J.1 Multiple-Award IDIQ SOW 03FEB22.pdf

UNCLASSIFIED

(U) HM0476-21-R-0023

(U) Section J Attachment 1

(U) National Geospatial-Intelligence Agency (NGA)

CLOVER

(EMERALD FOLLOW-ON)

(U) Multiple-Award IDIQ Statement of Work

(U) Version: Solicitation Amendment 0002

(U) February 3, 2022

CLOVER HM0476-21-R-0023

Attachment J.1, Statement of Work Amendment 0002

(U) TABLE OF CONTENTS

Revision Summary Table

1.0 (U) Introduction

1.1 (U) Background

1.2 (U) Approach

1.3 (U) Scope

1.3.1 (U) Organizational Conflicts of Interest (OCI)

1.3.2 (U) Out of Scope

2.0 (U) Applicable Documents

2.1 (U) Compliance Documents

2.2 (U) Reference Documents

3.0 (U) Description of Work

3.1 (U) Describing the Work Using Work Service Categories

3.1.1 (U) Total Lifecycle Acquisition Management Support Services

3.1.2 (U) Financial Management Support Services

3.1.3 (U) Strategic Business Management Support Services

3.2 (U) Skills

3.3 (U) Management

3.3.1 (U) Program Manager

3.3.2 (U) Reports and Reviews

3.3.3 (U) Management Plans

3.3.4 (U) Transition

3.3.5 (U) Non-Disclosure Agreements

3.4 (U) Deliverables

3.5 (U) Description of Labor

3.5.1 (U) Labor Rates

3.5.2 (U) Service Solution Concepts

4.0 (U) General Provisions

4.1 (U) Period of Performance

4.2 (U) Primary Place of Performance

4.3 (U) Key Personnel

4.4 (U) Government Furnished Equipment/Information (GFE/GFI)

4.5 (U) Foreign Contacts

4.6 (U) Telework

6.0 (U) Travel and Other Direct Costs (ODCs)

(U) Appendix A: Acronyms

(U) Appendix B: Skill Levels and Sample Job Titles

(U) Appendix C: Non-Disclosure Agreement

(U) Appendix D: Monthly Financial Report, Template

(U) Appendix E: Monthly Staffing Report, Template

(U) Appendix F: Monthly Activity Report, Template

(U) Appendix G: Weekly Activity Report, Template

(U) LIST OF FIGURES:

Figure 1 - Screen shot of CV-Tracker Template.xlsx Figure 2 - Tab 2 of Monthly Staffing Report Template (screenshot) Figure 3 - Monthly Activity Report (page 1) (screenshot) Figure 4 - Monthly Activity Report (page 2) (screenshot) Figure 5 - Monthly Activity Report (page 3) (screenshot) Figure 6 - Monthly Activity Report (page 4) Burn Rate Analysis (screenshot) Figure 7 - Weekly Activity Report Template (screenshot)

Revision Summary Table

Revision Release Date SOW Version Modified Content 12/09/2021 MA/IDIQ Base SOW -

Final Solicitation Release N/A

02/03/2022 Amendment 0002 Release -Clover expiry date extended -Portion-marking (no FOUO) -QASP reqmt removed -Transition Plan timeframe -QCP delivery reqmt removed -Key Personnel update (FSO) -Travel and ODCs update -NDA Sample correction(s) -Acronym Table update -Revision Summary Table added -Header, Page numbering updates

1.0 (U) Introduction

(U) This Statement of Work (SOW) describes the CLOVER program requirements. This effort redefines the EMERALD program approach and encompasses a similar, but not identical, scope. Furthermore, it reorganizes the approach for satisfying the Government’s support needs for Lifecycle Acquisition Support activities, Financial Management Support activities, and Strategic Business Management Support activities. Definitions for these categories can be found in Section 1.3.

(U) Section 2.0 provides a list of all compliance and reference documents. Section 3.0 provides an overview of the work requirements for the CLOVER contractor, including Government requirements for management, and transition plans, period of performance, and deliverables.

Section 3.5 is of particular importance because it describes the concept of resource allocation.

The remaining sections of this SOW address the general provisions of the contract, security requirements, other direct costs, and small business considerations. Finally, templates for contract deliverables are included in the Appendices.

1.1 (U) Background

(U) The National Geospatial-Intelligence Agency (NGA) is a Department of Defense (DoD) combat support agency and a member of the National Intelligence Community (IC). NGA develops imagery and map-based intelligence solutions for U.S. national defense, homeland security, and safety of navigation. NGA’s mission is to “provide timely, relevant, and accurate geospatial-intelligence in support of national security.” Today, the NGA manages the National System for Geospatial-intelligence (GEOINT) (NSG), which provides the foundation for correlating U.S. intelligence activities to the location on the Earth. The vision for this system is to put the power of GEOINT in the hands of the user, and its intent is to move away from providing products to provide information services. The legacy business model must also transform into more flexible and agile support process. The CLOVER contract manages enterprise-level business management solutions, and will be key in the execution of the NSG vision.

(U) Recent congressional scrutiny draws warranted attention to the rise in contractor support in the federal government. This oversight, combined with continued budget reductions, makes it even more critical to maximize the value received by the Government for every dollar spent.

Therefore, the current support services approach is moving away from the old “stove-piped” frameworks and towards mission support with a functionally-organized, capability-based framework, incorporating objective- and performance-based acquisition strategies into the CLOVER approach.

(U) Within the NGA, the Information Technology Services (T) Directorate is responsible for supporting the acquisition needs of the NGA – specifically, the management of the CLOVER effort. As the needs of the agency change, so must the processes and methods used for delivering support capability. The congressional budget also necessitates consistent, responsive and efficient business operating practices. The T Directorate, and the Enterprise Contracts Office (TCC) within it, has already engaged in various efforts to test techniques that could bring greater efficiencies. Continued emphasis on process improvement leads TCC towards a wider-scale implementation of these verified best practices, and implementation of new processes based upon lessons learned.

(U) The expiring EMERALD program supported the accomplishment of the NGA mission by providing support services that enable effective program management of new products, organizations, processes and procedures. EMERALD currently provides approximately over 600 contractors in support of 36 task orders. The EMERALD contract expires in March 2022.

The CLOVER Program office plans to capture these requirements in new task orders, and to award the task orders prior to the expiration of the EMERALD contract.

1.2 (U) Approach

(U) The CLOVER contract is a 100% small business set-aside (SBSA), multiple-award contract, with individually-awarded Task Orders.

(U) The CLOVER approach is intended to leverage and expand upon existing successful contracting solutions, which reference three best practices that are commonly used separately in DoD acquisitions. This enterprise support effort is structured around the three basic concepts listed below, and further described in section 3.5. The Government plans to use any or all of these service solution concepts within the individual TOs.

Contractor-Defined – These requirements involve support based on performance or outcome-based labor needs. This allows for redirection of committed but underutilized resources by optimizing the available contractor resources among current and future competing requirements.

Government-Defined – These requirements consist of Level of Effort (LOE) support with performance-based management outcomes. The Government links specific work to specific positions while retaining the ability to manage the winning contractor’s work performance.

Flexible resource allocation – These requirements allow company reach-back to vendor resources placed in other parts of their community. In effect, this provides benefits such as short-term access to System Technical Experts (STEs).

(U) To the maximum extent possible, the Government intends to enable flexibility for managing the requirements based on the three approaches described above. Consequently, the CLOVER program management office (PMO) will collaborate with the contractor to optimize contractor personnel use to best meet customer requirements. The Contractor shall advise the Government Contract Officer Representative (COR) and PM as to the best use and distribution of available resources to provide continuing support for current task orders. The Contractor shall provide the capability to monitor performance of contractor resources to ensure contractor personnel are the best fit for the actual work assigned, and shall initiate replacements to ensure continuous quality performance. The Contractor shall leverage corporate and team reach-back capability to identify and assign personnel with expertise and necessary security clearance to address specific customer needs as they evolve.

(U) The long-term government intent for the CLOVER program is to ensure that the best services are performed by contractor full-time equivalents (CFTEs). This means that the magnitude of the CLOVER effort may shrink, or grow as required, however, not every requirement will persist throughout the life of the CLOVER contract. While the multiple-award IDIQ contract has a 5-year base, each TO’s period of performance will be tailored to the Government requirement and funding source.

(U) Contractors should know that their Government customers will be encouraged to have an “exit strategy” for each requirement, to the extent that is possible. This means each office will be advised to plan for the transition of their contractor support work back to the Government, or to clearly define the necessary contract deliverables, which satisfy the requirement’s end-state.

(U) Broadly speaking the CLOVER services will support NGA offices in the areas of Lifecycle Acquisition Support activities, Financial Management Support activities, and Strategic Business Management Support activities.

1.3 (U) Scope

(U) This effort supports an enterprise, which relies on finding efficiencies and becoming more agile, leading to a more effective work model and adapting to an increasingly dynamic environment. The CLOVER program objective is to provide the best contractor talent and maintain the ability to adapt that support to best fit the evolving government requirements.

These services must ensure non-conflicted support in terms of organizational conflict of interest (OCI), described below in Section 1.3.1.

(U) This SOW outlines the base requirements to be addressed in the IDIQ contract. Offers resulting from this solicitation will be followed by separate task orders to fully describe specific government requirements that fall within the general scope of this SOW. The Contractor will provide NGA with resources to support three Work Service Categories (WSCs) listed here and further defined in section 3.0.

Lifecycle Acquisition Management Support Services - This WSC includes, but is not limited to: tasks associated with contracting activities, program office management, and all activities associated with planning and managing source selections; providing advice on the management, operations, and implementation of existing programs and contracts, and advisory support of new requirements. A more comprehensive description of the lifecycle acquisition management support services can be found in Section 3.1.1.

Financial Management Support Services - This WSC includes, but is not limited to: all activities associated with the Planning, Programming, Budgeting, and Execution (PPB&E) cycle as well as guidance of the financial activities for the agency. A more comprehensive description of the financial management support services can be found in Section 3.1.2.

Strategic Business Management Support Services - This WSC includes, but is not limited to activities associated with the strategic business operations for the agency. A more comprehensive description of these support services can be found in Section 3.1.3.

1.3.1 (U) Organizational Conflicts of Interest (OCI)

(U) As defined above, the scope of the CLOVER program involves the most sensitive types of work which have the highest potential to cause an Organizational Conflict of Interest (OCI). On the CLOVER program, OCIs will be primarily handled at the individual task order (TO) level.

Guidance specific to the individual requirements defined in each TO will be disseminated to the CLOVER Prime contractors. Each CLOVER requirement may involve different conflicts, and therefore require different handling strategies. In order to be considered for award, the prime contractor shall provide a strategy to address OCI concerns, and certify that their teaming partners are in compliance with the strategy set forth by the prime. CLOVER requirements may involve all three types of OCI: unequal access to information, biased ground rules, and impaired objectivity, but not every contractor may encounter them. When proposing a mitigation plan, the contractor shall provide an in-depth response based on the company’s unique situation describing how the specified conflicts will be handled pursuant to FAR 9.505.

Offerors’ respective OCI Strategy or Mitigation Plans will be incorporated into any individual TO contract(s) under this MAC, upon successful selection and TO award.

(U) Where conflicts exist, there is no “one-size-fits-all” mitigation plan. Each requirement and each contractor will have their own unique circumstances for which mitigation, if allowed, is acceptable to the Government. Additionally, as companies’ future business relationships evolve, so will their OCI strategy. For example, changes to business teaming arrangements may require the prime to submit an update to their mitigation plan which covers this new business arrangement.

(U) Some OCI conflicts will not be mitigatable and must be avoided. These specific requirements will be annotated within the individual orders and will utilize the special OCI clause as annotated in Section H of the base contract.

1.3.2 (U) Out of Scope

(U) CLOVER is not a developmental contract, and differs from other technical efforts because of the type of work that is conducted. The CLOVER personnel will provide their advisory expertise to the business components of the agency. Here the contractor support personnel will provide feedback and advice regarding the acquisition, business, and operations of the agency.

(U) CLOVER is not an engineering contract, even though it provides technical subject matter expertise. There is a clear distinction between the scope of the CLOVER contract and the scope of a contract such as NGA Systems Engineering Support (NSES) family of contracts.

The distinction is based on the implementation of the engineering and integration work, which is within NSES’s scope, as opposed to the review and advisory work, which is the responsibility of the CLOVER effort. While the NSES contract supports the NGA by conducting the engineering, integration, and design efforts, the CLOVER contract supplies the evaluation and advisory guidance to these efforts and other developmental programs.

(U) CLOVER is not a general support contract. Again, there is a clear distinction between the scope of the CLOVER contract and the scope of a contract such as the MOJAVE Program.

Under the CLOVER effort, contractors will provide non-conflicted business management advisors whereas the MOJAVE contract is used for working-level implementation of processes and procedures.

2.0 (U) Applicable Documents

(U) The contractor is responsible for reading and complying with all NGA and DoD policies that are applicable to contractors, and other referenced material contained in this SOW that applies to performance of work. The contractor shall become familiar with the contents of the reading lists and other general information on the Policies homepage. Many of the documents are revised periodically. Dates associated with the documents reflect the current versions as of the writing of this SOW. Contactors shall monitor changes to these documents and work with the latest applicable versions.

(U) Provided below are high-level compliance documents that will apply to all work under the CLOVER contract. These lists may be augmented by additional compliance and reference documents specific to a particular task order and will be included in the task order description.

2.1 (U) Compliance Documents Chairman of the Joint Chiefs of Staff (CJCS) Instruction 3170.01G, Joint Capabilities

Integration and Development System 11 May 2005, 1 March 2009 DoD Instruction 5000.2, Operation of the Defense Acquisition System, 2 December 2008 DoD 5200.1-M, Acquisition Systems Protection Program March 1994 DoD 5220.22-M, NISPOM 28 February 2006 NGA Instruction 3020.1R9, Emergency Preparedness 12 August 2005 NGA Instruction 3020.2R2, Information Technology Disaster Recovery Planning, 22

February 2008 NGA Instruction 4160.1R3, Determining Property Accountability, 1 October 2004 NGA Instruction 4160.3R6, Investigations of Lost, Damaged, or Destroyed Property, 10

June 2009 NGA Instruction 4165.2, Space Management, 23 August 2004 NGA Instruction 5210 .9R3, Control of IS Equipment and Media Entering or Exiting NGA

Sites and Facilities, 20 September 2005 NGA Instruction 5720.1R10, Clearance for Public Release , 8 December 2008 NGA Instruction8010.2R7, Information System Security and Training, 24 December 2008 NGA Instruction 7400.1R4 Configuration Management, 9 June 2006 NGA Instruction 8010.3R7 Certification and Accreditation of Information Systems, 22

August 2007

NGA Instruction 8400.4R6, Implementation of Section 508 of the Rehabilitation Act, 4 June 2009

NGA Instruction 8955.5R5, Preparing NGA Web Pages, 22 May 2009 NGA Policy Directive 3000.R 5, Plans and Operations, 5 January 2004 NGA Policy Directive 4000.R 3, Logistics, 24 November 2003 National Geospatial-Intelligence Agency Security Classification Guide (SCG), 1 May 2004 NGA Strategic Space Plan, 1 November 2004 NGA Configuration Management Plan (NCMP), Revision D, September 2006 Past Performance Contractor Self-Assessment Content, October 2005 IMINT Program Classification Guide Geospatial-Intelligence Classification Guide NRO Classification Guide (TK) NSG Security Classification Guide for Overhead Persistent Infrared (OPIR), September

Arms Export Control Act as Described Within Title 22 (Foreign Relations), Chapter 1

(Department of State), Sub-Chapter M of the Code of Federal Regulations o International Traffic in Arms Regulation (ITAR), Part 120-130

2.2 (U) Reference Documents

(U) The following forms and documents are for information purposes only, and are provided as examples of forms and reference documents to be used on this contract:

NGA Memorandum U-132-5/OGM Statutory Definition of Geospatial-Intelligence and its

Amplification, 17 October 2005 DD Form 1149, Requisition and Invoice/Shipping Document, Jan 1997 (EG) AF Form 9, Request for Purchase, March 1977 (EF-V2) DD Form 448, Military Interdepartmental Purchase Request, June 1972 (EG) NGA Form 5230-1 Request for Clearance for Public Release, November 2003 NGA Form 4100-10, Work Request, November 2003 Public Law 107-347, E-Government Act of 2002, 17 December 2002 OMB Circular No. A-11, Section 53 - Information Technology and E-Government, 2003

3.0 (U) Description of Work

(U) The CLOVER contract is required to cover a wide range of NGA support efforts. The contractor shall provide the necessary management and technical skills, in-depth knowledge, and demonstrated experience to support these NGA mission functions. Representative tasks for each of the service categories are identified below. Contract support efforts that are not specifically cited herein, but are within the general scope of work of this contract, may be obtained under the guidelines of this Statement of Work.

(U) The contractor shall provide all necessary Top Secret/Sensitive Compartmented Information (TS/SCI)-cleared personnel with the proper expertise, facilities, and resources at time of staffing to support customer mission requirements defined herein, and further defined in subsequent task orders.

3.1 (U) Describing the Work Using Work Service Categories

(U) The CLOVER contract describes the anticipated requirements by using Work Service Categories (WSCs), which are explained below. Work roles or job titles are identified based on the scope contained in these functionally-divided categories, and not the other way around.

There are no pre-defined labor categories or job titles on the CLOVER program, only 3 WSCs.

The contractor shall ensure its proposed personnel provide professional support in fulfilling all specific requirements listed in subsequent TOs.

The skill level definitions and some example job titles associated with each service category are included in Section J of the Base Contract: Skill Levels and Sample Job Titles.

3.1.1 (U) Total Lifecycle Acquisition Management Support Services

(U) The contractor shall provide the NGA with support services that span the breadth of the total lifecycle acquisition management process. Contractors must be able to provide advisory assistance related to any step in the total lifecycle acquisition management system for any NGA acquisition.

(U) Total Lifecycle Acquisition Management support encompasses the broadest possible set of acquisition resources and decision support. To support this work, the contractor shall provide capabilities such as those described below. This is not an all-inclusive list. Instead, it is meant to provide a generalized understanding of the type of work to be performed.

Acquisition Management Support - Provide advice to the Government in complying with the Federal Acquisition Regulation and supplements from the DoD, IC, and Agency. Develop policies and procedures for standardizing and expediting NGA acquisitions. Communicate and market acquisition policy and efforts to internal and external customers. Assess current contracts, along with acquisition trends from other agencies’ software development and commercial off-the-shelf (COTS) integration contracts, to identify opportunities for implementing acquisition reform principles.

Manage and advise the requirements identification and documentation process.

Acquisition Planning – Aid in the development of acquisition strategies for new and follow-on contracts. Ensure the technical and programmatic basis is consistent with NGA, DoD, and IC acquisition reform and NGA architectural concepts. Assist development of acquisition strategy planning briefs and documents. Facilitate approval of acquisition strategies, plans, and documentation through the NGA approval process.

Assist with the development of draft requests for proposals (RFPs), reviewing all sections against appropriate acquisition regulations. Plan, coordinate and facilitate industry conferences and information sessions relative to developing acquisition requirements and instructions. Assist with the production of documentation to support new acquisitions and follow-on contracts. Such information and documentation includes:

• Market Research

• Acquisition Plans

• Program Management Charter(s)

• Cost Estimates

• CLIN structures

• Statements of Work

• Statements of Objectives

• Performance Work Statements

• Source Selection Plans

• Incentive plans

• Acquisition schedules

• Program Decision Memoranda

Configuration Management Support – Provide acquisition assistance to engineering review boards and configuration management boards, including Request for Change (RFC) preparation, technical review, and coordination.

Data Management Support – Evaluate recommendations regarding the use of relational database concepts, architecture, and design. Evaluate recommendations for data taxonomies, ontologies, and use of metadata.

Major Milestone Reviews - Participate in major program milestones, including but not limited to:

• System Requirements Review (SRR)

• Independent Readiness Review (IRR)

• Initial Design Review (IDR)

• Preliminary Design Review (PDR)

• Critical Design Review (CDR)

• Test Readiness Review (TRR)

• Pre-Ship Review (PSR)

• Operational Readiness Review (ORR)

• Operational Assessment Report (OAR)

Security and Information Assurance - Provide system security advice for multiple sites and systems. Recommend, implement, maintain, and review security documents and policies in support of Intelligence Community Directive (ICD) 503 and Director of National Intelligence (DNI)-directed assessment and authorization (A&A) requirements. Assist the NGA Security A&A personnel and help facilitate the ICD 503 and DNI directed A&A processes throughout the entire program/project life cycles.

Review certification and vulnerability assessment testing results and provide feedback to development contractors and the Government. Review and assess System Security Authorization Agreements (SSAA) and provide feedback to the authors. Review DoD and IC information assurance policies and procedures. Identify Information Assurance security issues associated with development, deployment, and ongoing operations of fielded systems. This includes monitoring the distribution of mandated Information Assurance Vulnerability Management (IAVM) and other security patches, and monitoring and reviewing the conduct of Independent Verification and Validation (IV&V) testing.

Source Selections - Serve as Source Selection Advisors. Coordinate the schedule, facilitation, and facility requirements for the Mission Partner source selection facility.

Provide administrative support for source selections at the discretion of the Source Selection Authority. Provide training to prepare the source selection organization to properly conduct proposal evaluations.

Task Orders and Change Proposals – Assist the program office with preparation and coordination of delivery orders, task orders, requirements documents and performance statements, as applicable. Assist the program office with preparation and coordination of modifications to contracts consistent with scope and resource constraints.

System Technical Expertise – Provide advice on the technical sufficiency, accuracy, and completeness of acquisition studies, plans, and documents. Review, evaluate, and assess:

Program requirements, documents, plans, and other related artifacts for consistency and compliance with Enterprise documentation;

Contractor designs for adherence to requirements and enterprise performance needs;

Plans for the consolidation and standardization of common services, such as facilities, communications, configuration management, problem tracking, computer operations, and networks; and

Contract data deliverables for completeness.

Assist the program office in the evaluation of viable, sustainable, and secure communications architectures in support of NGA activities.

Facilitate communications with other Government agencies and commercial providers, as required, to satisfy NGA communication requirements.

Evaluate recommendations relating to architectural direction and guidance. Provide transition planning and execution support for joint and global transition and modernization initiatives and activities with both Mission Partners and the Information Technology Community.

Technology Insertion Recommendations - Advise program leaders and managers regarding potential technology insertion to improve performance, effectiveness, and efficiency of NGA programs and best practices as applied across acquisition programs and projects. Identify long-term management and technical issues.

Verification and Validation Advice - Provide independent witnessing of contractor testing at development contractor facilities and at operational sites or test facilities in support of Government personnel. This includes Integration tests, Factory Acceptance Tests (FAT), Site Acceptance Tests (SAT), and IV&V testing. As an advisor, participate in the administration, recommendation, and review of test and evaluation entrance and exit criteria for architecture and program level control gates. Review and evaluate the completeness of test plans and other test-related documentation, and provide feedback to the Government and the development contractors. Review and assess the accuracy and completeness of testing results and provide feedback to the development contractors and the Government.

(U) Under the category of Total Lifecycle Acquisition Management, the contractor shall also provide the NGA with management services to plan, conduct, monitor, and control programs, projects, portfolios, and acquisition support such as those described in this section. This is not an all-inclusive list.

Earned Value Management - Apply Earned Value Management (EVM) techniques to support the assessment of program, project and contractor cost performance. Support the business case development for OMB Circular A-11, Performance-based Management (Earned Value Management). Identify and obtain information to meet OMB reporting requirements related to EVM and/or Operational Analyses. Support the NGA EVM executive and EVM Focal Point at Government and industry EVM forums, conferences, and working groups.

Portfolio Management Advice – Assist in the establishment of processes and procedures for managing portfolios. Provide the Government with investment trade-off analysis and recommendations. Monitor portfolio performance and implementation of investment decisions.

Program and Project Management Advice - Evaluate programs and project performance across the organization, and make comprehensive recommendations to the Government.

Provide expertise and advice to plan, manage, and execute programs and projects.

Provide the Government advance and objective insight into program issues, execution risks, and corrective actions. Draft, review, and, after Government approval, publish program reports required by statutes and regulations. Participate in program management, business management, and budget execution reviews and provide feedback to the Government. Support programmatic activities with development contractors. Review and revise management and governance policies, instructions, standards, and best practices. Develop and plan tailored contract oversight and scope verification activities consistent with NGA program and financial management policies and plans. Review and assess contract documentation and changes. Support fact finding for negotiations and provide feedback to the Government. Plan and conduct Contract Implementation Reviews (CIR) and Integrated Baseline Reviews (IBR).

Program Office Support - Facilitate and support Government program meetings, reviews and off-sites. Utilize program management tools (MS Office, MS Project, etc.)

and techniques to support program managers. Provide support to the NGA working groups by coordinating and documenting regular meetings, drafting working group related documentation, processing action items, tracking milestones, and performing other related efforts. Create briefings, interactive presentations, and video products.

Requirements Management - Review needs analysis to recommend current and future program and project requirements. Support the development of government requirements through analysis. Evaluate performance models and simulation trades supporting legacy system and future system performance. Assist with management of government needs and related processes consistent with Intelligence Community and Department of Defense capabilities structures. Assist Account Managers in developing defendable justification of customer needs. Provide subject matter expertise to ensure that NGA understands the expectations of Air Warfare, Naval Warfare, Land Warfare, and Special Operations systems for GEOINT. Ensure that program managers and system developers understand NGA’s planned capabilities early in the acquisition life cycle. Inform Service Acquisition Executives, program managers, developers, and NGA staff about GEOINT and the GEOINT equities of emerging and after-next systems.

Risk Management – Evaluate and assess risks for selected NGA programs and projects.

Provide processes, procedures, and documentation necessary to identify, assess, monitor, and control risks and issues. Produce status reports and recommendations for effective risk management.

(U) Under the category of Total Lifecycle Acquisition Management support, the contractor shall also provide the NGA with support services that encompass all activities supporting the scientific research and development (R&D) of new GEOINT technology including sensor hardware, processing software, applications, and algorithms. In support of this service category, the contractor shall provide capabilities such as those described in this section. This is not an all-inclusive list.

Conduct independent evaluations and peer reviews to:

Identify potential requirements for, and applications of, current and developing technology and fully characterize system performance.

Assist the Government with independent verification and validation by:

Reducing data collected from analytical and experimental validation of critical function and characteristic proof of concept.

Reducing data collected from breadboard and bench-top level testing in the lab or relevant environment.

Reducing data collected from conducting subsystem or prototype testing in relevant or operational environment.

Provide expertise in technology trends and maturation efforts relative to GEOINT systems, capabilities, and requirements in order to provide advice on their development.

3.1.2 (U) Financial Management Support Services

(U) The contractor shall provide the NGA with Financial services such as those described in this section. This is not an all-inclusive list.

Audit Support - Improve financial management operations and support the agency’s full-scope financial audit by providing analytic and administrative support to:

• Provide cohesive administration of NGA’s internal controls and compliance

• Provide cohesive administration and implementation of NGA’s multi-year corrective action plan (MCAP)

• Ensure future audit readiness Budgeting - Provide support to planning, programming, budgeting, and execution of the

NGA budget to include financial management systems support.

Cost Estimation Development - Provide cost estimate services in support of the

Program Objective Memorandum (POM), Milestone B activities, and various NGA investment and acquisition processes. Services include:

• Program Life Cycle Cost Estimates

• Analysis of Alternatives (AOAs) in support of Acquisition Engineering initiatives

• Independent Government Cost Estimates (IGCEs) for new and follow-on contracts

• Engineering Change Proposal (ECP) Cost Analysis

• Government New Hire Estimates

• Communications lines leasing estimates

• Facilities design, build out, and modification estimates

• Infrastructure and application service estimates

Cost Estimate Evaluation - Assist cost realism assessments of contractor estimates submitted in response to government Requests for Change (RFC). Develop Independent Life Cycle Cost Estimates (I-LCCEs) models and documentation. Improve cost estimating methods and techniques through the collection, normalization and analysis of NGA cost and technical data.

• Market research to determine costs of various technology alternatives

• Analysis of alternatives relative to technology costs

• Affordability assessments

• Cost risk analysis

Funding – Assist with the defense of funding strategies and profiles for NGA Managers.

Reconcile funding conflicts between financial programs like National Intelligence Programs (NIP), Military Intelligence Programs (MIP) and appropriations (O&M, RDT&E). Correlate funding needs with spending authority.

Monitor and Control - Support Clinger Cohen investment analyses for the Chief Information Officer (CIO) to include selection, control and evaluation activities.

Ensure finance and budget management activities are consistent and compliant with DoD/IC finance, acquisition, procurement, and budget policies and procedures.

Maintain up-to-date tracking of NGA program financial, acquisition, and budget information. Track the status of Independent Cost Estimates (ICEs) and budgets for Major Systems Acquisitions (MSAs). Create and update fiscal year spending plans.

Build and maintain detailed financial accounting records and related information in MS Excel and/or Access. Produce cost performance metrics.

POM Support - Provide the following support to all budget planning and related financial activities such as the Program Objective Memorandum (POM) and Congressional Research Service (CRS) Quarterly Program Review. Provide the following services:

• Develop Out-Year Budget Plan and spending profiles

• Participate in POM/IPOM working groups as required

• Support numerous oversight meetings to include: Office of the DNI

(ODNI) Budget Hearings, CRS budget presentations

• Develop budget over guidance requests

• Develop and maintain CRS, Congressional Justification Book (CJB), and

Congressional Budget Justification Book (CBJB) narratives

• Prepare CJB/CBJB descriptions to include identifying funding and manpower allocations

• Prepare written justifications as requested by NGA/CRS management

• Develop mitigation strategies for all out-year financial profiles

Plant Property and Equipment - Provide financial management quality control consulting support for Property, Plant and Equipment (PP&E) improvements and execution.

Purchasing - Create and/or review purchase requests and procurement documentation to ensure compliance with NGA and DoD financial and acquisition policy.

Integrated Financial Management System Functional Support and Financial Data Management – Provide analytical, administrative, data integration, planning and scheduling support to the Government for current/planned financial business systems and improving financial data management. Services include, but are not limited to, the following:

Change Management and Communications Data analysis/cleansing Function support, to include financial business system user helpdesk

3.1.3 (U) Strategic Business Management Support Services

(U) The contractor shall provide the NGA with strategic business services such as those described in this section. This is not an all-inclusive list.

Business Process Analysis - Evaluate and document current business, management and general work processes and identify opportunities for improvement. Analyze the effectiveness of processes and make improvement recommendations to the Government.

Recommend and facilitate the implementation of new and / or improved processes and provide organizations with a means to measure results. Aggregate and analyze performance management data at the program and enterprise levels. Recommend roadmaps to support alignment of the people, processes, and resources within an organization. Using process analysis techniques: interact with relevant stakeholders to assess the need for replacing existing systems or acquiring new systems. Analyze and compile recommendation on NGA business process best practices. Develop periodic and analytical presentations for NGA senior management, NSG Program Management Review (NPMR) and other management reviews.

Organizational Change Management - Develop plans and recommendations to assist in the transition of business processes and the implementation of new processes.

Recommend and facilitate implementation of techniques to change organizational behavior that result in improved organizational performance.

Communications - Advise NGA and its subordinate organizations regarding strategic messages regarding support of mission priorities, goals, and accomplishments. Ensure the strategic message is defined, developed, and coordinated with the appropriate stakeholders. Communicate strategic messages to key leadership officials within the agency and to key NSG partners, including the Combatant Commanders (COCOMS) and members of DoD and the Intelligence Community. Produce NGA publications and official memoranda for internal and external customers.

Continuity of Operations (COOP) - Conduct technical assessments of current and future DoD and IC efforts for COOP to determine the impact on the NSG. Assist with review and evaluation of strategic direction for systems to participate in COOP architectures.

Foreign Military Sales - Provide services to support Foreign Military Sales. Conduct pricing and availability surveys. Assist the program office in compiling procurement packages in the NGA procurement system and all accompanying documentation required for procurements.

Planning - Participate in NGA planning activities with Mission Partners, and development of contractor-sponsored Integrated Product Teams (IPTs) and working groups. Develop and update program business plans, advocacy briefings, and program schedules in accordance with Intelligence Budget Estimate Submission (IBES)/IPOM/CBJB budget estimates and current year funding execution activities.

Develop and coordinate Project Plans and project approval documentation (i.e., Accommodation Procurement Packages, etc.).

Security - Advise NGA managers in developing appropriate security plans and procedures. Produce security-related documentation.

Workforce Management - Perform forecasting and the analysis of workforce trends.

Perform manpower planning and advise the Government on requirements, policies, and implications of various courses of action. Assess manpower issues and provide reports for Government determinations. Recommend best practices for strategic workforce plans. Track status of personnel actions. Perform independent research and data collection related to workforce planning in support of: civilian manpower resource planning; POM, IPOM, Public Sector Budget (PSB), and CBJB development; and measurement assessments.

3.2 (U) Skills

(U) For general skill levels and education requirements, refer to (U) Appendix B: Skill Levels and Sample Job Titles. Specific skills, abilities, education, and other qualification requirements are defined in the subsequent task orders supporting specific requirements.

3.3 (U) Management

(U) The Contractor shall provide a management structure to exercise control of contractor personnel and to ensure that the provisions of this SOW are satisfied.

3.3.1 (U) Program Manager

(U) The Contractor shall provide a Contractor Program Manager (CPM). The CPM will be the single point of contact (POC) with the CLOVER program office. The CPM shall be responsible for supporting all contract/ subcontract activities related to performance, financials and burn rate, schedules, personnel, training, security deliverables, and modifications. The CPM shall maintain regular communication with the Contracting Officer’s Representative (COR) and Government PM, keeping them informed of relevant contractor-related information, especially significant risks and issues and their associated resolution plans and status. The CPM shall maintain ongoing subject matter expertise of relevant NGA programs, projects, and activities at both the programmatic and technical levels. This POC shall not be a direct cost to the Government. All costs associated with the CPM and other contractor costs of doing business shall be rolled into the fully-burdened labor rates.

3.3.2 (U) Reports and Reviews

(U) The Contractor shall produce financial, performance/activity, and staffing reports and reviews, in accordance with guidance provided in Section 3.4 and associated appendices.

Specific reporting tasks may be further defined in subsequent TOs. The Contractor shall provide:

Ongoing coordination and communications with government program/project managers Quarterly (or more frequent) interaction/coordination with Directorate/Division government managers Quarterly government contract program management reviews with PM and/or COR, and

Office of Contract Services (OCS) representation, including financial, schedule, and performance updates

Monthly PM/COR program status reports compiling contract personnel inputs, and addressing team member performance

Monthly financial status report spreadsheet(s) with specific content by project/program and with contract expenditures, rates, and estimated cost at complete (EAC).

3.3.3 (U) Management Plans

(U) The Contractor shall provide a Program Management Plan (PMP). The plan must capture the Contractor’s management approach as described in its final proposal to the Government’s Request for Proposal (RFP). The PMP must include a description of the contractor’s approach for: managing multiple OCI strategies; recruiting and retention; risk identification and management; and oversight of financials/burn rate, schedules, personnel, training, security deliverables, and modifications. The PMP must also describe how the contractor will maintain regular communication with the COR and Government PM so that they are kept informed of relevant contractor-related information, especially significant risks and issues and their associated resolution plans and status.

(U) The Contractor shall provide a Quality Control Plan (QCP). The plan must capture the Contractor’s approach for ensuring quality control as described in its final proposal to the Government’s request for proposal (RFP). The plan must describe how the contractor will ensure quality work performance and optimization of personnel assigned to the program.

Additionally, the plan must include a description of the contractor’s approach for controlling its personnel, monitoring contractor staff performance, responding to government needs, and resolving issues (especially personnel disputes) before they impact mission performance. Task Order specific QCP/QASP shall be incorporated into the TO contract at award for the successful Offeror.

3.3.4 (U) Transition

(U) The CLOVER program office plans to capture existing requirements in new task orders and to award the IDIQ prior to the expiration of the EMERALD contract. The Contractor shall provide a corporate capability that can deliver a sufficient quantity of qualified personnel across all categories of work to replace current EMERALD contractor personnel. The contractor must be capable of transitioning its personnel onto CLOVER so that they are prepared to assume current work under EMERALD within 3 months of the base contract award (for a best-case scenario) and within 2 weeks of task order award (for a worst-case scenario).

(U) As specified in each task order, the contractor shall provide a transition plan for the transition of the work at the end of the CLOVER program, which describes its approach to hand off work and associated products from each outgoing contractor person to a replacement, the Government staff, or another contractor from a different contract. Plans must account for the complete turnover of work in a manner that minimizes disruption to customer operations.

The successful offeror’s transition plan will be integrated into the task order SOW or contract attachments upon award.

3.3.5 (U) Non-Disclosure Agreements

(U) The Contractor shall ensure each performer (subcontractor, purchased labor, consultant, etc.) on this contract has signed an appropriate non-disclosure agreement associated with the task requirements. An example of this document can be found in (U) Appendix C: Non- Disclosure Agreement(U) Appendix C: Non-Disclosure Agreement. The contractor shall file and maintain a record of the signed contract performer NDAs, with copies forwarded to the COR upon request.

3.4 (U) Deliverables

(U) The following table lists the deliverable requirements for this SOW. The formats of the deliverables, which are listed as contractor-defined, are also subject to Government approval.

All submitted documents are subject to Government approval. Rejected documents must be modified and resubmitted for acceptance. Appropriate templates are provided in the appendices.

(U) All deliverables will be submitted in formats compatible with Adobe or Microsoft Office products. Softcopy delivery (via e-mail, etc.) is the preferred method of exchange for electronic copies. Deliveries will be made to the PM, Contracting Officer (CO), COR and/or Alternate COR (ACOR), as specified in the table below. All deliverables produced by contractor personnel during the performance of tasks defined in this SOW, or any subsequent task orders, will become Government property and may be used and reproduced without restriction, except as otherwise provided in DFARS 252.227-7013 and 252.227-7014.

(U) As part of the normal writing process of tasks defined in this SOW, the contractor shall submit drafts, incorporate approved comments, and submit finals of the following deliverables:

Title First Submission

Updates Delivered to Format and number of deliverables

Non-Disclosure Agreements

Prior to Entry on Duty (each position), and As Required

As Required COR/Alternate

COR (ACOR),

PM

1 Electronic Copy to individual COR and ACOR Email Addresses, and PMO Email Address Government-Defined in (U) Appendix C: Non-Disclosure Agreement(U) Appendix C:

Non-Disclosure Agreement

Quarterly Program Management Reviews

Award +120 Calendar Days

Quarterly PM, CO/CS, COR/ACOR

1 Electronic Copy to individual CO, Contract Specialist (CS), COR and ACOR Email Addresses, and PMO Email Address 2 Hardcopies: 1 to PMO and 1 to CO Contractor-Defined, Government-Approved

Monthly Financial Report

Award +30 Calendar Days

Monthly NLT 15th of the following month

COR/ACOR,

PM

1 Electronic Copy to individual COR and ACOR Email Addresses, and PMO Email Address Government-Defined in (U) Appendix D: Monthly Financial Report, Template(U) Appendix D: Monthly Financial Report, Template

Monthly Staffing Report

Award +30 Calendar Days

Monthly NLT 15th of the following month

COR/ACOR,

CO, PM

1 Electronic Copy to individual COR and ACOR Email Addresses, and PMO Email Address Government-Defined in (U) Appendix E: Monthly Staffing Report, Template(U) Appendix E: Monthly Staffing Report, Template

Title First Submission

Updates Delivered to Format and number of deliverables

Monthly Activity Report

Award +30 Calendar Days

Monthly NLT 15th of the following month

COR/ACOR,

PM

1 Electronic Copy to individual COR and ACOR Email Addresses, and PMO Email Address Government-Defined in (U)…