FA3016-16-R-0017_-_Performance_Work_Statement_24_Mar_16.pdf

FA3016-16-R-0017, Attachment 1

PERFORMANCE WORK STATEMENT (PWS)

FOR

737th Training Group, Basic Military Training

Military Training Instructors (MTI) Deliberate Development

1. Description of Services

1.1. Requirements: The Contractor shall provide non-personal services necessary to perform work in support of Air Force Basic Military (BMT) Training at JBSA Lackland, Texas in accordance with this PWS. Contractor personnel shall perform services and support compatible with BMT training facilities, operating capacity and equipment for the application of advanced survey methodology and statistical analysis to develop and implement effective organizational and/or individual behavioral change strategies involved in the deliberate development of MTIs through their direct supervisors and continuation training.

1.2. Specific tasks: Contractor shall perform specific survey and data analysis tasks, and training for MTI supervisors and MTIs, necessary for MTI deliberate development. This work is needed to help Air Force leaders better understand trends related to the BMT organizational climate and behavior of MTIs within BMT, to include but not limited to the general BMT environment, trainee and MTI well-being, maltraining and maltreatment and sexual assault.

1.2.1. Behavioral Analyst - Survey and Data Analysis Tasks: These tasks involve implementing, managing and updating organizational surveys, analyzing and integrating survey and other organizational data, developing metrics to monitor trends, preparing reports and briefings of findings and providing recommendations on effective strategies to promote organizational change, where necessary.

1.2.1.1. Survey management, data analysis and trend monitoring. Apply survey research methodology and advanced statistical analysis to track trends in organizational climate and behavior (e.g., the BMT environment, trainee and MTI well-being, maltreatment, maltraining, etc.). This involves managing, updating and analyzing multiple organizational survey data, and integrating data from various sources (e.g. BMT production data, End of Course Survey/MTI Core Competency data, Misconduct Report data, MTI Multi-Dimensional Assessment data, Manpower Staffing data, Military Training Counseling Services Annual Resiliency Counseling data, MTI Student Field Interview results, and RAND Trainee Survey and RAND MTI Survey data) on misconduct and sexual abuse.

Research and provide appropriate benchmarking data consistent with accepted industry standards. Gather, clean, manipulate, and recode raw data into government defined standard formats for analysis.

1.2.1.1.1. Make specific data query requests to Headquarter Air Education Training Command Occupational Analysis Division (HQ AETC/OA) on RAND Trainee and MTI Surveys, as well as uses results of HQ AETC/OA analysis in performing tactical level analysis.

1.2.1.2. Develop and continually re-assess metrics, evaluating existing programs, training and policies. Use evaluation methods and techniques to assess adequacy of existing programs, training and policies aimed at developing and maintaining a productive, positive, professional organizational climate. Specific tasks include identifying relevant outcomes to measure program or training effectiveness, developing appropriate effectiveness metrics, gathering relevant program and training data (e.g., usage rates, satisfaction measures, measures of behavior/ attitude/knowledge change), and evaluating policy implications. Provide best practice information on BMT program evaluation. Review all BMT survey products, semi-annually.

1.2.1.3. Disseminate Analysis Findings to 737 TRG/TD, CTE and other key BMT leaders.

1.2.1.3.1. Provide weekly status updates including course of actions, status of current analysis projects, and next steps.

1.2.1.3.2. Provide written report of analyses, quarterly, includes data listed in 1.2.1.1., recommendations for effective strategies to promote organizational change and assessment of existing metrics. Conduct 1-3 iterative briefings on written report findings to organizational leadership, incorporating commander revisions, from various organizational levels, as appropriate, per quarter.

1.2.1.3.3. After the quarterly written report has been reviewed and approved, create slide briefing summary which highlights key points from the written report and conduct 3-5 briefings, incorporating commander revisions, from various organizational levels, as appropriate, per quarter.

1.2.1.3.4. Create quarterly logic model metrics to assess the health of BMT in a slide presentation. Prepare and present 3-5 formal, iterative briefings, incorporating commander revisions as appropriate, per quarter based on the findings to various levels of leadership, up to and including the AETC Commander.

1.2.1.4. Provide expert consultation on BMT policy matters by attending semi-annual strategy sessions with 737 TRG/TD and other key BMT leaders. Use analysis findings to make recommendations for effective strategies to promote organizational change where data indicate they are necessary. Assist leadership in designing appropriate interventions. Facilitate planning sessions with staff to determine, prioritize and measure staff interventions based on analytic findings.

1.2.1.5. Apply different analytic approaches in organizing data from multiple sources using a government-provided logic model, to provide a framework that can be used for monitoring the health of the BMT environment and to be used as a tool to track improvements.

1.2.1.6. Attend weekly organizational strategy meetings, and other pertinent meetings as identified by 737 TRG/TD or CTE, for background information and to assist in improving and assessing metrics/data. 737 TRG/TD or CTE will provide notice in advance for attendance.

1.2.2. Behavioral Development Specialist – This task involves instructional delivery & executive coaching focused on a values-based learning approach to accelerate MTI adoption of and development in applying MTI core leadership competencies to effectively transform recruits into Airmen.

Note: Flight commanders & instructor supervisors, applies to ~50 personnel with random and infrequent turnover of 1/3 to 1/2 throughout any 12-month period.

1.2.2.1. Flight commander and instructor supervisor orientation to basic behavioral tools: Provide a personal, one-on-one or small group, orientation (one or two sessions) to each incoming flight commander (FLT CC) and instructor supervisor (IS) on tools/model adopted within BMT to develop MTI core leadership competencies using a values-based approach that starts by having them receive their own personal feedback on these tools. Contractor will be notified by 737 TRG/CTE of these new personnel arrivals. Upon notification, the contractor has 60 days to complete orientation. Orientation will include:

1.2.2.1.1. Administration of the Emotional Quotient –EQi-2.0 and MBTI assessments as pre-work for the session/s.

1.2.2.1.2. Feedback on the Myers Briggs Type Indicator (MBTI) (to include type, temperament, leadership development and goal setting).

1.2.2.1.3. Feedback on the EQi-2.0 (to feed directly into relationship management work and underpin a personal leadership development action plan).

1.2.2.1.4. Produce a written Personal Leadership Development Plan (PLDP) (identifies leadership and relationship management challenges on which to focus).

1.2.2.2. FLT-CC & IS Executive Coaching on Personal Application of Basic Behavioral Development Tools: Provide values-based follow-on coaching support to flight commanders and instructor supervisors in attainment of their individual leadership goals, both those identified in their PLDP and whatever new challenges that arise. Contractor will take the initiative to "check in" with FLT-CCs and ISs, as requested or deemed needed as indicated by data analysis, but in any case not less than once quarterly. Follow-on coaching session will include:

1.2.2.2.1. Review of or focus upon PLDP progress.

1.2.2.2.2. EQ practice - discussion and practice of exercising new and needed EQ elements.

1.2.2.2.3. Review of and support for effective conflict management and feedback techniques.

1.2.2.2.4. Planning and practicing having difficult or sensitive conversations.

1.2.2.2.5. Mediation of specific personnel difficulties or conflicts.

1.2.2.2.6. FLT-CC & IS communication or teaming difficulties.

1.2.2.3. FLT-CC & IS Training in Use of Basic Behavioral Tools for MTI Development: Provide values-based instruction on how to use the basic behavioral tools to develop MTI core leadership competencies for MTIs to effectively transform recruits into Airmen. This will consist of:

1.2.2.3.1. Values-based coaching so each FLT-CC & IS develops the skill-set to coach MTIs who directly report to them on PLDP development, using data and data analysis from a variety of data sources (e.g. End of Course Survey data, trainee feedback, RAND Surveys, etc.).

1.2.2.3.2. Values-based coaching on how to resolve conflict and give feedback so each FLT-CC & IS are able to effectively give and receive feedback, and more importantly, effectively teach their MTIs how to give and receive feedback with their trainees.

1.2.2.4. Deliver transformational “introductory” classroom continuation training and as part of a model to deliberately develop MTIs in adopting/applying MTI core leadership competencies throughout their tour of duty.

1.2.2.4.1. Administer the Meyers Briggs Type Indicator (MBTI) Assessment to students attending the MTI Course (~200 annually).

1.2.2.4.2. Deliver monthly interactive classes for 10-20 students using lesson material provided by the government.

1.2.2.4.1.1. Classes are:

“Communication & Leadership Styles” (MBTI Type Assessment Feedback and Leadership application) - 5 hours"

"Motivating & Influencing Skills (MBTI, Keirsey’s Temperaments, Behavioral Development)" - 8 hours

“Giving and Receiving Feedback” - 4 hours

"Introductory Train-For-Success: The Practicing Leader" - 16 hours

1.2.2.4.1.2. Advise on classroom curriculum to include facilitation of experiential learning techniques for adult learning. Provide recommendations upon request.

1.2.2.5. Deliver monthly transformational “intermediate” and “advanced” continuation training classes for up to 20 students using lesson material provided by the government as part of the model to deliberate develop MTIs in adopting/applying MTI core leadership competencies throughout their tour of duty.

1.2.2.5.1. Classes are:

1.2.2.5.1.1. "Intermediate Train-For-Success: The Leader in Control" - 16 hours

1.2.2.5.1.2. “Advanced Train-For-Success: The Transitioning Leader" - 16 hours

1.2.2.5.2. Curriculum refinement.

1.2.2.5.2.1. Advise on ways to improve the effectiveness of values-based curriculum or its delivery; includes collaboration with Military Training Consult Service (MTCS) staff and 737 TRG training development team. Provide recommendation upon request.

1.2.3. Data Processor/Survey Administrator Tasks.

1.2.3.1. Administers (i.e. takes roll, identifies missing students, notifies and reschedules missing students, prepares computer workstations, operates audiovisual equipment, provides briefing/instructions, etc.) and proctors the RAND Trainee Survey to up to 900 trainees weekly. Sessions occur Monday through Friday, up to 4 sessions per day for no more than 120 students per session. Will provide a daily after action report consisting of technical issues, accountability and other pertinent information and delivers data results to the evaluations analyst located in the 737 TRG HQ building.

1.2.3.2. Picks-up, sorts, classifies (urgent or routine) IAW with AETCI policy definitions and BMT local instructions (see Attachments 1&2), and processes (i.e.: scans, logs into database, emails, etc.) unsolicited comment forms from up to 100 locations three times per week (Mon, Wed & Fri) from different locations around the Lackland AFB area and delivers to the 737 TRG/CTE evaluations analyst located in the 737 TRG HQ building. Urgent comment forms must be processed immediately; all others must be processed by the end of the business day. Note: On weeks with holidays, the pick-up and processing as described above will move to a non-holiday day.

1.2.3.3. Sorts, classifies (urgent or routine) IAW with AETCI policy definitions and BMT local instructions (see Attachments 1&2) and processes (i.e.: scans, logs into database, emails, etc.) written comments from the BMT End of Course Survey for trainees (up to 900) weekly (must be accomplished on Fridays & Mondays) from all training squadrons and delivers these to the 737 TRG/CTE evaluations analyst located in the 737 TRG HQ building. Records responses to urgent comments into a spreadsheet and actively tracks through completion (e.g.:

When no further action is being taken on the complaint). Urgent comments must be processed immediately; all others must be processed by the end of the business day.

1.2.3.4. Administers (i.e. identifies random/targeted flight of trainees, schedules survey, prepares paper surveys, goes to trainee classrooms located at seven training squadrons, takes roll, identifies missing students, provides briefing/instructions, etc.), proctors, sorts, classifies (urgent or routine) IAW with AETCI policy definitions and BMT local instructions (see Attachments 1&2) and processes (i.e. scans, logs into database/spreadsheet, emails, etc.) survey results from the Trainee Safety and Well-being Survey. Survey will be randomly given 3-5 times per week (up to 120 students per session) and deliver to the 737 TRG/CTE evaluations analyst located in the 737 TRG HQ building. Survey is not given in conjunction with other tasks and occurs at various times during the 7.5 week BMT training program. Records responses to urgent comments into a spreadsheet and actively tracks through completion (e.g.: When no further action is being taken on the complaint). Urgent comments must be processed immediately; all others must be processed by the end of the business day.

1.2.3.5. Administers (i.e. takes roll, identifies missing MTIs, reschedules missing MTIs, prepares workstations, operates audiovisual equipment, provides briefing/instructions, etc.) and proctors the RAND MTI Survey to the entire assigned MTI population (require two sessions per day not to exceed 5 days) on a semi-annual basis and at the conclusion of each day the survey was given will provide an after action report consisting of technical issues, accountability and other pertinent information and delivers results to the 737 TRG/CTE evaluations analyst located in the 737 TRG HQ building.

1.2.3.6. Administers (i.e. identifies random trainees, schedules survey, prepares paper surveys and bubble sheets, takes roll, identifies missing students, provides briefing/instructions, etc.), proctors, sorts, classifies (urgent or routine) IAW with AETCI policy definitions and BMT local instructions (see Attachments 1&2) and processes (i.e. scans, logs into database/spreadsheet, emails, etc.) survey results from the Airmen’s Week Course Survey. Survey will be given one time per week (up to 120 students per session) and deliver to the 737 TRG/CTE evaluations analyst located in the 737 TRG HQ building. Quality checks each bubble sheet and scans. Compiles scanned results into a spreadsheet. Survey is not given in conjunction with other tasks and occurs at the end of the Airmen’s Week training program. Records responses to urgent comments into a spreadsheet and actively tracks through completion (e.g.: When no further action is being taken on the complaint). Urgent comments must be processed immediately; all others must be processed by the end of the business day.

1.2.3.7. Administers Special Interest Surveys (i.e. identifies trainees, schedules survey, prepares paper surveys, takes roll, identifies missing students, provides briefing/instructions, etc.), proctors, sorts, classifies (urgent or routine) IAW with AETCI policy definitions and BMT local instructions (see Attachments 1&2) and processes (i.e. scans, logs into database/spreadsheet, emails, etc.) survey results.

Records responses to urgent comments into a spreadsheet and actively tracks through completion (e.g.: When no further action is being taken on the complaint). Urgent comments must be processed immediately; all others must be processed by the end of the business day. Survey will be given quarterly for up to 500 trainees per quarter.

1.2.3.8. Manages filing system for feedback sources and surveys (~1000 documents per week) in government-provided folders/cabinets. Regulatory guidance and procedures are outline in paragraph 2.8.

1.2.3.9. Creates reports of each of the feedback processes (surveys and feedback forms) upon request. Reports can consist of the number (volume) and type of comments received and other related information.

2. General Information.

2.1. Qualifications, Education, and Experience:

2.1.1. Behavioral Analyst.

- Doctorate degree in psychology, sociology, or other related social science discipline reflecting advanced training in quantitative research methods.

- Minimum of three years’ experience managing, administering, and analyzing, organizational surveys and preparing reports or briefings of findings.

- Knowledge of survey research methodology.

- Knowledge of Center for Disease Control & Prevention (CDC) logic model constructs.

- Knowledge of program evaluation methods and techniques.

- Knowledge of scientific literature on effective strategies to promote organizational change.

- Knowledge of curriculum design and educational program assessment

- Familiarity/experience with military training environments.

- Knowledge of federal regulations governing human subjects research activities. Completion of Collaborative Institutional Training (CITI) or equivalent training or experience working with Institutional Review Boards preferred.

- Proficient using computer software for statistical analysis (for example, SPSS, SAS, STATA, R).

- Proficient in Microsoft Office (PowerPoint, Excel, Word).

- Excellent analytical skills.

- Excellent written and verbal communication skills.

- Excellent oral presentation skills.

- Excellent interpersonal skills and ability to work effectively as a member of an interdisciplinary team.

- Although not required, a working knowledge of organizational misconduct, to include sexual harassment and interpersonal violence, is preferred.

2.1.2. Behavioral Development Specialist.

- Certified practitioner in MBTI; minimum of two years (more preferred) experience administering, interpreting and coaching based on MBTI results.

- Certified practitioner in EQ-i 2.0; minimum of two years (more preferred) experience administering, interpreting and coaching based on EQi-2.0 results

- Minimum of a bachelor's degree in psychology, sociology, organizational development or related field.

- Obtained/qualified to obtain, within 6 months of start date, Associate Certified Coach credentials through the International Federation of Coaches or equivalent.

- Experience in supervisory/management/leadership training (minimum of seven years).

- Comprehensive understanding of current leadership and basic supervisory principles.

- Minimum of two years’ experience applying group facilitation techniques.

- Adept at experiential group training techniques.

- Experience in teaching/coaching how to apply personal conflict management tools.

- Knowledge of the processes of cultural change within large/hierarchical/power-imbalanced organizations.

- Ability to interact effectively with multiple levels within a military organization, from commander at squadron/group level leadership to front-line workers.

- Understanding of and experience with challenges specific to supervising military personnel in a basic military training environment.

2.1.3. Data Processor/Survey Administrators.

- Must be physically fit; able to walk up and down 62 stairwells within seven geographically separated training facilities to collect trainee feedback forms at those locations, as well as several other locations, three times per week.

- Proficient in Microsoft Office (PowerPoint, Excel, Word).

- Excellent written and verbal communication skills.

- Excellent oral presentation skills.

- Excellent interpersonal skills and ability to work effectively as a member of an interdisciplinary team.

2.2. Property, Equipment and Services Incidental to Contract: The government will provide, without cost, the facilities, equipment, materials and/or services identified below.

Adjustment of allocations, by the Government, may be necessary from time to time, with due consideration to limit impact to the contractor’s operations. Incidental property will be used by the contractor for performance only under the terms of this contract.

2.2.1. Incidental Property: Government will provide four to six networked computer/workstations (CPU with all necessary peripherals and 19-24” wide-screen monitor), desks, chairs, phones and printer access in building 6420, 737 TRG Headquarter Building.

2.2.2. Facilities. The contractor shall return Government Furnished Facilities (office space) to the Government in the same condition as received, fair wear and tear, and approved modifications excepted. The Government maintains responsibility for maintenance and care of all facilities.

2.2.3. Telephone: The Government will provide unsecured local and Defense Switched Network (DSN) telephone service (Class A) within the assigned facility and access to voice and message communication.

2.2.4. Custodial and Refuse Service. The Government will provide custodial and refuse services, but will not exceed services normally provided by base contracting.

2.2.5. Insect and Rodent Control. IAW site policy and current services provided.

2.2.6. Grounds Maintenance. IAW site policy and current services provided.

2.2.7. Security Forces and Fire Protection. IAW site policy and current services provided.

2.2.8. Emergency Transport. The Government will provide all emergency medical transportation and treatment for contractor and Government personnel from training locations if required. The contractor shall reimburse the Government for the costs of these medical services performed on contractor personnel at current civilian rates.

2.2.9. Conservation of Utilities. The contractor shall ensure employees practice utilities conservation. The contractor shall be responsible for operating under conditions which prevent the waste of utilities and other resources, which shall include, by not be limited to,: light shall be used only in areas where work is actually being performed, contractors shall not adjust electromechanical equipment controls for heating, ventilation, and air conditioning systems and water faucets or values shall be turned off when not in use.

2.3. Hours of operation. Normal working hours are between 7:30 a.m. and 4:30 p.m.

Monday through Friday, excluding Government Holidays.

2.3.1 Removal of Contractor Personnel from Performing on the Contract. The Government, through the CO, reserves the right to require immediate removal from contract performance on the installation or any Government facility, any individual whose actions raise reasonable suspicion that services may be compromised in any way, or that pose a threat of harm to other contractor/ Government personnel or self. Removal under other circumstances will be subsequent to, and at the direction of the CO only.

2.3.2 If a situation meriting removal occurs as outlined in the previous paragraph, the Contracting Officer Representative (COR) will contact the Contracting Officer (CO) and the contractor's representative within twenty-four

(24) hours. A meeting may be required with the CO, COR and contractor representative to discuss further action.

2.3.3 The CO will notify the contractor if and when permanent removal is required. In the event of a disagreement between the Government and the contractor, the decision of the CO will be final. During the period of time between the removal and the final decision of the CO, the contractor agrees to provide backup/replacement contractor personnel in accordance with the terms of this contract.

2.4. Holidays Observed. New Year's Day, Birthday of Martin Luther King, Jr., Washington's Birthday, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day and Christmas Day.

2.5. Quality Control. The contractor shall be responsible for quality control for all work accomplished during the performance of the task. The contractor shall provide and maintain a Quality Control Plan (QCP) which ensures the requirements in this PWS are met. As a minimum, the contractor shall develop quality control procedures that address the areas identified in Section 3, Service Delivery Summary. The QCP shall be submitted to the COR and CO no later than 30 days after contract award.

2.6. Quality Assurance. The government will evaluate the contractor's performance monthly by appointing a COR(s) to monitor performance to ensure services are received.

Contractor performance will be compared to the contract standards and Services Summary outlined in the Government Quality Assurance Surveillance Plan and PWS.

The government may use a variety of surveillance methods to evaluate the contractor's performance to determine if it meets the contract standards.

2.7. Security Requirements. This contract involves IT-Level III computer access and contractor personnel will require, as a minimum, a National Agency Check with Inquiries (NACI), before being issued a CAC and operating Government-furnished workstations.

The contractor shall comply with the DoD 5200.2-R, Personnel Security Program, AFMAN 33-152, User Responsibilities and Guidance for Information Systems, and AFI 33-200, Air Force Cybersecurity Program Management, requirements. NACI investigations requests are initiated using the Standard Form 85 and are submitted to the installation Information Protection Office through the using agency's Unit Security Manager within five days of contract start.

2.8. Obtaining and Retrieving Identification Media. As prescribed by the AFFARS 5352.242-9000, Contractor access to Air Force installations, the contractor shall comply with the following requirements:

2.8.1. No later than three days prior to start of contract work, the contractor shall submit a written request on company letterhead (or e-mail correspondence) to the project manager (with copy to contract administrator) listing the following: project title, project number, contract number, location of work site, contract start and stop dates, work schedule, and names of contractor employees needing access to the base, including full legal name, date of birth, sex, race, SSAN, state issued I.D.

Card/Driver’s License #, and name of sub-contractor if not employed directly by contractor (Government will provide template to be used in submitting visitor pass request). The authorized program manager will endorse the request and forward it to the issuing base pass and registration office or security forces for processing.

Contractors will present government (state or federal) issued ID, and INS Form 9 (I9), before being issued a pass to initially enter the installation. A Wants and Warrants check is conducted for every person before a pass is issued. Personnel employed by the contractor must provide the installation Visitor Reception Center proof of following:

(1) Liability Insurance

(2) Current License Plates

(3) Current State Inspection Sticker (If Required)

(4) Valid State Driver License

(5) A phone number for sponsor on base

2.8.2. Upon completion or termination of the contract or expiration of the identification passes, the contractor shall ensure that all identification issued to contractor employees are returned to the issuing office. If a contractor employee has been terminated, the identification will need to be retrieved and returned to the using agency or Security Forces so that employee does not have base access. If the pass is not retrieved then SF will need to be notified so base access is not allowed. Upon completion of the contract return all issued installation access passes to the issuing authority.

2.8.3. Failure to comply with these requirements may result in withholding of final payment.

2.9. Freedom of Information Act Program (FOIA). The contractor shall comply with DoD Regulation 5400.7-R/Air Force Supplement, DoD Freedom of Information Act Program, requirements. The regulation sets policy and procedures for the disclosure of records to the public and for marking, handling, transmitting, and safeguarding For Official Use Only (FOUO) material. The contractor shall comply with AFI 33-332, Air Force Privacy and Civil Liberties Program, when collecting and maintaining information protected by the Privacy Act of 1974 authorized by Title 10, United States Code, Section 8013. The contractor shall remove or destroy official records only in accordance with AFMAN 33-363, Management of Records, or other directives authorized in AFI 33-322, Records Management Program.

2.10. Reporting Requirements. The contractor shall comply with AFI 71-101, Volume- 1, Criminal Investigations Program, and Volume-2, Protective Service Matters, requirements. Contractor personnel shall report to an appropriate authority, any information or circumstances of which they are aware may pose a threat to the security of DoD personnel, contractor personnel, resources, and classified or unclassified defense information. Contractor employees shall be briefed by their immediate supervisor upon initial on-base assignment and as required thereafter."

2.11. Records Management. The Contractor shall manage all data created for Government use or legally controlled by the Government, in support of the functional activity or required by AF publication, IAW with the AF records management procedures in AFI 33-322, Records Management Program, paragraph 10, AFMAN 33-363, paragraph 6.4, AFI 33-364, paragraph 2.10, and the Air Force Records Disposition Schedule (AF RDS) located at https://www.my.af.mil/afrims/afrims/afrims/rds/rds_series.cfm.

2.12. Air Force Antiterrorism (AT) Program. The AT program seeks to deter or limit the effects of terrorist acts against the AF by giving guidance on collecting and disseminating timely threat information, providing training to all AF members, developing comprehensive plans to deter and counter terrorist incidents, allocating funds and personnel and implementing AT measures. In accordance with AFI 10-245, Antiterrorism (AT), paragraphs 2.18 and paragraph 2.25, DOD contractors and sub-contract personnel shall be offered Level 1 - AT Awareness Training. Compliance with the training will be monitored by the contracting officer representatives.

2.13. Contractor Full-time Equivalent Reporting. The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for Multimedia Services via a secure data collection site. The contractor is required to completely fill in all required data fields at https://afcmra.hqda.pentagon.mil/login.aspx.

2.14. Reporting inputs will be 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. Contractors may direct questions to the CMRA help desk.

2.15. Reporting Period: Contractors are required to input data by 31 October of each year.

2.16. Uses and Safeguarding of Information: 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. At no time will any data be released to the public with the contractor name and contract number associated with the data.

2.17. User Manuals: Data for Air Force service requirements must be input at the Air Force CMRA link. However, user manuals for government personnel and contractors are available at the Army CMRA link at http://www.ecmra.mil.

2.18. Key Control: Government will provide contract personnel key access to appropriate facilities which the contractor shall return upon contract completion or earlier, if requested by the Government.

3. Service Summary/Deliverables.

3.1. Behavioral Analyst.

P.0. # Performance Objective PWS Paragraph

Performance Threshold

1. Provide weekly status update including status of current analysis, course of actions, projects and next steps.

1.2.1.3.1. No more than one (1)

missed session or failure to provide updated information every semi-annual period.

2. Attend weekly organizational strategy meetings.

1.2.1.6. No more than three (3)

missed meetings per quarter.

3. Provide written report of analysis quarterly and conduct 1-3 iterative briefings of findings.

1.2.1.1.

1.2.1.3.2.

Not more than 98 days may pass between written reports.

4. Create slide presentation which summarizes quarterly written report; conduct 3-5 briefings.

1.2.1.1.

1.2.1.3.3.

Presentation must be completed quarterly but may miss (1) briefing per quarter.

5. Create logic model metrics and present 3-5 iterative briefings per quarter.

1.2.1.1.

1.2.1.3.4.

Presentation must be completed quarterly but may miss (1) briefing per quarter.

6. Review all BMT survey products, semi-annually.

1.2.1.2. 100%

7. Attend strategy session with training director and key BMT leaders, semi-annually.

1.2.1.4. 100%

8. Using government and civilian sources develop benchmarks to apply against analyzed data to establish trends and goals.

1.2.1.1. Sources must be identifiable

and statistically sound using industry standards. 100% accuracy required.

9. Statistical techniques must be consistent with industry standards.

1.2.1.1. & 1.2.1.2.

No more than one (1) data entry or calculation discrepancy per month.

http://www.ecmra.mil/

3.2. Behavioral Development Specialist.

Performance Threshold

10. Flt CC and IS orientation to basic behavioral tools completed within 60 days of arrival.

1.2.2.1. No more than one (1)

missed orientation per 60 day period.

11. Review all PLDPs and work with FLT-CCs and ISs.

1.2.2.2. No more than one (1)

missed review per quarter.

12. Provide value based coaching to each Flt CC and IS to develop skills and effectively give and receive feedback.

1.2.2.3.1. & 1.2.2.3.2.

100%

13. Deliver transformational classroom continuation training.

1.2.2.4. & 1.2.2.5.

No more than one (1) missed course per quarter.

3.3. Data Processors/Survey Administrators.

Performance Threshold

14. Administers and proctors each session of the RAND Trainee Survey.

1.2.3.1. 100% compliant.

15. Daily RAND Trainee Survey after action report.

1.2.3.1. No more than one (1)

missed report per quarter.

16. Picks up, sorts, classifies and processes feedback forms.

1.2.3.2. 100% compliant.

17. Classifies and processes all written comments from the BMT End of Course Survey.

1.2.3.3. 100% compliant to include tracking of urgent comments.

18. Administers, proctors, sorts, classifies and processes Safety and Well-Being survey.

1.2.3.4. No more than one (1)

missed survey session per quarter. 100% tracking of urgent comments required.

19. Administers and proctors each session of the RAND MTI Survey.

1.2.3.5. 100% compliant.

20. Daily RAND MTI Survey after action report.

1.2.3.5. No more than one (1)

missed report per semi-annual session.

21. Administers, processes, sorts, 1.2.3.6. Items are critical tasks. Zero classifies and proctors each session of the Airmen’s Week Survey.

discrepancies per quarter.

22. Administers, processes, sorts, classifies and proctors each session of the Special Interest Surveys.

1.2.3.7. No more than one (1)

missed survey session annually. 100% tracking of urgent comments required.

23. Manages and maintains filing system for written survey and critique comments.

1.2.3.8.

No more than 3 improperly filed documents per quarter.

24. Creates process reports based on the feedback processes upon request.

1.2.3.9. Report data must be

accurate with no more than one data error per report.

4.0 DELIVERABLES:

Item Description Reference Format Frequency # Copie s

POC

1. Status Update

1.2.1.3.1. Microsoft

Word

Weekly N/A 737 TRG/ TD or CTE

2. Analyses Report

1.2.1.1.

1.2.1.3.2.

Microsoft Word

Quarterly 8 color 737 TRG/TD

3. Iterative Briefing of written report

1.2.1.1.

1.2.1.3.2.

Verbal presentation s

1-3 briefings quarterly

N/A 737 TRG/TD

4. Slide Presentation

1.2.1.1.

1.2.1.3.3.

Microsoft PowerPoint

Quarterly 20 737 TRG/TD

5. Briefing of slide presentation

1.2.1.1.

1.2.1.3.3.

Verbal presentation s

3-5 briefings quarterly

N/A 737 TRG/TD

6. Logic Model Metrics

1.2.1.1.

1.2.1.3.4.

Microsoft PowerPoint or similar

Quarterly 20 737 TRG/TD

7. Briefing of Logic Model Metrics

1.2.1.1.

1.2.1.3.4.

Verbal presentation s

3-5 briefings quarterly

N/A 737 TRG/TD

8. Strategy Meeting

1.2.1.4. N/A Semi-annual N/A 737 TRG/TD

9. FLT CC/IS

Orientations

1.2.2.1. Verbal

presentation s

Within 60 days of Flt CC/IS arrival

N/A 737 TRG/TD

10. Review all PLDPs and

1.2.2.2. Verbal

presentation

Quarterly or more if

N/A 737 TRG/TD

work with Flt

CC/IS

s needed/requeste d

11. Value based coaching

1.2.2.3.1.

1.2.2.3.2.

Verbal presentation s

Upon Flt CC/IS arrival

N/A 737 TRG/TD

12. Training courses

1.2.2.4. & 1.2.2.5.

Verbal presentation s

Monthly N/A 737 TRG/TD

13. RAND

Trainee Survey after action report

1.2.3.1. Microsoft

Word

Daily 2 737 TRG/TD

& CTE

14. Feedback Forms.

1.2.3.2. Microsoft

Excel

3 times per week

N/A 737

TRG/CTE

15. BMT End of Course Survey

1.2.3.3. Microsoft

Excel

Weekly N/A 737

TRG/CTE

16. Safety and Well-Being survey

1.2.3.4. Microsoft

Excel

Weekly N/A 737

TRG/CTE

17. RAND MTI

Survey after action report

1.2.3.5. Microsoft

Word

Semi-annual N/A 737 TRG/TD

& CTE

18. Airmen’s Week Survey

1.2.3.6. Microsoft

Excel

Weekly N/A 737

TRG/CTE

19. Special Interest Surveys

1.2.3.7. Microsoft

Excel

Quarterly N/A 737

TRG/CTE

20. Feedback/Su rvey Reports

1.2.3.9. Microsoft

Word

Upon request 4 737

TRG/CTE

21. Quality Control Plan

2.5 Microsoft

Word

NLT 30 days after award

2 737 TRG/TD

& 502

CONS/

JBKAE

Attachment 1: AETCI 36-2909 Recruiting, Education, and Training Standards of Conduct Attachment 2: 737 TRG Sup 1 AETCI 36-2640 Technical and Basic Military Training Evaluation