FAR Part 31, Cost Principles.

1.9 Transition. The contractor shall ensure a smooth transition with the incumbent SETA IV contractors during the phase-in period in accordance with provisions in Section H. The contractor shall ensure a smooth transition with any contractors who are awarded a subsequent SETA contract upon completion of SETA V.

1.10 Release Authority. Release of reports, data, materials, or other information obtained or generated under this contract is not authorized unless written approval from the CO is provided.

1.11 Limitation of Subcontracting. In accordance with FAR 52.219-14, Limitations on SubContracting, at least 50 percent of the total cost of contract performance incurred for personnel shall be expended for employees of the small business prime; this compliance is on a continuous basis. Actual compliance will be monitored through the monthly cost and performance reports.

2.0 SERVICES DELIVERY SUMMARY

2.1 Service Delivery Summary (SDS) Matrix. The Contract service requirements are summarized into performance objectives that relate directly to mission critical items.