A8X CSMC PWS 18 Aug 08.doc

Performance Work Statement (PWS)

FOR

HQ AFSPC/A8X plans Division for strategy policy and doctrine

1.0. ORGANIZATION BEING SUPPORTED:

HQ AFSPC/A8X

150 Vandenberg St Ste 1105

Peterson AFB CO 80914-4610

1.1 MISSION:

Develop strategy, doctrine, and policy, long-range plans, capability investment and divestiture strategies that deliver space and nuclear capabilities for America and its warfighting commands.

1.2 DESCRIPTION OF SERVICES: Provide technical and analytic support for the development of strategy, policy, doctrine, long-range plans, Concept of Operations (CONOPS), Concept development and Capabilities Review and Risk Assessment (CRRA) to control and exploit space. Provide technical and analytic support to execute the Integrated Planning Process resulting in publishing strategic documents such as AFSPC/CC Guidance and Intent, Strategic Framework, Capability Strategies, Strategic Recapitalization Plan (SRP), etc. HQ Air Force Space Command (HQ AFSPC) also requires specialized support to successfully adhere to and implement higher Air Force direction regarding Concept of Operations (CONOPS) and Concept development. The Air Staff continues to reorganize and redefine categories of CONOPS/concepts in an effort to better integrate and correlate the capabilities and needs across the USAF in support of combatant commands and the joint warfighter. Nevertheless, there is limited specific guidance available to define the processes and elements for CONOPS/Concepts across the service. Therefore, this effort will continue a coherent, well-defined capability for the AFSPC to develop and maintain its own CONOPS/Concept documents. In accordance with AF Instruction 10-2801 “AF Concept of Operations Development,” HQ AFSPC has been assigned responsibility for the development/ update of the AF-level Space and Command, Control, Communications Computers, Intelligence, Surveillance Reconnaissance (S&C4ISR) CONOPS.

1.3 OVERVIEW OF SERVICES REQUIRED

Provide support to HQ AFSPC Strategic Plans Division mission. The contractor shall provide technical support in the areas of strategy, policy, doctrine and long-range plans to include:

1.3.1 Support AFSPC’s Integrated Planning Process (IPP) through Functional Area Analysis (FAA), Functional Needs Analysis (FNA), Functional Solution Analysis (FSA), and Integrated Investment Analysis (IIA); and generating a Strategic Recapitalization Plan (SRP).

1.3.2 Identify Command’s near-, mid- and far-term required capabilities, assesses shortfalls in fulfilling those capabilities and determine the optimal 20-year investment strategy required to address the shortfalls.

1.3.3 Oversee and write the Command’s SRP, to include the Investment Strategy and Long-Range Plans, Commander’s Strategic Vision/Intent and AFSPC Roadmap documenting the results of the IPP and other AFSPC planning documents.

1.3.4 Prepare and update applicable instructions related to the IPP and other planning processes.

1.3.5 Prepare inputs to the Air Force Planning and Programming Guidance, National Security Space Plan, and Air Force Capabilities Investment Strategy and other evolving DoD documents.

1.3.6 Interact directly with MAJCOMs, Unified Commands, Air Staff, and defense agencies to assist in defining operational deficiencies and integrate total force capabilities.

1.3.7 Provide support to SMC concept development efforts and integrate them into IPP.

1.3.8 Prepare Capability Strategy documents to support new or existing capabilities.

1.3.9 Review, analyze and coordinate doctrine (Joint, Allied and Air Force), Service and Multi-service Tactics, Techniques and Procedures (TTPs), national military strategies and space policy (national, Department of Defense (DoD), USAF). Assist in developing strategy, policy, and doctrine for military space operations. Support planning for and participation in Title X and space wargames. Provide support to the government to implement the planning processes and/or publishing of specific products identified below. The contractor shall support ad hoc and planned meetings for:

1.3.9.1 Integrated Planning Process (IPP)

1.3.9.2 AFSPC Strategic Recapitalization Plan (SRP) Product

1.2.9.3 Functional Area Analysis (FAA) Process

1.2.9.4 Functional Needs Analysis (FNA) Process

1.2.9.5 Functional Solutions Analysis (FSA) Process

1.2.9.6 Integrated Investment Analysis (IIA) Process

1.2.9.7 Space Strategy, Doctrine, TTP and Policy Analysis Process

1.2.9.8 Command Relationship Analysis Process

1.2.9.9 Space and Missile National Security Space Office (NSSO) Process

1.2.9.10 Air Force Roadmap Product

1.2.9.11 Quadrennial Defense Review (QDR) Process

1.2.9.12 Strategic Planning Product

1.2.9.13 Space & Command, Control, Communications, Computers, Intelligence, Surveillance, Reconnaissance (S&C4ISR CONOPS) product

1.2.9.14 AFSPC Functional Concept Development/Update Products

1.2.9.15 AF Global Mobility CONOPS

1.4. SPECIFIC REQUIREMENTS:

1.4.1 REQUIREMENT 1: Overview of Services Required FOR STRATEGIC PLANS, CAPABILITIES PLANNING/INTEGRATION AND FUNCTIONAL CONCEPTS/CONOPS (40%)

The contractor shall provide the following to support HQ AFSPC/A8XP. The contractor shall assist HQ AFSPC/A8X with Operations Research and HQ Organizational Management Support with its responsibility to develop and deliver strategic plans.

HQ AFSPC/A8X facilitates the command’s IPP to support development of the SRP, Long-Range Plans, Investment Strategies, AFSPC Roadmaps, prioritized capability lists and shortfall lists. HQ AFSPC/A8XP is charged with integrating the efforts of capability teams into a coherent solution for AFSPC and ensuring the vision is clearly communicated within and outside AFSPC. HQ AFSPC/A8XP is in charge of tracking CRRA shortfalls and how well AFSPC is meeting these shortfalls.

1.4.1.1 Develop recommendations for the implementation of IPP revisions by 1 Oct of odd years IAW the AFSPC Instruction governing the IPP (entire instruction applies). Provide briefing to the government recommending actions the government should consider implementing.

1.4.1.2 Perform analysis of concept cost profiles for approximately 80-100 concepts per year. Provide analysis with recommendations to the government.

1.4.1.3 Provide recommendations for incorporation of planning, programming and basing guidance into the IPP annually. Provide marked-up copy with recommendations to the government.

1.4.1.4 Provide technical liaison support between HQ AFSPC/A8X and mission/business partner organizations on average of 2-4 times per month. Provide overall summation of key issues and recommendations to the government.

1.4.1.5 Prepare training material and conduct training sessions IAW the AFSPCI. Provide briefing and associated handouts to the government.

1.4.1.6 Prepare/deliver briefings/talking papers aimed at integrating and gaining planning advocacy at least 20 times per year. Include a summation of key issues and recommendations to the government.

1.4.1.7 Assist the government to draft and produce SRP biannually IAW the AFSPCI. Provide summation of key issues and recommendations to the government. Coordinate finalized copy within HQ AFSPC.

1.4.1.8 Assist the government in maintaining IPP databases to include: Aerospace Integrated Investment Software (ASIIS) and others. Provide a summary and rationale of changes made.

1.4.1.9 Support design and format decisions of SRP to effectively communicate AFSPC intent and vision. Provide a summation of key issues and recommendations to the government.

1.4.1.10 Identify and document Planning and Programming Guidance annually. Provide overall summation of key issues and recommendations to the government.

1.4.1.11 Draft AFSPC Strategic Planning Guidance (Commander’s Intent) and Strategic Framework biannually. Coordinate finalized copy within HQ AFSPC.

1.4.1.12 Identify required force integrated across capability teams annually. Provide summation of key issues and recommendations to the government.

1.4.1.13 Integrate SRP production with program-level Counterspace / Space Control activities to ensure production of an integrated plan for the command.

1.4.1.14 Provide technical assistance and recommendations on strategic integration with outside agencies. Provide a summation of key issues and recommendations to the government.

1.4.1.15 Conduct SRP to Program objective Memorandum (POM) Comparison yearly IAW the AFSPCI. Provide briefing to include a summation of key issues and recommendations to the government. Prepare quick reaction analyses to implement the IPP and development of the POM/Amended Program Objective Memorandum (APOM) at least 4 times per year. Propose new methods to better integrate the SRP Investment Strategy with the Command's POM processes. These proposals should also recommend methods to eliminate no longer needed processes.

1.4.1.16 Develop briefings, papers, analytical assessments of strategic planning and IPP/SRP data. This will encompass approximately 50 briefings and 26 papers yearly. Provide updated briefings, summation of key issues and recommendations to the government.

1.4.1.17 Support IPP/SRP briefings development as well as associated local travel (radius range of 50 miles) at least 3 times per year. Provide updated briefings and point papers to the government.

1.4.1.18 Maintain prior IPP cycle lessons learned and recommend refinements to IPP data and activities at least once per year. Provide summation of key changes and recommendations to the government.

1.4.1.19 Assist in development of IPP value model during FAA phase of IPP biannually. Provide a summation of key issues and recommendations to the government.

1.4.1.20 Support recurring planning conferences (at least 2 per year). Provide updated briefings and point papers to the government within 5 days of request.

1.4.1.21 Create, coordinate and maintain the roadmap/database. Updates should be accomplished quarterly. Provide a summation of changes and rationale. Support meetings and planning sessions for the roadmap 8-12 times per year.

1.4.1.22 Attend meetings, conferences and other technical exchanges. Provide a summation of key issues and recommendations to the government.

1.4.1.23 Attend ad hoc meetings, conferences and other technical exchanges 4-8 times per year.

1.4.1.24 Schedule, assist and document the results of FAA/FNA/FSA AFSPC Corporate Structure meetings.

1.4.1.25 Maintain HQ AFSPC A8XP, A8XS, A8XN and A8XC web sites (reviewed and updated weekly). Provide notification to the government when changes are made.

1.4.1.26 Provide objective links between the AFSPC/CC Vision, Guidance and Intent, and Strategic Framework to IPP and planning products. Help Command align strategic planning efforts with the Air Force Strategic Plan.

1.4.1.27 Assist in developing and delivering an execution plan for the Commander’s Strategic Recapitalization Plan that objectively measures the achievement of organizing, training and equipping priorities of the Command. Design and recommend a sustainable process that provides a high-profile, command-wide progress report.

1.4.1.28 Prepare multiple drafts of the S&C4ISR CONOPS to support the biennial update IAW AFI 10-2801 and AF/A5X-C direction. The updated document will capture AF-level Space and C4ISR capabilities provided by various AF organizations and provide linkage to higher-level capabilities and Joint warfighter CONOPS/Concepts. The contractor shall ensure that all organizations with Space and C4ISR capabilities participate in the update and subsequent coordination of the draft CONOPS. Further, the contractor will invite representatives from the other Services and Combatant Commands in order to ensure joint warfighter needs are incorporated into the updated document. The contractor shall document and retain all coordination comments submitted by AFSPC and external organizations/agencies. The contractor shall facilitate resolution to all S&C4ISR comments and issues. Following satisfactory resolution of all comments, the contractor shall submit the final version of the CONOPS to the HQ AFSPC Flight Lead for submittal higher headquarters for CSAF final approval.

1.4.1.29 Review all AF-level CONOPS/Concepts, consolidate AFSPC directorate comments, and recommend concurrence/non-concurrence to the AFSPC CONOPS Flight Lead and A8/9 Director. As directed by the project officer and in-coordination with AF/A5X-C, the contractor will lead the development of lower level AF CONOPS/concepts in support of the AF-level CONOPS.

1.4.1.30 Provide technical support to the AFSPC S&C4ISR CONOPS Flight Lead for all CRRA related activities and subsequent CRRA/CBP cycles. This includes, but is not limited to, coordination of all HQ AFSPC Directorates’ participation in the process; support to the Master Capabilities List (MCL) update; participation in the development of associated architecture models/diagrams and process sequence models (PSMs); identification of AFSPC subject matter experts (SME); facilitation of CRRA data collection/consolidation; participation in Risk Assessment Teams (RATs); and support to the CRRA out-brief activities from the O-6 level to the final 4-Star presentation. The contractor will respond to all taskings and request for information from Air Staff regarding CBP, CRRA and related activities.

1.4.1.31 Support the subsequent update of the AFSPC functional concepts (Command & Control of Space Forces; Space Force Enhancement, Space Control; Space Support; and Space Force Application, etc). The contractor will work with cognizant AFSPC Capability Teams as well as other AFSPC organizations to update the FY07/08 approved concepts and to ensure the concepts are developed in accordance with existing AFSPCI Concept guidance (i.e., AFSPCI 10-102). The contractor shall document and retain all coordination comments submitted by HQ AFSPC and external AFSPC organizations (e.g., Numbered Air Forces [NAFs], Centers, etc.). The contractor shall facilitate resolution to all comments and issues. Following satisfactory resolution of all comments, the contractor shall submit the final version of the functional concepts to AFSPC/A8/9 final approval. Review and ensure alignment/integration with various joint concepts such as Joint Operating Concepts (JOC), Joint Functional Concepts (JFC) and Joint Integrating Concepts (JIC).

1.4.1.32 Provide Capability Teams a strategic view and understanding of the IPP and the various phases. The phases are:

1.4.1.33.1 Functional Area Assessment (FAA) and using a Value-Focused Thinking (VFT) unbiased approach to developing and refining capability and task definitions, weights, and performance measures.

1.4.1.33.2 Functional Needs Analysis (FNA) which is how to score current and programmed systems against performance measures; how to distill numerical performance gap analysis into textual statements of need relevant to developing next POM strategy.

1.4.1.33.3 Functional Solutions Analysis (FSA) and understanding the concept development process and working relationships with respect to SMC and ESC product center concept sources; to develop “in-house” concepts in the absence of product center-provided concepts; to understand how concept development can be used to develop effective POM strategies using the FY10 SATOPs success model.

1.4.1.33.4 Integrated Investment Analysis (IIA) training and developing concept timing options, logical relationships and synergies for Programs of Record and concepts

1.4.1.33.5 Use of the SPDB to archive/update: (a) FAA capability/task/measure data; (b) FNA performance scores and justifications for each Program of Record; (c) FSA “in house developed” concept data; how to use and interpret the rich selection of SPDB reports

1.4.1.33.6 Develop IIA launch matrix defining launch systems, associated payload mass performance as a function of insertion altitude and forecasted Force Enhancement payloads by timeframe.

1.4.1.33.7 Work with organizations such as USSTRATCOM, NSSO, AFRL, NOAA, SMC to provide IPP products and assist in understanding AFSPC strategic priorities and direction.

1.4.1.33.8 Provide IIA oversight of data validation, optimization run analysis and problem resolution and development of real time strategies and options in answer to AFSPC/CC queries.

Develop capability strategies for Intelligence, Surveillance and Reconnaissance (ISR); Position, Navigation and Timing (PNT); Military Satellite Communications (MILSATCOM); Launch, Ranges and Networks; and Operationally Responsive Space (ORS)

1.4.2 REQUIREMENT 2: OVERVIEW OF SERVICES REQUIRED FOR SPACE Strategy, Doctrine and Policy Analysis (15%)

The contractor shall provide the following support to HQ AFSPC/A8XS. The contractor shall assist the HQ AFSPC/A8XS branch in performing analyses and development of national, military and space strategy, doctrine and policy to support development of the AFSPC SRP and other long-range planning products. Help evolve strategy, doctrine, policy and command relationships for national and military space in operations, exercises, war games and Service and Joint doctrine.

1.4.2.1 Perform analyses of national, military and space strategy, doctrine and policy to support development of long-range planning products (approximately 1-2 documents analyzed per month). Coordinate staffing packages with associated impacts and recommendations to the government.

1.4.2.2 Identify and review national space policy goals, objectives, and senior-level direction impacting space mission area planning, IPP implementation and POM/APOM development (approximately 2 documents reviewed per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.4.2.3 Research role of AFSPC in existing strategy, doctrine and policy documentation (approximately 2-3 documents researched per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.4.2.4 Research, analyze and make recommendations to evolve strategy, doctrine and policy for national and military space and Service and Joint doctrine (approximately 2-3 documents reviewed per month). Coordinate staffing packages to include a summation of the issues and recommendations to the government.

1.4.2.5 Document lessons learned from operations, exercises and war games (approximately 2-3 events reviewed per year). Coordinate staffing packages with a summation of the issues and recommendations to the government.

1.4.2.6 Develop joint warfighting concepts to more closely integrate air and space missions (approximately 2-3 concepts developed per year). Coordinate staffing packages a summation of the issues and recommendations to the government.

1.4.2.7 Provide periodic technical doctrine reviews and document efforts (approximately 150 doctrine documents reviewed per year; interleave with requirement 1 above). Coordinate completed summation of the issues and recommendations to the government.

1.4.2.8 Support long-term planning and strategic analysis (continuous integration with HQ AFSPC/A8XP IPP efforts). Coordinate staffing packages and analyses with 14th AF, 20th AF, HQ AFSPC staff and others as required.

1.4.2.9 Analyze relevant documents, articles and other sources and synopsize information for AFSPC senior leadership (approximately 2-3 documents reviewed per month). Coordinate completed summation of the issues and recommendations to the government.

1.4.2.10 Provide technical concept and overview briefings for AFSPC senior leadership (approximately 3-4 briefings per year). Coordinate staffing packages and conduct pre-briefs with14th AF, 20th AF, HQ AFSPC staff and others as required.

1.4.2.11 Prepare briefings, white papers and journal articles (approximately 2-3 documents prepared per year). Coordinate staffing packages and white papers with14th AF, 20th AF, HQ AFSPC staff and others as required.

1.4.2.12 Support branch conferences and workshops (approximately 4-5 conferences held per year). Provide administrative logistics support in arranging, scheduling rooms, setting up conferences, coordinate briefings with stakeholders and document key issues with recommendations to the government.

1.4.2.13 Support related planning and interface with outside organizations such as HQ USAF, HQ USSTRATCOM, AFDC, MAJCOMs, NSSI, NSSO and OSD counterparts. Coordinate staffing packages with read-aheads and trip reports.

1.4.2.14 Maintain HQ AFSPC/A8XS web site (reviewed and updated at least weekly). Provide notification to the government when changes are made.

1.4.2.15 Participate in the weekly status meetings. Attend division staff meetings (approximately 6-8 times per year). Provide briefing update to division branch chief and branch from division staff meetings.

1.4.2.16 Participate in and summarize working group findings (approximately 1-2 working groups per month). Coordinate findings with 14th AF, 20th AF, HQ AFSPC staff and others as required.

1.4.2.17 Assess current organizational efforts--compile data, define gaps and overlaps, determine key findings.

1.4.2.18 Generate a report and propose an implementation plan that measures successful accomplishment of recommended guidance.

1.4.3 REQUIREMENT 3: OVERVIEW OF SERVICES REQUIRED FOR STRATEGIC STUDIES AND WARGAMES (20%)

1.4.3.1. The contractor shall provide assessments of known or potential military space missions to include the known and potential risks affecting the presentation of required space effects and mission accomplishment and author independent critical assessments on strategic alternatives.

1.4.3.2. The contractor shall review emerging space trends and challenges and conduct strategic assessments and make recommendations on how AFSPC should adapt in face of the new trends and challenges.

1.4.3.3. The contractor shall review trends, events, programs and initiatives and determine impacts that may affect the USAF and AFSPC and develop options to mitigate or exploit the impacts.

1.4.3.4. The contractor shall establish and maintain connectivity with organizations outside of AFSPC which will include, but will not be limited to, the USAF Staff Strategic Studies Group, COCOMs, MAJCOMs, NAFs and other organizations in order to shape debate on military space strategies, policies and missions, promote concepts and programs, and maintain USAF and AFSPC transparency and situational awareness.

1.4.3.5. The contractor shall apply an adversary’s, or where applicable multiple adversaries’, points of view and develop potentially hostile courses of action when reviewing the strategic threat environment to create strategic insights, identify planning shortfalls and improve contingency and operational responses.

1.4.3.6. Analyze relevant documents, articles and other sources and synopsize information for AFSPC senior leadership (approximately 2-3 documents reviewed per month). Coordinate completed summation of the issues and recommendations to the government.

1.4.3.7. Prepare briefings, white papers and journal articles (approximately 2-3 documents prepared per month). Coordinate staffing packages and white papers Numbered Air Forces, HQ AFSPC staff, HAF Staff, USAF Staff Strategic Studies Group and others, as required.

1.4.3.8. The contractor shall provide wargaming inputs up to the Secret level to the Annual Scheduling Conference and the quarterly Scheduling and Resources Process Team (SRPT) meetings. The contractor shall maintain current wargame information on the approved Consolidated Tasking Order (CTO) and on the A8XC websites.

1.4.3.9. The contractor shall provide wargaming support to wargaming seminars (5 - 6 per wargame), coordination meetings through various means (i.e. telecons, VTCs, e-mails, in person, etc.), training events and wargame execution. The contractor shall provide wargaming support to other commands and organizations to enhance space education.

1.4.3.10. The contractor shall develop a realistic Space Order of Battle (SOB) for the epoch time in support of each wargame. The contractor shall gather and analyze data to inject planned, emerging and/or conceptual space capabilities into wargaming scenarios. The contractor shall research and prepare (draft and final) future space system fact sheets and wargame orders of battle for the three Service Title X (Title Ten, US Code) wargames, the Schriever wargame and academic wargames, trip reports (CDRL 0009) for travel outlined in the anticipated travel section of this SOW, and white papers (CDRL 0008) on doctrinal issues and insights emerging from wargames.

1.4.3.11. The contractor shall participate in wargame control and assist in analyzing and distributing insights and observations to the space community. When acting as a wargame controller, the contractor shall assess the impacts of player actions and decisions on the wargame, provide updated status and outcomes for further player actions. The contractor shall work with the wargame modelers to ensure space capabilities are accurately reflected in the SOB.

1.4.3.12. The contractor shall provide accurate responses to AFSPC tasks and coordinate responses IAW command policies and procedures. The contractor shall update the AFSPC E-Staffing database with contractor technical assessments and recommendations from review of policies, procedures, guidance, and methodologies regarding impacts on/applicability to program operational and supports/sustainment requirements

1.4.3.13. The contractor shall provide a working knowledge of air and space capabilities, Defensive Counter Space (DCS) and Space Situational Awareness (SSA), and Offensive Counter Space (OCS) capabilities and be able to integrate those capabilities into a futures type wargame. Specifically have intimate working knowledge of the following service, Title 10, and cross-service wargames:

EXPEDITIONARY WARRIOR

FURTURE CAPABILITIES ASSESSMENT GAME

JOINT LAND, AIR, SEA SIMUATION

SCHRIEVER IV

SOLO CHALLENGE

THOR’S HAMMER

UNITFIED COURSE

UNIFIED ENGAGEMENT

UNITFIED QUEST

URBAN RESOLVE

1.4.3.14. Support branch teleconferences (approximately 4-5 teleconferences per month). Provide administrative logistics support in arranging, scheduling rooms, setting up teleconferences, coordinate briefings with stakeholders and document key issues with recommendations to the government.

1.4.3.15. Review lessons learned from operations, exercises and war games (approximately 2-3 events reviewed per year), determine impacts that may affect the USAF and AFSPC and develop options to mitigate or exploit the impacts.

1.4.3.16. Participate in the weekly status meetings. Attend division staff meetings (approximately 6-8 times per year). Provide briefing update to division branch chief and branch from division staff meetings.

1.4.3.17. Assess current organizational efforts--compile data, define gaps and overlaps, determine key findings.

1.4.4 REQUIREMENT 4: OVERVIEW OF SERVICES REQUIRED FOR NUCLEAR Strategy, Doctrine and Policy Analysis (15%) The contractor shall assist HQ AFSPC/A8XN in performing analyses and development of national, military (OSD, Joint and Service) and command nuclear strategy, doctrine and policy in support of AFSPC nuclear missions. The contractor shall help evolve nuclear strategy, doctrine, policy and command relationships for operations, exercises, and war games.

1.4.4.1. Perform research, review and analysis of national, military and command nuclear strategy, doctrine and policy - and other relevant documents - in support of AFSPC missions. Provide analyses with associated impacts and recommendations to the government. Draft AFSPC nuclear strategy, doctrine and policy as needed.

1.4.4.2. Document lessons learned from nuclear operations, exercises and war games. Coordinate staffing packages with a summation of issues and recommendations to the government.

1.4.4.3. Support nuclear strategic planning of HQ AFSPC/A8XP. Provide inputs to HQ AFSPC/A8X strategic planning IAW AFPD 90-11 in time to meet HQ USAF/A8X suspense dates.

1.4.4.4. Prepare briefings, white papers and journal articles. Coordinate staffing packages within AFSPC staff and with others as required.

1.4.4.5. Support nuclear conferences, workshops and working groups. Provide administrative logistics support in arranging, scheduling rooms, setting up conferences, coordinate briefings with stakeholders and documenting key issues with recommendations to the government.

1.4.4.6. Work with outside organizations such as HQ USAF, HQ USSTRATCOM, AFDC, MAJCOMs, NSSI, NSSO and OSD, Project on Nuclear Issues and other Non-DoD Strategic and Policy institutes. Prepare and coordinate AFSPC positions. Represent AFSPC positions. Coordinate staffing packages with position papers, briefings, read-aheads and trip reports.

1.4.4.7. Maintain HQ AFSPC/A8XN web site. Reviewed and update at least weekly. Provide notification to the government when changes are made.

1.4.4.8. Participate in the weekly status meetings, Deterrence and Strike Capability Team meetings, other Capability Team meetings as necessary, and HQ AFSPC/A8X division staff meetings. Provide updates and work all tasked actions.

1.4.4.9. Support AFSPC/CC/CV/CV-N, HQ AFSPC/A8/9, A8X and A8XN travel to nuclear-related meetings and conferences. Conduct research and analysis, and then prepare coordinated read-ahead packages and trip books. Travel, participate and represent AFSPC positions. Prepare trip reports with forum summaries and action items.

1.4.4.10. Develop and analyze nuclear policy, doctrine and strategy-related issues, tasks and questions for the AFSPC/CC/CV/CV-N, HQ AFSPC/A8/9, and Deterrence and Strike Command Lead. Conduct research and analysis, prepare and staff positions, organize and lead working groups, and coordinate with internal and external organizations.

1.5.4 REQUIREMENT 5: REQUIRED Periodic Reports, Briefings and

Meetings (10%)

The contractor shall provide the following support to HQ AFSPC/A8X. The contractor shall conduct Program Management Reviews (PMRs) at the Space and Missile Systems Center, customer facility, or at the contractor’s facility. Participate in Task Management Reviews (TMRs), IPTs, or Technical Interchange Meetings (TIMS), and other working groups with government and contractor organizations 5-10 times a year. Prepare briefings, special technical reports or papers as requested to support reviews and meetings. Provide progress and status inputs. Provide general support for conferences and technical interchange meetings. This support includes planning, hosting, processing clearances and producing handouts (CDRL 0008, Presentation Material), (CDRL 0009, Report, Record of Meeting/Minutes) in support of requirements 1, 2, 3 and 4.

1.5.4.1 Kick-Off Meeting

The contractor shall conduct a “kick-off” meeting, at the contractor’s facility, not later than seven (7) business days after task order award. Minutes documenting the proceedings shall be prepared and delivered within six (6) days of the meeting. The Contractor shall present, as a minimum, the following at this meeting:

1.5.4.1.1. The contractor clarifying the requirements, schedules, phase-out, phase-in transition.

1.5.4.1.2. Contractor’s project management approach.

(CDRL 0009, Report, Record of Meeting/Minutes)

1.6 ADDITIONAL DELIVERABLES. (CDRL 0030).

2.0 SERVICE DELIVERY SUMMARY

(IAW AFI 10-2801)

3.0 GOVERNMENT FURNISHED PROPERTY AND SERVICES

The government will furnish up to 11 (seven) workspaces in the Hartinger Building on Peterson AFB and associated desks, chairs, computers connected to internet, use of telephones, copier and fax machines. Contractor shall furnish all sundry office supplies utilized for task efforts by their employees. Work will be accomplished at the government site. Periodic meetings and daily coordination and discussions may be conducted at a government site.

3.1 MATERIALS AND OTHER DIRECT COSTS (ODCs)

The contractor shall be authorized to purchase materials costing less than $500 with the coordination and approval of the Quality Assurance Evaluator. Any item exceeding this dollar threshold shall require approval from the Contracting Office prior to purchase.

4.0 SECURITY

Contractor shall provide personnel with clearances commensurate with the BASIC AWARD DD Form 254, DoD Contract Security Classification Specification. Eleven (11) Sensitive Compartmented Information (SCI) billets are available.

SECURITY REQUIREMENTS. All contractor personnel shall hold a TOP SECRET/SCI clearance or higher. Contractor personnel shall possess appropriate security clearances as of the contract start date. The Contractor will be given access to applicable documentation to include requirements, plans, specifications, studies, and analyses up to and including TOP SECRET/SCI classification. The Contractor shall maintain accountability records/receipts for classified material to include transfer and destruction of material.

4. 1 All tasks must be conducted in full compliance with DoD security regulations. Where necessary, the contractor shall conduct work within SCI Program Channels.

4. 2 All contractors must review and comply with the Security Classification Guide (SCG) for the project area they are assigned.

4. 3 Restricted Area Badges. All personnel requiring frequent entry to Peterson AFB and Schriever AFB shall be provided access in accordance with AFI 31-101, The Air Force Installation Security Program. Furthermore, access to other locations may be provided upon request for support of this contract and access to classified national security information may require Top Secret/SCI clearance.

4. 4 Access to classified national security information up to Top Secret/SCI is required.

5.1 ACCESS TO GOVERNMENT PROPERTY AND FACILITIES

The contractor will be allowed unescorted access to Building 1. Access to government facilities, documents, and systems shall be in accordance with the DD Form 254 in the original contract.

5.2 TRAVEL: Travel will be permitted as funding becomes available.

Contractor employees may be required to travel to various locations within the continental United States (CONUS) and outside the continental United States (OCONUS) in performance of task orders. Estimated travel requirements are included below. All contractor travel shall be approved by the Government prior to departure. Any travel required shall be performed in accordance with FAR 31.205-46, Travel Costs.

Passports, Visas, Customs, and Travel. All contractor employees are subject to customs, processing procedures, laws, agreements, and duties of the country to which they are traveling and procedures, laws, and duties of the United States upon re-entry.

5.3 PLACE OF PERFORMANCE.

Unless otherwise specified in the task orders, the primary place of performance will be at the contractor’s own facilities. However, there may be instances when work must be accomplished at a government facility, e.g. Peterson AFB, or other sites to be identified at the task order level.

5.4 PRODUCT OWNERSHIP.

All products produced by the contractor in the performance of this SOW are the property of the government.

5.5 SERVICES DURING CRISIS.

The performance of these services is non-mission essential during times of crisis. Should a crisis be declared, the Contracting Officer or their representative will verbally advise the contractor if temporary suspension of work is required, followed by a written notification. A representative of the contracting officer will further notify the contractor verbally when the crisis is ended, with written notification to follow. Any price change resulting from this crisis will be negotiated in accordance with FAR clauses for “Changes”.

6.0 GENERAL INFORMATION

6.1 Supervision of Employees

The Government shall not supervise or otherwise direct contractor employees. The Contractor shall not supervise or otherwise direct government employees, nor shall the Contractor supervise employees of other contractors outside the Contractors’ own subcontracting/teaming arrangements.

6.2 Contractor Identification

All N2A2S contractor personnel shall be required to wear company identification badges so as to distinguish themselves from government employees. These badges must be visible at all times when working with government personnel. When conversing with government personnel during business meetings, over the telephone or via electronic mail, support contractor personnel shall identify themselves as such to avoid any perception that they may be government employees and to avoid situations arising where sensitive topics might be better discussed solely between government employees. Electronic mail signature blocks shall identify contractor/company affiliation. Documents or reports produced by contractors shall be suitably marked as contractor products or contractor participation appropriately disclosed. Contractor personnel occupying collocated space in a government facility shall identify their workspace area with their name and company/contractor affiliation.

ACRONYMS AND ABBREVIATIONS

A

A8/9

DIRECTORATE OF STRATEGIC PLANS,

PROGRAMS, ANALYSES, ASSESSMENTS AND LESSON LEARNED

A8I

INTERNATIONAL AFFAIRS

A8X

STRATEGIC PLANS

A8XK

MISSION OPERATIONS

A8XP

PLANS INTEGRATION

A8XS

STRATEGY, DOCTRINE & POLICY

A8XT

SCIENCE & TECHNOLOGY

AC2ISRC

AEROSPACE COMMAND AND CONTROL

INTELLIGENCE SUREVEILLANCE AND RECONNAISSANCE CENTER

AF

AIR FORCE

AFCIS

Air Force Capabilities Investment

Strategy

AFDC

AIR FORCE DOCTRINE CENTER

AFI

AIR FORCE INFORMATION

AFRL

AIR FORCE RESEARCH LABORATORY

AFSPC

AIR FORCE SPACE COMMAND

AFSPCI

AIR FORCE SPACE COMMAND

INSTRUCTION

APOM

AMENDED PROGRAM OBJECTIVE

MEMORANDUM

APPG

AIR FORCE PLANNING AND

PROGRAMMING GUIDANCE

ASIIS

AEROSPACE INTEGRATED

INVESTMENT SOFTWARE

B

BRAC

BASE REALIGNMENT AND CLOSURE

BFSA

BLUE FORCE SITUATIONAL AWARENESS

C

C2

COMMUNICATIONS, COMMAND &

CONTROL

C4ISR

COMMAND, CONTROL,COMMUNICATIONS

AND COMPUTERS, INTELLIGENCE, SURVEILLANCE AND RECONNAISSANCE

CAM

CENTRALIZED ASSET MANAGEMENT

CAT

CAPABILITIES ASSESSMENT TEAM

CAWG

CAPABILITIES ASSESSMENT WORKING

GROUP

CBRNE

CHEMICAL, BIOLOGICAL, RADIOLOGICAL,

NUCLEAR AND ENHANCED HIGH

EXPLOSIVE

CC

COMMANDER

CCIC2S

COMBATANT COMMANDERS

INTEGRATED COMMAND AND CONTROL

SYSTEM

CDRL

CONTRACT DATA REQUIREMENTS LIST

CONOPS

CONCEPT OF OPERATIONS

CRRA

CAPABILITY REVIEW AND RISK

ASSESSMENT

CS

COUNTERSPACE

CV

VICE COMMANDER

D

DARPA

DEFENSE ADVANCED RESEARCH

PROJECTS AGENCY

DMO-S

DISTRIBUTED MISSION OPERATIONS

SPACE

DPG

DEFENSE PLANNING GUIDANCE

DoD

DEPARTMENT OF DEFENSE

E

EM

ENVIRONMENTAL MONITORING

ESC

ELECTRONIC SYSTEMS CENTER

F

FAA

FUNCTIONAL AREA ANALYSIS

FE

FORCE ENHANCEMENT

FNA

FUNCTIONAL NEEDS ASSESSMENT

FSA

FUNCTIONAL SOLUTION ANALYSIS

G

GBR

GROUND BASE RADAR

GOSG

GENERAL OFFICER STEERING GROUP

H

HAF

HEADQUARTERS AIR FORCE

HQ

HEADQUARTERS

HQ ACC/A5N

HEADQUARTERS AIR COMBAT COMMAND

PLANS AND REQUIREMENTS

HQ AFSPC

HEADQUARTERS AIR FORCE SPACE

COMMAND

I

IAW

IN ACCORDANCE WITH

ICBM

INTERCONTINENTAL BALLISTIC MISSILE

ICD

INTEGRATED CAPABILITY DOCUMENT

I-CRRA

INTEGRATED-CAPABILITY REVIEW AND

RISK ASSESSMENT

IPP

INTEGRATED PLANNING PROCESS

IPT

Integrated Product Team

ISR

INTELLIGENCE, SURVEILLANCE AND

RECONNAISANCE

J

K

L

M

MAJCOM

MAJOR COMMAND

MAP

MISSION AREA PLAN

MAT

MISSION AREA TEAM

MC

MATERIAL COMMAND

MCL

MASTER CAPABILITY LIBRARY

MDA

MISSILE DEFENSE AGENCY

MM

MINUTEMAN

MS

MISSION SUPPORT

MSP

MISSION SUPPORT PLAN

MSR

MONTHLY STATUS REPORT

MST

MISSION SUPPORT TEAM

N

NASA

NATIONAL AERONAUTICS AND SPACE

ADMINISTRATION

NRO

NATIONAL RECONNAISSANCE OFFICE

NSSI

NATIONAL SECURITY SPACE INSTITUTE

NSSO

NATIONAL SECURITY SPACE

ORGANIZATION

O

ORD

OPERATIONAL REQUIREMENT

DOCUMENT

OSD

OFFICE OF THE SECRETARY OF

DEFENSE

P

PEM

PROGRAM ELEMENT MANAGER

PMR

PROGRAM MANAGEMENT REVIEW

PNT

POSITIONING, NAVIGATION AND TIMING

POC

POINT OF CONTACT

POM

PROGRAM OBJECTIVE MEMORANDUM

PPBE

PLANNING, PROGRAMMING, AND

BUDGETING EXECUTION

Q

QDR

Quadrennial Defense Review R

RAPIDS

RESOURCE ALLOCATION PROGRAMMING

INFORMATION DECISION SYSTEM

RAT

RISK ASSESSMENT TEAM

S

S&T

SCIENCE AND TECHNOLOGY

SAF

SECRETARY OF AIR FORCE

SATCOM

SATELLITE COMMUNICATIONS

SBIRS

SPACE-BASED INFRARED SYSTEM

SCI

SENSITIVE COMPARTMENTED

INFORMATION

SERB

SPACE EXPERIMENT REVIEW BOARD

SFA

SPACE FORCE APPLICATIONS

SFE

SPACE FORCE ENHANCEMENT

SI

SPECIAL INTELLIGENCE

SMC

SPACE AND MISSILE SYSTEMS CENTER

SME

SUBJECT MATTER EXPERT

SMP

STRATEGIC MASTER PLAN

SPDB

STRATEGIC PLANNING DATA BASE

SPO

SYSTEM PROGRAM OFFICE

SR

SPACE RADAR

SS

SPACE SUPPORT

STEDE

SPACE TRAINING, EDUCATION AND

EXERCISE

STRATCOM

STRATEGIC COMMAND

T

TIMS

TECHNICAL INTERCHANGE MEETINGS

TMR

TASK MANAGEMENT REVIEW

TS

TOP SECRET

U

US

UNITED STATES

USAF

UNITED STATES AIR FORCE

USNDS

UNITED STATES NUCLEAR DETONATION

DETECTION SYSTEM

USSTRATCOM

UNITED STATEST STRATEGIC COMMAND

V

W

X

Y

Z