1._EWOCS_PWS.pdf

45th and 30th Space Wing

Performance Work Statement

Eastern Western Operational

Communications Services

(EWOCS)

45 & 30 SW/PMD

9-16-2019

Contents

1.0. Introduction

1.1. Purpose

1.2. Scope

1.3. Requirements Scalability

1.4. Commercial Support

1.5. Operational Mission Support and Mission Communication Service

1.6. Support Levels

2.0. Program Management

2.1. Manpower and Personnel Management

2.2. Contract Management

2.3. Task Order Management

2.4. Contract Phase-in

2.5. Contract Phase-out

2.6. Cost and Financial Management

2.7. Data Management

2.8. Quality Management

2.9. Logistics Management

2.10. Safety Management

2.11. Environmental Management

2.12. Security Management

2.13. Local Restoral Plan for Communications

2.14. Travel

2.15. Place of Performance

2.16. Hours of Operation

2.17. Training

2.18. Deliverables

2.19. Government Resources and Services

3.0. Operational Communications

3.1. Requirements Process

3.2. Engineering Services

3.3. Configuration Management/Communications Systems Installation Records (CSIR)

3.4. Communication Systems Inventory Management

3.5. Cybersecurity

3.6. COMSEC Support

3.7. Communications Focal Point

3.8. Voice

3.9. Video

3.10. Data

3.11. Dynamic Communication Services

3.12. Missile Defense Agency (MDA) Requirements (Western Range Only)

Appendix A, Communications Systems and Services Matrix

Appendix B, Service Summary Items

Appendix C, Contract Data Requirements List (CDRL) Deliverables

Appendix D, Glossary

Eastern Western Operational Communications Services (EWOCS)

Performance Work Statement (PWS)

1.0. Introduction

The nation’s largest launch and test range capability resides with the 45th Space Wing (45 SW) based at Patrick Air Force Base (AFB), FL and Cape Canaveral Air Force Station (CCAFS), FL and with the 30th Space Wing (30 SW) based at Vandenberg AFB, CA. These wings comprise the Eastern Range and Western Range, (ER and WR, respectively). These ranges provide capabilities for customers to safely launch, track and recover spacelift systems as well as perform operational test missions in support of ballistic missile deployment and aircraft flight tests. This

PWS contains the requirements necessary to provide voice, data and video capabilities to fulfill the missions of the ER and WR, tenants and mission partners. While some communications services performed for various units associated with the ER and WR remain on other contracts or are performed by government employees, EWOCS is intended to consolidate as much as reasonably possible and legally allowable.

1.1. Purpose

The purpose of this effort is to merge specific communications requirements from separate contracts. As such, EWOCS provides communication systems maintenance, operations, and support services for voice, video, data and infrastructure yielding a robust communications capability for a wide range of customers in a dynamic launch environment. The involvement of multiple government organizations, seams between those organizations, various contracts, processes, focal points and demarcation points must be reduced to improve management of communication functions. While not all communication functions can be merged under the

EWOCS effort, many will; and, over time there must be an ability to “on-ramp” communication services from other areas as the opportunity arises. Conversely, there may come the time where it is necessary to “off-ramp” communication services where necessary. It is important, moving forward, to have a contract that performs traditional (administrative) communication services along with the unique and evolving launch communication services associated with launching rockets.

1.2. Scope

The scope of services required under this PWS involve all disciplines (including engineering) needed to execute maintenance, operations, and operational support services for legacy, evolving and new (prototype) systems. The Contractor will be responsible for voice, video, data and infrastructure systems and services within the 30SW and 45 SW areas of responsibility (AOR).

On the ER, the EWOCS contractor will be responsible for providing various administrative and operational launch communications services at Patrick AFB, CCAFS, and Geographically

Separated Units (GSUs) at Malabar, and Jonathan Dickinson Missile Tracking Annex (JDMTA) and CCAFS. On the WR, the EWOCS contractor will be responsible for providing various administrative and operational launch communications services at Vandenberg AFB and GSUs at Pillar Point, Oak Mountain, Santa Ynez Peak and Point Mugu. 45SW and 30 SW conduct full spectrum communications and cyberspace operations including developing, integrating, and operating advanced communications capabilities in support of launching satellites into orbit, operational and test launching ballistic missiles and tracking aircraft flight tests. The communications services involve continuous real-time situational awareness including system status, asset utilization, activity and event data, and system performance information.

Communications systems will be available on a continuous 24/7 basis and networked systems actively monitored. Availability of these communications systems is critical to meet the 45 SW mission of “…delivering assured space launch, range and combat capabilities for the nation,” and the 30 SW mission of providing “…robust, relevant, and efficient spaceport and range capabilities.” 30 SW scope includes the simultaneous conduct of operations, Flight tests (FT), and Ground tests (GT) as managed by the Missile Defense Agency (MDA) under the Ballistic

Missile Defense System (BMDS). The mission of the MDA Ground-based Midcourse Defense

(GMD) Element is to defend the nation against Intercontinental Ballistic Missile (ICBM) attack.

The GMD architecture provides the Commander, U.S. Northern Command (NORTHCOM), with a 24 hours a day, 7 days a week, 365 days a year defensive operations capability.

1.3. Requirements Scalability

While a large portion of the requirements for this effort are stable and predictable, the level of effort and quantity of communication services for new launch customers and launch operations communications evolution is less predictable and launch operations tempo will likely grow during the Period of Performance. As ER and WR experience growth in numbers of launches per year, this contract must keep pace with an ability to adapt to requirements surges and growth.

However, for the more stable and predictable requirements, minimum work load indicators are addressed in Appendix A, Communications Systems and Services Matrix.

1.3.1. As mentioned previously, the fundamental requirements for the EWOCS effort is to provide communication services for voice, data and video to support the missions of 45 and 30

SW. In addition, the contract is subject to increases and decreases of communication services throughout the contract period of performance. As an example, traditional communications functions like telephony and Non-secure Internet Protocol Router Network (NIPRNet) maintenance and operations may migrate or off-ramp from this contract to the upcoming

Enterprise Information Technology (IT) as a Service (EITaaS) contract sometime during the

Period of Performance of EWOCS. There may be other unforeseen requirements that on-ramp to this contract if decisions are made to off-ramp from other efforts. The general scope of EWOCS has been written broadly enough to capture most communications services common to maintaining and operating Air Force voice, data and video capabilities.

1.4. Commercial Support

The EWOCS contract can support private sector commercial space transportation infrastructure based on the Commercial Space Launch Cooperation Act of 2012, codified at 10 USC 2276.

Such support is of the general type otherwise provided to the DoD within this PWS. Support is not to be provided to commercial infrastructure unless specifically directed by the Contracting

Officer (CO) and only when the CO has secured full non-Federal funding from the supported commercial entity. This contract must be able to accommodate requirements from HQ AFSPC’s

Range of the Future goals and objectives, which include, transforming the range business model to be agile and responsive to Commercial Space Industry while preserving DoD test capabilities.

1.5. Operational Mission Support and Mission Communication Service

Various terminology has been used within ER and WR to describe mission support communications and mission communications. While there is a distinction as defined below, the intent of the EWOCS effort is to provide voice, data, and video communications services regardless of the mission or mission support labels.

1.5.1. Mission Support Communication Description: The infrastructure up to the first patch panel from the base backbone tying Range and Launch Communications together including cabling, patch panels, modems, transceivers, Combat Infrastructure Transport System (CITS) or

Base Information Transport Infrastructure (BITI) network elements or from the first patch panel at the base backbone to the end equipment.”

1.5.2. Mission Communication Description: Range and Launch Communications including the mission and communication elements up to the last patch panel before the base backbone.

1.6. Support Levels

The following tiers were derived from industry standards and describe the application of support levels for EWOCS. The Contractor will interface with ESD, NOS and launch mission helpdesk.

Helpdesks will be physically located at both wings

1.6.1. Tier 0 – Help Desk Support (receiving trouble-tickets). This can be handled via phone, chat, website input, and/or customer walk-in.

1.6.2. Tier 1 – Remote Technical Support for the customer’s issues. This includes performing assessment, installation, replacement, and initial remote troubleshooting of client system software.

1.6.3. Tier 2 – Advanced System Administration and Network Operations. This extends across sites and AF infrastructure. This tier involves coordinating and performing assessment, installation, replacement (scheduled and unscheduled) and troubleshooting of hardware and software to either resolve or escalate trouble tickets or change requests (CRs) to the appropriate office. Support shall be on-site or utilize remote means when necessary.

1.6.4. Tier 3 – Hardware and software support from the accountable program management office (e.g., Defense Biometric Identification System office) or vendors. Enter in the approved

AF Automated Information System (AIS) any component failure according to Technical Order

00-20-2, Maintenance Documentation; material consumption according to Technical Order 00-

20-3, Maintenance Processing of Repairable Property and Repair Cycle Asset Control System;

and Time Compliance Technical Order (TCTO) reporting requirements according to Technical

Order 00-5-15, AF Time Compliance Technical Order and applicable directives.

2.0. Program Management

The Contractor shall:

The contractor shall plan for, conduct, and administer a comprehensive integrated management program. The contractor shall have the capability for administering functions which include:

program management, contract management and administration, materiel management, operations and future planning, performance measurement, mission setup, quality assurance, data management (including Contract Data Requirements List (CDRL) deliveries), integrated logistics support, property management, configuration management, ground safety, environmental management, industrial/personnel security, cybersecurity, Automated Information

System (AIS), and contingencies. Review and develop draft directives, monitor work in progress and coordinate with designated Government interfaces or other contractors when required.

Establish and maintain an information data management system that facilitates the accomplishment of total work responsibility including management and technical interfaces between the Government and the associate contractors. Provide qualified personnel, equipment, tools, materials, supervision, training, and other items and services necessary to perform tests, and maintenance of all systems and services as defined in this PWS. Other general requirements include:

Release of News Information: The contractor is not authorized and shall not release news, including but not limited to data, photographs, films, public announcements, or denial or confirmation of same, nor shall the contractor release any part of the subject matter of this contract or any phase of any program hereunder without prior written approval of the CO.

Performance of Contractor Services: During Crisis declared by the Government, the contractor shall perform services IAW DoDI 3020.37, Continuation of Essential DoD Contractor During

Crisis. The mission essential personnel and crisis response will be based on type and location of crisis.

Contingency Planning: To ensure performance of the mission, the contractor shall have a contingency plan to maintain full performance of services in accordance with this PWS in the event of work stoppages or labor strikes. (CDRL A001)

Customer Relations: The contractor shall establish and maintain open lines of communication with the PM, CO and MDA Technical POCs at all levels. Provide clear visibility into program schedules, technical performance, and risk. Participate as a team member in working issues, devising solutions to problems, and developing future plans. The contractor shall receive and assist visiting persons concerning functions in this PWS.

2.1. Manpower and Personnel Management

The contractor shall establish and implement personnel procedures and standards to comply with the host base and/or command policies and regulations.

The Contractor shall:

2.1.1. Appoint a Program Director (PD) with program management responsibility over

Contractor activities at both 30 SW and 45 SW, with authority to make all decisions regarding the performance of the contract. The PD shall be located at Patrick AFB and interface with the

Government Program Manager (PM) counterpart and CO. Similarly, the Deputy PD shall be designated and located at Vandenberg AFB for interface with the Government Deputy PM and

CO. There must be personnel designated with the authority to execute contractual actions such as modifications and Task Orders at both 45 SW and 30 SW. The Contractor shall provide an

MDA Program Lead with expertise necessary to work directly with the MDA Government

Manager and 30 SW Deputy PM at VAFB, as well as other contractor personnel to support the contract’s customers. This Program Lead liaison shall be knowledgeable on all phases of capabilities and resources to meet and recommend immediate solutions to requirement changes.

The Program Lead liaison shall attend and support meetings requested by the Government.

Note: PD and Deputy PD (i.e., the Contractors) are to take direction affecting the contract only from the Government Contracting Officer (CO), not the Government PM nor CORs.

2.1.2. Develop, maintain, deliver and execute a Program Management Plan (PMP) that defines the approach to the entire contract inclusive of cost, schedule and performance management, staffing structure plan for each task order (with skills, experience and certifications of each individual) to include a labor strike plan. The PMP shall be submitted as a DD Form 1423-1, Contract Data Requirements List (CDRL) deliverable. (CDRL A001)

2.1.3. Reserved.

2.1.4. Provide a quarterly program management review (PMR), to include status reports presenting overall program, personnel changes/training/certifications, program risks (to include risk management strategies to mitigate those risks), financial status, and projections. (CDRL

A002)

2.1.5. Participate in various Government meetings as requested and provide program management, functional support (i.e., operational, technical, contractual, financial, logistical), as well as administrative support for taking meeting minutes. In particular, host a recurring PD meeting/teleconference with Government participation from PM, CO and CORs to discuss status of activities and requirements (including cost, schedule, performance, risks) and issues to resolve. Publish minutes after review by the CO, COR and PM. (CDRL A002)

2.1.6. Ensure personnel have the following skills, experience, education, and certifications to meet the minimum requirements:

2.1.6.1. Ability to communicate effectively (written/verbal), possess strong interpersonal skills, be self-motivated, and innovative in a fast-paced environment.

2.1.6.2. Secret clearance shall be obtained and maintained for all contractor employees that require access to classified data and facilities or perform activities described in Chapter 3. For those employees performing duties related to Dynamic Launch Communications Services and

MDA requirements involving Top Secret programs, they must obtain and maintain a commensurate clearance. Reference DD254, Contract Security Classification Specification for specific security requirements.

2.1.6.3. Experience and qualifications are in the PWS and contractor shall ensure qualified workforce to meet requirements. Certification of work being performed must be in compliance with DoD 8140.01 and DoD 8570.0-M.

2.1.6.4. Ensure personnel with elevated (administrative) privileges accessing DoD information systems have and maintain the proper and current information assurance certification to perform information assurance functions. Technical personnel must be certified at a minimum

Information Assurance Technical Level II IAW DoD Directive 8140.01 and in accordance with

AFMAN 17-1303, Cybersecurity Workforce Improvement Program, Information Assurance

Workforce Improvement Program and AFMAN 285 17-1303, Cybersecurity Workforce

Improvement Program, Information Assurance Workforce Improvement Program.

Communications Managers performing or overseeing cybersecurity functions must be certified at a minimum Information Assurance Management Level II In Accordance With (IAW) DoD

Directive 8140.01 and AFMAN 17-1303, Cybersecurity Workforce Improvement Program.

2.1.7. Take immediate and appropriate action when an employee is identified as a potential threat to the health, safety, security, general well-being, or operational mission of the installation and its population. Notify Air Force security forces as soon as possible, and the CO, COR, or alternate COR (within an hour during business hours or the first hour of the next business day).

2.1.8. Report to the CO, COR, and PM by phone, encrypted email, or in-person on the death of any contractor employee supporting EWOCS interest or activities, as required by AFI 10-206, Operational Reporting (AFSPC Supplement), Paragraph 3.7, Asynchronous Reports. (CDRL

A003)

2.2. Contract Management

The Contractor shall:

2.2.1. Within ten (10) days of execution of this contract and all subsequent modifications, redact the contract/modification, in accordance with 5 U.S.C. 552(b)(4), for the purpose of releasing the materials in response to Freedom of Information Act (FOIA) requests, provide the CO one electronic copy of each contract/modification document. The copy shall have redacted information highlighted and bracketed and the reason for the redaction annotated in the right margin next to the redacted paragraph. The CO will review the redactions and coordinate them with the judge advocate general, prior to approving each document as redacted. The CO will return the approved redacted documents to the contractor for FOIA administrative purposes.

2.2.2. Maintain and keep current conformed copy of the contract. The contractor shall provide the CO a copy of the redacted conformed contract and a copy of the conformed contract or any portions thereof within two (2) business days after receipt of request from the CO.

2.2.3. For tasks subcontracted by the prime contractor to other firms, ensure the same level of reporting requirements for Government insight and oversight into their approach, schedule, technical progress and responsiveness will be applied to the work of those subcontractors as to the prime. Note: there is a distinction between the overall EWOCS acquisition program and various projects to be accomplished by the Contractor. A project is considered as a stand-alone, one-time effort. Project Task Order Proposals should take into account separate project management labor and not also apply project charges to the Communications Services CLIN.

2.2.4. Maintain all publications and records IAW AFI 33-322 RECORDS MANAGEMENT

PROGRAM, AFMAN 33-363 Management of Records and applicable directives.

2.2.5. Pass on the contract requirements to its subcontractors and proactively manage and control its subcontractors just as it would for tasks completed by the prime contractor.

2.2.6. Provide the Government with a list of current on-site management points of contact with authority over their respective functions and resources.

2.2.7. Ensure that the PD or suitable representative is available during operations and during emergencies with the authority to direct contract personnel.

2.2.8. Provide positive management of employees executing EWOCS tasks.

2.2.9. Monitor employees for fraud, waste, abuse, or unauthorized use of resources.

2.2.10. Obtain proper licenses and permits required for performance of any work under this contract.

2.2.11. Ensure an adequate number of personnel with expertise to process end-of-year procurements and critical or urgent task order requests to support communications requirements.

2.2.12. Ensure an adequate number of personnel with expertise to process end-of-year procurements up to 20% of Reimbursables/Materials total CLIN value within the last thirty days of the fiscal year. Assigned personnel must be able to procure Contractor Acquired Property

(CAP) items for which a task order has been negotiated as late as one business day prior to fiscal year end. The Contractor must show traceability of CAP purchases to the requirements. Note:

The Contractor may recommend to the Government items to consider for procurement via the

Reimbursables/Materials CLIN.

2.2.13. Perform scheduling activities, to include resource loading, strategizing and recalculation, reporting, project tracking, and special projects as required by the Government.

2.2.13.1. Meet the schedule set forth in Table 2.0, Task Order Request (TOR) Delivery Dates, and Table 2.1, Cost Estimates and Delivery, or as directed by the CO based on Government needs, in processing task order requests, proposals and estimates.

2.2.13.2. The CO may approve extensions on a case-by-case basis, but should be the exception and not the standard.

2.2.13.3. Responses to requests for information and negotiation responses shall be provided in a timely manner when requested by the CO.

Table 2.0 Task Order Request (TOR) Delivery Dates

Task Order Request (TOR) Type Task Order Proposal (TOP) Delivery

Emergency 5 days from receipt of TOR

Urgent 15 days from receipt of TOR

Routine 30 days from receipt of TOR

Table 2.1 Cost Estimates and Delivery

Cost Estimate Delivery

Rough Order of Magnitudes (+/- 30%) 5 days from receipt

Detailed Cost Estimate (+/- 10%) 20 days from receipt

2.2.14. Review government mandatory or advisory documents prior to creation of a contractor process or documentation.

2.2.15. Immediately implement a documentation change due to a publication revision, replacement, amendment, or supplement which results in neither a degradation of capability nor an increase in cost to the government. Provide a synopsis of the change and request direction from the CO prior to implementing any documentation change that may result in an increase in cost or degradation of capability.

2.2.16. Check the Historical American Engineering Record (HAER) to verify whether any facility meets the criteria for a historical building, and accomplish the Historical American

Building Survey (HABS) to ensure that federal and state historical documentation requirements are met prior to demolishing any antennas or structures and/or removing any components therein.

2.2.17. Conduct operational tours with briefings and provide technical orientation and familiarization briefings when requested by the government. Include a short briefing on any radiation hazards or other items that pose a threat to human safety when applicable. Note: 12

+/- 2 tours and briefings each for 45SW, 30SW, and MDA are expected per year.

2.2.18. Participate in all higher headquarters directed, wing and installation exercises and inspections (e.g., shelter in place, fire drills, emergency response, active shooter, Operational

Readiness Inspections (ORIs), Unit Compliance Inspections (UCIs), Command Cyber

Readiness Inspections (CCRIs)), unless exempted by the Government.

2.2.19. Utilize Logistics Compliance Assessment Program (LCAP) checklist in preparation for higher-headquarters evaluations and inspections IAW AFI 20-111 chapter 3.

2.2.20. Notify the COR at each site immediately of any inspection visit by the agent(s) of any regulatory agency. Submit a written summary report to the PMD and COR by close of business of the working day following completion of an inspection or visit; including the names, identification numbers, and agency of inspectors or visitors and the reason for the visit in the report. Provide a plan with any justifications and corrective actions addressing discrepancies within five business days.

2.3. Task Order Management

2.3.1. Establish and provide a qualified workforce capable of performing the required tasks. The workforce may include a project or Task Order manager who will oversee all aspects of the Task

Order.

2.3.2. Utilize key performance parameters to monitor work performance, measure results, ensure delivery of contracted product deliverables and services, support management and decision-making, and facilitate communications.

2.3.3. Identify risks, resolve problems, and verify effectiveness of corrective actions.

2.3.4. Institute and maintain a process that ensures problems and action items discussed with the

Government are tracked through resolution and shall provide timely status reporting. Results of

Contractor actions taken to improve performance should be tracked and lessons learned incorporated into applicable processes.

2.3.5. Establish and maintain a documented set of disciplined, mature and continuously improving processes for administering all contract and Task Order efforts with an emphasis on cost-efficiency, schedule, performance, responsiveness and consistently high-quality delivery.

2.3.6. Task Order Proposals (TOPs): If the contractor submits a TOP for consideration, proposals will be evaluated on the basis of submitted information. Refer to Table 2.0, Task

Order Delivery Dates, for the submission timetable.

2.3.7. Task Order Requests: The Government retains the right to upgrade, add, remove, or replace systems; peripherals; infrastructure; and/or locations. Any changes determined to be outside the scope of the priced work and cannot be covered via MDA Work Orders will be executed through a bi-lateral contract action.

2.4. Contract Phase-in

2.4.1. The Contractor shall perform contract transition activities without negatively impacting the ongoing mission requirements of this contract, its weapon system availability or test activities and test schedules.

2.4.2. The Contractor shall work with any follow-on contractor for up to 90 days prior to the end of the contract or close out of activities in order to ensure uninterrupted efforts throughout the assumption of follow-on contractor responsibility.

2.4.3. The Contractor shall plan transition transfer of facilities, documentation, intellectual property, Government Property, delivered hardware/software/firmware, operating procedures, data deliveries, and other resources necessary to ensure the full requirements of the Government

PWS are met. The Contractor shall ensure that the transitional change management process does not create a constructive change for the contract.

2.4.4. Perform contract phase-in activities for contract startup. The phase-in period shall not exceed 90 calendar days. Ensure manning is available in each functional area to observe, interface, and work with the incumbent work force. This includes obtaining security clearances, training requirements, developing work plans and procedures and developing quality control plans and procedures.

2.4.5. Be prepared to start full contract operations at the completion of the phase-in period.

2.4.6. Plan and conduct a Contractor-hosted program kickoff (post-award) meeting, at both 45

SW and 30 SW, within 14 calendar days of award at a time, date and place coordinated with and approved by the Government PMD office. Independent transition teams will be at each wing

NLT 21 days after start of transition. Pre-coordinate by email with the PMD on specific agenda topics including discussion of their program implementation strategy. Submit the agenda and briefing five days prior to the meeting, identifying known program risks and provide detailed strategies to avoid or limit those risks. Following the program kickoff meeting, the contractor shall submit meeting minutes to include, but not be limited to, summarizing topics discussed, action items, briefing slides and handouts for PMD approval. Host and lead weekly meetings thereafter (for transition activities at 45 SW and 30 SW) until Phase-in is complete, reporting status of actions for each functional area at each meeting. (CDRL A002)

2.4.7. Execute and manage the Government-approved phase-in plan within schedule and cost.

This plan shall include key milestones for assuming 100% responsibility for all PWS requirements over the transition period. In doing so, the plan shall address hiring, training, obtaining clearances, LAN access, and any other personnel actions required to assume full operational responsibility. In addition, the plan shall address interfacing with the incumbent contractor and transfer of Government Property. The phase-in transition plan (full draft) is due to the Government within 5 business days after contract award. (CDRL A013)

2.4.8. Be responsible for performance of all required office and personnel moves and submittal of requests for facility and communications improvements.

2.4.9. Validate, program or cancel outstanding work orders during phase-in that are currently awaiting programming within 12 months of contract start.

2.4.10. Submit a plan for day one operational implementation of an integrated data management system to the Government within 45 days of contract award.

2.4.11. Reserved.

2.4.12. Ensure all legacy data files as noted in the information data management system description are transferred and made available to the Government.

2.4.13. Implement an interim plan for all EWOCS managed data, including legacy data.

2.4.14. Make use of facilities assigned by the Government. The Government may assign facilities that differ from those initially provided during phase-in. (Reference 45 SWI 32-1001).

2.4.15. Conduct an inventory of all facilities and provide a Space Utilization Report within 90 days of contract start.

2.4.16. Coordinate with the Government PMD to identify appropriate space allocation to support the Contractor’s concept of execution. The Contractor may request additional space if required.

2.4.17. Accept the transfer of Government Property IAW FAR 52.245- 1, DFAR 252.211-7007, AFI 23-101, AFMAN 23-122 and AFI 33-153, which are a part of this contract.

2.4.18. Validate the transfer of property inventories with the incumbent contractors and the

Government Property Administrator (GPA).

2.4.19. Submit a Government Property Management Plan to the GPA for review within 90 days of award to determine adequacy. (CDRL A015)

2.4.20. During Phase-in, document items considered to be incidental to the place of performance including, for example, furniture, desks, chairs, office equipment, etc. Incidental

Property shall be inventoried within 90 days of contract start.

2.4.21. Perform an equipment accounting and reconciliation of inventory, in coordination with the 45 and 30 LRS, during the EWOCS transition period to transfer equipment accountability for EWOCS equipment.

2.4.22. Identify and assign appropriate National Stock Numbers or Local Stock Numbers on all parts and equipment in coordination with host LRS prior to the first annual inventory for those assets not currently identified on the Air Force Equipment Management System (AFEMS).

NOTE: This inventory will be monitored by government personnel with the purpose of verifying assets to be accepted and transferred.

2.4.23. Ensure the Quality Management System (QMS) is in place and operational no later than

(NLT) 90 calendar days after contract award. The Contractor shall ensure the use of QMS meets the intent and follows the processes of ISO 9001.

2.4.24. Within the first month of transition, submit all certified DoD net worthy documentation associated with the software and hardware products planned to be used on the Air Force network. The documentation shall be submitted to the Wing Cyber Security office using the

CIPS work order system.

2.4.25. For software not approved for operation on a DoD network, the contractor shall within the first week of transition, work with the Wing Cyber Security office to determine paperwork required for AF network certification. The Air Force network certification documentation shall be submitted to the Wing Cyber Security office using the CIPS work order system within the first month of transition.

2.5. Contract Phase-out

2.5.1. Perform contract phase-out activities.

2.5.2. Develop and implement a phase-out transition plan. This plan shall include key milestones for transferring responsibilities to the successor contractor over the transition period.

In doing so, the plan shall address interfacing with the successor contractor, transfer of property, personnel, software licenses, and data. (NOTE: At the end of the EWOCS contract, the

Government will monitor transfer of GP from the contractor to the contractor’s successor.)

(CDRL A014)

2.5.3. Ensure that ongoing operations are coordinated with management and with operational communications personnel of the successor contractor to ensure that requirements are met without interruption.

2.5.4. Provide to the Government the library of non-proprietary resource material, such as:

Maintenance Instructions, documentation, vendor points of contact, hardware and software utilities/applications and any other procedures developed in the performance of this contract.

Provide electronic copies of all historic data including, but not limited to, test data, reports, procedures, and schematics, drawings, diagrams, and data deliverables developed and documented in the performance of this contract. Provide a copy of all Contractor-developed materials under this contract, redacting proprietary items where applicable.

2.5.5. Conduct an inventory IAW FAR 52.245, AFI 23-101, AFMAN 23-122, AFH23-123, AFI

33-153 and AFMAN 33-153, Chapter 2 where applicable.

2.5.6. During Phase-out, document items considered to be incidental to the place of performance including, for example, furniture, desks, chairs, office equipment, etc. Incidental

Property shall be inventoried upon contract termination.

2.6. Cost and Financial Management

2.6.1. Establish and maintain a financial accounting system that meets the generally accepted accounting principles and ensure compliance with cost charging and reporting IAW DoD FMR

7000.14-R and DoD Directive 3200.11.

2.6.2. Ensure the system meets the requirements of applicable Federal, State, and other jurisdictions; the accounting system adequacy standards of the Defense Contract Auditing

Agency (DCAA), and the requirements of the Federal Acquisition Regulations (FAR).

2.6.3. Develop financial operating plans to the fourth-level PWS (e.g., 1.1.1.1), as agreed upon with the Government, for each Task Order for the cost-CLINS on the contract. Contractor format is acceptable. Partner with the Government on the development of CWBS explanations to ensure common understanding. Host a monthly meetings that update the budget and reports current actuals, variance, and estimate at completion. (CDRL A002)

2.6.3.1. Prepare, maintain, and report a CWBS to organize and graphically display contract cost or services provided that shows a clear link between CLIN, CWBS, PWS, and labor categories.

(CDRL A009)

2.6.3.2. Provide Variance Reports for cost-CLINS. Provide a monthly analysis of actual to awarded costs at the customer Task Order and fourth-level PWS (e.g., 1.1.1.1) to include volume and rate analysis and Estimate at Completion (EAC). Partner with the Government on the development of variance explanations to ensure common understanding. Provide a mitigation plan for those areas where cost is anticipated to exceed plan by more than 10%. (CDRL A002)

2.6.4. Ensure the system is fully capable of recording costs associated with multiple government funding Lines of Accounting (LOA), Direct Budget Authority (DBA) and Reimbursable Budget

Authority (RBA), at the Task Order Level to include invoicing different LOAs through Wide

Area Workflow.

2.6.5. Ensure the system capabilities to establish, operate, and maintain Job Order Number

(JON) cost reporting and accounting system that identifies, tracks, and reports 100% of all costs which are defined as Direct Costs IAW DoD FMR 7000.14-R, Vol. 11a, Chapters 1, 12, and 13 and DoD Directive 3230.3.

2.6.5.1. JONs may be assigned to specific programs, projects, events, and/or fund sources.

Accuracy of cost reporting to the correct JON and government-funding year is critical.

2.6.5.2. The JON will be the highest reportable level and the CWBS will be the lowest reported element within the JON and will be burdened with Cost of Money, overhead, General and Administrative (G&A), Fee and any other cost to the contractor for each reporting period.

2.6.5.3. Job Order Cost Accounting System (JOCAS) Reports. The upload process and delivery described in the CDRL shall be strictly adhered to in order to maintain JOCAS II certification. (CDRL A004)

2.6.6. Implement a cost accounting system with flexibility to accommodate contract CLIN growth.

2.6.6.1. In order to comply with Financial Improvement and Audit Readiness (FIAR) regulations, the Government may add reimbursable CLINs to allocate existing work for the purpose of tracking appropriate customer share of workload price.

2.6.6.2. Additional CLINs will be within the current contract price for the FY.

2.6.6.3. Establish and use effective internal cost control and scheduling management control systems that produce timely, reliable, and auditable data with linkage to appropriate Task Orders that reflects service-oriented contract status and supports customer planning and execution.

2.6.6.4. Perform within an economy of scope and maintain a minimum efficient scale for contract work based on all the annual negotiated CLIN baselines.

2.6.6.5. Provide computer system support including hardware and software necessary to host the contractor’s accounting system.

2.6.7. Report all contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Government via a secure data collection site and completely fill in all required data fields at http://www.ecmra.mil. Data for

Air Force service requirements must be input at the Air Force CMRA link.

2.6.7.1. Provide reporting inputs for the labor executed during the period of performance for each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported any time during the FY, all data shall be reported no later than 31 October of each calendar year.

2.6.8.2. Information from the secure web site is considered to be proprietary in nature when the contract number and contractor identity are associated with the direct labor hours and direct labor dollars.

2.6.8.3. User manuals for government personnel and contractors are available at the Army

CMRA link at http://www.ecmra.mil. Contractors may direct questions to the Enterprise

Contractor Manpower Reporting Application (ECMRA) Help Desk.

2.6.9. Contract Fund Status Report (CFSR). Report detailed cost data to include accrued expenditures, actual costs to date, and remaining costs (forecast), and funding information.

(CDRL A009)

2.6.9.1. Ensure corrections and adjustments to cost and financial data are completed within 30 days following a Government request and delivered to the COR.

2.6.9.2. Ensure cost adjustments from prior fiscal-year tasking reflect fiscal integrity and are reported with current-month transactions.

2.6.10. Coordinate with the Wing’s Program Management Directorate (PMD) in developing

Rough Order of Magnitude (ROM) estimates (Refer to Table 2.1 Cost Estimates and Delivery) and definitive cost estimates (including Task Order Proposals) required for changes in task or schedule, year-end closeout, future-year planning, and short-notice suspense regarding budget drills, historical data, analysis and other related data or analysis. (CDRLs A005, A006, A007)

2.6.11. Reimbursable/Contractor Acquired Property Report. Submit a summary of all purchases

(e.g. software licenses, rental, lease, training, travel, services, material, equipment, supplies, and

PMFR). (CDRL A008)

2.6.12. Notify the PMD and Contracting Officer (CO) in writing when 75% of funded contract values have been exceed IAW FAR requirements.

2.6.13. Billable Hours. In order for man-hours to be billed, deliverable services must have been performed in direct support of a requirement in the PWS. In the course of business, situations may arise where Government facilities may not be available for performance of the requirements

(i.e., base closure due to weather, force protection conditions, etc.). When the base is officially closed, no contractor services will be provided and no charges will be incurred or billed to any

PWS or Task Order requirement. There may also be occasions when support contractors are invited to participate in morale and recreational activities (i.e., holiday parties, golf outings, sports days and other various social events). Contractor employees shall not be directed to attend such events by the Government. Since a contract employee is not a government employee, the contract employee cannot be granted the same duty time activities as government employees.

Participation in such events is not billable to the Government and contract employee participation should be IAW the employees’ company’s policies and compensation system.

2.6.14 Reimbursable Materials. Allowable costs include the following: 1) materials, supplies, and equipment used in performance of the contract; 2) lease of GSA vehicles or other vehicles when the items are necessary for contract performance and approved by the CO; 3) expense to repair and replace damage to Government Furnished Property/Equipment when necessary and approved by the CO; 4) Santa Barbara County possessory interest taxes; 5) contracted services needed due to non-availability of base support will be reimbursed upon PM concurrence and CO approval; 6) travel and per diem costs IAW the Joint Travel Regulations when necessary in performance of the contract; and 7) training directed by the CO. 8) Charges for Automated Data

Processing Equipment (ADPE) lease for payroll, company management information systems, and copy machines. 9) Personnel safety equipment as specified in the Table of Allowance (TA) shall be obtained utilizing Integrated Logistics Systems – Supply (ILS-S), formerly Standard

Base Supply System (SBSS), to the fullest extent possible. Fee will not be applied to materials associated with CAP. Materials in support of projects will be negotiated and priced as part of individual projects. Material costs during phase-in will be charged to Phase-In CLIN.

2.7. Data Management

The Contractor shall:

2.7.1. Develop, maintain and administer a data management system for collection, control, publishing and delivery of all program documents. At a minimum, the contractor shall use a system which has the capability to include a web-based automated enterprise management system that includes: online configuration/data management database; status reports on all tasking documents; repository for system manuals and maintenance procedures and policies;

tracking of property and supply items. The data management system must be accessible by 45

SW and 30 SW representatives, accommodate development and delivery of various products to include, but not be limited to, the following types of documents: CDRLs, White Papers, Status

Reports, Audit Reports, Agendas, Presentation Materials, Minutes, Contract Letters and Task

Order Proposals.

2.7.1.1. Provide within 90 days of full contract performance, a Government-approved, IA-certification package for a fully operational information data management system. The system must be fully operational within 30 days after an Authority to Operate (ATO) is approved.

2.7.1.2. Provide the Government with electronic access to this data, including access to printable reports. Information from the secure web site is considered to be proprietary in nature when the contract number and contractor identity are associated with the direct labor hours and direct labor dollars. The data management system, to include its components and data, will be considered government property at start of contract. In addition, use the data management system to:

prevent duplication of previously developed data; ensure that the developed data meets contract requirements; ensure that contract data is delivered in a timely manner; ensure data integrity; and ensure the delivered data is the latest revision of the data.

2.7.1.3. Use the integrated data management system and various management tools to effectively analyze relevant and vital information in databases and include but not be limited to:

Contractor Work Breakdown Structure (CWBS), financial reports, cost accounting, human resources, labor hours, material costs, contract direct costs, Operations and Maintenance (O&M) data and procedures, scheduling, maintenance schedules, quality management, property/supply management, configuration/data management, property control, safety management, CDRL reporting, metrics and performance reporting, work order management (or interface to system), training management, safety, security, quality assurance, environmental database and reporting, project status reports, status of communication systems that are supporting launches, system manuals, special projects, work control, quality control, teaming arrangements, property management, and other areas where the program office requires visibility.

2.7.2. Provide all data related to this contract via a data management system. The system and data contained therein is considered government property, not contractor property.

2.7.3. Make data accessible to the Government 24 hours a day, 7 days a week (24/7) via a single web-based interface data management system or other contractor-recommended and government-approved method.

2.7.4. Ensure the data management system implements roles-based security profiles that allow full control, restricted access, and limited access for personnel authorized access at the appropriate level based on need.

2.7.5. Ensure the data management system conforms to Department of Defense (DoD) 8500

Series Information Assurance (IA) instructions and Air Force Instruction (AFI) 10-701, Operations Security (OPSEC) and Air Force Space Command (AFSPC) Supplement 1, paragraphs 8.1, 8.2.5.1, 8.2.6.

2.7.6. Ensure the data management system provides data in native file formats to enable manipulation for future government use.

2.8. Quality Management

2.8.1. Quality Assurance

2.8.1.1. Establish and maintain a Quality Management System (QMS) that complies with ISO

9001:2015 or equivalent. A quality management approach in design, development, key product characteristics, and program events is required. The contractor shall plan, document, and implement a quality system that substantiates products and services conform to contractual requirements.

2.8.1.2. Make QMS documentation and data available to the CO, ACO, COR, and PM for review via the data management system, or as otherwise requested by the Government.

2.8.1.3. Ensure QMS documentation includes, but is not limited to: information on all QMS procedures, training and certification records, completed work orders, results of inspections and audits, nonconformance data, and corrective and preventive action records.

2.8.1.4. Provide an acceptable cause and corrective action response to every Government-issued non-conformance notice and Corrective Action Request (CAR).

2.8.1.5. Ensure that the QMS meets the intent of International Organization for Standardization

(ISO) 9001 (or an equivalent standard) and continually improve the system’s effectiveness.

2.8.1.6. Use the QMS to ensure that EWOCS activities meet contract requirements.

2.8.1.7. Work with the Government to develop a self-assessment methodology that communicates the Contractor’s achievement of the Service Summary Item (SSI) Performance

Objectives and associated thresholds. Reference Appendix B, Service Summary Item (SSI).

2.8.1.8. Identify deviations from SSI Performance Objectives, the reasons for the deviations, and recommendations for correcting or resolving the deviations.

2.8.1.9. Brief the self-assessments at monthly business reviews and quarterly program reviews.

2.8.2. Quality Processes

At a minimum, the prime contractor will be appraised by the Government at ISO 9001:2015 or

ISO/IEC 20000. Formal certifications are accepted, but not required. Compliance with ISO process is required. The Government reserves the right to audit and request proof of these comparable quality processes for the entire performance period of the contract, inclusive of options.

Applicable to PWS Sections 3.11 and 3.12, the prime contractor will be appraised by the

Government at IOS 9001:2015 or ISO/IEC 20000 or Capability Maturity Model Integration

(CMMI) Development Level 3 (minimum) using the Software Engineering Institute’s (SEI’s)