AFTAS PRO PWS 1.3.pdf

PERFORMANCE WORK STATEMENT (PWS) FOR AIR FORCE TECHNICAL & ANALYTIC

SUPPORT IN PROFESSIONAL SERVICES (AFTAS PRO)

FOR THE OFFICE OF THE ASSISTANT SECRETARY OF THE AIR FORCE FOR

ACQUISITION, TECHNOLOGY AND LOGISTICS (SAF/AQ)

20 February 2026

Contents

SECTION I - DESCRIPTION OF SERVICES

1.1 General

1.2 Scope

SECTION II - Task Descriptions

2.1 Program Management

2.2 Strategic and Acquisition Planning

2.3 Information Technology (IT) - System Sustainment, Implementation, Integration, & Process

Improvement

2.4 Information Technology (IT) - Portfolio Transformation Support

2.5 Information Technology (IT) - Investment Methodology Development

2.6 Acquisition Process Improvement

2.8 Program Assessment and Studies

2.9 Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo) Initiative Support

2.10 Support to the Chairman, Committee for NATO Airborne Early Warning & Control (NAEW&C)

2.11 Industrial Base Support

2.11.1 Industrial Base Analysis and Strategic Support

2.11.2 Industrial Base IT Systems and Data Analytics

2.12 Artificial Intelligence Support

2.13 Seminar Support

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

SECTION V

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

5.1 Government Furnished Property, Equipment, Material, Information, or Services

5.2 Contractor Acquired Property

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Kickoff Meeting

6.3 Transition Plans

6.4 Reporting Requirements

6.5 Quality Control

6.6 Emergency Operations/Mission Essential Personnel

6.7 Contractor Manpower Reporting Application (CMRA)

6.8 Security Instructions & Requirements

6.9 Facilities

6.10 Travel

6.11 Personnel Management

6.12 Communication

6.13 Associate Contractor Relationships

6.14 Miscellaneous Paragraphs

ACRONYMS

SECTION I - DESCRIPTION OF SERVICES

1.1 General

The Office of the Assistant Secretary of the Air Force for Acquisition, Technology and Logistics Acquisition

(SAF/AQ) has overall responsibility for acquisition of non-space systems and programs, including product support, for the Department of the Air Force (DAF); serves as a Service Acquisition Executive (SAE) for the

DAF; serves as the single DAF Senior Procurement Executive (SPE). Responsible for all science and technology acquisition, contracting, systems engineering, supply chain management, maintenance of military materiel, and product support policy, guidance, and oversight. Ensures development and maintenance of skills required for the acquisition workforce.

1.2 Scope

This contract supports the SAF/AQ organization, and other Headquarters Air Force organizations, other

Program Executive Offices (PEOs), Portfolio Acquisition Executives (PAEs) as directed, and Department of War

(DoW) components where it is in the interest of the SAF/AQ to have an acquisition support presence within that organization. Services shall provide specialized support to include development, analysis, integration, implementation of acquisition program planning and assessment, and other capabilities to advance the goals and objectives of the Air Force acquisition enterprise.

SECTION II - Task Descriptions

The Contractor shall provide all services, materials, supplies, equipment, and project supervision, as required in connection with this Performance Work Statement (PWS). This PWS includes Performance-Based

Acquisition tasks for those services that describe the work in terms of the required results and will have an assessment of work performance against measurable performance standards. The Contractor shall have commensurate experience and judgment to perform to the standards and the specifications contained in this

PWS which defines specific requirements for this effort.

2.1 Program Management

The Contractor shall provide a Program Manager responsible for all contractor work performed under this task order who have experience in managing and conducting multi-project/multi-task technical or A&AS contract assignments. The Contractor Program Manager shall:

• Lead strategic planning, budgeting and staffing efforts in response to task requirements.

• Formulate, communicate and enforce quality work standards.

• Monitor progress and resolve any issues impacting successful capability delivery.

• Ensure compliance with all administrative and contractual requirements.

• Serve as point of contact for the CO and the COR.

• Be available to the CO and COR via telephone during normal duty hours, and shall respond The

Program Manager is considered Key Personnel.

2.2 Strategic and Acquisition Planning

The Contractor shall provide assistance in the creation and upkeep of strategic plans, which will enable agencies to establish connections among planning elements such as mission, vision, goals, objectives, strategies, and performance initiatives. The Contractor will deliver services to support the development, integration, and execution of acquisition program planning and assessment; and risk, trade-off, requirements, alternatives, and feasibility reviews that advance the goals and objectives of the Air Force and the DoW

Acquisition Community. The Contractor shall support SAF/AQ, and other AF or DoW organizations in the development of philosophies, methodologies, communications, and resource management as it pertains to acquisition process enhancement. The support required for this section is ongoing with consistently changing topics requiring differing levels of effort. Additionally, the Contractor shall provide Master Black Belt level certified personnel with over 15 years’ experience in Air Force acquisition to assist program managers and stakeholders to plan, implement, and evaluate acquisition related processes and initiatives focused on facilitating speed and innovation, effectively integrating change management support into strategic planning.

2.3 Information Technology (IT) - System Sustainment, Implementation, Integration, & Process Improvement

The Contractor shall provide AQ Domain IT-related services in support of the following disciplines:

infrastructure, project portfolio, and efforts to fully integrate ongoing acquisition process enhancements into the overall Air Force acquisition enterprise. Support in this area shall include requirements definition and refinement; process reengineering; information technology evaluation, engineering, implementation, sustainment, and training; data and data structure design; and Commercial Off the Shelf (COTS) and

Government Off the Shelf (GOTS) evaluation. The Contractor may also be required to perform alternative system design reviews under this task.The Contractor shall provide the resources to evaluate emerging IT and

IT-related technologies. (i.e. includes but is not limited to working with government and industry evaluating and evaluating technologies that will insert Artificial Intelligence (AI) and Machine Learning (ML) into the Air

Force acquisition workforce's capabilities for daily business operations). Based on this evaluation, the

Contractor may be required to identify and evaluate prototype solutions and present findings to the Air Force for its consideration. The Contractor shall also support the benchmarking, operational capability demonstrations, and acquisition of commercial program/portfolio management tools, source selection tools, modeling and simulation tools, and related design, integration, database population/ maintenance, and other services to further enhance the use of best practices and the transparency of program information to decision makers. The Contractor shall assist in supporting Business Process Reengineering (BPR) efforts and Enterprise

Architecture support efforts to ensure compliance to National Defense Authorization Act (NDAA) requirements for defense business system modernizations in excess of $1 million or as needed. The Contractor shall support and promote BPR by aligning skills to implement an agile acquisition agenda. The Contractor shall provide service support to the Business Capability Acquisition Cycle (BCAC) process, specifically information services in the areas of, governance and security, business requirements reviews, and compliance, audit, and overall IT compliance. The Contractor shall support the USAF Acquisition Chief

Information Officer (CIO) in enhancing the DoW and USAF acquisition domain priorities. The Contractor will deliver services to facilitate ongoing enhancement, analysis, integration, and execution of acquisition information technology strategies; architectures; and program planning. The Contractor shall provide support plans, processes, procedures, and information systems that improve collaboration and data transparency requirements.

2.4 Information Technology (IT) - Portfolio Transformation Support

The Contractor shall provide subject matter expertise to support the SAF/AQXS IT portfolio management team in analyzing, developing, routing, and reviewing policies and procedures that significantly reduce the number of systems and/or applications in the portfolio. These policies and procedures shall incorporate all required considerations that could significantly impact the systems consolidation effort and propose new and leading-edge methods to realize consolidation. The Contractor shall provide subject matter expertise to support IT enterprise application transformation support services that focus on the refinement of a SAF/AQ portfolio vision and goals and will result in an updated strategy for systems to services transformation that increases operational efficiency and rapid delivery of capability while consolidating into key IT systems/capabilities to support transformation.

2.5 Information Technology (IT) - Investment Methodology Development

The Contractor shall provide senior subject matter expertise to support enterprise architecture, application architecture, and emerging technologies consistent with the AQ vision and goals including any Oracle and

Enterprise Business Systems (EBS). Specific tasks include:

• Analysis of the SAF/AQ lines of business, the identification of all business functions within the lines of business, the assignment of automated information system (AIS) functions to the identified business functions, the identification of data categories associated with the lines of business, and the identification of authoritative data sources (ADS) associated with each data category, AIS and line of business.

• Analysis of the current technical hosting environment and tools available and/or in use with the applications in the AQ portfolio.

• Support the development of a “gap analysis” that identifies new technology targets, application changes, and data strategies that must be affected to achieve the “end-state” architecture vision.

• Support the prioritization of technology, application, and data efforts and the development of “interim state architectures” that reflect a step-by-step process for achieving end-state goals.

2.6 Acquisition Process Improvement

The Contractor shall provide support to align and integrate enhancements across all business areas of Air

Force Acquisition by employing methodologies for ongoing process enhancement and exploiting emerging technology. The Contractor will aid in the refinement of processes, performance measures, metrics, etc. to support Air Force acquisition enhancement and integration initiatives, including archetype enhancements and integration across acquisition equities, to facilitate speed and innovation. The Contractor may be required to support efforts using the “Lean” and “Six-sigma” techniques espoused by the Practical Problem Solving

Method (PPSM), and “business process reengineering” and “theory of constraints” techniques to institutionalize innovation, and describe a new way of thinking about Air Force Acquisition. The Contractor shall develop plans, processes, procedures, and information systems that foster collaboration and effective information sharing between Air Force acquisition organizations, legislative bodies, programs, and other stakeholders in the acquisition process. The Contractor shall support the SAF/AQ goals of empowering the acquisition workforce with tools and training, and increasing acquisition speed while maintaining disciplined evaluation and reporting and reporting. The Contractor shall identify opportunities for leveraging technologies to enhance organizational effectiveness. The Contractor shall support the development, analysis, and implementation of improvements in program processes and tool utilization. The Contractor shall maintain and update the Department of the Air Force Modernized Process Model (DAF MPM). The MPM is a Government

Owned, Contractor Operated tool which provides a visual integrated acquisition process map based on documented processes for acquisition as described and defined in current laws, policies, and/or guidance. The intended MPM audience is the acquisition workforce with particular emphasis on the Program Executive

Officers, Program Managers, and their staffs, but is open to both internal and external customers. The

Contractor shall maintain in-depth knowledge (both technical and historical) of Air Force and DoW Acquisition policy as well as the ability to translate that into the virtual process flow via the MPM. As new policy is released, the Contractor shall analyze and incorporate it into the MPM as needed. The Contractor shall hold working groups with AQXP to discuss planned changes in acquisition process as well as changes or improvements to the tool itself at least quarterly. The Contractor shall maintain the MPM, to ensure that it stays up-to-date with current DoW and Air Force acquisition policy, incorporating new processes, as well as removing those that are superseded. The Contractor shall conduct quarterly virtual training events in two categories: one for personnel new to the MPM, and another abbreviated update training which highlights only recent changes to the MPM. The Contractor shall be responsible for facilitating Rapid Improvement

Events (RIEs) that support process enhancements and benefit the acquisition enterprise. RIEs focus on short duration, successive meetings where multiple parties find efficiencies in their combined processes. Facilitation generally entails contacting the initiating party up-front, helping to create value-stream maps, assigning and ensuring stakeholders complete advanced preparation (homework), acting as an intermediary during meetings where all stakeholders are present to uncover potential efficiencies, documenting unbiased findings, and helping to develop an implementation plan to realize the potential efficiencies. RIEs typically involve several stakeholders, who work together and are initiated by one of the parties who believes processes may be streamlined. The Contractor shall plan for approximately 5 to 15 RIEs annually or as needed, to be conducted at DoW locations within the Continental United States. The Contractor shall assist with Value

Engineering tasks to include reviewing annual Value Engineering awards citations and providing feedback to

SAF/AQX on their merit. The Contractor shall conduct Lean Six Sigma Green Belt training for DoW personnel on an as needed basis at locations across the DoW.

2.8 Program Assessment and Studies

The Contractor shall deliver an enterprise systems management tool to report results of acquisition program performance assessments. The Contractor shall specifically provide IT products including automated analytics and visualization that is focused on cost and schedule metrics for ACAT I/II and Middle Tier Acquisition programs and assess the impacts of industrial base changes.

2.9 Civilian Acquisition Workforce Personnel Demonstration Project (AcqDemo)

Initiative Support

The Contractor shall assist SAF/AQH to plan, implement, and evaluate the execution of the Acquisition

Workforce Personnel Demonstration Project (AcqDemo). This project is designed to show that the

Department of Defense Acquisition, Technology, and Logistics workforce can be improved by providing civilian employees with a flexible, responsive personnel system that rewards employee contribution and provides managers with greater authority over personnel actions. SAF/AQH is tasked with implementing the AcqDemo initiatives for the Air Force Acquisition Community. Support shall include, but not be limited to the following topics:

• Develop and deliver enterprise-level AcqDemo training, including orientation materials, briefings, training presentations, and website content.

• Provide direct conversion support to organizations transitioning to AcqDemo.

• Conduct analysis of compensation, reconsiderations, and position classification to ensure compliance with AcqDemo policies and provide feedback on workforce statutes and policy development in coordination with Army, Navy, and DoW offices.

• Provide senior-level advisory support to SAF/AQ Leadership on all aspects of the AcqDemo initiative.

2.10 Support to the Chairman, Committee for NATO Airborne Early Warning &

Control (NAEW&C)

The Contractor shall provide support to SAF/AQI in supporting the responsibilities of the Chairman of the

North Atlantic Treaty Organization (NATO) Committee for NATO Airborne Early Warning & Control (NAEW&C).

This position will provide day-to-day staff support to the Chairman to assist with the coordination with sixteen

(16) NATO members of the committee and applying expertise in developing letters, briefings, and position papers on behalf of the Chairman. The following expertise will be required for this support:

• Experience and knowledge of acquisition, contractual and paralegal issues

• Understanding and experience in NATO committee structure and consensus building in an international environment

• Experience and understanding of staff officer duties and actions

• Understanding of NAEW&C weapon system

This position is located in the Pentagon, and overseas travel will be required to accompany the Chairman and/or in support of the Chairman’s responsibilities and will support meetings and briefings associated with and in support of the NATO AWACS Committee. The location of the travel is expected to be Brussels for approx. 7-10 days, three to four times a year.

2.11 Industrial Base Support

The Contractor shall provide technical and analytical support to the SAF/AQXI Industrial Base Division, enabling the Air Force to forge and sustain a robust, secure, and resilient industrial base. Support shall be focused on two key areas:

2.11.1 Industrial Base Analysis and Strategic Support

The Contractor shall provide analytical and strategic support for a wide range of Defense Industrial Base

(DIB) activities to provide the data-driven insights necessary to anticipate and close gaps in manufacturing capabilities, manage vulnerabilities, and ensure the health of the industrial base. This support includes conducting analysis and providing data-driven recommendations to the government regarding the impact of mergers, acquisitions, and divestitures on the DIB and Air Force programs. The contractor shall assist in the identification and assessment of supply chain and industrial base vulnerabilities, providing analytical products to support government-led mitigation strategies. Additionally, the contractor will provide critical technical analysis to justify government-owned/contractor-operated (GOCO) industrial plants and formal responses to Air Force, DOW, and Congressional inquiries regarding Air Force Industrial Preparedness program plans, budgets, and strategies. Support shall also extend to managing tasks and investment strategies by tracking action items, maintaining project schedules, and developing analytical products that assess the effectiveness of DIB-focused investments. The contractor will develop and maintain strategic roadmaps, market strategies, and frameworks to integrate acquisition strategies with industrial base investment to drive resilience outcomes. To further this goal, the contractor will assess policy requirements and develop new policy and procedures governing Air Force acquisition to eliminate vulnerabilities. Finally, the contractor shall provide analysis to support the implementation of Title I and III of the Defense

Production Act (DPA) for the Department of the Air Force.

2.11.2 Industrial Base IT Systems and Data Analytics

The Contractor shall provide specialized IT services to sustain, implement, integrate, and improve the data and analytics systems that support the AQXI mission, covering the full lifecycle of IT support from requirements definition to sustainment. The contractor will sustain, enhance, and develop IT systems, tools, and data-warehousing capabilities, such as the Defense Industrial Base Company Insights (DIBCI) tool within

PMRT, for collecting, processing, and analyzing DIB-related information. This work involves providing expertise in the integration of diverse government and commercial data sources, including but not limited to

FPDS-NG, SAM.gov, and commercial financial data providers, to create a unified view of the industrial base.

The contractor will perform data and data structure analysis, design, and population to ensure the accuracy and integrity of information used for decision-making. In this capacity, the contractor shall evaluate, recommend, and implement emerging technologies, including Artificial Intelligence (AI) and Machine

Learning (ML), to create predictive analytics and identify trends. The contractor will also provide IT portfolio management support for the division’s systems, developing strategies for system-to-service transformation and operational efficiency. This includes supporting the development of new "in-house" tools to reduce reliance on external analysis and expanding upon existing platforms to integrate supplier performance data into comprehensive dashboards. To ensure mission adoption, the contractor shall develop and deliver training materials and sessions to government personnel on the use and application of all developed IT systems and analytical tools.

2.12 Artificial Intelligence Support

The Contractor shall provide a Subject Matter Expert (SME) specializing in Artificial Intelligence (AI) integration. The primary objective is to facilitate the seamless incorporation of existing and emerging AI capabilities into the enterprise's current toolset and infrastructure, ensuring operational effectiveness, security, and alignment with strategic goals.

Strategic AI Integration & Advisory: The SME shall act as the principal advisor on leveraging commercial and government-provided AI technologies. Key responsibilities include identifying and evaluating existing AI tools for integration suitability, analyzing system architecture to determine optimal integration points, developing strategic roadmaps for phased AI adoption, and highlighting potential risks, interoperability challenges, and resource requirements associated with AI integration projects.

Data Interoperability & Governance: The SME shall ensure that data flowing between existing systems and integrated AI models is managed effectively. This includes overseeing the strategy for data mapping and schema alignment between source systems and AI tools, advising on the modification of data pipelines to support AI requirements, and establishing governance procedures for data quality, security, and compliance to ensure it is fit for AI consumption.

Integration & Implementation Oversight: The SME shall provide expert oversight for the technical integration process. This involves guiding technical teams in configuring APIs and data connectors for AI services, defining technical requirements for interfacing with AI models, rather than developing the models themselves, and ensuring the integrated solution aligns with the intended workflow and operational needs of the end-users.

System Verification & Performance Monitoring: The SME shall lead the quality control function for the integrated AI systems. This requires establishing a framework for continuous verification and monitoring to ensure the AI components are secure, usable, and performing as expected, developing test and evaluation criteria to validate that the integrated system meets mission objectives, providing essential oversight to mitigate security vulnerabilities, prevent performance degradation, and ensure the accuracy and reliability of AI-driven outputs.

2.13 Seminar Support

The Contractor shall provide comprehensive event planning, coordination, logistics, and administrative support for up to three (3) SAF/AQ sponsored seminars annually. These events, such as the Acquisition

Leadership Seminar, Worldwide Contracting event, and Services Acquisition Seminar, will host between 25 and 450 participants each.

Support will be required for seminars held virtually or in-person at locations across the Continental

United States (CONUS), with a high concentration of events expected in the following areas: San

Antonio, TX; Orlando, FL; Washington D.C. region; Dayton, OH; Los Angeles, CA; Boston, MA or Eglin

AFB, FL.

SECTION III

3.0 SERVICE SUMMARY

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.

Performance Objective

PWS Paragraph Performance Threshold Method of Surveillance

Service Summary

(SS) - 1

Execute smooth transition of contracted operations during phase-in period

6.3 Performance is acceptable when:

a) a) All phase-in services have been provided in accordance with the Contractor’s phase-in transition plan

Customer

Complaint

SS - 2

Project

Management

Plans (PMP)

6.4 Performance is acceptable when:

a) Contractor adheres to scheduled timelines and cost projections;

AND

b) Project is maintained within

10% of budget as defined in the

PMP only applies to T&M

CLINs.

100%

Surveillance

SS - 3

Program Manager

Position

6.11 Performance is acceptable when:

a) Position is filled with a qualified personnel at all times

– no vacancies

100%

Surveillance

SS - 4

Effectively replaces/ substitutes personnel

6.11 Performance is acceptable when:

a) Vacancies are filled with qualified personnel within 30 days of vacancy, unless approved in writing or otherwise directed in advance by the CO; AND

b) There is no mission impact due to position vacancies or unqualified personnel

100%

SS - 5

Provide qualified staff at start date

6.11 Performance is acceptable when:

a) Qualified personnel are on the job at start unless previously negotiated by the CO;

b) The mission is not impacted due to position vacancies or personnel qualifications; AND

c) Personnel have appropriate security clearances and skillset/ability level to perform the duties described in the PWS

100%

Surveillance

SS - 6

Avoid/ mitigate organizational conflicts of interest

6.14 Performance is acceptable when:

a) The Contractor avoids, eliminates or mitigates organizational conflicts of interest to the satisfaction of the Government.

Periodic

SECTION IV

4.0 DELIVERABLES

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 gate intervals are not expected to change but actual dates may need to be revised depending on actual contract start date.

DELIVERABLE PWS

PARA

DUE DATE DELIVERY

Government

Furnished Property (GFP) List

5.1 Submitted annually at

OY award

URL:

https://dodprocurementtoolbox.com/si te-pages/gfp

Kickoff Meeting Agenda

6.2 NLT 3 business days

after contract award

By email to the COR in Microsoft Word format

Transition-Out Plan 6.3 Submitted within 15 days of Government request

By email to the COR in Microsoft

Word format

Program

Management Review Material

6.4 Submitted 5 business

days prior to PMR briefing

By email to the COR in Microsoft

PowerPoint format

Project

Management Plans

6.4 Submitted within 10

business days of an identified requirement/project and annual revisions submitted as required

By email to the COR in Microsoft

Word format

Quality Control

Plan

6.5 Submitted at Kickoff

Meeting and annual revisions submitted 15 days after OY award.

By email to the COR in Microsoft

Word format

Contractor

Manpower

Reporting

Application

(CMRA) Report

6.7 NLT 31 October of

each calendar year

By government data collection format at http://www.ecmra.mil http://www.ecmra.mil/

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL, INFORMATION,

OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services.

The Government will not furnish property or services for this requirement.

Government Provided Equipment. The Government will provide contractor personnel sitting in

Government workspace a workstation, phone and voice mail system, necessary office supplies, computer equipment and peripherals, government-standard software suite, access to Air Force- specific software tools, the appropriate NIPRNET, the SIPRNET, the Air Force portal, and PEO- specific local area networks. The Government will provide government issued laptops to contractor personnel for use in contractor workspaces, except for the Program Manager, and the Contractor shall maintain a

Government Furnished Property (GFP) list and provide to the Government on an annual basis. The

Government does not anticipate providing other GFP for use in contractor workspaces. In the event that the Government does supply other GFP to the Contractor, the Contractor shall maintain a GFP list and provide it to the Government on an annual basis.

5.2 Contractor Acquired Property.

The Contractor will not be required to acquire any property.

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

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 government organization’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 (OPM) policy.

Core Duty Hours and Base Shutdown/Inclement Weather. Core duty hours are 0800 - 1700, 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/.

Flex Hours, AWS, and Telework. Flexible work hours shall be coordinated with the COR in advance and shall total 40 hours per week and not exceed 80 hours over a two-week period. Telework is authorized.

Alternate Work Schedule (AWS) is authorized at the discretion of contracting officer. If the contracting officer determines that a proposed AWS schedule will have an adverse impact on performance and/or productivity, the contracting officer may deny the proposed schedule. Additionally, established AWS schedules may be terminated, at any time, at the discretion of the contracting officer as a result of performance and/or productivity issues. A contractor employee on a Performance Improvement Plan

(PIP) will not be allowed AWS or telework until performance has improved.

Overtime/Holiday Time. Overtime is defined as any time worked in excess of 80 hours over a two-week period. Holiday time is defined as any time worked on a federal holiday as addressed in OPM policy (see above). Contractors may only work overtime or holiday time to the extent it is specifically authorized in advance, in writing, by the contracting officer. No additional hours of overtime may be worked without express written authorization for each hour worked. Labor rates for overtime will not change from the standard labor rates applied to the contract for regular hours worked.

Tradeoffs. Tradeoffs are allowed, as authorized by the contracting officer, to permit personnel to work longer periods on one day in exchange for a shorter workday later in the two-week period http://www.opm.gov/status/

Telework. Telework may be permitted on an ad hoc/situational basis for the performance of unclassified work. Working from remote location may be required on a limited basis but will only occur with prior COR approval along with the appropriate coordination from the cognizant Government lead point of contact. Contractors shall follow their company’s telework policies if telework is permitted and will have telework agreements available to the CO and COR upon request.

Place of Performance. The Contractor shall be responsible to provide facilities adequate for the performance of duties specified in this document and any accompanying support that may be required.

The Contractor shall also perform tasks at the Pentagon and various Government facilities in the NCR, military installations, and other Contractor’s facilities as may be required. The Contractor shall establish processes, procedures, and services necessary, given the time- critical and integrated nature of the

Government/Contractor team, to ensure it maintains the highest levels of service in a split-workforce environment.

6.2 Kickoff Meeting

The Contractor shall schedule and coordinate a kick-off meeting after contract award at the date, time, and location approved by the Government. The meeting shall provide an introduction between the

Contractor personnel and Government personnel who will be involved with the contract. The meeting shall provide the opportunity to discuss technical, management, and logistic issues; travel authorization;

communication process between Government and Contractor; and reporting procedures. At a minimum, the attendees shall include Contractor personnel, key Government representatives, and the

COR. The Contractor shall provide an agenda with, but not be limited to, the following.

• Introduction of personnel

• Overview of project tasks

• Review of organization (complexity)

• Schedule (shows major tasks, milestones, and deliverables; planned and actual start and completion dates for each)

• Communication Plan/lines of communication overview (between both Contractor and Government)

• Discussion of draft Program Management Plan (PMP)

• Travel notification and processes

• Security requirements (Building access, badges, Common Access Cards (CAC))

• Invoice procedures

• Monthly meeting dates

• Reporting Requirements, e.g. Program Management Review (PMR)

• POCs

• Roles and Responsibilities

• Overview of incoming Transition Plan to include process, timeframes, and status

• Prioritization of Contractor activities

• Any initial deliverables

• Other logistic issues

• Quality Control Plan (QCP)

• Sensitivity and protection of information

• Additional issues of concern (Leave/back-up support)

The Contractor shall provide a draft copy of the agenda for review and approval by the COR prior to finalizing. The Government will provide the Contractor with the number of participants for the kick-off meeting and the Contractor shall provide sufficient copies of the presentation for all present.

6.3 Transition Plans

Transition-In Plan. The Contractor shall provide a Transition-In Plan at the Kickoff Meeting. The plan shall facilitate the accomplishment of a seamless transition from the incumbent Contractor (if applicable) and incoming Contractor. The Contractor shall identify how it will coordinate with the incumbent Contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

The Contractor shall also establish and maintain effective communication with the incumbent

Contractor and Government personnel for the period of the transition via weekly status meetings per the COR’s direction.

Incumbent Contractor employees may be interviewed for possible employment by the incoming Contractor and incumbent Contractor employees shall have the right of first refusal.

Transition-Out Plan. The Contractor’s firm may be succeeded by a different firm at the end of this contract’s period of performance. The transition-out period shall begin on a date of the COR’s choosing.

Typically, it begins 14, 30, or 60 days before the end of the period of performance. In addition, the

Contractor shall continue to accomplish all tasks as outlined in the contract during this period.

The Contractor shall provide a Transition-Out Plan. The plan shall facilitate the accomplishment of a seamless transition from the incumbent to and incoming Contractor (if applicable). The plan shall fully describe how the contractor shall, at a minimum, approach the following issues: employee notification;

retention of key personnel; turn-over of work-in-progress, electronic continuity folders, data and information transfer; and any other actions required to ensure continuity of operations. The contractor's phase-out procedures shall not disrupt or adversely impact the day-to-day conduct of

Government business. The Contractor shall provide the COR with copies of changes and revisions for review and approval prior to implementation of this plan. The Contractor shall maintain and provide to the Contracting Officer current operating and maintenance manuals, drawings, specifications, procedures, current inventory listings, software, and all other data developed or acquired under this contract or previous contracts for the performance of AFTAS PRO. The Contractor shall identify how it will coordinate with the incoming Contractor and

Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

The Contractor shall also establish and maintain effective communication with the incoming Contractor and Government personnel for the period of the transition via weekly status meetings. The Contractor shall fully cooperate with the succeeding contractor and the Government so as not to interfere with their work or duties.

Current employees under this contract may be interviewed for possible employment by a succeeding

Contractor and the Contractor employee will have the right of first refusal. The incumbent Contractor shall release any employee who chooses to be employed by a succeeding Contractor. The incumbent

Contractor shall orient employees of the succeeding Contractor during the transition period of this contract, if so directed by the CO or COR. The Government shall make available to such employees existing Government Furnished Property (GFP) listed under Section V of this PWS. Items that are not accountable, such as desks, chairs, telephones, and other normal office equipment and office supplies during the orientation period, shall be transferred to the incoming Contractor after the transition in period has elapsed and/or the incoming Contractor assumes primary responsibility of tasks.

6.4 Reporting Requirements

Program Management Review (PMR). The Contractor shall provide a Program Management Review

(PMR) briefing to the Government on a quarterly basis. Briefing material shall be submitted in advance of a PMR briefing. The occurrence of the PMR quarterly briefing will be at the discretion of the CO and

COR and may be conducted through a teleconference at the approval of the CO and COR. The PMR shall include at a minimum, reports on the following:

i. Financial reports detailing the monthly and accumulative level of effort (burn rate) at the CLIN/SLIN level, and expected date of fund depletion.

ii. Vacancy status by project or other applicable organization, with a chart tracking current authorized manning and vacancies.

iii. Status of pending contract modifications.

iv. Pending travel expenditures.

v. List of contract concerns, needed actions and issues for discussion.

Project Management Plan (PMP). Project Management Plans shall describe the Contractor’s approach to overseeing employees in fulfilling the requirements of each project. Project Management Plans shall be updated annually or as needed and provided to the CO and COR.

6.5 Quality Control

Quality Assurance. The Government shall rely on the Contractor’s 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.

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. The COR will report any deficiencies/non-conformances to the Quality Assurance Program Coordinator (QAPC) and CO for appropriate action. The Contractor shall submit a Quality Control Inspection Report to the Government by the first week of each month providing the results of the previous month.

6.6 Emergency Operations/Mission Essential Personnel

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.”

6.7 Contractor Manpower Reporting Application (CMRA)

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.

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 shall enter their information into a Bulk Loader spreadsheet available from the AF CMRA helpdesk. The 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.

6.8 Security Instructions & Requirements

Security Instructions. The Contractor shall comply with the security instructions contained in the DD

Form 254, DoD Contract Security Classification Specification.

http://www.ecmra.mil/

Access to Government Networks. All Contractors shall comply with government requirements before being provided access to government email/internet, LAN/WAN and other government information networks.

The Contractor shall have an active Secret Facility Security Clearance. The Contractor shall require all employees to complete a SF-312 Classified Information Non-Disclosure Agreement initiated by the

Facility Security Officer. The Contractor shall possess (at the time of proposal submission) and maintain a facility security clearance at the appropriate classification level for the work being performed.

The Contractor will require access to the following information in the performance of contractual duties:

communications security (COMSEC), restricted data, formerly restricted data, intelligence information to include: NATO information, foreign government information, and for official use only (FOUO).

In performance of the duties under this contract, the Contractor shall: receive and generate classified materials and have operational security (OPSEC) requirements. The Contractor will be authorized to use the services of Defense Technical Information Center (DTIC) or another secondary distribution center and the defense courier service.

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 workday, all Government facilities, equipment, and materials shall be secured by a Government POC. Contractors are not allowed to secure Government facilities, equipment, and materials.

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.

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.

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

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

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 performing this contract.

Communications Security (COMSEC). Contractors may require access to COMSEC information on government 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.

Contractor Identification. All Contractor personnel shall wear the AF-issued Common Access Card (CAC) 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. Email signature blocks shall identify their company affiliation. Where practicable, Contractors occupying co-located space with their government program customer should identify their workspace area with their name and company affiliation or as a minimum “Contractor” after name.

Drug, Tobacco, and Alcohol Use Policy. The consumption of 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. Contractor personnel shall comply with Executive Order 13058, "Protecting

Federal Employees and the Public from Exposure to Tobacco Smoke in the Federal Workplace."

National Agency Check with Local Agencies (NACLC). The Contractor shall be required to submit relevant information for each employee in advance of employment for a National Agency Check in the

Joint Personnel Adjudication System (JPAS). Contractor personnel shall have NACLC or greater clearance prior to contractor employee performance start date and maintain the clearance throughout the contract period of performance. This is required in advance of onboarding to provide contract employees with access to government network and systems necessary for performance.

Contractor personnel are required to have at least a Tier 3, National Agency Check with Local Agencies

(NACLC), or greater security investigation prior to contractor employee performance start date and maintain the clearance throughout the contract period of performance. This is required in advance of onboarding to provide contract employees with acquiring their CAC, access to government network and systems necessary for performance and/or work location.

Interim Secret clearances are authorized with proper approval

6.9 Facilities

Government Provided Facilities

The Government will provide the…