Force Readiness Analysis Draft PWS_v12.docx

FA7014‐XX-X-XXXX

PERFORMANCE WORK STATEMENT

FOR

FORCE READINESS ANALYSIS

AT

JOINT BASE ANACOSTIA-BOLLING, WASHINGTON D.C.

22 JANUARY 2020

DRAFT

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. Intelligence, Surveillance, and Reconnaissance (ISR) and Cyber Effects Operations (CEO) force readiness is a critical war-fighting capability and is vital in today's dynamic global environment. Readiness recovery is a Secretary of Defense (SecDef) and Secretary of the Air Force (SecAF) high priority. ISR and CEO Force Readiness (AF/A2/6FF) is responsible for identifying readiness problems, determining causes, providing solutions, analyzing data for trends, and directing appropriate responsive actions in conjunction with Air Force Instruction (AFI) 10-201. AF/A2/6FF (1) provides knowledge and improvement recommendations on Air Force Distributed Common Ground System (DCGS) intelligence and ISR Enterprise readiness, (2) supports the identification of readiness problems through analysis of the Defense Readiness Reporting System (DRRS) data and other enterprise inputs, (3) analyzes readiness trends and recommends solutions, (4) responds to DoD ISR and CEO readiness and foreign language data calls, and (5) supports monthly readiness reports addressing routine readiness reporting and readiness prediction questions, as required.

1.1.1 Scope. The Full Time Equivalent (FTE) contractors’ work and deliverables will support AF/A2/6FF assigned to the HAF/A2/6 ISR and CEO Readiness and Talent Management Directorate (A2/6F). Contractors will support ISR and CEO readiness data analysis; responses to Department of Defense (DoD), Joint Staff (JS), AF, Intelligence Community (IC), and Congressional ISR and CEO readiness requirements and inquiries; and trend and timeline data performance analysis and solution recommendations. Contractors will require the operational research analysis and expertise to aggregate and analyze data from multiple systems of record to provide insight and trend analysis of ISR force readiness to help support senior leader decisions. Finally, contractors will provide DRRS recommendations, technical requirement development support, and proposed code solutions for the benefit of Air Force and Joint Readiness reporting enterprise.

1.2 Background. The Defense Authorization Act for Fiscal Year 1999 required the SecDef to implement a comprehensive readiness reporting system capable of accurately and objectively measuring readiness in order to assure success in executing the National Security Strategy, National Defense Strategy and National Military Strategy. The 2018 National Defense Strategy laid the framework for the Services to accelerate their readiness recoveries through sustained and predictable investments. The Air Force’s overall objective is to improve how we report, assess, and resource readiness with the goal of accelerating readiness recovery. In response to the SecAF’s direction, the Air Force’s Readiness Review team has identified the requirement for DRRS analysis, improvements, and development to readiness reporting methods and corresponding gap analysis, and the impact of investments to improve resources to readiness for the long-term. AF/A2/6FF has one enlisted Active Duty intelligence professional and one FTE contractor focused on readiness data analysis and developing threat readiness methodology. The current work load exceeds capacity. The in-depth experience working with DoD systems of record must be gained through on-the-job-training as it is not commonly gained at the unit level and is not inherent within any Air Force Specialty Code (AFSC). Full Time Equivalent Contract support will provide human capital, operational research analysis, and expertise to aggregate and analyze data from multiple systems of record to provide insight and trend analysis of ISR and CEO force readiness to inform senior leader decisions. The support to achieve these objectives requires two ISR, CEO, and Threat Readiness Analysts, via contract, through FY25. Current organic capabilities do not exist to assist in the level of data analysis required to meet AF/A2/6FF requirements.

SECTION II

2.0 Task Descriptions. The contractor shall be directly responsible for ensuring the accuracy, timeliness, and completion of all tasks under the contract, none of which are considered inherently government functions. Personal Services are prohibited and will not be performed under this contract. Government will be responsible for provided data information for required tasks in this PWS. This contract support includes, but is not limited to the following:

1) Perform readiness data optimization and visualization to support projects and reports.

2) Conduct detailed research, data gathering, and analysis to assist in the development and support of implementation plans, executive reports, and existing reports and projects.

3) Research and document root causes for not meeting Air Force readiness requirements and identify change management initiatives for readiness projects to incorporate into a plan of action to address root causes.

4) Provide DRRS recommendations, technical requirement and development support, and proposed code solutions and business rules.

5) Draft bullet background papers, informational briefings, after action reports, talking and decision papers, and other deliverables.

6) Develop executive level reports that include detailed analytical support, cost-effective, risk-acceptable countermeasures that the Air Force might successfully implement to achieve immediate and future Readiness goals.

7) Perform readiness analysis functions to support training and readiness directed tasks, to include readiness reporting queries to analyze reporting data and formulate output products for leadership.

8) Provide continuous process improvement for enhancing solutions to ongoing readiness requirements, by collaborating and assessing the current readiness reporting and predictive readiness outputs.

9) Develop schedules to meet all deliverables for Government implementation and execution.

10) Assist in analysis that enables transformative resource decision-making that supports accelerated readiness recovery.

11) Other support services or tasks as defined by the requirements.

2.1 Task 1: Readiness Reporting Analysis: Assist AF/A2/6FF with analyzing, gathering, selecting, implementing, and decision-making of readiness reporting data for AF-wide integration through the deliberate leveraging of military activities. The contractors shall provide with government oversight:

2.1.1 Provide advanced knowledge and understanding of readiness reporting and the capability to address readiness reporting questions and problems through analysis of DRRS data and other enterprise inputs.

2.1.2 Assist AF/A2/6FF with the interpretation of DoD, JS, AF, IC, and Congressional readiness inquiries and questions and support the delivery of analysis products, results, conclusions, and insights.

2.1.3 Provide understanding and comprehension of AF ISR and CEO organizational structure, AF ISR and CEO unit manning requirements, and AF ISR and CEO equipment and supply requirements.

2.1.4 Provide in-depth analytics and evaluative skills in collection and dissemination of historical and current readiness information and trends to provide data and responses to leadership.

2.1.5 Provide knowledge of the Air Expeditionary Force Reporting Tool (ART) and Unit Type Codes (UTC) to assess available capabilities for global force management.

2.1.6 Observe, analyze, and translate operational readiness challenges into analytic constructs for use in addressing long-term, recurring issues and in addressing time-critical, one-time issues (e.g., within four hours of senior leader request for analysis).

2.1.7 Build and maintain working relationships with key peer/action officer analytical positions within the Air Staff, the JS, Office of the Under Secretary of Defense for Intelligence (OUSDI), OSD, Office of the Director of National Intelligence (ODNI), and Congress.

2.1.8 Communicate results of analyses and the methodology/business rules behind the analysis, when required, across a range of audience levels from the executive level to the peer/action officer level across Air Staff, the JS, OUSDI, OSD, ODNI, and Congress.

2.1.9 Maintain skills in a cross section of DRRS analytic tools as well as statistical analysis techniques.

2.1.10 Demonstrate how local analysis can improve command readiness and better meet AF and DoD-mandated reporting criteria.

2.1.11 Provide knowledge and assistance in policy and technical requirements for readiness reporting data to meet Nation Defense Strategy (NDS) and AF leadership requirements.

2.1.12 Conduct analyses to define readiness problem statements and provide solutions that incorporates readiness data and corresponding investment decisions within the required amount of time as stated by government lead.

2.1.13 Write and incorporate updates to readiness reporting regulations to include collaborative efforts regarding Mission Essential Tasks and Task Lists.

2.1.14 Gather, document, recommend, and execute courses of action to satisfy AF/A2/6FF Readiness requirements for internal and external audiences.

2.1.15 Facilitate the continuous update of new or modified readiness analytic requirements of AF/A2/6FF leadership and action officers.

2.1.16 Attend meetings, steering groups, working groups, and seminars relating to Readiness Reporting to discuss and resolve issues of force presentation and common interests necessary for a thorough AF review. The Government will provide the Contractor direction for these meetings and will be the final decision maker for any changes or recommendations.

2.1.17 Support liaison activities with Defense Intelligence Components and ODNI subject matter experts in order to answer AF, DoD, and IC data calls concerning readiness and foreign language.

2.1.18 Assist in compiling guidelines, common terms of reference, and Excel spreadsheet templates to include the development of business rules for AF/A2/6FF use in answering various readiness and foreign language-related data calls.

2.1.19 Produce supporting Excel spreadsheets, pivot tables, Access database templates/reports, PowerPoint presentations, data reports and/or supporting narrative reports to communicate information clearly to senior leaders and decision-makers.

2.2. Task 2: Readiness Support: Provide AF/A2/6FF expertise in organizational performance and experience, focused on the development of Strategic Readiness Initiatives and collecting information to document current initiatives and countermeasures mapped to the root causes and inadequacies. Support AF/A2/6FF in the development of informational briefings and executive reports. Executive reports should contain cost-effective, risk-acceptable countermeasures for the Air Force to successfully implement and achieve immediate and future readiness reporting requirements from implementation plan through sustainment of readiness recovery. Finally, support the long-term sustainment, continuity, and maintenance of DRRS to include providing recommendations, technical support, and proposed code solutions / business rules. The contractors shall provide with government oversight:

2.2.1 Provide advisory and direct support to AF/A2/6FF to assist in gathering, sustaining, delivering, and executing charter and implementation plan deliverables, to include review findings, implement guidance to office of primary responsibility (OPR), and provide and coordinate recommendations to AF leadership on implementation of Air Force Readiness Review guidance. Additionally, in-depth knowledge in understanding of AF organizations, organizational change management processes, strategic communication, and integrating stakeholder communities and other support services or tasks is required, as defined by the requirements.

2.2.2 Assist in planning, managing, and implementing ISR and CEO readiness plans, review readiness findings with offices of primary responsibility, and provide short-, mid-, and long-term recommendations and actions on coordination and approaches.

2.2.3 Assist AF/A2/6FF with the interpretations of JS, OSD, ODNI, and Congressional questions / Requests for Information (RFI), regarding readiness and deliver actionable studies and analysis products, results, conclusions, and insights.

2.2.4 Compile, process, organize, analyze, synthesize, and present relevant data into a coherent format useful to informing general officers and civilian equivalents.

2.2.5 Enable AF/A2/6FF to respond to real-world, quick-turn (four-hour to two-day) analyses of readiness issues with proven operations research-based analytical rigor.

2.2.6 Provide research material, draft talking papers, conduct analyses, develop business rules, and prepare briefing materials in support of AF/A2/6FF. Coordinate, draft, and generate official correspondence and comprehensive documents, not limited to informational briefings, talking papers, bullet background papers, presentations, white papers, after action reports, final executive reports and other deliverables to accomplish the priorities and goals of the AF/A2/6FF.

2.2.7 Assist in providing briefings and demonstrations on the AF Readiness Enterprise to include an analysis of readiness reports from DRRS on AF ISR and CEO units, key personnel, force structure, funding/resourcing, logistics/maintenance/sustainment, equipment, training, and operational interactions in the context of the AF’s capability and capacity to fulfill requirements of the NDS and National Military Strategy (NMS).

2.2.8 Participate in formal and informal planning and information sharing forums as requested.

2.2.9 Showcase proficiency in the use of computer-supported, interactive visual representations of data and development of analytic business rules to amplify cognition and facilitate innovative solutions to readiness shortfalls.

2.2.10 Provide support to continuous process improvement activities.

2.2.11 Assist with knowledge management.

2.2.12 Schedule and co-lead team meetings necessary to develop all required deliverables.

2.2.13 Standardize processes for creation, approval, distribution and archives.

2.2.14 Develop and maintain content management governance processes.

2.2.15 Assist the government in documenting AF/A2/6FF activities and processes, to include but not be limited to, meetings, working groups, and AF Corporate structures. The contractor will use this documentation to assist the government in developing and maintaining a plan of action that will outline the linkages of AF/A2/6FF activities.

2.2.16 Plan, coordinate, and execute the implementation plan for conducting readiness reporting analyses for AF/A2/6FF and higher-level projects including infancy-level projects.

2.2.17 Support the long-term sustainment, continuity, and maintenance of DRRS through recommendations, technical requirement and development support, proposed code solution and business rules.

2.2.18 Provide knowledge, expertise, and improvement recommendations on DCGS intelligence and ISR and CEO Enterprise readiness.

2.2.20 Produce supporting Excel spreadsheets, pivot tables, Access database templates/reports, PowerPoint presentations, data reports and/or supporting narrative reports, as required.

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.

Deliverables generated from data optimization and visualization meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

Deliverables generated from research, data gathering, and analysis meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

Deliverables generated from research meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

Deliverables generated from recommendations, support, and code solutions meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

No more than two discrepancies and/or AF/A2/6FF complaints per month where FTE(s) submitted work products require significant changes or corrections.

Customer Complaint and/or Random Sampling

No more than two discrepancies and/or AF/A2/6FF complaints per month where FTE(s) submitted work products require significant changes or corrections.

Customer Complaint and/or Random Sampling

Deliverables generated from research and analysis meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

Deliverables generated from process improvement methods meet 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

No more than two discrepancies, and/or AF/A2/6FF complaints per month where FTE(s) submitted work products require significant changes or corrections.

Customer Complaint and/or Random Sampling

Deliverables generated from readiness analysis meets 85% accuracy, documenting any shortfalls to enable “get well” plan.

Customer Complaint and/or Random Sampling

a) 100% Qualified personnel are provided

OR

b) The mission is not impacted due to position vacancies or personnel qualifications (i.e., Vacancy period does not exceed more than 10% of the contracted annual support hours per FTE) Periodic Review

No more than 1 position is vacated within a 1 month period and the same position is not vacated more than 2 times per 12 month period.

Periodic Review

SECTION IV

4.0 DELIVERABLES. The Contractor shall provide task-specific reports, informal analyses, papers, opinions, databases, briefings, etc. in a format mutually agreed upon by the Government and the Contractor. All deliverables will be reviewed for timeliness, accuracy and format. If a deliverable due date falls on a weekend or holiday, the Contractor shall submit the deliverable on the last work day prior to the due date. In fulfillment of this effort, the Contractor shall provide the following deliverables to the COR.

4.1 Monthly Status Reports. The Contractor shall prepare Monthly Status Reports (MSR), which describe the status/progress of the tasks identified in the PWS. The MSRs shall summarize activities completed during the previous month. In addition, the report shall summarize all funds expended to date and funds remaining on the contract as of the date of the report. Expenditures shall be identified for travel, labor, and material for the month. Any travel conducted must be approved by the COR in advance and shall be accomplished IAW the Federal Travel Regulation. The Government may require additional information on an as needed basis; but at minimum, the MSR shall include:

· Summary of work accomplished for reporting period;

· Summary of meetings supported for reporting period;

· Statement of issues or risks requiring Government resolution or mitigation for successful completion of work;

· Funding status for the reporting period.

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. This is required and should not be removed. If you plan to provide, please list here.

5.2 Contractor Acquired Property. The contractor will not be required to acquire any property. This is required and should not be removed. If the contractor is purchasing/providing, please list here.

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/.

6.1.3 Place of Performance. The Contractor shall be located at 110 Luke Ave, Building 5681, Room 170, Joint Base Anacostia Bolling (JBAB), Washington, D.C., 20032.

6.1.4 Telework. Is allowed from alternate locations, when necessary and feasible. Telework may only be permitted when authorized by the COR. If permitted, the Contractor shall follow their corporate guidance with regard to telework capabilities and frequency. The Government information must be protected during telework IAW with the applicable DoD instructions and AFI’s. This is outlined in the telework agreement that will be provided to each contractor once approved for telework by the COR.

6.2 Kickoff Meeting/Orientation Meeting

6.2.1 The Contractor shall schedule and coordinate a Project kick-off Meeting no later than (NLT) five (5) calendar days after contract award at the location approved by the Government. The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will 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 key Contractor personnel, key Government representatives, and the COR. The Contractor shall provide a Kick-Off Meeting Agenda that will include, 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 PMP

· Travel notification and processes

· Government-furnished information (GFI) (Items that may not be included in Section V)

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

· Analytical Support Status Accreditation (ASSA) Documentation

· Invoice procedures

· Monthly meeting dates

· Reporting Requirements, e.g. Monthly Status Report (MSR)

· 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)

6.2.2 The Contractor shall provide a draft copy of the agenda NLT 3 days after contract award 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.

6.2.3 The Kickoff Meeting location will be held at the (Government's or Contractor’s) facility or another designated location and the date and time will be mutually agreed upon by both parties.

6.3 Transition-In Plan

6.3.1 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 key personnel

· Schedules and milestones

· Actions required of the Government

· Coordination of IT related programs, issues

6.3.2 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.

6.3.3 Incumbent employees may be interviewed for possible employment by the incoming Contractor; however, the employees will have the first right of refusal.

6.4 Transition-Out Plan

6.4.1 The Contractor shall provide a Transition-Out Plan NLT than 90 calendar days prior to expiration of the contract. The plan shall facilitate the accomplishment of a seamless transition from the incumbent to and incoming Contractor (if applicable). In addition, the Contractor will continue to accomplish all tasks as outlined in the contract during this period. 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 key personnel

· Schedules and milestones

· Actions required of the Government

· Coordination of IT related programs, issues

6.4.2 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.

6.4.3 Current employees under this contract may be interviewed for possible employment by a succeeding Contractor; however, the Contractor will have the first right of refusal. The current Contractor will release any employee who chooses to be employed by a succeeding Contractor. The current Contract will assist by orienting assigned employees of the succeeding Contractor during the last 90 days of the period of this contract, if so directed by the CO. The Government shall make available to such employees existing Government Furnished Property 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, will only be transferred to the incoming Contractor if items were solely purchased by the current Contractor’s company.

6.5 Quality Control.

6.5.1 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.

6.5.2 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.

6.6 Emergency Operations/Mission Essential Personnel.

6.6.1 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.”

6.7 Contractor Manpower Reporting Application (CMRA)

6.7.1 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.

6.7.2 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.

6.8 Security Instructions

6.8.1 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.

6.8.2 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.

6.8.3 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.

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

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

6.8.6 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 JBAB or any other military facility.

6.8.7 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.

6.8.8 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.

6.8.9 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.

6.9 Travel

6.9.1 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.

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

6.9.3 OCONUS Travel: (e.g., to EUCOM and/or PACOM Area of Responsibility) Prior to travel, the Contractor shall coordinate with, and receive approval from, the COR at least 20 business days prior to trip. Theater Business Clearances shall be obtained, as necessary, prior to travel.

6.9.4 Further guidance for Contractor travel can be found at https://www.defensetravel.dod.mil/site/faqctr.cfm.

6.9.5 Trip Reports: Following each trip, the Contractor shall prepare and deliver Trip/After Action Reports to the COR IAW AFH 33-337. The trip report shall be completed in accordance with AF/A2/6F guidance. The contractor shall prepare and deliver a trip report following each trip to the COR within five (5) business days after each trip. The travel reports are not required for local travel as defined in the Federal Travel Regulations. The travel reports shall include the following details:

· Name of Individual Traveling

· Destination

· Dates

· Cost

· Purpose of Trip

· Participation of Traveler Results of Trip

· Problems/Issues if any

6.10 Employee Accountability & Turnover

6.10.1 Staffing of Contractor Personnel. Contractor shall provide a stable workforce, throughout the duration of the contract, by maintaining a 10% or less employee turnover rate. No positions shall remain vacant for more than 10 working days. The government shall not be billed for positions left vacant over 10 working days unless the vacancy is due to government delay and otherwise approved by the CO. At no time should any vacancies (TO start date personnel and replacements) impact the mission.

6.10.2 List of Employees. The Contractor shall maintain a current listing of employees assigned under this contract and define who are key personnel. The list shall include the employee's name, social security number and level of security clearance. The list shall be validated and signed by the company Facility Security Officer (FSO) and provided to the Contracting Officer, Program Manager, and Servicing Security Activity. An updated listing shall be provided upon request.

6.10.3 Contractor professionalism. The contractor shall:

· Present a professional appearance and maintain professional demeanor and conduct at all times.

· Conduct their work assignments IAW project schedules

· Function effectively and efficiently during extended periods of high pressure and stress.

· Function as an integral member of a team of highly trained professionals responsible for the safety and security of USAF personnel and resources.

6.11 Miscellaneous Paragraphs.

6.11.1 Freedom of Information Act (FOIA). All official Government records affected by this contract are subject to the provisions of the FOIA (5 U.S.C. 552/DoD 5400.7-R/AF Supplement). Any request received by the Contractor for access/release of information from these records to the public (including Government/Contractor employees acting as private citizens), whether oral or in writing, shall be immediately brought to the attention of the CO for forwarding to the AF/A2/6F FOIA Manager to ensure proper processing and compliance with the Act.

6.11.2 For Official Use Only (FOUO). The Contractor shall comply with DoD 5400-7-R, Chapter 4, DoD Freedom of Information Act (FOIA) Program requirements. This regulation sets policy and procedures for the disclosure of records to the public and for marking, handling, transmitting, and safeguarding FOUO material.

6.11.3 Privacy Act. Work on this contract may require that personnel have access to information protected by the Privacy Act. Contractor personnel shall adhere to the Privacy Act, Title 5 of the U.S. Code, Section 552a and applicable agency rules and regulations when handling such information.

6.11.4 Records. All records created and received by the Contractor in the performance of this contract shall be maintained and readily accessible. Records shall remain the property of the Government.

6.11.5 Safety Concerns. The Contractor is solely responsible for compliance with OSHA standards for the protection of their employees. The Government is not responsible for ensuring that Contractors comply with “personal” safety requirements that do not present the potential to damage Government resources.

6.11.6 Project Policy. The Contractor shall comply with all industry standards. All work shall be done in accordance with all federal, local, and state laws and regulations.

6.11.7 Inherently Governmental Functions. The Contractor shall not perform inherently Governmental functions as defined in the Federal Acquisition Regulation (FAR) Subpart 7.5 in relation to this PWS.

6.11.8 Ethics. The Contractor shall not employ any person who is an employee of the US Government if employing that person would create a conflict of interest. Additionally, the Contractor shall not employ any person who is an employee of the Department of the Air Force, either military or civilian, unless such person seeks and receives approval according to DoDD 5500-7, Joint Ethics Regulation.

6.11.9 Professional Appearance of Work Space. The Contractor shall keep work space areas neat and orderly and avoid conditions leading to safety violations.

6.11.10 Non-Personal Services. The Government shall not supervise or task Contractor employees in any manner that generates actions of the nature of personal services, or that creates the perception of personal services. It is the responsibility of the Contractor to manage its employees directly and to guard against any actions that are of the nature of personal services, or give the perception of personal services to the Government or to Government personnel. If the Contractor feels that any actions constitute, or are perceived to constitute personal services, it is the Contractor’s responsibility to notify the CO immediately. Non-personal Contractor services shall not be used to perform work of a policy/decision making or management nature.

SECTION VII

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

Contracting Officer (CO). The duly appointed Government agent authorized to award or administer contracts. The contracting officer is the only person authorized to contractually obligate the Government.

Defective Service. A service output that does not meet the standard of performance specified in the contract for that service.

Government Furnished Property (GFP). Facilities, equipment, tools, supplies, parts, or any other items furnished for the concessionaire's use by the Government. A full list, if applicable, is in Section V.

Performance Threshold. The minimum performance level of a performance objective required by the Government.