01MAXPRDSummaryofExpectationsv2.doc

FA3002-06-R-0004

1. SUMMARY OF EXPECTATIONS

1.1. Mission and Vision

1.1.1. AIR UNIVERSITY MISSION/VISION

1.1.1.1. Air University Mission

Air University provides the full spectrum of Air Force education, from pre-commissioning to the highest levels of professional military education (PME), including degree granting and professional continuing education (PCE) for officers, enlisted, and civilian personnel throughout their careers. The university’s PME programs educate airmen on the capabilities of air and space power and its role in national security. These programs focus on the knowledge and abilities needed to develop, employ, command, and support air and space power at the highest levels. Specialized PCE programs provide scientific, technological, managerial, and other professional expertise to meet the needs of the Air Force. Air University conducts research in air and space power, education, leadership, and management. The university also provides citizenship programs and contributes to the development and testing of Air Force doctrine, concepts, and strategy.

1.1.1.2. Air University Vision

Air University will be the world’s premier military educational institution offering comprehensive programs and preparing its graduates to develop, employ, command, and support air and space power contributions to our national military strategy.

1.1.2. AIR BASE WING MISSION/VISION

1.1.2.1. 42 ABW Mission

Provide the foundation upon which the Air Expeditionary Force, Air University and the Maxwell/Gunter Community build success.

1.1.2.2. 42 ABW Vision

Proud of Our Mission - - We Aim to Be the Best!

1.2. THE MAXWELL-GUNTER ENVIRONMENT

1.2.1. AIR FORCE EDUCATION ENVIRONMENT

1.2.1.1. Through its many schools and other learning programs, Air University delivers a continuum of education services that shapes the careers of all Air Force personnel, enhancing their value to the Air Force and enriching their professional lives. Command decision skills that were once developed only in select groups of officers anointed for senior commands are now to be developed continuously in every officer from the moment he or she enters the service. In effect, every Air Force officer now belongs to a well-educated elite. Similarly, the Air Force seeks to develop highly skilled Non- Commissioned Officers (NCOs) capable of managing both people and processes in an extremely demanding technological environment. With enlistment rates and defense budgets declining, the Air Force must bring out the best in all its personnel.

1.2.1.2. In this new environment, education is a career-long process for all Air Force personnel. The curriculum of the schools is becoming increasingly integrated and personnel are taking specialized courses as they rise through the ranks. Air University graduates may also return as lecturers and instructors, passing on their knowledge and experience to the next generation of Air Force leaders.

1.2.1.3. The image, appearance and atmosphere of Maxwell-Gunter should be conducive to higher learning and reflect credit upon the Air Force in general. For many officers and senior enlisted, enrollment in an Air University school comes at a point when they may be weighing reenlistment or “re-blueing” against attractive job opportunities in the private sector. The experience of students at Air University often proves pivotal in this decision, and living and working conditions can be as influential as the learning environment itself in shaping the expectations of personnel. Therefore, it is doubly important that base operating support services deliver a very high level of customer support and service quality.

1.2.2. THE ROLE OF TECHNOLOGY IN AIR FORCE EDUCATION

1.2.2.1. Air University is using information technology to transform its approach to education in the new millennium. Its programs have traditionally been offered to select groups of resident students, disseminated en masse via base training centers or delivered in a paper-based self-study format. Technology is now making it possible for distance learners to receive an educational experience that is closer to that of resident students, with opportunities for interaction, teamwork and instructor feedback throughout the course.

1.2.2.2. Faculties are using technology to enrich curriculum, improve teaching techniques, and deliver programs that are more student-centered. A high percentage of students use laptops and school PCs in preparing class assignments, tracking school information, and conducting academic research. In addition, officers attending the command level schools, such as AWC and ACSC, receive constant performance feedback throughout their term, from both instructors and their peers. This feedback allows them to evaluate personal strengths and weaknesses, create professional development plans and accelerate their own learning. Information technology helps each student manage this information, and allows instructors to track, evaluate and counsel larger numbers of students effectively and thoroughly.

1.2.2.3. The following graphic illustrates an integrated view of how the Air University mission and its enterprise outcomes are enabled by information technology. This document provides specific information about the service requirements and customer outcomes relating to the Common Operating Environment and Application layers.

1.2.2.4. Air University has already made significant breakthroughs in using technology to support its education mission. Much of this progress has been made under a decentralized, distributed, and informal management plan. As the complexity, and the value contribution of information technology has rapidly increased, so has the need for improved management, planning, and cost-effective delivery of services. The use of a common operating environment and an application suite that is shared by stakeholders with common requirements is absolutely necessary if technology is to be effectively deployed.

1.2.2.5. In addition to classroom education, Air University sponsors other activities that build the intellectual capital of the Air Force and maintain its world leadership in aerospace doctrine:

1.2.2.5.1. Air University faculty, research institutes and journals provide academic research products and information resources to customers throughout the AF and national security community;

1.2.2.5.2. Air University forums and lectures allow senior decision makers to exchange ideas and experiences with one another, and with students;

1.2.2.5.3. The Air Force Wargaming Institute provides high technology facilities where both students and senior members of the US national security community can simulate or “game” the consequences of complex military decisions in preparation for making similar decisions in real life situations.

1.2.2.5.4. All of these programs are now leveraging information technologies to increase both their scope of availability and richness of content.

1.2.2.5.5. The population of Air University is dynamic. Student programs, which can be from a week to 10 months in duration, begin and end every week, creating overlapping “surge periods” in demand for services. As the requirements of the Air Force change, so do Air University class sizes, both in resident and home-base educational programs serviced by the university. Curriculum and course content is also quickly updated to reflect changes in the defense or political landscape.

1.2.2.5.6. As the Air Force’s institution of higher learning, Air University seeks to continuously improve its ability to act as a full partner with students in their career planning and development. Information Technology (IT) will be the key enabler in accomplishing this mission and building an Air Force for the new century.

1.2.3. THE MILITARY MISSION OF MAXWELL AIR FORCE BASE

1.2.3.1. Maxwell Air Force Base supports an active military airfield hosting the 908th Airlift Wing and several other defense organizations. In addition, Maxwell-Gunter has support agreements with a number of other military and non-military organizations including National Guard units and the State of Alabama. It also hosts a large number of transient aircraft every year. All authorized users of base services, whether or not they are residents, are to be considered customers entitled to a similarly excellent quality of service. Finally, the mission posture of the base may change substantially in time of war or other national emergency, and the base infrastructure, all organizations, and all personnel employed on the base must be capable of supporting these missions for the duration of that emergency.

1.2.3.2. Maxwell-Gunter military units and personnel use the base network and Internet resources in their daily work activities, accessing central data systems, applicable regulations, and weather reports.

1.2.3.3. For these customers, the most important features of IT systems are reliability and communications security, as well as rapid communications and connectivity support for operational contingencies, on or off the base.

1.2.4. THE COMMUNITY SERVICE MISSION OF MAXWELL-GUNTER

1.2.4.1. Maxwell-Gunter is strongly committed to building and maintaining a supportive, sharing and orderly community for all residents, both long- and short-term. About 5000 people live at Maxwell-Gunter, including resident students and their families. Another 2000 people work at the base but live off base.

1.2.4.2. Air Force installations are tight knit communities, but very fluid ones, as military personnel and their families arrive and leave. Maxwell-Gunter is even more fluid than most. While most military postings are 2-4 years in duration, Air University students become base residents for shorter periods, from a week to just under a year. However, students undertake a very intense workload in this period. In order to allow them to focus maximum attention on their work, it is very important that base support services, from housing to family counseling, work quickly and effectively to help new arrivals feel comfortable and at home.

1.2.4.3. Maxwell-Gunter, like most military bases, hosts a large number of military families who are not familiar with the Montgomery area. In attempting to make their transition pleasant, base service and family support organizations increasingly make use of base networks to distribute information to residents. The base schools, in cooperation with the libraries, are providing school children with education resources that enhance their learning and help them develop community values.

1.2.4.4. Maxwell-Gunter also plays a role within the Montgomery metropolitan area, as a major employer, a user of public services, and a corporate citizen. While operation of an active military airfield creates certain inevitable externalities, it is very important that any non-emergency activities conducted by the base, including those of its service suppliers, be designed and scheduled to create a minimum of disruption, annoyance or inconvenience to base neighbors. Contractors and their employees must make every effort to be excellent citizens of Montgomery and conduct themselves in a manner that reflects credit upon themselves and the Air Force.

1.2.4.5. Information technology impacts all of Maxwell-Gunter’s customers in two ways. First, their own activities are increasingly dependent upon information technology, from telephones to the Internet. Second, all of the base service organizations such as building maintenance, lodging and transportation which serve Air University and the other members of the Maxwell-Gunter community depend on information technology to deliver their services. Their quality of service is closely tied to the capabilities and performance of their IT systems.

1.3. GENERAL SERVICE EXPECTATIONS

1.3.1. The contractor is expected to meet all statutory, regulatory, and instructional requirements as described in the paragraphs below while adapting to changing AF/DoD/Congressional dictates within time-frames specified by Maxwell-Gunter AFB.

1.3.1.1. The appearance of the base and contractor facilities, personnel, and equipment should convey a professional image.

1.3.1.2. The contractor is expected to maximize useful operating life and productivity of all equipment and assets.

1.3.1.3. The remainder of this section describes the overall duties of the contractor and the customer outcomes expected. Regardless of service area, an outstanding contractor will strive to follow the best practices described below at all times when serving Maxwell-Gunter and its customers.

1.3.2. Provide a reliable, flexible base infrastructure

1.3.2.1. A primary goal of the contractor must be to ensure that Maxwell-Gunter’s infrastructure delivers a consistently high level of performance. The military mission of the installation may demand a higher standard of robustness and reliability for many systems than is customary in the private sector. In such cases, the contractor must work with the customer to establish the required level of performance for base systems.

1.3.3. ENSURE FUNCTION OF CRITICAL ASSETS

1.3.3.1. Certain base assets or systems may be defined as critical assets. The failure of critical assets has a significant impact on Maxwell-Gunter’s mission – both from an education and training perspective and an operational mission perspective. Critical assets are defined as any assets or systems for which failure to operate properly creates, or threatens to create, one or more of the following conditions:

1.3.3.1.1. Personal safety hazards.

1.3.3.1.2. Security breaches.

1.3.3.1.3. Inability of aircraft to take off or land safely at the airfield at any time.

1.3.3.1.4. Large-scale property damage or data loss for an organization.

1.3.3.1.5 Inability to collect and disseminate critical time-sensitive information to US Commands and National Agencies.

1.3.3.1.6. Inability of emergency personnel or vehicles to reach a structure on the base.

1.3.3.1.7. Inability to protect Air Force information systems.

1.3.3.1.8. Disruption of scheduled Air University classes for longer than 2 hours.

1.3.3.1.9. Near-total loss of work productivity for personnel for longer than 24 hours, with no substitute or backup system available.

1.3.3.1.10. An installation-wide loss of a widely used service.

1.3.3.2. The desired number, duration and impact of unscheduled outages for critical assets is always zero, and the contractor must design and implement improvements that show continuous improvement in attaining these targets.

1.3.4. Meet new or priority service requirements without lessening overall service level

1.3.4.1. The population of Maxwell-Gunter and Air University changes dynamically in size and composition as the needs of the Air Force evolve. Base infrastructure and support organizations delivering services such as information technology, telecommunications, housing, workspace management, airfield support, supply, transportation and family support must have the flexibility to change with base requirements in order to deliver cost-effective services without degrading service levels and at reasonable cost to the Government.

1.3.4.2. While it is the general belief of Maxwell-Gunter that all customers are entitled to a similarly high level of service quality and responsiveness to service calls, the contractor must provide a differentiated level of service to certain priority service receivers as designated by the base command structure. Priority service receivers are people, locations, facilities, systems or events (such as VIP visits) identified in the Priority Service Level table in each Performance Work Statement (PWS) service area as being entitled to some special level of service. Priority service level may include the following for example:

1.3.4.2.1. Additional services beyond those defined in the text of the service area, but still within the scope of the performance work statement.

1.3.4.2.2. Extra checks on service quality to be made by supervisory personnel.

1.3.4.2.3. Immediate response to service calls or problems, sometimes with service personnel kept on-call.

1.3.4.2.4. Priority in service scheduling (without immediate response required).

1.3.4.3. In order to provide high quality maintenance and support services at a reasonable cost, the contractor must work with customers to track expected changes in demand for services and resources, and tailor its commitment of resources accordingly. The contractor must also be able to mobilize additional resources quickly to respond to unexpected surges in demand.

1.3.5. Introduce improved technologies and work processes compatible with Air Force mission requirements. Identify, promote, and introduce innovations that add customer value and increase service level while maintaining or decreasing costs.

1.3.5.1. The Air Force is committed to promoting operations support service processes that are more cost-effective, less labor-intensive and deliver superior service quality to the customer. Many excellent processes and practices are to be found in private industry, and the Air Force desires to imitate these practices inasmuch as they do not degrade its effectiveness in accomplishing its military mission.

1.3.5.2. The contractor must introduce new technologies and processes in partnership with the customer, making decisions that deliver the best value product or service. Best value must be viewed from a broad perspective and is achieved by balancing the many competing interests in the system. The result is a system which works better and costs less. It is expected that Maxwell-Gunter will increase its use of commercial products and services in meeting requirements.

1.3.5.3. Where customers are contemplating acquisition of products or services, the contractor must be an active participant in the acquisition evaluation and selection process. The contractor must assist in performing cost/benefit analysis of options and evaluate their ability to be integrated most cost-effectively within the overall base infrastructure.

1.3.6. Assist customers in pursuing enterprise-wide solutions

1.3.6.1. Maxwell-Gunter and its constituents are taking an increasingly enterprise-based view of their infrastructure for several reasons:

1.3.6.1.1. To speed up the exchange of information among different organizations in the Maxwell-Gunter and Air University community and with external customers.

1.3.6.1.2. To protect that information from malicious destruction.

1.3.6.1.3. To speed development of process improvements

1.3.6.1.4. To maximize cost efficiencies across organizations through standardization

1.3.6.2. Maxwell-Gunter will look to the contractor for expert guidance on improving its infrastructure and assets. The contractor is expected to:

1.3.6.2.1. Constantly study how its customers perform their work. Identify change agents within each organization who can assist the contractor in understanding their needs

1.3.6.2.2. Act as a tireless advocate for technology innovation, constantly updating its knowledge of new commercial products and solutions and bringing them to the attention of customers.

1.3.6.2.3. Monitor and provide advice to both in-house and commercial/subcontracted organizations throughout the project to ensure that their work remains compatible with enterprise objectives.

1.3.7. Manage customers, not JUST problems. Understand customer needs and proactively respond with highly professional, courteous service.

1.3.7.1. Customer expectations must be carefully managed for all services provided. If a request cannot be serviced immediately, a time frame for responding must be agreed upon with the customer, and then strictly honored.

1.3.7.2. Base Operating Support personnel should proactively report any actual or potential problems they observe, including those outside their personal area of work, and take responsibility for seeing that the problems are resolved before a failure occurs. The contractor must monitor the level of customer satisfaction with service responses. Contractor personnel must work closely with maintenance and custodial personnel to ensure that work sites are restored to as-found condition (e.g. that broken tiles are replaced, that dust is removed, that moved furniture is replaced).

1.3.8. PROVIDE SURGE CAPABILITY AS NEEDED: Provide 24-hour service when required, and be flexible as needed to meet requirements including surge, emergency or mission-critical situations. In order to provide high quality services at a reasonable cost, the contractor must work with customers to track expected changes in demand for services and resources and tailor its commitment to resources accordingly. The contractor must be able to quickly respond to expected and unexpected surges in demand to include preparation and recovery actions required by natural disasters such as storms and hurricanes.

1.3.9. PROVIDE COMPREHENSIVE BASE PLANNING, PROGRAMMING AND REAL PROPERTY ALLOCATION: The contractor must develop comprehensive plans to optimally forecast use and requirements for real property assets. The dynamic requirements of Maxwell-Gunter and the strong dependency on real property assets for mission accomplishment require close and continuous coordination with the entire Maxwell-Gunter community to ensure near and far term requirements are understood and incorporated into real property planning, construction and renovation.

1.4. Summary Of Stakeholder Expectations

1.4.1. Be a strong advocate and supporter of the Maxwell-Gunter education and training environment, community and quality of life programs.

1.4.2. Partner with Maxwell-Gunter to provide cost effective and quality services in a proactive, responsive, flexible and forward looking manner.

1.4.3. Be courteous and customer focused – keep abreast of anticipated needs, understand needs, react fast, and be flexible.

1.4.4. Provide expertise and best practices across the full range of services - classrooms to airfields to combat operations to pavements.

1.4.5. Excel at supporting base combat operations, critical communication resources, deployment, airlift, and airfield operations.

1.4.6. Excel at lodging and transportation - the two most visible services.

1.4.7. Reduce costs.

1.4.8. Provide safe and reliable utilities and environment 24 hours a day, 7 days a week.

1.4.9. Provide consistent high quality services - from airman to distinguished visitor.

1.4.10.. Project the right image for the USAF that can shape expectations.

1.4.11. Provide capabilities to support a networked and connected AU that supports distance learning.

1.4.12. Maintain good relationships with the local off-base community.

1.5. STATEMENT OF EXPECTATIONS: We expect the contractor to provide services that effectively support military readiness, military operations, world class aerospace education, including distance learning for remote students, and Maxwell-Gunter’s tenants. As a magnet base, Maxwell expects the contractor to support a hospitable, safe and reliable living and working environment. Using “best practice” expertise, the contractor must provide fast, flexible, customer focused services that achieve consistent quality and continuous improvements in efficiency.

1.6. Customer Care: Customer focus is a critical success factor at Maxwell-Gunter. The contractor is expected to excel in customer care. Customer care is:

1.6.1. Understanding customer needs.

1.6.2. Responding to customer requests – professionally and promptly.

1.6.3. Having flexibility and surge capability.

1.6.4. Communicating effectively and managing relationships.

1.6.5. Communicating proactively.

1.6.6. Echoing back request as understood.

1.6.7. Closing communication loops.

1.6.8. Building a customer knowledge base.

1.6.9. Tracking and measuring performance for all requests.

1.6.10. Measuring customer satisfaction and understanding drivers.

MAXWELL-GUNTER AFB

SUMMARY OF EXPECTATIONS

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