Attachment 1 PWS FINAL 2 Jul 2020.pdf

PERFORMANCE WORK STATEMENT (PWS)

Office of the Under Secretary of Defense Acquisition and Sustainment (OUSD (A&S)) Office of the Deputy Assistant Secretary of Defense for Logistics Equipment Management Support

Date: 02 Jul 2020 (revised)

PART I

1. INTRODUCTION: This is a non-personal services contract to provide technical analytical support to assist ODASD(Log) in the following areas: Program Management support for Logistic and Fleet Management operations; assessments and reviews intended to provide cost-effective materiel support for the tasks specified in this PWS; technical expertise to assist in executing, updating, managing and in other ways preserving the completeness and timeliness of assigned DoD issuances; metrics, measurement tools, and analysis required to oversee, monitor, and benchmark the overall DoD logistics, maintenance and fleet processes; analysis and assessment of DoD logistics resources of budgeted spending across the Future Year Defense Program (FYDP) by major logistics functional categories, to include equipment management, maintenance and fleet operations; day-to-day logistic consulting services to include analytical support, meeting facilitation, statistical and data analyses, and subject matter expertise in various logistics disciplines; inter and intra agency coordination (including coalition partners) strategic communications; operational contract support; and strategic integration.

1.1 DESCRIPTION OF SERVICES: The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and non-personal services necessary to perform DoD Equipment and Fleet Management support as defined in this Performance Work Statement except for those items specified as Government Furnished Property and services. The contractor shall perform to the standards in this PWS and resultant contract.

1.2 BACKGROUND: The Assistant Secretary of Defense for Sustainment (ASD (S)) serves as the Principal Staff Assistant and advisor to the Under Secretary of Defense for Acquisition & Sustainment (USD (A&S)), Deputy Secretary of Defense (DEPSECDEF), and Secretary of Defense (SECDEF) on Logistics and Materiel Readiness in the Department of Defense (DoD) and is the Principal logistics official within the senior management of the DoD. In this capacity, the ASD (S): prescribes policies and procedures for the conduct of logistics, maintenance, materiel readiness, strategic mobility, and sustainment support in the DoD, to include, supply, maintenance, and transportation. Advises and assists the USD(A&S), SECDEF, and DEPSECDEF in providing guidance to the Secretaries of the Military Departments with respect to logistics, maintenance, materiel readiness, strategic mobility, and sustainment support in the DoD. Monitors and reviews all logistics, maintenance, materiel readiness, strategic mobility, and sustainment support programs within the DoD.

There are seven offices of Deputy Assistant Secretaries of Defense (ODASD) which report to ASD (S). This is PWS applies to ODASD (Logistics). ODASD (Log) is responsible for the Department's logistics strategy and policy for supply, storage and distribution, property and equipment, transportation, and program support.

1.3 OBJECTIVES: The overall objective is to obtain support that will assist the Department of Defense to improve Government Personal Property and Equipment accountability and Non-Tactical Vehicle Fleet Management Information reporting practices.

1.4 SCOPE: The task areas in this PWS require the contractor to provide in-depth knowledge of Government Personal Property, Equipment and Fleet Management, DoD acquisition procedures, and to organize, collate, and manage the programs and activities within the office.

1.4.1. The contractor shall work collaboratively with the DOD Components, to include the Department of the Army, Department of the Navy, Department of the Air Force, OUSD(C), U.S. Special Operations Command (USSOCOM), and other Defense Agencies, as necessary. The contractor shall provide a team of highly skilled specialists with strategic planning, management, and functional expertise, and employ a rigorous analytical approach to identify objectives, assess current capabilities, and develop options to address weaknesses identified in audits and internal analyses.

1.4.2. The contractor shall help ensure successful orchestration of all Equipment Directorate activities to include: developing Corrective Action Plans (CAP), implementing solutions, and tracking progress against the plans, preparing for, executing and following up on meetings, documentation review/analysis, metric development/analysis, briefings, demonstrations, and outreach. The contractor shall document procedures and perform Gap Analyses as directed. Part 5 of this PWS provides information on tasks to be performed.

1.5 PERIOD OF PERFORMANCE: The period of performance shall be for one (1) base period of 12 months and four (4) 12-month option periods

1.6 GENERAL INFORMATION

1.6.1. Quality Control: The contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor’s quality control program is the means by which it assures that its work complies with the requirement of the contract. The QCP shall be delivered via electronic mail within 30 days of contract award. Amendments/changes to the QCP shall be delivered to the COR and KO within three business days following any change.

1.6.2. Quality Assurance: The government shall evaluate the contractor’s performance under this contract in accordance with the quality assurance surveillance plan. This plan is primarily focused on what the government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

1.6.3. Recognized Holidays: The contractor is not required to perform service on the following holidays:

New Year’s Day Labor Day Martin Luther King Jr.’s Birthday Columbus Day President’s Day Veteran’s Day Memorial Day Thanksgiving Day Independence Day Christmas Day

1.6.4. Hours of Operation: The contractor is responsible for conducting business, between the ODASD (Log) core hours of 9:00 am to 5:00 pm, arriving no earlier than 7:00 AM and departing no later than 6:00 PM Monday thru Friday except Federal holidays or when the government facility is closed due to local or National Emergencies, administrative closings, or similar government directed facility closings. The contractor personnel work schedule is flexible and at the discretion of the contractor Program Manager and Government COR. The contractor must at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS. When hiring personnel, the contractor shall keep in mind that the stability and continuity of the workforce are essential.

1.6.5. Place of Performance: The primary place of work will be the Mark Center in Alexandria VA. In the event of a local or National Emergency, operations may be moved to another government facility or additional telework may be authorized.

1.6.6. Telework: For this requirement, telework is considered situational. The terms and conditions of telework must be mutually agreed upon by the government and the contractor, and the contractor must submit their telework policy for review/concurrence by the government prior to approval.

1.6.7. Type of Contract: This is a firm-fixed-price contract.

1.6.8. Security requirements: Contractor personnel assigned to support this effort must pass a background check and are required to obtain and maintain a Secret clearance. The Government will sponsor clearances.

1.6.9. Post-Award Conference/periodic progress meetings: The contractor agrees to attend any post award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The Contracting Officer, Contracting Officer’s Representative (COR), and other government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the Contracting Officer will apprise the contractor of how the government views the contractor's performance and the contractor will apprise the government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the government.

1.6.10. Contracting Officer Representative (COR): The COR will be identified by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration. The COR is authorized to perform the following functions: assure that the contractor performs the technical requirements of the contract:

perform inspections necessary in connection with contract performance: maintain written and oral communications with the contractor concerning technical aspects of the contract: issue written interpretations of technical requirements, including government drawings, designs, specifications: monitor contractor's performance and notifies both the contracting officer and contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting contract.

1.6.11 Personnel: All contractor personnel supporting this requirement must:

• Have the ability to obtain an active secret clearance.

• Sign a non-disclosure agreement

• Have a minimum of two years of relevant experience supporting the applicable tasks per Section 5.0.

1.6.12 Key personnel: The Contractor shall provide one (1) qualified personnel for each of the key positions under this contract. The key positions are listed below:

Position Qualifications

Project Manager III

• Bachelor’s Degree from an accredited college or university;

• At least five (5) years of experience in logistics management or as a project manager with or supporting the Federal government;

• Three years of experience with a Federal Accountable Property System of

Records (e.g. ERP and accounting/logistics systems) to value and report equipment;

• A Master’s degree can be substituted for two years of experience;

• Ability to provide guidance and direction for tasks as outlined in the PWS;

• Ability to manage multitask projects involving numerous partners and stakeholders with various completion dates;

• PM experience with OSD or related professional certifications via Project

Management Institute, Defense Acquisition University or the Federal Acquisition Institute (not required, preferred);

• Ability to obtain and maintain a Secret Clearance.

Subject Matter Expert Level

III

• Bachelor’s Degree from an accredited college or university;

• At least five (5) years of experience in Federal Fleet Management operations;

• Held a Federal Fleet Operations position at the Agency level within 12-18 months of contract award (not required, preferred);

• Three (3) years of experience with Federal Fleet Reporting using a Fleet

Management Information Systems to value and report non-tactical vehicles;

• A Master’s degree can be substituted for two years of experience;

• Experience in directing and managing the operation and maintenance of an

Agency vehicle fleet of at least 20,000 owned and leased vehicles of various vehicle types and fuel compositions operating throughout the United States;

• Ability to establish and interpret metrics to gauge the effectiveness and efficiency of the fleet operation;

• Ability to deliver presentations and lead senior level client meetings;

• Ability to obtain and maintain a Secret Clearance.

1.6.13 Identification of contractor employees: All contract personnel attending meetings, answering government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed. Contractor personnel will be required to obtain, use, and display a Common Access Card in the performance of this service.

1.6.14 Contractor travel: The government may direct travel outside of the National Capital Region (NCR). Travel within the NCR is at no additional cost to the Government – Travel outside the NCR, shall be approved, by the COR prior to commencement of travel. Government estimates approximately 12 trips per year.

PART 2

DEFINITIONS & ACRONYMS

2. DEFINITIONS and ACRONYMS

2.1. Definitions:

2.1.1. Contractor. A supplier or vendor awarded a contract to provide specific supplies or service to the government.

The term used in this contract refers to the prime.

2.1.2. Contracting officer. A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the government. Note: the only individual who can legally bind the government.

2.1.3. Contracting officer's representative (COR) An employee of the U.S. Government appointed by the contracting officer to administer the contract. Such appointment shall be in writing and shall state the scope of authority and limitations. This individual has authority to provide technical direction to the contractor as long as that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does not have authority to change the terms and conditions of the contract.

2.1.4. Defective service. A service output that does not meet the standard of performance associated with the performance work statement.

2.1.5. Deliverable. Anything that can be physically delivered, but may include non-manufactured things such as meeting minutes or reports.

2.1.6. Personnel. Contractor personnel that are evaluated in a source selection process and that may be required to be used in the performance of a contract by the key personnel listed in the PWS. When key personnel are used as an evaluation factor in best value procurement, an offer can be rejected if it does not have a firm commitment from the persons that are listed in the proposal.

2.1.7. Physical security. Actions that prevent the loss or damage of government property.

2.1.8. Quality assurance. The government procedures to verify that services being performed by the contractor are performed according to acceptable standards.

2.1.9. Quality assurance Surveillance Plan (QASP). An organized written document specifying the surveillance methodology to be used for surveillance of contractor performance.

2.1.10. Quality control. All necessary measures taken by the contractor to assure that the quality of an end product or service shall meet contract requirements.

2.1.11. Subcontractor. One that enters into a contract with a prime contractor. The government does not have privity of contract with the subcontractor.

2.1.12. Work day. The number of hours per day the contractor provides services in accordance with the contract.

2.1.12. Work week. Monday through Friday, unless specified otherwise.

2.2. Acronyms:

ADAP Acquisition Directorate Acquisition Policy APSR Accountable Property System of Record COR Contracting Officer Representative DFARS Defense Federal Acquisition Regulation Supplement

DFAS Defense Financial Accounting Services DoD Department of Defense FAR Federal Acquisition Regulation FIAR Financial Improvement and Audit Remediation KO Contracting Officer MICP Managers’ Internal Control Program OCI Organizational Conflict of Interest OI Operating Instructions PIPO Phase In/Phase Out POC Point of Contact PRS Performance Requirements Summary PWS Performance Work Statement QA Quality Assurance QAP Quality Assurance Program QASP Quality Assurance Surveillance Plan QC Quality Control QCP Quality Control Program SOP Standard Operating Procedures NFR Notice of Findings and Recommendations CAP Corrective Action Plans

PART 3

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, AND SERVICES

3. Government furnished items and services:

3.1 Facilities/Services: Basic facilities such as work space and its associated operating requirements (i.e., phones, desks, utilities, information technology, and general office supplies) will be provided while working in government facilities. Parking will not be provided.

3.2 Equipment: Tele-workers may only use Government Furnished Equipment to remotely access the government’s network.

3.3 Training: The Government will provide training on a limited basis for the various systems DOD such as FAST, FMVRS, GSA Auto Choice, DoD Fleet Management Information System, DPAS, AVANA

PART 4

CONTRACTOR FURNISHED ITEMS AND SERVICES

4. Contractor furnished items and responsibilities:

4.1 The contractor shall furnish all supplies, equipment, facilities and services required to perform work under this contract to include internet service when working remotely.

4.2 The contractor must ensure that all of their employees have been properly trained and are qualified to perform assigned tasks under this PWS. This government-provided orientation and ODASD(Log) training technical training does not relieve the contractor from ensuring that contractor personnel are trained and qualified to perform their assigned tasks when they begin employment under this PWS.

4.3 Responsiveness. An integral part of successful performance under this contract is not only the production of quality products, but the responsiveness of contractor personnel in the day to day oversight and administration of assigned actions. While the end product or deliverable is vital to successful performance, day-to-day oversight also includes client interaction and responsiveness. Accordingly, the contractor is required to proactively maintain assigned actions and be responsive to all entities with business dealings related to the assigned actions.

4.4 Workload management. The contractor will ensure that there are mutually agreed upon primary individual or team assignees to tasks that will be responsible during the typical work week. The contractor shall ensure its personnel accomplish the assigned tasks/actions on time while maintaining quality and responsiveness.

4.5 New contractor personnel must also read and familiarize themselves with all ODASD (Log) specific mission statements and charters, organizational structures, Standard Operating Procedures (SOP) and policy within three (3) working days of gaining access to systems.

PART 5

TASKS

5.1. GENERAL EQUIPMENT MANAGEMENT (CLIN 0001)

The contractor shall assist the government with managing the lifecycle of over 21 billion government property and equipment assets. General Equipment management is accomplished using an accountable property systems of record to accurately account for assets and reconcile to the financial balance is accomplished. The contractor shall also provide support for the vehicle fleet management program with over 177,000 assets and over 6 million data elements loaded into the Federal Automotive Statistical Tool. To perform this task, the contractor shall provide strategic, business, program management and implementation planning expertise which includes project planning, resource planning, event planning and meeting facilitation. (The government estimates it will take approximately 7 FTEs to perform this task working 1,880 hours per year for each FTE; the quantities below are estimates only):

5.1.1. Attend and prepare meeting documents for Financial Improvement and Audit Remediation (FIAR) Governance Board meetings, FIAR Committee Meetings, FIAR Other Defense Organization Meetings, Managers’ Internal Control Program (MICP) forums and other meetings related to audit readiness. Estimated sixteen (16) meetings per year.

5.1.2. Attend and prepare meeting documents on DoD’s enterprise strategies for Equipment lifecycle management on General Equipment (GE), Government Furnished Property (GFP), Internal Use Software (IUS) and Leased assets.

Estimated attend eight meetings per month 1 hour per meeting.

5.1.3. Monitor the Property Independent Verification and Validation (IV&V) program to determine the reliability of the components property management program and report non-compliance. Monitoring is ongoing and estimated to produce four reports per year.

5.1.4. Test the interface between Component APSR and Wide Area Workflow (WAWF) to create initial accountable records from Defense Logistics Management Standards (DLMS) transactions. Historically, this office tests the interface monthly.

5.1.5. Review, test and document Component APSR functionality and ensure seamless connectivity between DoD property and financial systems. Estimated testing and reporting annually.

5.1.6. Document and report where Inventory by Exception (IbE) will be useful to improve inventory rates and decrease losses; DLMS transactional data to improve Existence and Completeness. Estimated to publish two updates per month.

5.1.7. Identify, and validate accountable records for all equipment and support equipment. Ongoing; no estimates are available.

5.1.8. Identify capitalized Contractor Acquired Property in contracts or via metrics and verify proper recording and accountability in Agency APSR. Ongoing; no estimates are available.

5.1.9. Attend Equipment Management Working Groups and Component Property Lead (CPL) Seminars to improve communications concerning all DoD Equipment management. Estimated twelve (12) working groups and one (1) seminar per year.

5.1.10. Prepare presentations and materials and conduct pre-briefs for senior officials. Historically, this office prepares high level briefs four times a year.

5.1.11. Attend Federal Accounting Standards Advisory Board (FASAB) and other Financial Management meetings to assist the government update Equipment Policy to comply with decisions. Estimated publishing updates quarterly.

5.1.12. Draft responses to support government employees who are tasked with responding external inquiries, DoD IG, GAO audit reports, Congressional Reports, other Congressional correspondence, etc. Historically, this office prepares responses to external inquiries, four times a year.

5.1.13. Review and prepare reports on Complementary User Entity Controls (CUEC) for APSRs that are undergoing SSAE- 18 (SOC-1) validations. Ongoing; no estimates are available.

5.1.14. Conduct research and report on non-tactical vehicle fleet management, vehicle accountability, lifecycle management and utilization, vehicle technology, petroleum reduction and sustainment initiatives. Historically, this office conducts research and report on this issue weekly.

5.1.15. Validate compliance, integration and implementation of the Defense Property Accountability System, Maintenance and Utilization module as the DoD Fleet Management Information System throughout DoD and the capturing and reporting of vehicle level fleet management data in the Federal Automotive Statistical Tool (FAST) and input new assets Estimated 177,000 validations per month and about 40 new entries per month.

5.1.16. Collect data and perform technical analysis, advising the government of the most appropriate assessment methodologies; identifying and recommending resolution for fleet issues; supporting the development, and reporting of metrics. Historically, technical analysis has been required monthly and required four hours to complete.

5.1.17. Draft responses to support government employees who are tasked with responding to external inquiries, DoD, Inspector General (IG), Government Accountability Office (GAO) audit reports, Congressional reports, and other congressional correspondence, etc. Historically, this office prepares responses to external inquiries, four times a year

5.1.18. Monitor and validate the acquisition of Agency Owned, GSA leased and commercial leased vehicles, and Commercially Armored Passenger-Carrying Vehicles (CAPV) requirements. Historically this has been 500 new vehicles per year.

5.1.19 Validate vehicle allocation methodology (VAM) to help determine the optimal size and composition of component fleets. Estimated one (1) validation per year for 56 DoD agencies.

5.1.20. Review and submit for approval, access to non-DoD Fleet Information Systems such as the Federal Motor Vehicle Registration System (FMVRS), GSA Auto Choice and the Federal Automotive Statistical Tool (FAST).

Estimated this office processes five (5) new requests per month.

5.1.21. Validate all FAST data call requirements and ensuring compliance, and accuracy. Estimated four (4) data calls per year for 56 DoD federal agencies.

5.1.22. Attend GSA customer meetings and FedFLEET conferences, Federal Service Law Enforcement Vehicle Equipment Standardization (FEDSLEVES) conference and, DoD Fleet Manager Symposiums. Historically, there has been four conferences per year.

5.1.23. Attend DPAS Systems and Acceptance (SAT) testing meetings and document System Change Requests (SCR); historically, this office attends one meeting per quarter.

5.1.24. Participate and document events covered in the DPAS Configuration Control Boards (CCB). Historically, this office attends one meeting per quarter; estimated three (3) hours per meeting.

5.1.25. Update all Equipment Management policy, regulation, issuances and/or guidance relating to the identification and testing of the APSR functionality and DoD equipment management. Historically, this office publishes four updates per year.

5.1.26. Validate metrics, identify anomalies, and report on equipment management data collected from DPAS and ADVANA. Estimated that metrics need to be validated quarterly.

5.1.27 Accurately record Equipment Directorate meetings, lectures and presentations along with meetings attended by Equipment Directorate personnel. Also assist with the production of the monthly Equipment Directorate Newsletter.

Ongoing; no estimates are available. Newsletter released monthly for 12 editions annually.

PART 6

APPLICABLE PUBLICATIONS

APPLICABLE PUBLICATIONS

The contractor must abide by all statutes, applicable regulations, publications, manuals, and federal policies, procedures including:

6.1. FLEET MANAGEMENT

6.1.1. Executive Orders directing vehicle management and fueling 6.1.2. 31 USC §1105/§1108/§1344,

6.1.3. 40 USC 175,

6.1.4. 41 CFR §101-26.501/§101-39.301/§102-34

6.1.5. EPACT 1992, EPAct 2005 Sec 701, EISA 141, EISA 2007 Sec 246

6.1.6. FMR Bulletin b-2/b-3/b-6/b-11/b-15/b-19/b-28/b-29/b-31/b-33/b-35/b-38/b-43,

6.1.7. DODI 4500.36, DoDM 4500.36, DoDM 5000.64

6.2. LOGISTIC and EQUIPMENT MANAGEMENT

6.2.1. DoD Instruction 5000.64,

6.2.2. DoD Instruction 5000.76

6.2.3. DoDI 5010.40; FIAR Plan (or most current version);

6.2.4. DoDD 8190.01;

6.2.5. DoDI 5000.02;

6.2.6. DoDI 5000.74;

6.2.7. DoDI 8320.04;

6.2.8. Secretary of Defense Memorandum, SUBJECT: Improving Financial Information and Achieving Audit Readiness, dated Oct 13, 2011 (or most current version);

6.2.9. Under Secretary of Defense(Comptroller) Memorandum, SUBJECT: Priorities for Improving Financial Information and Achieving Audit Readiness, dated Aug 11, 2009 (or most current version);

6.2.10. Under Secretary of Defense (Acquisition, Technology and Logistics) Memorandum, SUBJECT: Priorities for Improving Financial Information and Achieving Audit Readiness, dated Nov 2, 2009 (or most current version);

6.2.11. Deputy Chief Management Officer Guidance for Review and Certification of Defense Business Systems, Version 3.4, dated February 2015 (or most current version);

6.2.12. Deputy Chief Management Officer Business Enterprise Architecture (BEA) V. 10.0., dated February 14, 2013 (or most current version);

6.2.13. Deputy Chief Management Officer Memorandum, Revised Business Process Reengineering (BPR) Assessment Guidance, dated Sept 28, 2012 (or most current version);

6.2.14. Deputy Chief Management Officer Guidance for Department of Defense End-to-End Business Process Integration Framework, dated May 17, 2013 (or most current version);

6.2.15. FIAR Guidance 2016 (or most current version).

PART 7

TRANSITION

The Contractor shall provide a transition plan and keep the Government fully informed of status throughout the transition period. Throughout the phase-in/phase-out periods, it is essential that attention be given to minimize interruptions or delays to work in progress that would impact the mission. The Contractor must plan for the transfer of work control, delineating the method for processing and assigning tasks during the phase-in/phase-out periods.

7.1 PHASE-IN

The Contractor shall submit a detailed phase-in plan no later than fifteen (15) days after the award of this contract to include start-up activities that may be required to transition to full operational capability upon conclusion of the transition period. The Contractor shall ensure all existing and applicable services and support are successfully transitioned from the incumbent contractors to the awarded contractor within 24 hours after award in accordance with the phase-in schedule and that no significant disruptions to customer services and support occur during the transition period. Immediately following Government’s approval and throughout the execution of the transition plan, the Contractor is fully accountable and responsible for successful performance of all objectives and requirements on the contract. The Contractor shall submit a detailed phase-in plan to include start-up activities that may be required to transition to full operational capability upon conclusion of the transition period.

The Contractor shall provide a detailed transition methodology in logical sequence to ensure a smooth transition of all tasks/subtasks of the contract without interruption or degradation of service levels. Provide a timeline for completion and identification associated risks, issues and risk mitigation strategies. Conduct transition meeting with Government leadership.

7.2 PHASE- OUT

The Contractor shall provide a phase-out plan no later than sixty (60) days prior to expiration of this contract. The Contractor shall maintain complete documentation that is totally assessable to the designated Government representatives via a web portal or some other portal as the Government directs. The Contractor shall overlap with incoming Contractor during transition for a nominal period of 30 days and will work with Government personnel and the incoming contractor to transfer knowledge, information and documentation for all projects and tasks related to this contract.

The type of information and documentation to be transferred includes: a review and evaluation and transition of current support services to include historic data. Documentation to be transferred also includes hardware warranties and software licenses (if applicable). All necessary business and/or technical documentation (if applicable). Compiled and un-compiled source code, to include all versions, maintenance updates and patches (if applicable). Orientation phase and program to introduce Government personnel, programs, and users to the Contractor's team, tools, methodologies, and business processes. Disposition of Contractor purchased Government owned assets, including facilities, equipment, furniture, phone lines, computer equipment, etc. Transfer of Government Furnished Equipment (GFE) and Government Furnished Information (GFI), and GFE inventory management assistance. Applicable DoD briefing and personnel in-processing procedures. Turn-in of all government keys, ID/access cards, and security codes.

PART 8

ATTACHMENT/TECHNICAL EXHIBIT LISTING

Attachment/technical exhibit list:

Technical Exhibit 1 – Performance Requirements Summary Technical Exhibit 2 – Deliverables Schedule

8.1 Technical Performance Requirements Summary

Requirements Performance Standards Acceptable Quality Level

Method of Surveillance

Provide support personnel to meet

PWS

requirements

All contractor personnel possess the skills needed to perform the required tasks as specified in the PWS.

All contractor personnel possess the needed skills within 2 weeks of processing to

PDUSD(A&S),

ASD(S),

ODASD(Log), and

ODASD(MR)

COR review/government personnel feedback

Services and Deliverables

The Contractor provides the full range of services required to support the requirements addressed in section 5.0 of the

PWS.

The Contractor provides competent expertise and analysis that is consistent with the quality levels specified in the

Random review of work products by the COR no less than once a week and feedback from appropriate sources

8.2 Technical Deliverables Schedule

Item # PWS Deliverable Frequency

1.6.1

Quality Control Plan Due 30 days after contract award

1.6.11 Non-Disclosure Agreement Within five (5)

days of contract Award

3 5.1.21 October

• (FAST Inventory/Fuel/Cost Load)

• Loading of accurate 01Oct mileage in DPAS

• Validate disposition information in DPAS is accurate (Code and date)

• Validate fuel consumption matches vehicle fuel configuration

• Validate Out-Year Operation Budget submission.

December

• CAM Cycle review process for new/replacement

Acquisitions.

• Validate GSA CAM Mid-Level and Local Level Approvers

• Collect Electric Vehicle Support Equipment data for FAST submission

• Close FAST Inventory Data Call (15Dec) January

• Agency Fleet Managers have CPL Appointment Letters

• Validate FAST users (FM and Agency Budget)

• Validate FMRVS users

• Validate GSA Drive-Thru permissions

• Validate GSA AutoChoice permission

• Monitor Local Level GSA CAMs Closeout for replacements February

• Monitor Mid-Level Approver GSA CAMs Closeout for replacements.

• FEDSLEVE meeting minutes May

• Coordinate Agency Fleet Management Plans into the Defense

Agency Master Fleet Management Plan

• Update Out-year Operating Budget

• Load Agency VAM to FAST (every five yrs.)

• June - Review Agency EPACT § 701 waiver request against fuel stations.

August - Review the Agency's Fleet Budget submission(s) to

OMB

September - Update FAST Agency hierarchy

4 5.1.23 APSR Data Review Quarterly

5 5.1.26 Daily review of DPAS Fleet dashboard and metrics Daily

6 5.1.27 Weekly attendance and participation at equipment status brief

7 5.1.27 Equipment Newsletter Monthly 8 5.1.27 NFR & CAP Summations Annually 9 7.1 Phase – In Plan 15 days after contract award 10 7.2 Phase – Out Plan 60 days prior to contract expiration

The End