Attachment_J-01_-_PWS_-_Strategic_Planning_10Feb16kjh.pdf

TEAMS Performance Work Statement Strategic Planning

10 November 201510 February 2016

HQ0147-16-R-0014

Attachment J-01 Strategic Planning PWS

1. Top Level Functional Requirements/Scope

1.1. Purpose

This contract provides a knowledgeable, well-trained, and cohesive strategic planning management team that leverages agency capabilities to consistently provide customized, high performing, and efficiency-oriented strategic planning support to the Missile Defense Agency (MDA) Offices of the MDA Director, Deputy Director, and Executive Director (Executives), Senior Leadership, Execution and Functional organizations (see MDA Organization Chart). This support is administered or controlled or managed by the Chief of Staff Directorate (DS) and covers geographically dispersed locations identified in this contract.

This support covers geographically dispersed on-site locations identified in this Performance Work Statement (PWS) i.e., the National Capital Region (NCR); Dahlgren, VA (DHL);

Huntsville, AL (HSV); and Colorado Springs, CO (COS).

1.2. Background

The Chief of Staff Directorate (DS) provides comprehensive and dedicated support services to the Agency’s senior leadership and support organizations. These services include executive communications, strategic planning, internal support of critical initiatives, internal and external Agency communications, external liaison activities, facilitation of executive meetings, travel, and resource management support. These services are provided by a team of government civilian, military, and contractor personnel organized into the following areas: secretary general staff (SGS), executive support team, protocol and event management, MDA boards, historian services, and the visual information production center (VIPC). Additionally, the Office of the Chief of Staff formulates and implements administrative policies across the enterprise to establish standardized processes and provide uniform administrative professionals to the Senior Leadership, Execution and Functional organizations.

2. Data Rights

The contractor shall comply with government data rights in accordance with the Defense Federal Acquisition Regulations Supplement (DFARS), as identified below in the Performance Work Statement (PWS) and incorporated in the contract:

All technical data (TD) and computer software, algorithms and related models (see DFARS 252.227-7013 and 252.227-7014) to be produced or developed under this contract shall be delivered to the Government with unlimited data rights. The TD and models shall be delivered to the contracting officer in its entirety at any point during the Period of Performance (POP) of this contract upon written request of the contracting officer or by the end of the contract. The TD and models are to be developed with only Government funds.

Do not use open source computer software unless prior written approval is received from the contracting officer. All copyrights for updated and newly developed technical data and models will be assigned to the Government (see DFARS 252.227-7020, incorporated herein).

3. Performance Objectives and Detail Requirements

Table 3.0 below is the Performance Objectives Index outlining the objectives to be performed In Accordance With this PWS.

Performance Objective Index Location

1. Strategic Planning, Calendar Synchronization and Integration, Strategic Communications, Operations Integration and Organizational Executive Support

All

2. MDA Boards Support NCR, HSV

3. Paralegal Support NCR

4. Delivery of Support Services for the BMDS All

Table 3.0: Performance Objectives

All duties outlined in this section shall be performed on-site at MDA facilities unless authorized by the PCO in advance and with concurrence with the affected respective Executive Management Council (EMC) principal(s).

Unless provided herein, the contractor shall manage performance of the contract, and schedule its personnel, in such a way as to satisfy the PWS requirements for on-site strategic planning support Monday through Friday (except federal holidays). For Performance Objectives 1, 2, 3 and 4 duties shall be executed between 0900 to 1500, plus two contiguous hours before or after. If additional hours are required for on-site support by MDA outside of an 8 hour duty day, hours must be authorized in advance by the Contracting Officer. Refer to section 10.0 for surge support guidance.

EMC principals for this effort consist of, but are not limited to, the following organizations: Office of the Deputy Director (DD); Office of the Executive Director (DX);

Director for Test (DT); Director for Operations (DO); Program Executive for Programs & Integration (DP); Program Executive for Aegis BMD (AB); Program Executive for Advanced Technology (DV); General Counsel (GC); and the Chief of Staff (DS).

Additional stakeholders that require support include, but are not limited to: Program Director C2BMC (BC); Facilities, Military Construction, and Environmental Management (DPF); Program Manager Global Deployment (GD); Program Director Ground-based Midcourse Defense (GMD) (GM); Program Director Sensors (SN); Program Manager STSS (SS); Program Director Targets & Countermeasures (TC); Program Manager Terminal High Altitude Area Defense (TH); and covers geographically dispersed locations as identified in PWS Paragraph 1.1.

3.1. Performance Objective #1 Task: Strategic Planning, Calendar Synchronization and

Integration, Strategic Communications, Operations Integration and Organizational Executive Support

3.1.1 Task Details

This performance objective applies to all Stakeholders identified in 3.0. The contractor shall support Agency Executives, Senior Leadership, Execution and Functional organizations as follows:

a. Strategic Planning. The contractor shall support strategic planning and associated reviews:

1) Support day-to-day mission planning, review and analyze documentation for meetings and review other forums for daily operations, which includes analysis of BMDS strategies, options, alternatives, and acquisition strategy efforts planned or in progress. Provide analytical results and/or recommendations, including preparation for meetings or other events. Prepare briefings, develop reports, and identify best practices for agency strategic planning.

2) Analyze the Agency strategy, goals, and objectives annually and recommend updates to the Agency Vision, Mission, and Strategic Goals. Review and align Agency documentation with approved updates, e.g., response to inquiries, guidance, testimony, and correspondence.

3) Support Agency leadership in their preparation for briefings to the National Command Authority, Department of Defense, and International agencies.

4) Support Agency Federal Advisory Committee Act programs and implementation.

5) Receive, review, and process tasks assigned to the Office of the Chief of Staff’s organizational box in the Agency suspense tracking system, E-Tasker.

Delegate tasks to appropriate action officers and track to closure.

6) Plan, facilitate, and conduct Agency leadership executive-level off-site activities.

7) Develop schedules and participate in applicable MDA administrative duties such as end-of-day security checks, burn bag disposal, classified document accountability, maintenance and management of office records, preparation and processing of travel orders and vouchers, processing timecards, and other routine activities associated with day-to-day operations.

b. Calendar Synchronization and Integration. The contractor shall support synchronization of events and integration of activities for Agency Executives, Senior Leadership, Execution and Functional organizations.

1) Process MDA Calendar meeting requests (approximately 400-600 per month) in accordance with (IAW) MDA Directive 5010.21, MDA Calendar and Battle Rhythm. Requests are submitted by over 30 Agency directorates and programs.

2) Maintain MDA Calendar with weekly, quarterly, annual, bi-annual, and annual events such as meetings and conferences available daily to MDA Executies, Senior Leadership, Execution and Functional Organizations.

Communicate with directorate and program administrative staffs to secure information on major meetings and activities for calendar accuracy (e.g., flight tests and reviews, contract meetings, Agency-wide meetings, socials, Service Board of Directors, conferences).

3) Maintain and update the MDA Calendar distribution lists and prepare related correspondence.

4) Coordinate and schedule weekly MDA Calendar Synchronization Group meeting. Meeting includes review of current and future events and identification of schedule conflicts. Prepare meeting notes and action items to assist in calendar de-confliction, future planning, and action resolution.

5) Prepare calendar for senior leader staff call and review. Prepare detailed calendar notes to support calendar materials. Review calendar with the Chief of Staff to prepare the government lead briefer prior to MDA Calendar Synchronization Group meeting and provide detailed calendar notes to support the calendar information.

6) Develop schedules and participate in applicable MDA administrative duties accountability, maintenance and management of office records, preparation routine activities associated with day-to-day operations

c. Strategic Communications The contractor shall support strategic communications, as well as internal and external communications, for Agency Executives, Senior Leadership, Execution and Functional organizations.

1) Assist in preparing correspondence, briefings, and other presentations, e.g., information papers, decision memoranda, speeches, remarks, talking points, and opinion articles. Coordinate internal documents for consistency of message and to resolve comments and/or issues. Process documentation requiring external release for foreign disclosure and/or public release approvals, in conjunction with guidelines from the Public Affairs Directorate

(PA).

2) Support the strategic planning process and assist with the development and coordination of strategies, policies, operations, and international affairs documentation for Ballistic Missile Defense Systems (BMDS) international engagements, strategies, Phased Adaptive Approach; conduct related meetings and events; and planning and preparation for associated war games, in conjunction with the International Affairs Directorate (DI). Attend strategic planning meetings and reviews, prepare meeting notes and action items to assist in future planning activities and action item resolution. Clear documentation through the DI and PA Directorate release processes and distribute approved information at the Agency website (referred to as Portal) to an identified target audience.

3) Prepare, staff and disseminate Agency leadership messages including Director’s Announcements, policy changes, holidays, safety messages, service birthdays and other events of interest to the workforce.

4) Coordinate media support including production control, executive editing, graphics, and distribution. Process documentation for public release approvals, in conjunction with PA guidelines.

5) Develop schedules and participate in applicable MDA administrative duties accountability, maintenance and management of office records, preparation and processing of travel orders and vouchers, processing timecards, and other routine activities associated with day-to-day operations

d. Operations Integration The contractor shall support Executives, Senior Leadership, Execution and Functional organizations with day-to-day operations and planning for future activities.

1) Assist with the definition of an agency-level corporate approach to the integration of organizational administrative processes and systems. Conduct process and procedure reviews to clearly identify existing administrative business practices that require change. Analyze results, develop strategic plan to execute changes, secure approval, and implement approved solutions leveraging Microsoft MS Office, MDA portal, E-Tasker or other MDA approved capabilities for outreach across the agency. Recommend best practices and process improvements throughout this effort.

2) Plan, facilitate and conduct leadership and organization off-site activities.

3) Plan, facilitate, analyze and conduct organizational structure studies and assess capabilities organizations-wide. Provide results and recommendations.

4) Recommend changes, updates and improvements with the Management

Internal Control Program (MICP) based on changes in DoD and the Agency policy and procedures. Manage, oversee, prepare, staff and complete the MICP program annually.

5) Develop schedules and participate in applicable MDA administrative duties accountability, maintenance and management of office records, preparation and processing of travel orders and vouchers, processing timecards, and other

e. Organizational Executive Serve as Executive Officer and lead advisor in assigned organization. Assist with detailed planning of complex management projects, issues, and initiatives.

1) Provide both programmatic and specialized support required by the organizational Executive Leadership Team.

2) Assist with the agency-level corporate assessment of management systems and techniques for problem solving in issues related to mission, policies, organization, workload, resources, processes, procedures, and methods.

Analyze and evaluate existing management systems and techniques to clearly identify areas that require change in business practices. Review results, develop strategic plan for required changes, secure approval, and implement improvements across the agency. Recommend best practices and process improvements throughout this effort.

3) Assist with identifying agency-level corporate policies and procedures that require changes to improve overall mission operations. Research policies and procedures to clearly identify areas that require changes. Analyze results, develop strategic plan with courses of action, secure approval, and implement improvements across the agency. Recommend best practices and process improvements throughout this effort.

4) Assess, prepare and provide agency-level mission short and long range goals, objectives, and initiatives with leadership and principle staff officers and provide recommendations.

5) Assist Executive or Senior Leadership with daily office operations and prioritization of events as well as staff actions based on known activities or guidance provided. Oversee the office calendar and provide recommendations to resolve issues or conflicts; coordinate impacts and changes with internal and external organization; and provide guidance to staff for synchronization.

Prepare Executive or Senior Leader for daily events, meetings, conferences, and other forums to include schedule confirmation, materials, transportation, and video-teleconferences.

6) Assist Executive or Senior Leadership with daily office management and document control. Review all documentation, e.g., correspondence, briefings, response to inquiries, and talking points that require signature, and provide advice, status, and/or recommendations. Establish an active liaison within the network of other executive officers to facilitate reviews, coordination, revisions, and decisions.

7) Develop schedules and participate in applicable MDA administrative duties accountability, maintenance and management of office records, preparation

Performance Objective #1 Objective Standards AQL

Strategic Planning, Calendar Synchronization and Integration, Strategic Communications, Operations Integration and Organizational Executive

Schedule – Timeliness: Meets Schedules. Completes actions within specified deadlines

No more than 1 late or missed scheduled event within the monthly reporting period/across all locations

Quality – Compliant with applicable DoD, MDA and local administrative issuances, policies and procedures

No more than 2 validated violations, in writing, within the monthly reporting period/across all locations

Quality - Professional Demeanor:

employees maintain professional demeanor at all times (Professional demeanor includes: clean, neat appearance with business attire appropriate to the workplace; cordial, respectful, appropriate phone and in-person conversation and mannerisms;

considerate, helpful and encouraging of others in the workplace; willing acceptance and completion of obligations; punctuality; thorough preparation and completion of assigned tasks; and willing acceptance of constructive feedback)

No more than 2 validated violations, in writing, within the monthly reporting period/across all locations

Quality - Accuracy: Error-free and technically accurate

No more than 1 validated customer complaint, in writing, within the monthly reporting period/across all locations

Schedule – Meeting Coverage:

maintain coverage of scheduled calendar synchronization meetings

No more than 2 validated customer complaints, in writing, within the monthly reporting period/across all locations

Schedule – Timeliness: Maintain executive level coverage during standard duty hours

No more than 2 validated customer complaints, in writing, within the monthly reporting period/across all locations

Quality - Duties performed with minimal Government oversight

No more than 2 validated customer complaints, in writing, within the monthly reporting period/across all locations Table 3.1.1: Performance Objective #1 Standards

3.2 Performance Objective #2: MDA Boards Support

3.2.1 Task Details

[Stakeholder(s); This support is required for the Chief of Staff (DS) stakeholder. MDA Board support is required for multiple MDA organization such as: Chief of Staff (DS), the Office of the Director (D); the Office of the Deputy Director (DD) and the Office of the Executive Director (DX). The Chief of Staff supports the D, DD and DX meetings only.]

The contractor shall support MDA Boards with facilitating the Agency executive decision-making process, formally providing results to Executives and Senior Leadership through decision memorandums, reporting metrics, and assessing trends.

a. Schedule board and review meetings through Microsoft Outlook calendar invitations IAW MDA Directive Instruction 5010.20, Boards and Reviews, MDA Directive 5010.21, MDA Calendar and Battle Rhythm and concept of operations for each individual board and review. Attend and support the weekly Board Scheduling Review (BSR) which includes collecting topic requests that pertain to board or review meetings, assessing content, and scheduling events. Coordinate senior leadership availability and provide a suggested four (4) week schedule for discussion and decision at the BSR.

b. Control access to board meetings and reviews. Coordinate the proposed list of authorized attendees and submit for executive approval. Record attendance at board meeting IAW MDA Directive Instruction 5010.20, Boards and Reviews.

c. Attend board and review meetings. Prepare minutes for board meetings to include action items. Attend “hot wash” immediately after each meeting to prepare minutes and discuss action items. Staff classified and unclassified meeting minutes IAW MDA issuances, policies, and procedures through the agency’s formal tasking system E-Tasker. Adjudicate comments received and submit minutes for executive approval. Enter approved action items into the MDA automated suspense tracking system E-Tasker. Track action items to completion, coordinate and follow-up with assigned action items to ensure completion.

d. Maintain the MDA portal for each board and review. Post announcements, schedules, agendas, templates, briefings, MDA forms, signed minutes, and decision memos. Update the DS Directorate shared drive working files and records.

e. Provide on-site meeting support to include receiving, printing, and distributing read-aheads to board principals, verifying room location and set-up to include seating arrangement, and verifying videoconferencing (VTC) connections.

Coordinate internal correspondence (classified and unclassified) across the agency’s functional, execution and non-matrix organizations. Operate visual aids during the meeting. Clear all materials from the room after the meeting, including storage or disposal of classified and competition sensitive items, and re-set for availability.

f. Develop schedules and participate in applicable MDA administrative duties such as end-of-day security checks, burn bag disposal, classified document accountability, maintenance and management of office records, preparation and processing of travel orders and vouchers, processing timecards, and other routine activities associated with day-to-day operations.

Performance Objective #2

MDA Boards Support

Schedule –Timeliness: Meets Schedules.

Completes actions within specified deadlines

No more than 1 late or missed scheduled event within the monthly reporting period/across all locations

Quality – Compliant with applicable DoD, MDA and local administrative issuances, policies, and procedures for safeguarding classified information

No more than 2 validated violations, in writing, within the monthly reporting period/across all locations

Quality - Accuracy: Error-free and technically accurate

No more than 1 validated customer complaint, in writing, within the monthly reporting period/across all locations

Quality - Coordination: Minutes and schedules are properly coordinated

No more than 1 validated customer complaint, in writing, within the monthly reporting period/across all locations

Schedule – Timeliness: Maintain coverage of all board and review meetings

No more than 1 validated customer complaint, in writing, within the monthly reporting period/across all locations Quality - Professional Demeanor: Employees maintain professional demeanor at all times (Professional demeanor includes: clean, neat appearance with business attire appropriate to the workplace; cordial, respectful, appropriate phone and in-person conversation and mannerisms; considerate, helpful and encouraging of others in the workplace; willing acceptance and completion of obligations;

No more than 2 validated violations, in writing, within the monthly reporting period/across all locations

Performance Objective #2 Objective Standards AQL punctuality; thorough preparation and completion of assigned tasks; and willing acceptance of constructive feedback)

Quality - Duties performed with minimal Government oversight

No more than 2 validated customer complaints, in writing, within the monthly reporting period/across all

Table 3.2.1: Performance Objective #2 Standards

Performance Objective #3: Paralegal Support

3.3.1 Task Details

[Stakeholder: This support is for the Office of General Counsel (GC.]

The contractor shall support the MDA Office of the General Counsel (GC) with internet based legal research services and reviewing documents. This includes preparing and/or reviewing draft documents; and supporting discovery actions in connection with litigation, to include responding to complaints, interrogatories, discovery requests, and preparing witnesses for depositions or trial, to include document screening and compilation, drafting of motions and briefings, and similar actions. It also includes administrative office functions such as action logging systems, documents retrievability, and filing systems.

a. Manage and maintain approved databases (ethics training, international agreements, and financial disclosure tracking) for agency-wide personnel.

Perform initial review of financial disclosure reports for potential conflicts of interest and prepare caution letters for signature by the cognizant attorney.

b. Maintain law library and post updates. Establish and maintain subscriptions to legal research services.

c. Review legal and administrative documents and processes for compliance with procedural rules, to include records retention and disposition requirements.

Develop, execute, and maintain electronic retrieval of opinions and work product.

d. Analyze legal operations and recommend improvements to operations and delivery of legal services agency-wide.

e. Manage the electronic tasker (E-Tasker) system for the Office of the General Counsel. Review incoming E-Taskers to determine action required and applicable suspense dates; assign to cognizant attorney and provide a hard copy;

track status; and close out E-Taskers upon completion.

f. Develop schedules and participate in applicable MDA administrative duties such as end-of-day security checks, burn bag disposal, classified document accountability, maintenance and management of office records, preparation and processing of travel orders and vouchers, processing timecards, and other routine activities associated with day-to-day operations.

g. Provide on-site meeting support to include verifying videoconferencing (VTC) connections, printing and distributing read-aheads (advance materials) for meetings, verifying room location, and operating visual aids. Conduct a security sweep after the meeting to include ensuring all classified and competition sensitive material is removed and properly disposed.

Performance Objective #3

Paralegal Support

Schedule – Timeliness: Meets Schedules.

Completes actions within specified deadlines

No more than 1 late or missed scheduled event within the monthly reporting period/across all locations Quality – Compliant with applicable DoD, MDA and local administrative issuances, policies, and procedures for safeguarding classified information

No more than 1 validated violations, in writing, within the monthly reporting period/across all locations

Quality - Professional Demeanor: employees maintain professional demeanor at all times (Professional demeanor includes: clean, neat appearance with business attire appropriate to the workplace; cordial, respectful, appropriate phone and in-person conversation and mannerisms; considerate, helpful and encouraging of others in the workplace; willing acceptance and completion of obligations; punctuality;

thorough preparation and completion of assigned tasks; and willing acceptance of constructive feedback)

No more than 2 verified customer complaints

Quality - Accuracy: Error-free and technically accurate

No more than 1 validated customer complaint, in writing, within the monthly reporting period/across all locations

Coverage: Maintain 100% executive level coverage during standard duty hours

Zero validated customer complaint, in writing, within the monthly reporting period/across all locations

Performance Objective #3 Objective Standards AQL

Quality - Duties performed with minimal Government oversight

No more than 2 validated customer complaints, in writing, within the monthly reporting period/across all

Table 3.3.1: Performance Objective #3 Standards

3.4 Performance Objective #4: Delivery of Support Services for the BMDS

This performance objective applies to all Stakeholders identified in 3.0. The contractor shall manage the contract, execute requirements, deliver services and provide the following:

Teamwork/Cooperation, Management of Personnel, and overall Contract Management.

a. Teamwork/Cooperation. Foster a collaborative environment and perform task requirements as an integrated team member in the Chief of Staff organization. The contractor shall ensure unconstrained flow of program data and information to complete the tasks.

b. Management of Personnel. Respond in a timely manner to day-to-day tasks, issues, and planned or unplanned changes in the contract requirements. The contractor shall provide a clear communication plan, manage subcontractors, be responsive to government issues, submit quality change proposals, and execute contract changes in a timely manner.

c. Contract Management. Keep projects and support requirements on track within available resources. Keep DS Functional Manager and customer informed of issues that may arise during contractor personnel transition.

1) Timely resolution of identified performance, technical, cost and/or other contract issues.

2) Mandatory reporting of unresolved issues to the COR and PCO within 15 days of identification, or sooner, if contractor deems critical.

d. Communication Plan: The contractor shall develop, deliver, and implement a

Contract Communication Plan as part of the Monthly Status Report IAW CDRL A001 identified in Paragraph 4.2 below. The plan shall be submitted to the PCO and the COR IAW CDRL A001. The plan shall provide specific details on how the contractor will manage the team and contract, and shall include the following elements:

1) Identify Contract PM and Contractor Technical Lead (if proposed).

2) Describe in detail how operations will be executed daily, including subcontractor management.

3) Provide details on how continuity of services will be provided during turnover to fill vacancies.

4) Specify communication methods with each stakeholder, including frequency and location.

If there are any changes to the original plan submitted a revised Contract Communication Plan is required, The plan shall be submitted to the PCO and the COR via the Monthly Status Report as identified in Paragraph 4.2, CDRL A001.

e. Maintain a vacancy fill rate of not more than 15 business days from the date the position becomes vacant. Any contractor personnel changes between stakeholders shall require 5 business days advance notification to the DS Alternate Contracting Officer’s Representative (ACOR).

Performance Objective #4

Objective Standards Acceptable Quality Level (AQL)

Delivery of support services for the

BMDS

Quality – Effective Teamwork/Cooperation

No more than 2 validated customer complaints in writing, within the monthly reporting period / across all locations

Quality and Schedule - Management of Key Personnel

Addresses actions within 24 hours of verbal or written notification, by the government customer with no more than 1 late response within the monthly reporting period / across all locations

Performance – Contract Management No more than 2 validated customer complaints, in writing, within the monthly reporting period / across all locations

Vacancy Fill Rate No more than 15 business days from the date the position becomes vacant

Table 3.4: Performance Objective #4 Standards

4. Contract Management

4.1 Limitation of Funds (LOF) and Limitation of Cost (LOC) Notifications

The contractor shall provide the notifications required by FAR Clause 52.232-22, Limitation of Funds, or FAR Clause 52.232-20, Limitation of Cost, by Contract Line

Item Number (CLIN). One letter will suffice for multiple CLINs that meet the requirements of the clause(s) within the same time period. In no event shall the cost reports required by Paragraph 4.3 below negate the requirement for required LOF or LOC notifications.

4.2 Monthly Status Report (CDRL A001)

The contractor shall develop and deliver a Monthly Status Report. The report is due the 15th of each month utilizing the format provided as an attachment to the Contract. The status report shall be submitted to the Procuring Contracting Officer (PCO) with a copy to the designated Contracting Officer’s Representative (COR) and Alternate Contracting Officer’s Representative (ACOR) via electronic means. The report shall include the following details:

a. Status of Other Direct Costs (ODCs). List all ODCs that have been approved by the Contracting Officer. Include by item(s) the approved amount and the actual cost incurred if the purchase has already been made. Also show when the item was received or planned to be received. Segregate the current information and the cumulative information for the applicable CLIN.

b. Submit on-site/off-site data in the format provided in the attachment to the contract identifying support for each location identified in the PWS.

c. Provide a summary of customer engagements by contractor leadership and any management issues encountered during the month reported in sufficient detail to ensure understanding of contract performance to include a summary of:

Tasks completed during the reporting period;

Significant tasks planned for the following reporting period;

Problems or issues encountered and actions taken to resolve or mitigate them; and Projected vacancies, personnel realignments, and status of fill efforts.

d. Prepare and submit a “Communication Plan” in contractor format that provides the following information:

A list of contractor management personnel;

A description of the contractor’s approach to execution of daily operations including subcontractor management activities;

The contractor’s approach to ensuring continuity of services in the event of personnel turnover; and The contractor’s approach to communicating with stakeholders including frequency/location.

4.3 Monthly Cost Report (by CLIN) (CDRL A002)

The Monthly Cost Report (and Travel Status) shall be submitted using the formats provided as attachments to the Contract.

4.4 Quarterly Self-Assessment

The contractor shall deliver a quarterly self-assessment that addresses contract performance. These quarterly reports are due on the 15th of the month following the end of each quarter from the beginning of the period of performance. The report shall be included in the Monthly Status Reports (CDRL A001), be in narrative format and address contract performance as defined in the template provided in Attachment J-09 to the contract, Quarterly Self-Assessment Report (QSR). All aspects of this contract to include PWS requirements, contract clauses, attachments and delivered products may be measured during quarterly assessments and subsequently in the Contractor Performance Assessment Reports (CPARs). The Contractor’s Self-Assessment should not exclude any portions of the contract they believe are relevant to their performance, and all self-assessments with ratings above “Satisfactory” must show what requirement was exceeded and what corresponding benefit to the Government was realized in Cost, Schedule, or Performance in either this contract or another BMDS related program/contract vehicle.

4.5 Enterprise-wide Contractor Manpower Reporting Application (eCMRA)

The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the Missile Defense Agency via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address:

http://www.ecmra.mil.

Beginning January 1, 2013, reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported at any time during the FY, all data shall be reported no later than October 31 of each calendar year, beginning with 2013.

Contractors may direct questions to the help desk at http://www.ecmra@mda.mil.

4.6 Small Business Participation Report

In order to gather data to access the contractor’s small business participation in accordance with FAR 52.219-8 (Utilization of Small Business Concerns) and 52.219-27 (Notice of Service-Disable Veteran-Owned Small Businiess Set-Aside), the contractor shall submit a report in accordance with the Table below, 6 months after contract award and semi-annually thereafter, which provides the actual achievements of small business participation. The contractor shall submit the report as a component of the Monthly

Status Report (CDRL A001) only as required by the frequencies identified in this paragraph. The contractor shall submit the report segregated by base period and each option period.

FAR 52.219-8 (Utilization of Small Business Concerns)

FAR 52.219-27 (Notice of Service-Disabled Veteran-Owned Small Business Set-Aside)

ACTUAL CONTRACT LABOR

COST (LOADED)

ACTUAL LABOR COST (LOADED)

PERFORMED BY THE SB PRIME

ACTUAL PERCENTAGE OF LABOR

COST PERFORMED BY THE SB PRIME

4.7 Performance Objectives/Metrics

The Government's assessment of the contractor's performance in achieving the performance objectives contained in this PWS will utilize the standards, acceptable quality levels, and surveillance methods as described herein and in the quality assurance surveillance plan (QASP). Although the criteria and acceptable quality levels of Small Business, Cost, Management, and Regulatory Compliance are not specifically included in the PWS, the overall performance assessment will include these criteria.

4.8 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

Category

Contractor Name Product/ Service to Be Performed

Period of Performance

Actual SB Percent of

Total Contract Value

Actual SB Participation

Dollars

SB Prime Contractor

Small Business

HUB Zone Small Business

Veteran Owned Small

Service-Disabled Veteran-Owned Small

Small Disadvantaged

Women-Owned Small 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.

5. Cybersecurity Risk Management

The Contractor shall safeguard and protect Controlled Unclassified Information (CUI) provided by or generated for the Government (other than public information) that transits or resides on any non-Government information technology system. Information shall be protected from unauthorized access, disclosure, incident or compromise by extending the safeguarding requirements and procedures in DFARS clause 252.204-7012, Safeguarding of Unclassified Controlled Technical Information. The NIST 800-53 security controls specified in 252.204-7012 shall be extended to include CUI information which resides on, or transits through the contractor’s (prime and all sub-contractors) unclassified information technology systems.

6. Security Requirements

This contract requires access of classified information up to and including Top Secret.

Contractor employees requiring access to classified information shall be eligible upon the time of Contract Award to possess a security clearance commensurate with the level of information for which they require access. All contractor personnel requiring unescorted access to MDA facilities shall be required to possess and maintain a minimum of a Secret security clearance. The contractor shall defer to the Contracting Officer or their representative(s) for classified access requirements.

Contractor individuals that require access to Sensitive Compartmented Information (SCI) shall have a Top Secret Personnel Clearance with SCI eligibility (had been formally indoctrinated for SCI within the last 24 months).

Eligibility is defined as the formal determination that an individual meets the Personnel Security requirements for Access to a specified type or types of classified information.

The security clearance level requirement will be monitored by the government upon contract award and during contract execution. Refer to Section J – DD Form 254 for additional contract security requirements.

7. Travel and Other Direct Cost (ODC) Requirements

a. Contractor employees should expect to travel up to 20% of the time to various locations related to systems, specific components, manufacturing sites, integration sites, and test sites. Locations may be within the continental United States (CONUS) and outside the continental United States (OCONUS).

b. Requests for Contractor Travel (MDA Form 110) should be submitted at least 17 days in advance of travel when possible. This is to allow the contractor to secure the most advantageous rates available which are typically available 14 days or more in advance of the travel date.

c. The Contractor shall use the Synchronized Pre-deployment and Operational Tracker

(SPOT) web-based system, to enter and maintain data for all Contractor personnel that are authorized to accompany U.S. Armed Forces and/or U.S. Government personnel outside of the United States.

d. ODCs anticipated on contract.

e. Travel within the local area or base of assignment to attend meetings, conferences, seminars or perform work shall be considered a cost of doing business and shall not be separately reimbursed as a travel expense. Local area travel is defined as a 30 mile radius around the base of assignment or designated place of performance.

8. Government Furnished (GF) Materials (GFM), Information (GFI), and Equipment

(GFE)

8.1 Facilities

a. The Government will provide office facilities, equipment, and materials for daily business use. This includes office space, desk/work station, telephone, chair, computer, printer, and requisite consumable materials.

b. The Government will provide keys or codes for access to Government facilities.

These keys and codes shall be controlled, tracked, and protected. Upon termination of the period of performance, all keys, codes, access badges, or other items provided shall be returned to COR for the contract.

Location Number of work stations* Huntsville, AL National Capital Region, VA Colorado Springs, CO Dahlgren, VA

Table 8.1 Onsite Accommodations per Location

* This table will be completed upon award.

8.2 Government Furnished Equipment (GFE)

a. The contractor shall maintain a detailed inventory accounting system for GFE or

Contractor-Acquired-Government Owned Property (CAP).

b. The inventory accounting system must specify, as a minimum, product description (make, model), Government tag number, date of receipt, name of recipient, location of receipt, current location, purchase cost (if CAP), and contract/order number under which the equipment is being used. The contractor shall either attach an updated inventory report to each monthly status report or certify that the inventory has been updated and is available for Government review. In either case, the contractor’s inventory listing must be available for Government review within one business day of PCO or COR request.

c. The contractor shall contact the Directorate of Logistics (DPL) Centralized Property

Office for proper use of Government vehicles on site and TDY, extreme cold weather kits, use of Military Aircraft to travel to remote locations and other logistics support requirements not identified in this PWS.

8.3 Government Furnished Information (GFI)

The government will provide all information necessary to perform performance objectives. This includes Standard Operating Procedures, checklists, policy documents, directives, instructions, manuals and databases.

8.4 Government Furnished Property (GFP) Reporting Requirements

The provisions of this paragraph are only applicable if Government Furnished Property (GFP) is provided in the course of execution of this contract. GFP consists of Government Furnished Equipment and Materials as defined in FAR 45.101.

a. Physical Inventory Plan/Schedule and Reports for GFP (CDRL A005). The contractor shall deliver this report within 30 days of completion of the Contractor’s periodic inventory of GFP in accordance with the Contractor’s approved Property Management System.

b. Final Government Property Inventory Report (CDRL A006). The contractor shall deliver this report within 30 days of completion of the final physical inventory of all Government Property (Government Furnished Property and Contractor Acquired Property), unless waived by the Government Property Administrator.

9. Transition and Staffing

a. The contractor shall fill positions according to the functional areas and timelines identified in Table 9.0 below.

b. Key personnel for this effort are IAW Special Contract Provision H-14 Personnel Qualifications (May 2005) and Attachment J-13 Strategic Planning Labor Competency Education/Experience Matrix (See Table 9.1 below).

c. The Contractor Program Manager (CPM) and Technical Lead (if proposed) shall meet with the Functional Government customer within 5 working days after start of Period of Performance as part of the transition and Kickoff Meeting. The CPM and Lead shall report the status of its efforts to recruit, hire, and fill all positions within the timeline specified in Table 9.0 at the Kickoff Meeting. The contractor shall submit clearance paperwork for hires upon award to immediately begin the process.

Transition and Staffing Timeline

Staffing Area Timeline

Contractor Program Manager

At the start of the Period of Performance

Technical Lead(s) At the start of the Period of Performance Contractor personnel to support all Performance

Objectives

100% of personnel NLT 15 working days after start of the Period of Performance.

Table 9.0 Transition and Staffing Timeline

d. Within 5 work days after start of the Period of Performance, the Contractor shall provide resumes for key personnel positions identified in Special Contract Provision H-14 Personnel Qualifications (May 2005). Resumes shall include the following information:

key position title, name, address, city, state, zip code, phone number, email address, company, position title, summary of qualifications (to include clearance level), professional experience (to include number of years at each position), education (to include type of degree, awarding institution, and year awarded), professional affiliations and additional information that the contractor deems relevant. Resumes will only be utilized in accordance with SCR H-14.

Key Personnel

Organization Number of Key

Positions Location

AB 1 Dahlgren, VA

DD 1 NCR

DS 2 NCR

DX 1 NCR

GC 1 NCR

Table 9.1: Key Personnel

10. Option Requirements

All requirements for the options will be executed as defined by the above requirements. The option requirements should include all approved modifications made to the contract throughout the period of performance.

Surge Support for Mission Requirements: Surge capability may be required to support Government authorized mission priorities at CONUS or OCONUS locations. This support may require personnel to work extended hours, to include weekends. The tasks to be performed are contained in the technical performance objectives and will be within the current contract period of performance. The surge effort will be exercised unilaterally by the PCO. Once the surge effort is exercised, the value of the Surge CLIN ceiling will be decreased and the applicable Labor CLIN Ceiling will be increased.