FA701422F0048 Strategy Support PWS.pdf

FA7014‐XX-X-XXXX

PERFORMANCE WORK STATEMENT

FOR

Strategy, Support and Resource Services SAF/CO Support Services

AT

JOINT BASE ANDREWS, MARYLAND

1 December 2021

Final

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

SECTION II

2.0 TASK DESCRIPTIONS

2.1 TASK ORDER OBJECTIVE 1: PROGRAM MANAGEMENT

2.2 TASK ORDER OBJECTIVE 2: STRATEGY & GOVERNANCE

2.3 TASK ORDER OBJECTIVE 3: POLICY AND PUBLICATIONS

2.4 TASK ORDER OBECTIVE 4: TRANSPARENCY

2.5 TASK ORDER OBJECTIVE 5: STRATEGIC COMMUNICATIONS

2.6 TASK ORDER OBJECTIVE 6: EDUCATION, TRAINING & WORKFORCE DEVELOPMENT:

2.7 TASK ORDER OBJECTIVE 7: LEGISLATIVE & PLANNING, PROGRAMMING, BUDGETING & EXECUTION 11

2.8 TASK ORDER OBJECTIVE 8: DAF DATA FABRIC DESIGN TEAM SUPPORT URITY . ..... Error! Bookmark not defined.

2.9 TASK ORDER OBJECTIVE 9: KEY PERSONNEL RESUME REVIEW:

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

Table 2: Schedule of Deliverables

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL, INFORMATION, OR

SERVICES

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Quality Control

6.3 Emergency Operations/Mission Essential Personnel

6.4 Contractor Manpower Reporting Application (CMRA)

6.5 Security Instructions

6.6 Travel

6.7 Contractor professionalism

6.8 Miscellaneous Paragraphs

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The Headquarters United States Air Force Director of Air Force OFFICE, Mission Directive 1-5, the Air Force Chief Data Office (SAF/CO) is established as part of the Secretariat. The Department of the Air Force (DAF) Chief Data Officer has the responsibility of ensuring DAF data is visible, accessible, understandable, linked, trustworthy, interoperable, secured (VAULTIS) across the air, space, and cyberspace domains.

In September 2020, the DoD Data Strategy was published in support of the National Defense and Digital Modernization Strategies. The Data Strategy details a plan to drive the Military Departments and DoD Components to the vision of a "data-centric organization that uses data at speed and scale for operational advantage and increased efficiency" while highlighting four essential capabilities that are important to enable these goals: Architecture, Standards, Governance, Talent, and Culture.

SAF/CO is leading Data Strategy on behalf of the Department of the Air Force by way of the DAF Implementation Plan of the DoD Data Strategy (I-Plan). The I-Plan incorporates guidance from the National Defense and military strategies and the Capstone Concept for Joint Operations: Joint Force 2030, and aligns key deliverables to the DoD and Federal Data strategies. The projected outcome for the successful implementation of this I-Plan will be the ability to leverage data, and advance data capabilities across the DAF to contribute to the larger joint mission of overpowering and defeating any adversary in any operational environment.

Core responsibilities of the DAF CDO include:

Representing DAF interests in Federal and DoD data governance bodies Developing an Enterprise Data Management policy and guidance for the DAF Leading OPEN Data for the DAF Enhancing data acumen and workforce development Advising SecAF / CSAF / CSO on enterprise data investments Making data visible through the Department of the Air Force Data Catalog

1.2 Scope. The Contractor shall ensure Contractor personnel take action to fully integrate into the OFFICE creating a seamless Government-Contractor team. The Contractor shall manage contractor personnel. The Contractor shall ensure the completion of each task order objective organized into nine (9) different task orders. The Contractor shall provide the technical and expert support required to fulfill each task order.

SECTION II

2.0 TASK DESCRIPTIONS The Contractor shall provide all services, materials, supplies, equipment, and project supervision, as required in connection with this Performance Work Statement (PWS).

2.1 TASK ORDER OBJECTIVE 1: PROGRAM MANAGEMENT

Contracted support shall include program management oversight including regular updates related to project health, risks and project team composition. Contracted support services shall include one Program Manager (Key Contract Person), providing contract oversight and assurances for the duration of the Period of Performance. The Program Manager shall possess documented experience in Scrum, Agile, Risk Management, Security Clearance Verification, Contract Staff Onboarding, Handling Classified and Controlled Unclassified Information, Access Controls and Timekeeping.

2.1.1 Task 1 – Project Management and Staffing Plan. Deliver an initial Project Management Plan and Staffing Plan for the deliverables highlighted in this

PWS.

2.1.2 Task 2 – Bi-Weekly Project Update (Roll-Ups). Contractor will provide weekly updates in SAF/CO JIRA, Service Now, or other applicable tools to show status of deliverables, discussion roadblocks, and show SAF/CO leadership status of deliverables.

2.1.3 Task 3 – Program Management Review. Monthly deliverable updates will be made in both PowerPoint format to SAF/CO Front Office and high-level deliverable status will be exported to SAF/MG ServiceNow for presentation to USecAF as part of the Air Force Business Operations Plan update.

2.1.4 Task 4 – Task Management Tool (TMT) Support (OPTIONAL TASK).

Issuing and responding to taskers in an efficient and effective manner is a challenge for every organization. From time to time, SAF/CO will need to call upon additional expertise to initiate, review, coordinate, and respond to taskers.

Typically the end result is a comment review matrix (CRM) that combines all comments, recommendations, and rationales from the organization.

2.2 TASK ORDER OBJECTIVE 2: STRATEGY & GOVERNANCE Strategy

includes review, updates and publication of Department of the Air Force data and digital modernization strategy materials as well as SAF/CO Strategic documents (Key Contract Person). Governance includes facilitation and secretariat functions for The DAF Data Board, Data Summit, and a series of working groups, including Communities of Interest. Contracted Strategy support shall include full-time support from a person knowledgeable about Air Force Document Coordination. Contracted Governance support shall deliver support for functions including answering cross-agency inquiries, facilitating discussions, scheduling meetings, note-taking, and timely delivery of invites, briefs, agendas and minutes.

2.2.1 Task 5 – I-Plan POA&Ms and Metrics (OPTIONAL TASK). Coordinate and formalize a series of POAMs to establish Metrics aligned to key data deliverables. POAMs must align with I-Plan, SAF/CO Roadmap, Federal Data Strategy, DoD Data Strategy, and FEBA.

2.2.2 Task 6 – Digital Modernization Support (OPTIONAL TASK). Digital

Modernization is one of the USecAF’s top priorities. Support includes PowerPoint presentations, project coordination, and creation of strategic documents.

2.2.3 Task 7 – Governance Fora (OPTIONAL TASK). The objectives of this task are to provide the corresponding secretariat support for governance bodies hosted by SAF/CO, including answering cross-agency inquiries, facilitating discussions, scheduling meetings, note-taking, and timely delivery of invites, briefs, agendas and minutes.

2.2.4 Task 8 – Communities of Interest (OPTIONAL TASK). Communities of Interest help institutionalize Enterprise-wide Data Stewardship, Community-specific Laws and Policies, Data Lifecycle Management, Data Standards, Authoritative Data Tagging Support, Data Subscriptions, and OPEN Data. The objective of this task is to provide support in getting these Communities identified and meetings underway, delivering measurable value to the DAF data ecosystem. Support includes PowerPoint presentations, project coordination, and creation of strategic documents.

2.2.5 Task 9 – Annual Data Summit (OPTIONAL TASK). A DAF-wide Data Summit hosted at Andrews AFB requiring event planning support around logistics, facilities, agendas and coordination functions to execute an up to 4 day event with several hundred participants including USecAF and Deputy MAJCOM Commanders attendance. Facilitation will be required.

2.2.6 Task 10 – Governance Fora Surge (OPTIONAL TASK). The objectives of this task are to provide the corresponding secretariat support for governance bodies hosted by SAF/CO, including answering cross-agency inquiries, facilitating discussions, scheduling meetings, note-taking, and timely delivery of invites, briefs, agendas and minutes.

2.2.7 Task 11 – Communities of Interest Surge (OPTIONAL TASK).

Communities of Interest help institutionalize Enterprise-wide Data Stewardship, Community-specific Laws and Policies, Data Lifecycle Management, Data Standards, Authoritative Data Tagging Support, Data Subscriptions, and OPEN Data. The objective of this task is to provide support in getting these Communities identified and meetings underway, delivering measurable value to the DAF data ecosystem.

2.3 TASK ORDER OBJECTIVE 3: POLICY AND PUBLICATIONS The function of

Policy is to provide written guidance and direction on architecture, standards, governance, and talent management to empower Airmen and Guardians and the systems they operate to leverage and act upon data at speed and scale. SAF/CO is responsible for issuing data policy, guidance, and procedures for enterprise data management of all Department of Air Force data. Department of the Air Force and

USAF-level policy directives, instructions, manuals, and Headquarters Air Force Mission Directives will follow the following publication process steps: 1) draft and coordinate internally, 2) formal coordination, 3) Publications Review Team, 4) legal review, 5) certification 6) approval, and 7) publication. Key personnel will provide full-time support and have a 3-5 years of experience in policy support to DoD, which includes knowledge of staffing and coordination. (Key Personnel)

2.3.1 Task 12 –Department of the Air Force Instruction on Data Stewardship.

Facilitate draft and formal coordination of a publication to establish data steward roles and responsibilities in relation to data lifecycle management.

2.3.2 Task 13 – Department of the Air Force Policy Directive on Data Skills and Acumen (OPTIONAL TASK). Work across SAF/CO to establish roles, responsibilities, and minimum guidelines for coverage, quality, methods, and effectiveness to measure and assess literacy and data skills. Identify critical data skills required data stewards across the data management lifecycle in support of development of a curated data skills catalog and creation of a talent management framework for data science capabilities. Document in a draft policy directive.

2.3.3 Task 14 – Department of the Air Force Publication on VAULTIS (OPTIONAL TASK). Draft and facilitate formal coordination of publication which provides data stewards with specific responsibilities and procedures for the implementation of VAULTIS for the Department of the Air Force.

Publication must address key concepts and amplify guidance from the Federal and DoD Data Strategies and DoD Digital Modernization Strategy to help enable a Joint information environment capable of achieving information advantage for DoD and its mission partners, while overpowering and defeating any adversary in any operational environment.

2.3.4 Task 15 – Department of the Air Force Policy Directive and Manual on Data Maturity (OPTIONAL TASK). Draft and facilitate formal coordination of a policy directive which establishes a data maturity model, defines data maturity scope, and addresses responsibilities associated with tracking metrics and mitigating risk in enterprise data management. Identify best practices, requirement for determining gaps and identifying priority areas for improvement. Draft and facilitate formal coordination of a policy manual which should establish metrics and processes for accessing data maturity across the Department of the Air Force enterprise.

2.3.5 Task 16 – Department of the Air Force Instruction on Populating DAF Data Inventory (OPTIONAL TASK). Pursuant to Section 3511 of Title 44, United States Code, draft and facilitation coordination of an instruction to establish role and responsibilities of a comprehensive data inventory for enhancing the discovery and usability of all Department of the Air Force data assets.

2.3.6 Task 17 – Department of the Air Force Manual on Metadata (OPTIONAL TASK). Pursuant to Section 3511 of Title 44, United States Code as well as industry best practices, establish responsibilities and processes for metadata standardization and collection that facilitates ingestion to DoD and Federal data catalogs, as required. The manual should be facilitated through formal coordination and is to establish processes for making Department of the Air Force data assets visible and accessible via the Enterprise Data Catalog on the VAULT Platform.

2.4 TASK ORDER OBECTIVE 4: TRANSPARENCY Contracted Transparency support shall include helping the SAF/CO POC maintain an established relationship with GSA Data.gov and DoD OPEN Data Offices on behalf of the Department of the Air Force. Contracted Transparency support shall include helping to improve Department of the Air Force OPEN Data metrics (https://www.data.gov/metrics), making machine-readable data available in the data.gov inventory, and updating the data.af.mil portal - including tutorials on how to visualize Air Force OPEN Data online, a web-based data catalog that is synchronized with the Air Force Data.gov inventory, and links to SAF/CO news, events and the CDO Twitter feed. Contracted OPEN Data support shall include maintaining the open.data.gov policy page, the Air Force implementation of the OPEN Data act, and the Air Force Data scorecard -highlighting data maturity across the Air Force (Key Contract Person).

2.4.1 Task 18 – OPEN Data. The external-facing public website is the public’s view into what and how the AF data community is engaged and must provide appropriate information, to include how the AF is responding to / supporting the OPEN Data Act. Making curated machine-readable data available in the data.gov inventory, and updating the data.af.mil portal - including tutorials on how to visualize Air Force data online, a web-based data catalog that is synchronized with the Air Force Data.gov inventory, and links to SAF/CO news, events and the CDO Twitter feed. Contracted support shall include maintaining the open.data.gov policy page, the Air Force implementation of the OPEN Data act, and the Air Force Data scorecard - highlighting data maturity across the Air Force. Develop policy document around releasing datasets to the public and submitted to SAF/AA, SAF/PA, SAF/JA, SAF/GC, and SAF/CN for approval.

2.4.2 Task 19 – Statutory Reporting (OPTIONAL TASK). SAF/CO submits to the Committee on Homeland Security and Governmental Affairs of the Senate and the Committee on Oversight and Government Reform of the House of Representatives an annual report on the compliance of the DAF with the requirements of subchapter 3520 of Title 44 USC, including information on each requirement that the agency could not carry out and, if applicable, what the agency needs to carry out such requirement. Additionally, SAF/CO contributes to the quarterly DoD progress report towards the Federal Data Strategy Action Plan.

2.5 TASK ORDER OBJECTIVE 5: STRATEGIC COMMUNICATIONS (Key

Contract Person)

2.5.1 Task 20 – Updating and Continuation of the Strategic Communications Plan and Branding Objectives (OPTIONAL TASK). Update and push forward the existing strategic communications plan and branding objectives.

Must encapsulate the holistic approach necessary for the AF’s Chief Data Officer to engage to ensure the mission and vision are shared in appropriate venues and fora. Updates to this plan must identify and vet, for each month, key engagements, milestones, dependencies, and opportunities

2.5.2 Task 21 – DataBytes Newsletter (OPTIONAL TASK). Continuing with the established format, produce a newsletter that supports the AF data community by providing timely and relevant information.

2.5.3 Task 22 – SharePoint/Portal/Website (OPTIONAL TASK). Continue to maintain the SharePoint Portal by providing relevant and timely information to the AF data community. The AF CDO Portal, too, requires relevant and timely information but for the greater AF community. Contractor shall also build, modify, or maintain the OPEN Data website (data.af.mil) and the SAF/CO website, acquire AFPIMS credentials, and understand and manipulate the AF WYSIWYG portal

2.5.4 Task 23 - Content Development and Review (OPTIONAL TASK). The contractor will be expected to write speeches for AF CDO leadership, develop presentations, write articles, ghostwrite emails and statements, and lead writing and development of reports such as the annual historical report, and write bullet background papers, talking points, and slicksheets. In addition, the contractor will be available to review content written by other members of the CDO team and provide editorial feedback on content and grammar. The contractor will have familiarity with Tongue and Quill guidelines and the Chicago Manual of Style. Contractor will maintain a Content and Event calendar that goes out one year with updates made on a weekly basis.

2.5.5 Task 24 – Social Media (OPTIONAL TASK). Social media is a key component of SAF/CO’s branding, event planning, and information sharing. A great deal of work has been done with social media; it will need to continue to mature and evolve. Parallel to (and in addition to) the stand up and continued growth of the SharePoint site, AF Portal, and external facing website is the need to establish and increase social media. A skilled writer with an understanding of data, technology innovation, the Department of the Air Force (to include Space Force), and DoD operations will be required to schedule and integrate a social media plan that accounts for the broader goals of the CDO with metrics for growth and engagement. The plan will provide the details – looking out 24 months – of how this will be accomplished. The social media plan will be tied into the Strategic Communications Plan and the Content Calendar.

2.5.6 Task 25 – Event Management and Planning. The SAF/CO leadership team provides thought leadership in data management and is frequently asked to speak in conferences, working groups, podcasts, and panels. The contractor will be responsible for coaching speakers on talking points, coordinating with event organizers on event planning and topics, managing travel and accommodation for SAF/CO team, technical guidance for online events, and promotion of events both before and after. The contractor will be responsible for maintaining the Event Calendar on Sharepoint and coordinating publicity with the social media coordinator. The contractor will also be responsible for press releases and pushing events through the review and approval process with Public Affairs and Ethics. Annually there will be an AF-wide Data Summit hosted at Andrews AFB requiring event planning support around logistics, facilities, agendas and coordination functions to execute an up to 4-day event with several hundred participants including USecAF and Deputy MAJCOM Commanders attendance. Facilitation will be required.

2.5.7 Task 26 – Visual Design (OPTIONAL TASK). Contractor shall supply Graphic Design, Visualizations, and Video Editing. Designs may be requested for a variety of platforms, which may include Internet and intranet sites, games, movies, kiosks, and wearables. Contractor will be responsible for the concepts, artwork, and layouts for digital projects based on SAF/CO direction and input.

The contractor will establish the look and feel for various interfaces, including websites, mobile devices, social media, webinar platforms, print, and wearables. They should work with branding guidelines to create layouts that reinforce SAF/CO’s brand and design logos, icons and infographics. Contractor will closely collaborate with data scientists to create interaction models and data visualization. Contractor must have the necessary software installed on computers to manage this workload.

2.6 TASK ORDER OBJECTIVE 6: EDUCATION, TRAINING & WORKFORCE

DEVELOPMENT: SAF/CO will lead Data Acumen across the work force by collaborating and coordinating with various agencies on the scope of all data professional initiatives. This includes a variety of efforts, programs, certificates and accreditations that will allow for the upskilling and onboarding of personnel to meet the mission need for digital and data expertise. Data acumen efforts include awareness events, short courses or boot camps, training courses, undergraduate and graduate education. Contract support will provide the SAF/CO with technical advisory, education & training services in which enhance the talent management workforce recruitment, retention efforts.

2.6.1 Task 27– Training and Education SME Support (OPTIONAL TASK).

Contractor shall provide administrative and advisory support in the continued establishment of Data Science as a Career Field in the Department of the Air Force, and in joint alignment with mildeps across the DOD which will include, but not limited to, the following:

Driving the development of enterprise standards for training, education, and certification in the data science domain Providing both administrative and advisory support in shaping a data-driven Department of the Air Force culture Ensuring Department of the AF Chief Data Office remains in compliance with any regulation and guidance issued under 44 U.S. Code § 3561 – 3583, including the monitoring and tracking of all acquisition and maintenance of required certifications and trainings

Leading the Talent & Culture Working Group, and other cross component teams as appropriate to support SAF/CO in their tasked initiatives to upskill the current workforce in Data Acumen through the definition and development of the Data Science Competency Library

Contributing to multiple working groups on a weekly, biweekly, and monthly recurrence at the Federal, DOD, and DAF level; advocating for Data Science and relaying progress from each working group at the frequency determined by the Talent Management Lead

Monitor, track, and maintain an updated and current list of all training and education programs within the DAF; Track all DOD, and Federal level as determined by the SAF/CO Talent Management Lead

Establish and lead recurring communication with Air Force Institute of Technology (AFIT), Air University (AU), Air Education and Training Command (AETC), and the National Defense University (NDU) as appropriate to ensure awareness of all training and education programs, pilots, and trainings as it pertains to Data Science

Critical Skills:

• Ability to define, develop, and lead the strategic direction of talent management projects and programs as needed

• Strong critical thinking and writing skills; scripts, briefs, policy, and program compliance documents

• Ability to multi-task and juggle competing priorities and deliverables

• Strong public speaking ability; demonstrated experience briefing senior leadership (Colonel and above)

• Innovative problem solving skills and ability to work successfully with little established guidance

• Ability to succeed both independently and working with others

2.6.2 Task 28 – Workforce Assessment Plan (OPTIONAL TASK). - In collaboration with Chief Data Office Talent Management Team, HAF/A1, AFPC, and AETC to develop and execute a plan to assess both civilian and military personnel.

2.7 TASK ORDER OBJECTIVE 7: LEGISLATIVE & PLANNING,

PROGRAMMING, BUDGETING AND EXECUTION

The Contractor shall provide support to SAF/CO in legislative and planning, programming, budgeting, and execution management oversight for both Air Force and USSF wide data and enterprise data programs and the internal SAF/CO portfolio management. Support position(s) will include relevant knowledge in government acquisition, financial management, program management, and legislative affairs or related experiences within a Department of Defense organization (preferably Air Force). Support will include, but not be limited to the following activities:

• Budget & Congressional documentation expertise

• Reviewing budget requests to ensure they conform to the DoD Financial

Management Regulation, AF, OMB and Congressional requirements

• Assist customers with properly structuring financial data; perform reconciliation between several systems; perform daily review of forecasts and accounting data

• Assist customers with Enterprise Planning Choice submissions;

SAF/CO POM submissions; and structuring of DAF Enterprise Data Investment constructs working closely with SAF/AQ, AF/A8, and the

USSF

• Provide 24-48 hour reviews of draft NDAA language for significant data related policy

• Prepare inputs to testimony for the Chief Data Officer for engagements with Congress

• Provide recommendations to the CDO for coordination with SAF/LL on proactive engagement with current members of Congress on DAF data equities

• Experience and knowledge of the following program management and financial management software tools may include, but not be limited to the following:

o Automated Budget Interactive Data Environment System

(ABIDES)

o Programming and Budget Execution System (PBES) o The Air Force's annual Budget Estimate Submission (July-

August) and President's Budget (December-January).

2.7.1 Task 29 – Executive Briefs and POM Inputs to the Budget (OPTIONAL TASK). – Create executive Level Briefings to support Analysis of SAF/CO and Enterprise Data Budgets. Create POM options for SAF/CO HQ Program Element (PE) and DAF Data Fabric (Data One) PE

2.7.2 Task 30 – NDAA and Appropriations Analysis (OPTIONAL TASK). – Conduct data budgets analysis summary for data and related AI legislation in all HASC, SASC, HAC, SAC released languages and marks.

2.7.3 Task 31 – Congressional Testimony (OPTIONAL TASK). – Prepare and support congressional testimony.

2.8 TASK ORDER OBJECTIVE 8: DAF DATA FABRIC DESIGN TEAM

SUPPORT: The Contractor shall provide support to SAF/CO across six lines of effort, across approximately 12 organizations. Quick turn support (less than 24 hours) will be required to:

• Create compelling narratives and business cases for different COAs, including implications and pros and cons

• Identify interdependencies and enablers needed to execute lines of effort

• Facilitating working sessions

• Create compelling mission and savings focused Executive Leadership Team level decision documents

• Provide guidance and support to development of DAF Data Fabric requirements document (e.g. OV-1, SV-1, CV-1)

• Provide guidance and support to initial acquisition strategy development

2.8.1 Task 32 – Executive Level Support (OPTIONAL TASK). - Provide staffing support to help craft and build communications at the Senior Executive Leader level with prior experience for 3 to 4 Star staffing or Congressional speech writing.

2.8.2 Task 33- Administration and Logistics (OPTIONAL TASK). - Provide administrative and logistics support to data fabric design team to execute on the Executive Leadership Lines of Effort for data investments focused on helping the DAF’s sustain decision advantage over the next 1-3 FYs. This includes:

task management across 6 lines of effort to include engagement at the executive level with SAF/DS. Additionally, this requires scheduling multiple efforts with 30 offices across the DAF.

2.9 KEY PERSONNEL RESUME REVIEW: The Contractor shall provide resumes within 72 business hours (or 3 business days) for all key personnel positions after contract award and during any turn-over experienced during this contract.

SECTION III

3.0 SERVICE SUMMARY

3.1 The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items The performance threshold briefly describes the minimum acceptable levels of service required for each requirement and will be assessed on an “Acceptable” or “Unacceptable” basis. These thresholds are critical to mission success.

3.2 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.

3.3 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.

3.4 The following Service Summary reflects the objectives and thresholds used to track contractor performance for task orders awarded against the basic ID/IQ contract.

Table 1: Service Summary Performance Task PWS Paragraph Performance Threshold

Project Management and Staffing Plan 2.1.1

COR receives less than 1 complaint per month from supported government personnel regarding contractor personnel qualifications and deliverable quality and timeliness. Plan is acceptable to COR and either Deputy Chief Data Officer or Director of Staff.

Bi-Weekly Project Update 2.1.2

All leadership questions initially answered within 1 business day and fully answered within 4 business days.

Program Management Review 2.1.3

All leadership questions initially answered within 1 business day and fully answered within 4 business days.

TMT Policy review and SAF/CO Positioning 2.1.4

Format is correct, Content is consistent with OPEN Data Act, SAF/PA, SAF/GC, DoD Open Data Policy and addresses Privacy, PII, Sensitivity, Classification, Attribution, Assurances and Data Sharing.

Deliverable must be Coordinated and Clear TMT.

I-Plan POA&Ms and Metrics

2.2.1

Director, Strategy and Governance, approves POA&Ms and Metrics. Re-performance must occur within 1 business days of notification.

Digital Modernization Support

2.2.2

Director, Strategy and Governance, approves all generated content. Re-performance must occur within 1 business days of notification.

Governance Fora 2.2.3

Read aheads sent at least 5 business days ahead of meeting;

meetings sent 5 days after.

Monitor CDO Governance Org Box and respond to inquiries within 1 business day.

Communities of Interest 2.2.4

Director, Strategy and Governance, approves all generated content. List of COIs and corresponding points of contact are updated with 2 business days. Monitor CDO Governance Org Box and respond to inquiries within 1 business day.

Annual Data Summit 2.2.5

Chief Data Officer approves agenda, themes, content. Post-event, all relevant artifacts and minutes are published within 10 business days.

Governance Fora Surge 2.2.6

Read aheads sent at least 5 business days ahead of meeting;

meetings sent 5 days after.

Monitor CDO Governance Org Box and respond to inquiries within 1 business day.

Communities of Interest Surge

2.2.7 Format is correct. Re-performance must occur within 1 business days of notification.

Department of the Air Force Instruction on Data Stewardship.

2.3.1

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

Department of the Air Force Policy Directive on Data Skills and Acumen

2.3.2

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

Department of the Air Force Publication on

VAULTIS

2.3.3

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

Department of the Air Force Policy Directive and Manual on Data Maturity

2.3.4

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

Department of the Air Force Instruction on Populating DAF Data Inventory

2.3.5

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

Department of the Air Force Manual on Metadata

2.3.6

Format conforms to AFIMPT.

Director, Strategy and Governance, approves content.

Re-performance must occur within 1 business days of notification.

OPEN Data

2.4.1

Data.af.mil is updated at least quarterly. Two-letter coordination of policy document completed to include comment adjudication.

Statutory Reporting 2.4.2

Annual Congressional Report coordinated with all Chief Data Office Division, edited, and polished for SECAF review.

Updating and Continuation of the Strategic Communications Plan and Branding Objectives

2.5.1 Annual delivery and approval

from Chief Data Officer.

DataBytes Newsletter 2.5.2 Quarterly publication including review from senior leaders.

SharePoint/Portal/Website

2.5.3

Continuous updates of sharepoint and public-facing websites.

Content updated or reviewed on monthly basis.

Content Development and Review

2.5.4 Ad hoc review of all publications and high-level emails prior to being sent by senior leader team.

Social Media 2.5.5 Weekly posts approved by Govt lead for Strat Comms

Event Management and Planning

2.5.6 Coordinate teleconference lines, facilities, agendas, and attendance to all events, online and in-person.

Visual Design 2.5.7

Ad hoc visual design created for social media and presentations of

CDO.

Training and Education SME Support

2.6.1

Coordinates meeting, agendas, read-aheads, slides, meeting notes.

Format is correct according to content needed and approved by Director, Staff. Re-performance must occur within 1 business days of notification.

Workforce Assessment Plan 2.6.2

Format is correct in accordance to Federal Data Strategy Action Plan and approved by Director, Staff.

Re-performance must occur within 1 business days of notification.

Executive Briefs and POM Inputs to the Budget 2.7.1

On time creation of POM options IAW AF Corporate Structure budget timelines.

NDAA and Appropriations Analysis 2.7.2

Summaries are delivered within 48-hrs of release and approved by Director, Data Capability Development.

Congressional Testimony 2.7.3 Delivered minimum five days in advance and approved by Chief Data Officer.

Executive Level Support 2.8.1

Director, Data Capability Development, approves all generated content. Re-performance must occur within 1 business days of notification.

Administration and Logistics 2.8.2

Meeting are scheduled within 24-hrs of request. Format is correct.

Re-performance must occur within 1 business days of notification.

Key Personnel Resume Review 2.9

Format is correct. Contracting Officer Representative approves resume. Re-performance must occur within 3 business days of notification.

Note: The Government reserves the right to inspect or test services that have been tendered for acceptance. The Government may require performance of any nonconforming services at no increase in contract price. If performance will not correct the performance issue or is not possible, the Government may seek an equitable price reduction or contractual processes will begin to terminate the contract. Past performance history will be reported in Contractor Performance Assessment Reporting System (CPARS) to reflect satisfactory or unsatisfactory performance.

SECTION IV

4.0 DELIVERABLES

4.1 The Contractor shall provide deliverable(s) in a format mutually agreed upon by the Government and the Contractor. The following enumerated deliverables are not expected to change. Due Date intervals are not expected to change but actual dates may need to be revised depending on actual contract start date.

4.2 Review and Acceptance: To ensure highest quality and customer satisfaction all deliverables will be developed in conjunction with government personnel with periodic touchpoints to ensure intent is being met. Upon formal/final submission, the government shall provide feedback on the deliverables to the contractor within 5 business days of submission. The feedback will include either acceptance or rejection, including reasons for non-acceptance. The contractor shall address the government’s identified reasons for non-acceptance within 5 business days of receipt of feedback, unless otherwise agreed to in writing by the Contracting Officer. Once the government’s reasons for non-acceptance are resolved, the deliverable shall be deemed accepted and no further feedback shall be solicited or received. In the event that feedback is not received within 5 business days, the deliverable will be deemed accepted

0BTable 2: Schedule of Deliverables

Deliverable

PWS

Reference Due Date Format Technical

Representative Project Management and

Staffing Plan

2.1.1 Five (5)

calendar days after start of the PoP

MS Word Document – transferred into SAF/CO Jira once approved

SAF/CO –

Contracting

Officer’s Representative

Bi-Weekly Project Update

2.1.2

Bi-Weekly/ As Needed

MS PowerPoint / Adhoc

Appropriate SAF/CO lead &

Contracting Officer’s

Representative Program Management

Review Slides

2.1.3 Monthly / As

Needed MS PowerPoint

/ Adhoc

SAF/CO

TMT Policy review Comment Review Matrix

(CRM)

2.1.4 Continuous /

As Needed

MS Excel – Comment

Review Matrix

SAF/CO

I-Plan POA&Ms and Metrics

2.2.1 180 Days from start of PoP

MS Word Document /

Adhoc

SAF/COS

Digital Modernization Presentations, White

Papers, and other documents

2.2.2 Continuous / As Needed

MS Word Document /

Adhoc

SAF/COS

PWS

Reference Due Date Format Technical

Representative Governance Fora

Artifacts

2.2.3 Continuous /

As Needed

MS Word Document /

Email / Adhoc

AF/COS

Communities of Interest Artifacts

2.2.4 Continuous /

As Needed

MS Word Document /

Email / Adhoc

SAF/COS

Annual Data Summit Agenda, Theme

2.2.5 90 days before summit

MS Word Document / PowerPoint

SAF/COS

Annual Data Summit Invitation, Marketing

2.2.5 75 days before summit

Ad hoc SAF/COS

Governance Fora Surge Artifacts

2.2.6 Continuous /

As Needed

MS Word Document /

Email / Adhoc

SAF/COS

Communities of Interest Surge

2.2.7 Continuous /

As Needed

MS Word Document /

Adhoc

SAF/COS

Department of the Air Force Instruction on Data

Stewardship.

2.3.1 One hundred –

eighty (180) calendar days after start of the PoP

MS Word Document /

Adhoc

SAF/COS

Department of the Air Force Policy Directive on Data Skills and Acumen

2.3.2 One hundred –

eighty (180) calendar days after start of the PoP

MS Word Document /

Adhoc

SAF/COS

Department of the Air Force Publication on

VAULTIS

2.3.3 One hundred –

eighty (180) calendar days after start of the PoP

MS Word Document /

Department of the Air Force Policy Directive and Manual on Data

Maturity

2.3.4 One hundred –

eighty (180) calendar days after start of the PoP

MS Word

Department of the Air Force Instruction and Manual on Populating DAF Data Inventory

2.3.5 One hundred –

eighty (180) calendar days after start of the PoP

MS Word Document /

PWS

Reference Due Date Format Technical

Representative Department of the Air

Force Manual on Metadata

2.3.6 Adhoc

MS Word Document /

Adhoc

SAF/COS

data.af.mil website updates

2.4.1 Quarterly Website

SAF/CO

OPEN Data Policy Document

2.4.1 Three hundred

fifty days (350) calendar days after start of the PoP

MS Word Document

SAF/CO

Statutory Reporting/ Congressional Report from CDO

2.4.2 Continuous / As Needed

MS Word Document/

SAF/CO

Strategic Communications Plan and

Branding Objectives

2.5.1 Thirty (30)

calendar days to draft and ninety (90) calendar days to final after the execution of the PoP

MS Word

DataBytes Newsletter 2.5.2 Quarterly/As Needed

MS Word

Updating SharePoint/Portal/Websit e

2.5.3 Continuous /

As Needed

MS Word Document/Adho c

Content Development and Review

2.5.4 Continuous /

As Needed

MS Word

Weekly Social Media Posts

2.5.5 Continuous /

As Needed

MS Word Document / Ad hoc

SAF/CO

Event Management and Planning / Annual Data

Summit, Innovation Connect, Ad Hoc Events attended by Senior Leaders

2.5.6

Adhoc

MS Word

PWS

Reference Due Date Format Technical

Representative Visual Design – Ad hoc designs 2.5.7

Adhoc MS Word

Document / Adhoc

SAF/CO

Training and Education SME meeting notes, agendas, slides, taskers

2.6.1 Continuous

MS Word Document /

Adhoc

SAF/CO

Workforce Assessment Plan

2.6.2 Adhoc

MS Word Document /

Adhoc

SAF/CO

Executive Briefs 2.7.1 Five (5) calendar days upon request

MS Word Document /

Adhoc

SAF/COD

POM Inputs 2.7.1 IAW AF Corporate Structure budget timelines

MS PowerPoint / Programming, Budgeting, Execution

System input

SAF/COD

NDAA and Appropriations Analysis

2.7.2 Within Two

(2) calendar days upon release.

MS Word Document

SAF/COD

Congressional Testimony 2.7.3 Five (5) calendar days upon request

MS Word Document /

Adhoc

SAF/COD

DAF Data Fabric Requirements Document

2.8.1 Ninety (90)

calendar days after start of the PoP

MS Word Document

SAF/COD

Executive-level technical communications

Documents

2.8.1 7-14 calendar days from request depending on scope.

MS PowerPoint / DAF Data

Fabric Website / MS Word

Document / Adhoc

SAF/COD

Scheduled Meeting 2.8.2 One (1) business day upon request

SAF/DS

meeting request documentation requirements / Calendar Invite

SAF/COD

PWS

Reference Due Date Format Technical

Representative LOE Status Update 2.8.2

Weekly

MS Word Document / MS

Teams / MS SharePoint

SAF/COD

Key Personnel Resume 2.9 Three (3) calendar days upon request

Email with resume

SAF/CO –

Contracting

Officer’s Representative

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Equipment, Property & Location: The Government shall provide workspace and equipment with the primary work location in the NCR (principally at Pentagon and Joint Base Andrews (JBA)) for contractors co-located with the Chief Data Office team. Due to COVID-19, a blended in office and teleworking approach may be utilized.

5.2 Data: The Government has unlimited rights to all deliverables of this task order to include intellectual property rights.

5.3 Other Direct Costs (ODC)/Travel: Travel will principally generate from National

Capital Region (NCR) with a moderate degree of travel required. Local travel to attend meetings within the local city or base of assignment commuting vicinity shall be considered a cost of doing business and shall not be separately reimbursed.

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns.

6.1.1 Duty Hours. The Contractor shall have access to Government facility five days per week, Monday through Friday, eight hours a day, except when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings, unless otherwise approved. Contractor personnel are expected to conform to customer agency normal operating hours; however the Contractor may be required access to Government facility outside of duty hours based on the customer agency’s needs. As a baseline, Contractor personnel shall work 8 hours per day, 40 hours per week. Compensatory time arrangements are permissible for temporary spikes in worktime; but overtime pay is prohibited without COR and CO approval. Federal Holidays shall be observed in accordance with Office of Personnel Management policy.

6.1.2 Core Duty Hours and Base Shutdown/Inclement Weather. Core duty hours are

0800 - 1600, Monday through Friday (excluding federal holidays). The Contractor shall follow guidance of the installation containing their place of performance to determine reporting schedules whether due to a base closure or inclement weather. The website for guidance regarding status of performance for work to be performed in the National Capital Region (NCR) is http://www.opm.gov/status/.

6.2 Quality Control.

6.2.1 Quality Assurance. The Government shall rely on the Contractors’ existing quality assurance system as the method to ensure that the requirements of the contract and performance thresholds are met; however, the Government reserves the right to monitor and evaluate the quality of services provided and compliance with the contract terms and conditions at any time.

6.2.2 Quality Control Plan (QCP). The Contractor shall develop and maintain an effective quality control program to ensure services are performed IAW this PWS, applicable laws and regulations, and best commercial practices. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services with special emphasis placed on those services listed in this PWS. The Contractor’s quality control program is the means by which it assures itself that the work complies with the requirement of the contract.

http://www.opm.gov/status/

6.3 Emergency Operations/Mission Essential Personnel.

6.3.1 Continuation of Essential Contractor Services During Crisis. All services in this PWS HAVE NOT been defined or designated as essential services for performance during crisis IAW DFARs 252.237-7023, “Continuation of Essential Contractor Services.”

6.4 Contractor Manpower Reporting Application (CMRA)

6.4.1 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 anytime during the FY, all data shall be reported not later than 31 October of each calendar year. The Contractor may direct questions to the CMRA help desk.

6.4.2 Subcontractor Input in CMRA: Prime Contractors are responsible to ensure all subcontractor data is reported. Subcontractors will not be able to enter any data into CMRA, but will enter their information into a Bulk Loader spread sheet available from the AF CMRA helpdesk. Subcontractor shall fill in columns A-C then return it to the AF CMRA helpdesk after it's completed and a technician team will enter the information into CMRA.

6.5 Security Instructions

6.5.1 Physical Security. The Contractor shall safeguard all Government property, documents and controlled forms provided for Contractor use and adhere to the Government property requirements contained in this contract. At the end of each work day, all Government facilities, equipment, and materials shall be secured by a Government POC. Contractors are not allowed to secure Government facilities, equipment, and materials.

6.5.2 Access Control. The Contractor shall establish and implement methods of ensuring that no building access instruments issued by the Government are lost, misplaced or used by unauthorized persons. Access codes shall not be shared with any person(s) outside the organization. The Contractor shall control access to all Government provided lock combinations to preclude unauthorized entry.

The Contractor is not authorized to record lock combinations without written approval by the Government COR. Records with written combinations to authorized secure storage containers, secure storage rooms, or certified vaults, shall be marked and safeguarded at the highest classification level as the classified material maintained inside the approved containers.

6.5.3 Pass and Identification Items. The Contractor shall ensure the pass and identification items required for contract performance are obtained for employees and non-government owned vehicles.

6.5.4 Retrieving Identification Media. The Contractor shall retrieve all identification media, including vehicle passes, from employees who depart for any reason before the contract expires.

6.5.5 Traffic Laws. The Contractor and its employees shall comply with base traffic regulations.

6.5.6 Weapons, Firearms, and Ammunition. Contractor employees are prohibited from possessing weapons, firearms, or ammunition, on themselves or within their Contractor-owned vehicle or privately-owned vehicle while on XX or any other military facility.

6.5.7 Communications Security (COMSEC). Contractors may require access to

COMSEC information on Air Force installations. The Contractor shall not require a COMSEC account. Access shall be controlled by the sponsoring agency. Access to COMSEC material by personnel is restricted to US citizens holding final US Government clearances. Such information is not releasable to personnel holding only reciprocal clearances. If it is determined the Contractor is required to access COMSEC information, the necessary training information and courses shall be provided by the COR. The DD Form 254 shall give further instructions on safeguarding and managing COMSEC material.

6.5.8 Contractor Identification. All Contractor personnel shall wear the Air Force issued Common Access Card at all times when away from their immediate work area so as to distinguish themselves from Government employees. When conversing with Government personnel during business meetings, over the telephone or via electronic mail, Contractor personnel shall identify themselves as a contractor to avoid situations arising where sensitive topics might be better discussed solely between Government employees. Contractors shall identify themselves on any attendance sheet or any coordination documents they may review. Electronic mail signature blocks shall identify their company affiliation.

Where practicable, contractors occupying collocated space with their government program customer should identify their work space area with their name and company affiliation or as a minimum “Contractor” after name.

6.5.9 Drug, Tobacco, and Alcohol Use Policy. The consumption of alcoholic beverages or illegal drugs by contractor personnel, while on duty, is strictly forbidden.

Contractor shall immediately remove any employee who is under the influence of alcohol or drugs.

6.6 Travel

6.6.1 Local Travel. Local travel to attend meetings or events may be required at no cost to the Government. Travel within the National Capital Region commuting vicinity is considered a cost of doing business and shall not be separately reimbursed.

6.6.2 CONUS Travel: Prior to travel, the Contractor shall coordinate with, and receive approval from, the COR at least 10 business days prior to trip.

6.6.3 Further guidance for Contractor travel can be found at

https://www.defen…