BT_IDIQ_PWS_Reviewed_-_3_1_16.docx

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Indefinite Delivery/Indefinite Quantity (ID/IQ) Basic Contract Performance Work Statement (PWS) For Secretary of the Air Force Office of Business Transformation (SAF/MG) and Deputy Chief Management Officer (DCMO) September 2015

FA7014-16-D-XXXX

1.0 DESCRIPTION OF SERVICES

1.1 GENERAL

The purpose of this work statement is to obtain Contractor support to provide a full range of Advisory and Assistance Services (A&AS) to support the Secretary of the Air Force Office of Business Transformation (SAF/MG) and Deputy Chief Management Officer (DCMO) in managing and improving business operations across the Air Force. Services and deliverables shall include three (3) A&AS categories: Management and professional services; Studies, analyses, and evaluations; and Engineering and technical expertise. SAF/MG and DCMO services shall not include inherently governmental functions as discussed in FAR Subpart 7.5, “Inherently Governmental Functions”.

1.1.1 BACKGROUND

SAF/MG’s mission is to produce an effective and efficient Air Force (AF) by 1) ensuring the core function and missions of the AF are optimally aligned to support the joint war fighting mission; 2) establishing performance goals and measures for improving and evaluating overall economy, efficiency, and effectiveness; 3) monitoring and measuring progress towards established goals and objectives; and 4) developing and maintaining an AF-wide strategic plan for business and mission reform of AF business operations. The SAF/MG and DCMO work with the Department of Defense (DoD), Headquarters Air Force (HAF), and Major Command (MAJCOM) senior leaders, executives, their staffs, and other stakeholders to oversee and assist in continuously improving enterprise-level processes, organizational structures and enabling business information technology; developing business strategies, measuring progress and reporting performance outcomes; assisting Air Force functional activities to meet Air Force business goals and objectives; and augmenting organic capacity and experience in Continuous Process Improvement (CPI) methods and tools with industry enterprise level experience.

1.1.2 Scope

The scope of work is for headquarters Air Force and Air Force business area process reengineering, performance improvement, and change management projects but may extend into projects of shared interest across the Air Force and DoD. Projects will be sponsored by a senior Air Force leader (General officer or Senior Executive Service civilian) and endorsed by the AF DCMO. They may range from short duration problem solving to deployment of process changes to major business transformation initiatives that span an extended duration with segmented and charted work for steps or phases. Expertise will need to range from structured problem solving with root cause analysis to defining process, organizational, and supporting technology (e.g., information systems) to solve the problem (in total or incrementally). The depth of support required for an individual project can range across a collection of skills (from Master Black Belt to data capture experts) and span varied timeframes (weeks to months) for individually chartered projects. Projects will often involve defining information requirements and information technology requirements to acquire enabling capabilities. Work performed under this contract may have associated specialty government or contract support skills assisting in a project, with expectation of complementary action and effective teaming to successfully improve processes and performance within Air Force core mission areas.

To accomplish the scope of work defined within this PWS, the contractor must be familiar with the content and application of the applicable documents identified in Section 4. These applicable documents provide amplifying information relevant to Air Force Policy and performance of this PWS.

In support of this mission, SAF/MG and DCMO require expert services across a range of capabilities. Capability areas include:

· Process improvement mentorship and facilitation using structured problem solving methods (from continual improvement to major business reengineering)

· Advanced methods of developing and managing enterprise level and enterprise-wide strategic alignment and deployment

· Organizational change management

· Project management

· Technical and general process modeling and related data capture

· Access to leading industry and government subject matter expertise across business core functions on best practices

1.1.3 Objective

The overarching objective of this A&AS support and associated deliverables is to directly support and enable process improvement and strategic transformation initiatives within the Air Force. Individual projects will have specific performance and process improvement objectives identified. Overall, the Air Force seeks year-over-year productivity improvements in our business processes allowing controls and reduction in cost of business operations and preserving or enhancing investments in mission support. A&AS and deliverables shall be provided for on-site AF installations, HAF, MAJCOMs and other customers worldwide as required. The contractor shall provide deliverables that require knowledge of federal, state, and/or local regulations and statutes, Air Force and DoD regulations and other documentation. The contractor shall provide deliverables to SAF/MG and DCMO internal operations to ensure quality assurance of its products and services. Service details and deliverables will be specified in individual Task Orders (TOs) and performance of the tasks shall be in accordance with the Services Summary requirements.

1.2 REQUIRED SERVICES/SUPPORT

1.2.1 Process Reengineering/Improvement Support

1.2.1.1 The contractor shall provide Master Black Belts (MBB) and Black Belts (BB) support in continual improvement methods to facilitate and mentor major initiatives. Methods to be used span Lean Six Sigma, Business Process Reengineering, Theory of Constraints, and/or other Structure Problem Solving methodologies. Support will be applied individually or as a team to support AF business transformation initiatives, problem solving events, and rapid improvement events. Process reengineering products requiring Information Technology (IT) solutions delivery will be accomplished consistent with the Air Force Services Development and Delivery Process. Compliance with Air Force Manual (AFMAN) 33-402 Service Development and Delivery Process (SDDP) is mandatory.

1.2.1.2 The contractor shall support chartering and planning for AF business transformation initiatives, facilitating problem solving and improvement events, and assist in development of implementation plans and corrective actions.

1.2.1.3 The contractor shall capture data and co-facilitate all pre-event, event, and post-event work. This includes but is not limited to scheduling meetings and facilities, drafting correspondence, gathering data, documenting process maps using Government owned software (iGrafx), documenting all event work, drafting presentations, and co-facilitating. The contractor shall analyze and report on findings.

1.2.1.4 The contractor shall comply with AFMAN 33-402 SDDP in documenting processes, information requirements, and non-material and material related implementation plans. Associated Tactics, Techniques and Procedures (TTPs) identified in Section 4.0 Applicable Documents shall be used in conjunction with AFMAN 33-402.

1.2.1.5 The contractor shall provide training, deliverables, and mentoring support to Air Force personnel pursuing Green Belt and Black Belt certification levels. The training will focus on instruction of specific methods to mentorship in planning and conducting an improvement event and will be supplemental to formalized Air Force training. Contractor training support may include pre-event training on specific CPI methods for team members involved in reengineering projects. It may also be required for Air Force leaders preparing to sponsor major process reengineering efforts.

1.2.2 Strategy Alignment & Deployment Support

1.2.2.1 The contractor shall provide strategic goal setting mentorship and facilitation consistent with best practices suited for a diverse, global enterprise. The Contractor shall assist in developing and managing strategic goals and initiatives tracking to achieve strategic outcomes for executive level leaders and their teams.

1.2.2.2 The contractor shall advise and facilitate the development of effective performance metrics and measurements in alignment with strategic priorities and performance standards, to include governance methods to assure performance objectives are met.

1.2.2.3 The contractor shall provide master level consulting and mentorship to the SAF/MG leadership and organization on advancing an Air Force culture of continuous improvement with the required principles, policies, methods and means. This requires expertise and mentorship on best practices applied by leading commercial and public sector organizations in performance improvement and excellence, enabling an organizational culture of innovation and continual improvement, and effectively setting and managing strategic priorities and initiatives across the global, diverse enterprise analogous to the US Air Force.

1.2.3 Project and Change Management Support

1.2.3.1 The contractor shall provide project management support for projects and initiatives to establish and manage project objectives and deliverables, milestones and schedules, and management reviews and reporting. The contractor shall apply expertise in Work Break Down structures and integrated schedule development and management (with resource loading and critical path assessments). Management methods will integrate risk management into execution plans and schedules. Project management methods shall include timely problem-solving and corrective action support when issues are encountered.

1.2.3.2 The contractor shall provide mentorship and facilitate organizational change management. Work may range from helping define and standardize change management practices to assisting in managing organizational change. The contractor shall mentor and advise leaders sponsoring organizational change on their role as a change leader and methods to succeed. The contractor shall assist in managing key stakeholders and affected personnel through change activities (from awareness and acceptance to implemented changes).

1.2.3.3 The contractor shall host, facilitate and orchestrate meetings (from high level AF executive governance meetings to focused tiger team efforts). The contractor shall develop recommended meeting agendas and desired outcomes, administer large meetings, develop presentations, facilitate discussions, and capture minutes and actions items.

1.2.4 Management Tools Support

1.2.4.1 The contractor shall provide process modeling tools and data capture for improvement events and documenting current and future state processes. Products will be compatible with Air Force Business Enterprise Architecture process documentation. Products will be compatible with iGrafx, Visio, or other process mapping tools defined in individual task orders.

1.2.4.2 The contractor shall assist in developing and maintaining SharePoint sites and dashboards to facilitate transformation management. These tools will be developed for hosting in the military domain.

1.2.4.3 The contractor shall develop templates and references to help standardize and facilitate project management, chartering through execution of process improvement initiatives, organizational change management implementation, and governance of process and performance improvement.

1.2.4.4 The contractor shall use Microsoft (MS) Project© to assist in developing project schedules with resource loading and critical path management.

1.2.5 Optional Surge Support

1.2.5.1 The contractor shall provide surge capacity support of subject matter experts or leading industry or public sector experts to advise on business transformation and specific business transformation initiatives. Expertise can range across business disciplines of corporate governance, business and finance, acquisition management and contracting, supply chain management, maintenance and repair, real property management, human resources management, information technology management, and healthcare management.

1.2.6 Program Management Support

1.2.6.1 The contractor shall provide program management support. This includes the management and oversight of all activities performed by contractor personnel, including subcontractors, to ensure the accomplishment of timely and effective support, performed in accordance with the requirements contained in the Performance Work Statement (PWS).

1.2.6.2 Provide a program management capability to manage the indefinite delivery/indefinite quantity (ID/IQ) contract and all awarded Task Orders. The program manager is considered critical to managing the overall performance of the ID/IQ contract.

1.2.6.3 Respond to Contracting Officer (CO) or Program Manager (PM) requests in a timely manner as Directed by either.

1.2.6.4 Notify the CO of direction received from Government personnel that the Contractor considers outside the scope of the basic PWS, or awarded Task Order requirements prior to performing the work.

1.2.6.5 Contractor employees shall clearly identify themselves as “Contractors” at all times, in all communications and representations, including in the workplace, at meetings, in conversations, telecommunications, mail, electronic mail (e-mail), and faxes, whether with Government personnel, other Contractor personnel, or with the public. Contractor personnel shall wear a readily visible badge that clearly identifies them as Contractor employees.

1.2.6.6 Contractor Manpower Reporting Application (CMRA) The contractor shall adhere to Section 8108 of Public Law 112-10 of the Department of Defense and Full Year Continuing Appropriations Act, 2011. The contractor shall report ALL labor hours (including subcontractor labor hours) required for performance of services provided under this contract via the secure Contractor Manpower Reporting Application (CMRA) data collection site. The Contractor is required to completely fill in all required data fields at: http://www.ecmra.mil. Reporting inputs shall 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 for the FY shall be reported not later than 31 October of each calendar year. The Contractor may direct questions to the CMRA help desk.

1.2.6.7 Transition Services

The contractor shall perform transition in and transition out services.

1.2.6.7.1 Transition-In Services

A Transition-In Plan shall be submitted along with the contractor’s written technical Proposal in response to each task order solicitation and shall identify key points of contact (POC) for liaison between the Government, and the prime contractor to ensure an orderly transition. Transition-in services shall occur from start date of awarded task order and the duration of the transition-in period shall not exceed 60 days after the contract start date. Throughout the transition period the Contractor shall assume responsibility for all services required for contract performance. The Contractor shall work closely with the transitioning-out contractor (until the transitioning-out contractor’s task order expires), Projects Leads, Government Program Manager and the COR to ensure uninterrupted contract support.

1.2.6.7.2 Transition-Out Services

The Contractor’s firm may be succeeded by a different firm at the end of the task order’s period of performance. The transition-out period shall begin 60 days before the end of the period of performance.

Ninety (90) days prior to task order expiration date, the contractor shall submit a transition-out plan that includes the details and status of all active Task Orders

1.2.6.8 In-Progress Reviews (IPRs)

The contractor shall support monthly status reviews to SAF/MG on contract performance and the status and progress of initiatives. The method of presentation shall be in the contractor’s management plan. The objectives of these reviews are to track progress of the project, present ideas for improvement, and identify and resolve issues.

1.2.6.8.1 Program Management Reviews (PMR). Attend scheduled PMRs, as notified by the Government. The CO, PM, and other Government personnel, as appropriate, will meet periodically with the Contractor to review performance. PMRs will be held at least annually. The first year the Government reserves the right to conduct PMRs semi-annually. When possible/appropriate, the Government will conduct PMRs in coordination with scheduled IPRs. PMRs will cover status and feedback on performance measures, Contractor performance, and any significant events. PMRs are intended to serve as an opportunity for open and frank discussions on the current status of the contract and applicable TOs. The Government will provide advance copies of PMR agendas, seeking Contractor input/discussion items, and will provide meeting minutes for Contractor review and approval prior to making them official. The Contractor shall provide written notice to the PM and COR identifying any areas of non-concurrence.

1.3 HUMAN RESOURCE MANAGEMENT. The Contractor shall:

1.3.1 Personnel Qualifications. Provide qualified personnel at TO start that meet or exceed the stated Knowledge, Skills, and Abilities (KSA) qualification requirements.

Labor Category Qualifications and Experience:

The following list of qualifications generally reflects the minimum personnel requirements associated with the Advisory and Assistance Service (A&AS) activities in this contract. In rare circumstances, education and/or experience requirements may be waived by the Contracting Officer if the individual has an extraordinary background or uniquely applicable experience or highly specialized knowledge.

Program Manager Serves as the contractor's contract manager, and shall be the contractor's authorized interface with the Government Contracting Officer (CO), the Contracting Officer's Representative (COR), government management personnel and customer agency representatives. Responsible for formulating and enforcing work standards, assigning contractor schedules, reviewing work discrepancies, supervising contractor personnel and communicating policies, purposes, and goals of the organization to subordinates. Shall be responsible for the overall management of the contract performance and shall not serve in any other capacity. The program manager shall also ensure that quality work is completed on schedule and within the allocated budget. The program manager shall have, as a minimum, the following qualifications:

a. Bachelor’s degree or higher from an accredited institution.

b. Relevant experience managing diverse, technical support teams for a minimum of 3 years or

c. A minimum of 3 years Program Management experience, with a minimum of three years’ experience in A&AS program management.

Consultant Senior Education/Experience: Progressive management experience, including extensive supervisory and project management experience. Applies to Master Black Belt level mentorship and event sponsorship with professional/educational level public certification required. Experience across diverse methods (e.g., Lean, Six Sigma, Business Process Reengineering, and Theory of Constraints) and corporate-wide process improvement experience. Provide mentoring for senior executive personnel (i.e. C-Suite equivalent to CEO, CFO and CIO).

Functional Responsibility: The Senior Consultant is a recognized authority across multiple areas of expertise. The Senior Consultant provides leadership at the highest technical, programmatic, and organizational levels for teams to accomplish customer-sponsored projects, including new program development. Leadership comprises problem definition, identification of avenues of approach, identification of applicable resources, and execution of tasks within the project. Senior Consultants can advise at the equivalent of very senior level corporate enterprise leadership. Senior Consultant level applies to Master Black Belt level mentorship and facilitation support to major, complex enterprise initiatives as well as guiding contractor Black Belt level facilitators. Complex initiatives include mentoring strategy alignment and deployment to achieve goals and outcomes across a diverse global enterprise.

Minimum Years of Experience:

Consultant 1, 2, 3,4 Education/ Experience: Relevant experience, including supervisory and project management experience. Consultant 1 applies to Green Belt level process improvement facilitation with equivalent professional/educational level public certification required with at least one year of facilitation support experience. Consultant 2 applies to Black Belt level process improvement facilitation with equivalent professional/educational level public certification required with less than two years of facilitation support experience. Consultant 3 applies to Black Belt level process improvement facilitation with equivalent professional/educational level public certification. Two years minimum experience at the Black Belt level required. Consultant 4 applies to Master Black Belt level process improvement facilitation but lacking progressive and extensive management and supervisory experience and corporate-wide process improvement experience.

Functional Responsibility: The Consultant is a recognized authority across multiple areas of expertise. Consultant provides leadership at a high technical and programmatic level for teams to accomplish customer sponsored projects, including new program development. Leadership comprises problem definition, identification of avenues of approach, identification of applicable resources, and execution of tasks within the project. Consultant Level 1 Green Belt facilitators will be capable of facilitating fact-based, systematic approach to problem-solving initiatives for lower complexity projects independently, or alternatively, for more complex initiatives but under the mentorship of a Black Belt. Consultant Level Black Belt facilitators will be capable of mentorship and facilitation of moderate to highly complex problem-solving using diverse methods and tools. Focus of Black Belt facilitators will be high impact improvement initiatives with a focus on achieving needed customer outcomes.

Minimum Years of Experience:

Subject Matter Expert 1 Education/Experience: Master's degree in an associated technical or line of business discipline or the equivalent years in experience. In rare circumstances, education and/or experience requirements may be decreased or waived if the individual has an extraordinary educational background or uniquely applicable experience or highly specialized knowledge. Over ten years of progressive experience in high-level technical and organizational support services.

Functional Responsibility: Conducts technical research used in the areas of strategic planning services, decision support services, education and training development, and organizational performance support.

Subject Matter Expert 2 Education/Experience: Master's degree in an associated technical or line of business discipline or the equivalent years in experience. In rare circumstances, education and/or experience requirements may be decreased or waived if the individual has an extraordinary educational background or uniquely applicable experience or highly specialized knowledge. Over thirteen years of progressive experience in high-level technical and organizational support services.

Functional Responsibility: Performs multiple complex projects in the areas of strategic planning services, decision support services, education and training development, and organizational performance support.

Subject Matter Expert 3 Education/Experience: Master's degree in an associated technical or line of business discipline or the equivalent years in experience. In rare circumstances, education and/or experience requirements may be decreased or waived if the individual has an extraordinary educational background or uniquely applicable experience or highly specialized knowledge. Over eighteen years of progressive experience in high-level technical and organizational support services.

Functional Responsibility: Develops and applies advanced techniques for business process reengineering, strategic planning services, decision support services, education and training development, and organizational performance support.

Info Analyst Education/Experience: Relevant experience related to performance of analysis of programs and information system schemes.

Functional Responsibility: The Information/Functional Analyst will perform qualitative and quantitative analysis of complex programs and information system schemes. The Senior Information/Functional Analyst analyzes functional specifications to determine information and process flows, develops program logic and evaluates performance measures in support of complex implementation efforts.

Minimum Years of Experience

Project Manager Education/Experience: Bachelor's degree. A minimum of four years of general project management experience. Experience substitutions are as follows: a bachelor's degree may be substituted with an additional 4 years of experience, a master’s degree is equivalent to two years of experience and a doctoral degree is equivalent to 4 years of experience.

Functional Responsibility: Monitors each task and keeps the Air Force Program Manager abreast of all problems and accomplishments. Anticipates problems, and works to mitigate the anticipated problems. As a team or project leader, provides technical direction for the complete project effort. As a staff specialist or consultant, resolves unique and unyielding systems problems using new technology. Ability to develop and manage integrated tasks within estimated timeframes and budget constraints. Schedules and assigns duties to subordinates. Interacts and reports effectively in writing and orally to contractor management and government management, including the government-contracting officer.

MS SharePoint Specialist Education/Experience: A bachelor's degree is desired. At least three years of experience in MS SharePoint design, configuration, and implementation.

Functional Responsibility: Develop and maintain SharePoint pages for collaborative work across a diverse set of organizations and stakeholders to gather, document, and understand business requirements then translate them into high-quality, enterprise-ready solutions. The position requires the candidate to apply experience in all aspects of SharePoint implementations including custom development, site administration, installation and architecture. Additionally, the position may require developing SQL Server databases as part of solutions. Responsibilities involve frequent interaction with other team members as well as other customers and stakeholders. This position performs periodic assessments pertinent to changing program requirements to keep SharePoint sites current and user friendly, develops alternatives and recommendations. The ideal candidate must apply strong interpersonal and communication skills.

Senior Webpage/Multi-media Specialist Education/Experience: A bachelor's degree is required. An equivalent and appropriate combination of education and experience may be substituted for the degree or years of experience. At least three years of experience in web page or multimedia design, development, or implementation. Experience substitutions are as follows: a bachelor's degree may be substituted with an additional 4 years of experience, a master’s degree is equivalent to two years of experience and a doctoral degree is equivalent to 4 years of experience.

Functional Responsibility: Provides specialized support of assigned web pages and/or related web-based information pages. Provides technical knowledge and expertise regarding web page layouts and design, and performs periodic assessments pertinent to changing program requirements to keep web pages current and user friendly, develops alternatives and recommendations. Work requires working closely with multiple personnel/organizations in posting documents on-line and keeping them current.

1.3.2 Personnel Maintenance. Maintain minimal personnel turnover throughout the life of the TO. Ensure continuation of services during personnel absences due to sickness, leave, and voluntary or involuntary termination from employment such that impact to the Government is minimal. Once a Contractor knows that an employee is leaving and will no longer support a task, the Contractor shall provide written documentation to the CO and Contracting Officer Representative (COR) within three (3) business days of the employee advising the Contractor of his/her intent to leave. This written notification shall include the date and time the position will be vacant, the reason the employee will no longer work on the task, anticipated replacement date, and what management corrective action will be taken to ensure task mission completion.

1.3.3 Replacement/Substitution. Prior to replacing/substituting personnel performing at the IDIQ level or Task Order level under this contract, the Contractor shall provide a sufficiently detailed qualification summary/resume of proposed personnel for Government review. This paragraph shall also apply when, at or prior to the start of TO performance, the Contractor provides any personnel for work who were not part of or who replace any personnel submitted and evaluated as part of a TO proposal.

1.3.4 Removal of Personnel at Government Request. The Government may request removal (permanent or temporary) of personnel on a TO for security, safety or health reasons, upon discovery of fraudulent resume documentation, or when Contractor personnel behave in an unprofessional manner that would be considered unacceptable by a reasonable person. The Contractor shall provide a sufficiently detailed qualification summary/resume of proposed personnel for Government review prior to replacing/substituting personnel under these circumstances.

1.4 DELIVERABLES MANAGEMENT. The Contractor shall provide deliverables as specified in the ID/IQ contract and all Task Orders. If a deliverable due date falls on a weekend or holiday, the Contractor shall submit the deliverable on the last work day prior to the due date.

1.4.1 Deliverables: The contractor shall provide task-specific reports, informal analyses, papers, opinions, databases, briefings, etc. generated on an as-required (ad-hoc) basis during the performance of this contract and other deliverables as detailed in the IDIQ PWS and all Task Order PWSs.

1.4.2 Project Management Plan (PMP): The contractor shall develop and maintain throughout the contract period of performance, a Project Management Plan (PMP) with integrated master schedule that shall be used as a foundation for information and resource management planning. The contractor shall deliver the initial PMP to the Government within 15 work days after contract award.

The PMP shall include, but not be limited to, the following:

· Status of current and planned tasks and subtasks

· Base schedule overlaid with actual schedules, for each task

· Project Organization

· Project Transition Processes and Schedule

· Work Breakdown Structure (WBS)

· Process Management and Control

· Overall Organizational Structure

· Project Responsibilities to include process flowcharts for all major tasks

· Task dependencies and interrelationships

· Contractor personnel assignments and duration (Staffing Plan)

· Updated Deliverable Schedule (based on solution)

· Deliverables (draft, interim, final, etc.),

· Contingency Plans (where appropriate),

· Contractor travel information

· Quality Control plan

· Risk Management plan

· Subcontract Management (organization of personnel, software and hardware)

· Monitoring mechanisms including Program Metrics

· Automated Tools, Techniques, and Methods

The contractor shall keep the PMP and integrated master schedule up-to-date, keep it accessible electronically at any time, and be prepared to brief any PMP content to the Government at short notice (within 24 hours). The PMP shall be used as a foundation for the Monthly Status Report.

1.4.3 Monthly Status Report (MSR):

The contractor shall provide one written Monthly Status Report (MSR) to the COR and Program Manager in electronic format for all task orders issued by the close of business (COB) of the 10th workday after the month of service, documenting task order services provided, issues, and progress. The report will detail contractor activities during the reporting month and plans for the following two months. The report will include a summary of work performed and deliverables completed, current or projected problems and issues and their resolution, an explanation of deviations from the previous month’s projections, and any recommendations related to the effort. The report shall detail travel for the month of service. The report shall analyze the current task orders and provide task order accounting information.

1.4.4 Problem Notification Reports The contractor shall file a Problem Notification Report (PNR) to notify the Government of schedule delays, assumptions upon which tasks were based, and any all other perceived contractual issues. The PNR shall include a plan detailing the proposed resolution. The contractor shall file the PNR as soon as possible, but no later than two business days after the contractor’s discovery of the issue(s).

The ID/IQ deliverable requirements are as follows:

Table 1. ID/IQ Deliverables

Submit Task Order Proposals within five (5) working days of Request for Proposal.

1.5 TASK ORDER REQUIREMENTS

1.5.1 Travel Reimbursement. Contractor personnel may be required to travel to both CONUS and OCONUS locations in support of tasks listed in TO PWSs. It is the responsibility of the contractor to have the necessary credentials prior to traveling.

1.5.1.1 Government will limit reimbursement of costs. Travel costs shall be based on estimated costs per FAR 31.205-46. All trips shall be in accordance with regulatory requirements. All travel and associated estimated costs shall be coordinated and pre-approved in writing by the Government COR prior to any trips. A Contractor must be able to provide receipts for associated travel expenses being reimbursed by the Government. Contractors shall bill and will be reimbursed at the Contractor’s cost less any applicable discounts, plus handling costs, if any.

1.5.1.2 The government may require the contractor to perform work duties at the Pentagon or Andrews AFB. Travel from Contractor Facilities to Government Facilities at the Pentagon and/or Andrews AFB is considered a cost of doing business.

1.5.2 Legal Holidays. The following Federal holidays are observed under this contract:

(b) The following days are contract holidays:

1.5.2 Weather. In events such as a base shutdown due to severe weather or security issues (ex/September 11, 2001), IAW FAR Clause 52.249-14, Excusable Delays, in Section I of the contract, the Contractor shall work with the Government to determine payment terms and any payments will be subject to CO approval. In all cases, if Government personnel are not available in the building/location of work to oversee Contractor activities, Contractor personnel shall leave the premises.

1.5.3 Place of Performance. The Place of Performance will be as specified in individual Task Orders. Work will primarily take place at the contractor’s location with support as required to initiative teams at locations specified by the Air Force, which may include OCONUS locations, but principally in the National Capital Region. The infrastructure in place at the contractor site must adequately support daily interaction with Government project leads and team members via telephone or network communication protocols.

All classified work, shall be performed at either a cleared Government-controlled facility or a cleared Contractor facility in accordance with the DD Form 254, Department of Defense Contract Security Classification Specification. Some work may be performed at Air Force Headquarters at the Pentagon and Andrews Air Force Base, and all Air Force bases in the United States and internationally.

1.5.4 Kick-Off Meetings. The Contractor shall attend all kick-off meetings with the customer representative, COR, Contract Specialist, and the CO responsible for award and administration of the Task Order. All kick-off meetings will occur within 5 working days of TO award, or sooner as dictated by the Task Order requirement.

1.5.5 Task Order Proposals. All Task Order Proposals will be due within five (5) working days of Request for Proposal.

1.6 QUALITY

1.6.1 Quality Control. The Contractor shall develop, implement, and maintain a comprehensive inspection system that assures compliance with all requirements of this contract and its associated Task Orders IAW FAR Part 46, Quality Assurance.

1.6.2 Quality Control Plan (QCP). The Contractor shall submit a QCP along with the contractor’s proposal in response to the basic ID/IQ contract solicitation that demonstrates how the Contractor shall maintain an inspection system acceptable to the Government covering the services under this contract. The QCP shall demonstrate the Contractor’s documented processes and procedures to monitor and control:

· Objectives in Services Summary (Table 1)

· Subcontractor relationships

· Contractor and subcontractor invoicing

· Non-conformances (Paragraph 1.8.3.2-1.8.3.4)

1.6.3 Performance Evaluation. Contractor performance is subject to Government COR surveillance to ensure PWS compliance. The Contractor shall comply with the following:

1.6.4 Access. The Contractor shall permit the CO or authorized representative access to all work areas, records, and data used in the performance of the contracted services. The Contractor shall provide support, and not interfere with the CO, CORs, state, federal, and other designated personnel in the performance of their official duties. Access shall be provided as soon as possible, but not to exceed one (1) workday after the request.

1.6.5 Non-conformances. Identify and control non-conformances through root cause analysis, corrective actions, and preventive actions. Focus on eliminating the cause to prevent reoccurrence. Maintain records of non-conformities and actions taken. Correct and provide response to all Government-identified non-conformances IAW time frames specified by the CO. This contract identifies two types of non-conformances: Minor and Major.

1.6.6 Minor Non-conformance. A minor non-conformance is a non-conformance, which by itself does not adversely impact mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. It normally does not increase risk to the Government. Minor non-conformances are typically low risk and are communicated through notices; first notices are issued for any identified non-conformance, second notices are issued for repeat non-conformances or failing to correct issues within a reasonable amount of time. Upon receipt of a non-conformance notification (first or second notice), the Contractor shall complete applicable sections and return it to the CO within time constraints directed by the CO in the notice. A formal corrective action plan is not required for notices.

1.6.7 Major Non-conformance. A major non-conformance is a non-conformance that adversely impacts (or has the potential to impact) mission, safety of personnel and/or equipment, performance (quality), schedule (delivery), or cost. This type of nonconformance increases risk to the Government and therefore has a risk assessment rating of moderate or high. An example of increasing risk would be a significant number of recurring non-conformances, which is an indication of inadequate preventive measures/actions and lowers the Government’s confidence that the Contractor can provide quality services on time and within costs. The CO will communicate major non-conformances on a Corrective Action Request (CAR) form with a suspense date for the Contractor’s corrective action plan. As a minimum, the Contractor’s corrective action plan will address:

· Action taken to fix the immediate problem

· Root cause analysis of the problem to determine cause

· Corrective action on the cause of the problem

· Actions taken to prevent recurrence

1.7 SAFETY INSTRUCTIONS. The Contractor shall comply with all applicable Occupational Safety and Health Administration (OSHA) and Air Force Occupational Safety and Health (AFOSH) standards, technical orders, and regulations both within and outside of the United States. The Contractor shall comply with the highest degree of safety protection where any disagreements exist.

1.8 PROPRIETARY DATA. The Contractor agrees to enter into a written agreements with any firm whose proprietary data is used in connection with the performance of any task order issued under this ID/IQ, to protect all proprietary information from unauthorized disclosure or use for as long as it remains proprietary, to furnish the contracting officer and COR with executed copies of all such agreements, and to refrain from using any proprietary information in supplying to the Government goods or services, or for any purpose other than that for which it was intended. The Contractor agrees that any information furnished by the Government to the Contractor not generally available to other Contractors shall be used only for performance under this contract, and all copies of such information shall be returned to the Government upon completion of the effort. Any information furnished by the Government containing trade secrets or commercial or financial data of other Contractors shall be treated as proprietary data. Additionally, the Contractor shall not disclose outside the Government any information generated in the performance of this contract.

1.9 NON-PERSONAL SERVICES. The Government will neither supervise contractor employees nor control the method by which the contractor performs the required tasks, IAW FAR 37.104(d). Under no circumstances shall the Government assign tasks to, or prepare work schedules for, individual contractor employees. It shall be the responsibility of the contractor to manage its employees and to guard against any actions that are of the nature of personal services, or give the perception of personal services. If the contractor feels that any actions constitute, or are perceived to constitute personal services, it shall be the contractor’s responsibility to notify the CO immediately. These services shall not be used to perform work of a policy/decision making or management nature, i.e., inherently Governmental functions. All decisions relative to programs supported by the contractor shall be the sole responsibility of the Government.

1.10 SECURITY

1.10.1 Contractor personnel must have a SECRET security clearance prior to performance on a Task Order if they require a SAF/ MG-sponsored government e-mail, and (CAC). All contractor personnel must maintain the level of security required for their contracted duties for the life of the contract. A DD Form 254, Contract Security Classification Specification, applies to this contract. The security requirements are in accordance with the attached DD Form 254 (Attachment 2). The Contractor may require access to classified source data up to and including Secret in support of this effort. Any extracts or use of such data shall require the Contractor to apply derivative classifications and markings consistent with the source from which the extracts were made in accordance with DoD 5220.22M, National Industrial Security Program Operating Manual, a manual for safeguarding classified information; and Executive order 12356, Classified National Security Information. Pursuant to DoD 5220.22M; Chapter 6, Visits and Meetings; the Contractor shall submit visit requests to SAF/MG All sections of Federal Acquisition Regulation (FAR) 52.204-2, Security Requirements, apply.

1.10.2 Information made available to the contractor by the government for the performance or administration of this effort will be used only for those purposes and will not be used in any other way without the written agreement of the contracting officer. The contractor agrees to assume responsibility for protecting the confidentiality of government records which are not public information. Each contractor or employee of the contractor to whom information may be made available or disclosed will be notified in writing by the contractor that such information may be disclosed only for a purpose and to the extent authorized herein. Contractor employees shall sign a written Non-Disclosure Agreement (NDA) prior to start of work. As necessary, contractors may be required to sign NDAs pertaining to specific work, e.g. system requirements, system evaluations, etc.

All material provided to the Contractor by the Government and results, conclusions, and recommendations obtained thereof shall be considered confidential in nature and treated with the same level of care that the Contractor treats its own confidential business information. The information shall not be disclosed, copied, modified, used (except in completion of this project) or otherwise disseminated to any other person or entity at any time to include, but not limited to, inclusion in any database external to Air Force without Air Force’s expressed consent.

The individual orders will specify the security requirements.

SECTION 2.0 SERVICES SUMMARY (SS)

1.1 Purpose. The SS lists performance objectives for the required services the Government will surveil. The absence of any contract requirement from the SS shall not detract from its enforceability nor limit the rights or remedies of the Government under any other provision of the contract including the clauses entitled “Inspection of Services” or “Inspection” or “Default” in Section E and Section I of the contract.

1.2 Components. The SS states the performance objective (required service), and threshold (performance standard, accept and reject points (if applicable)) in either a qualitative or quantitative fashion for each critical success factor.

1.3 Right to Surveil. The Government reserves the right to surveil all services and requirements called for in this PWS IAW FAR Part 52.246-4 to determine whether the Contractor is meeting performance objectives and goals. The following SS reflects the objectives and thresholds used to track contractor performance for task orders awarded against the basic ID/IQ contract.

Performance is very good when 95% of qualified personnel are on the job at TO start, unless previously negotiated by the CO

Performance is satisfactory when 90% of qualified personnel are on the job at TO start, unless previously negotiated by the CO

Performance is marginal when 80 to 89% of qualified personnel are on the job at TO start, unless previously negotiated by the CO

Performance is unacceptable when < 80% of qualified personnel are on the job at TO start, unless previously negotiated by the CO

a) Resumes are submitted to the COR to ensure all candidates meet the minimum requirements of the Task Order.

Vacancies are filled with qualified personnel within 14 days of vacancy, unless approved in writing or otherwise directed in advance by the CO, AND b) there is no…