ID07210012 PWS AETC A5XR .pdf

ID07210012

Air Operations SE and SME Support (A5X)

Professional Services Support Task

General Services Administration (GSA)

Greater Southwest Region

Task Order# ID07210012

Air Operations Systems Engineering & Pilot Subject Matter Expert Support (A5X) for the

Air Education and Training Command (AETC)

Acquisition Division Assisted Acquisitions (A5Q)

Performance Work Statement (PWS)

DRAFT

28 September 2020

(Updated 25 November 2020)

(Updated 19 January 2021)

(Updated 20 Apr 2021)

1. Background

1.1. The Air Education and Training Command (AETC) vision for this project is AETC’s modernization of United States Air Force (USAF) Air Combat and Air Mobility pilot training capabilities and to provide new operational capabilities for force capability modernization and joint lethality by accelerated development of USAF pilots in next generation combat skills for continual Global Air Superiority.

1.2. In order to achieve these goals, support personnel will assist in the development of potential solutions that balance and prioritize the required capabilities of AETC, that will help produce combat and mobility air operations trained warriors. Considerations must be made for USAF and Department of Defense (DoD) plans, programs, and systems that influence or impact AETC to solve the USAF

Pilot Shortage. In light of the shortage, maximum combat readiness must be achieved for Air Combat and Air Mobility aircrew through the use of Engineering and Pilot personnel support.

1.3. AETC must also solve the critical USAF Pilot Shortage and rebuilding USAF Combat Readiness through the development, modification, and sustainment of USAF aircraft families of systems including the new T-7A Red Hawk Aircraft and AETC T-1, T-6, T-38, F-16, F-35, F-22, KC-46A aircraft.

1.4. Engineering and Pilot personnel will support Advanced Pilot Trainer (T-7A) Aircraft, Ground

Based Training System (GBTS) simulators, Maintenance Training System (MTS), CBM+ Maintenance

Information System, aircrew and maintainer training devices, technical performance analysis, and deployment integration, which will in turn lead to successful Initial Operational Capability in FY2024 and Full Operational Capability in 2034.

2. Program Description

2.1. This is a non-personal services task to provide on-site acquisition professional support services. The government shall neither exercise supervision nor control over the individual contractor employees performing the services herein. As such contractor employees shall be accountable solely to the contractor who, in turn is responsible to the government.

3. Scope and Basic Skillsets Required

3.1. In support of this mission, AETC requires professional support services in the areas of Aircraft

Systems Engineering and Qualified Pilot Subject Matter Expert on USAF platforms. These positions support flying operations acquisitions. The contractor shall perform work as part of a government led Multi-Functional Team (MFT) working daily under an assigned government Program

Manager (PM).

3.2. The contractors shall have basic skillsets then enable them to:

3.2.1. Assist the government PM in Aircraft & Systems Engineering, and Qualified

Pilot Subject Matter Expertise, including attendance at working groups, programmatic reviews, and meetings as required by the Government PM.

3.2.2. Provide enterprise systems engineering analysis and recommendations for the Advanced

Pilot Trainer T-7A Red Hawk Aircraft program (ACAT-1B) to ensure capability gaps are mitigated along with an on-time USAF IOC and mission deployment.

3.2.3. Provide operational military aviator and fighter technical expertise to evaluate air vehicle systems integration, cockpit resource management, integration of air vehicle interface design and cockpit layout, and operational evaluation and analysis of operational flight programming.

3.2.4. Provide requirements analysis, development, technical specifications, technical architectures, and design artifacts that identify, validate, and close capability gaps in

USAF/AETC next generation air combat training and the technologies needed to achieve continual global air superiority.

3.2.5. Provide program strategy, performance analysis, and technical and operational assessments needed to rapidly increase USAF pilot production capabilities via USAF initiatives such as the USAF Aircrew Crisis Task Force and USAF Pilot Training Next program.

3.2.6. Provide technical assessments of emerging T-7A system baseline capabilities, testing, mission feasibility, and other recommendations necessary to ensure an on-time USAF mission deployment.

3.2.7. Provide technical performance requirements recommendations for USAF to acquire a DoD compliant

CBM+ Predictive Maintenance Capability for T-7A.

3.2.8. Analyze Air Force and AETC flying and technical program requirements and make specific technical recommendations based on USAF mission and National Defense Strategy (NDS) objectives for all aircraft systems/subsystems including the T-7A Red Hawk, and T-1, T-6, T-38, Combat Rescue Helicopter, B-1, B-2, B-

21, F-16, F-22, F-35, KC-46 aircraft, simulators, training devices, maintenance systems and concepts managed or operated by AETC to achieve the sponsor outcome of maximum combat system lethality and mission effectiveness.

3.2.9. Utilize previous military aviator and fighter pilot knowledge of tactics, techniques, and procedures to infuse design concepts into air vehicle interface and cockpit management design. Utilize knowledge of fighter aircraft tactics and training processes to inform design choices and equally inform development and design of training system based upon assessed capabilities and limitations of the T-7A aircraft and Ground Based Training

System.

3.2.10. Provide objective technical review and recommendations (including coordination with projects at HQ AFLCMC) for the prudent management of T-7A aircraft systems and subsystem baselines, digital engineering models and designs, national environmental impact and mitigation, airworthiness determinations, systems safety, system verification, validation, and certifications in both the

Engineering and Manufacturing Development (EMD) and the Limited/Full Rate Initial Production

(LRIP) phases that lead to success in the critical sponsor outcomes.

3.2.11. Develop enterprise-wide plans, goals, and implementation strategies for innovation and technology insertion into the T-7A and other Air Force aircraft to effect increased USAF Pilot

Production in coordination with the Air Force Aircrew Crisis Task Force, facilitate technical solutions to solve the Air Force Pilot Shortage Crisis, and increase Air Force lethality and combat effectiveness in Air Force mission systems and capabilities.

3.2.12. Develop performance specifications, designs, and integration recommendations for a T-7A

Condition Based Maintenance Plus (CBM+) data collection and information Management capability to mitigate or close validated Air Force gaps in vendor supplied and existing Air Force systems.

3.2.13. Review, manage, and participate in T-7A Developmental and Operational test plans and procedures development, execution, and results analysis.

3.2.14. Evaluate and provide recommendations and suitability assessments of lead command and user command Joint Mission Planning System (JMPS) requirements for the T-7A, along with T-1, T-6, T-

38, United States Air Force Academy (USAFA) aircraft and simulator programs and contractor product plans, schedules, deliveries, and technical performance validation activities for achieving the required capabilities on time, on budget, and within performance parameters.

3.2.15. Identify and evaluate applicable cybersecurity, system interface, and integration requirements as required to support all programs.

3.2.16. Assist sponsor in preparing for program reviews.

3.2.17. Assist sponsor in development and maintenance of program schedules.

3.2.18. Act as Advisor on source selections, program development, and acquisition review activities.

3.2.19. Develop and review program plans and other documents necessary for supporting the Joint

Capability Integration and Development System (JCIDS) process, including Headquarters Air Force

(HAF) and DOD reviews and assessments. Developed recommendations shall consider the following, as required by the government:

3.2.19.1. Technical phasing and integration of fifth generation Air Force combat capabilities into the T-

7A aircraft and simulators including interaction/integration with F-22, F-35, and KC-46 aircraft, simulators, and maintenance concepts and systems for maximum combat skills development in T-7A systems.

3.2.19.2. Requirements, performance, design enhancements, workarounds, acquisition strategy, systems cyber security and resiliency, systems integration, test, validation/ verification/ certification, and associated DOTMLPF-P recommendations for T-7A.

3.2.19.3. Aircraft systems and subsystems, including structure, avionics, propulsion, life support, egress, embedded training, mission planning, and Augmented Reality/Virtual Reality/Live, Virtual &

Constructive (AR/VR/LVC) systems integration and infrastructure required to close Air Force pilot fighter-bomber capability gaps in T-7A for F-22, F-35, B-21, and KC-46 mission objectives.

3.2.19.4. Lessons learned from the F-22 and the F-35 Autonomic Logistics Information System (ALIS) programs.

3.2.19.5. Candidate Aircraft Block Upgrade program technical requirements, analysis, and phasing recommendations for T-7A considering all AETC aircraft/simulator fleets necessary to increase or improve combat skills competency and mission lethality in front line-fighter aircraft employment.

3.2.19.6. Technical scope for performance studies, analysis, and operational experiments such as Pilot

Training Next (PTN) and AFWERX projects.

3.2.19.7. Commercial technical and flying systems approaches that can increase Air Force pilot training capacity and combat competency, and shorten the timeline to produce qualified Air Force pilots for F-22 and F-35 aircraft.

3.2.19.8. Augmented Reality/Virtual Reality (AR/VR) technologies/applications, and opportunities for

Air Force/AETC aircraft and ground simulator training systems to increase Air Force aircrew combat skills inventories and lethality through virtualized training capabilities that reduce the need for physical airspace, aircraft, and personnel.

3.2.19.9. Physiological and Life Support Systems performance requirements, integration, and suitability analysis.

4. Requirements/Specific Tasks

4.1. The contractor shall ensure all work products delivered to the government led MFT are compliant with applicable AFIs, DoDIs and higher headquarters policy and guidance. Delivered work products

(deliverables) must be substantially error-free, clearly address the tasked work effort or topic they are intended to answer, and reflect reasonable expert judgement according to the contractor’s expertise.

4.2. The contractor shall review existing program documentation to become familiar with MFT goals, design considerations, acquisition strategies, previous decisions, technical requirements, organizational structure, and collaboration practices. Contractor will stay abreast of evolving program status by reviewing updated/new program documents, reports, briefings etc. as they are produced.

4.3. The contractor will be prepared to communicate and collaborate using government telephone, e-mail, SharePoint, vendor digital environment, and telework (e.g. Commercial Virtual Remote environment/Teams) platforms.

4.4. The contractor shall provide deliverables to the program manager or the leader of the sub-effort the contractor is supporting based on three broad types of support: 1) meeting preparation and attendance, 2) document review, and 3) requests for recommendations. The program manager may relieve the contractor of specific deliverables or mode of delivery based on contractor workload, familiarity with the work effort, frequency of meetings, etc.

4.4.1. Meeting types: For the purposes of defining deliverables, the three main meeting types are: 1) internal MFT meetings, 2) recurring or ad hoc working group meetings (involving participation with personnel outside the MFT), and 3) major program reviews. All meeting deliverables include 1) a review of the agenda and suggestions for any specific topics and/or invitees to be included, 2) active participation in the meeting in accordance with the contractor’s area of expertise, including status updates, recommendations and responses to other participants contributions, and suggestions for follow-on actions, and 3) a summary of meeting and analysis of meeting highlights, including decisions made at the meeting and recommended follow-on actions (post meeting deliverables). When tasked, deliverables may include a specific document or presentation to be covered in that meeting, and includes the contractor leading that part of the meeting/discussion. Deliverables are due to the program manager, or sub-effort leader, in a timely manner based on the meeting type and requirements.

4.4.1.1. Internal MFT meetings: Deliverables can be submitted informally, via verbal communication, brief e-mails, or other electronic communications. In certain cases, the program manager or leader of the sub-effort may request written correspondence to capture specific points.

4.4.1.1.1. Post-meeting deliverables referenced above are to be delivered by exception only, when requested before or at the meeting by the program manager.

4.4.1.1.2. The contractor may be tasked with leading an internal MFT meeting. In this case, they would be also responsible for generating the agenda, identifying/inviting attendees, coordinating the meeting time/medium, and conducting the meeting.

4.4.1.2. Recurring or ad hoc working group meetings: These are typically weekly or monthly meetings, or ad hoc meetings convened to consider specific issues, and involve working level deliberations.

Deliverables will be submitted by e-mail or separate document, depending on the complexity of the requirement, how meeting materials are provided, and the request of the program manager.

4.4.1.2.1. All deliverables will be in written form.

4.4.1.2.2. Pre-meeting reviews are due the day prior to the meeting for weekly meetings or ad hoc meetings, or three days prior for monthly or less frequent meetings. Contractor will review the agenda and any read-ahead materials. Contractor will identify critical omissions of information, inaccurate information, and relevant additions within their area of expertise, as well as make recommendations for additional invitees that should be included.

4.4.1.2.3. Post-meeting deliverable are due by the end of the next business day.

4.4.1.2.4. The contractor may be tasked with leading a recurring or ad hoc working group meeting. In this case, they would also be responsible for generating the agenda, identifying/inviting attendees, coordinating the meeting time/medium, and conducting the meeting.

4.4.1.3. Major program reviews: These include milestone review events, recurring management reviews with senior leaders, etc., and typically occur quarterly or less often, or as program progress dictates.

4.4.1.3.1. Deliverables will typically be submitted by separate documents or e-mail formatted in the style of formal Air Force correspondence.

4.4.1.3.2. Pre-meeting reviews are due three days prior, and, in addition to basic requirements, should focus on analysis/summary of the meeting with the intent to inform senior leaders of important meeting background, decisions, etc. Post-meeting deliverables are due within three business days. In the event that the review includes minutes generated by another organization, the post-meeting deliverable is satisfied by contractor review/response to those minutes.

4.4.1.3.3. The contractor will typically not actively contribute to major program reviews. Specific presentations may be requested in advance by the program manager where contractor expertise is key to understanding or advocating for a decision by the attendees.

4.4.2. Document Review: Numerous documents will require contractor review so that their expertise can be applied to MFT decisions and positions regarding those documents. These documents fall into two main categories; 1) formal contract deliverables from the vendor(s) (Contract Data Requirements List –

CDRL – submissions), and 2) reports, presentations, studies and other documents that affect program understanding and execution.

4.4.2.1. CDRLs: Contractors will review CDRLs as tasked by the program manager, in accordance with their area of expertise. Responses will be via comment resolution matrix (CRM) forms as provided with the CDRL for formal submission, or in written form (e-mail or document) for informal reviews.

4.4.2.2. Other documents: Contractors will review other documents as tasked by the program manager, responding in writing or as directed.

4.4.3. Request for Recommendations: The program manager may ask for recommendations from the contractor regarding issues or questions that arise in the course of the programs evolution. The request may be in written or verbal form, with response requirements clearly stated (format, suspense, scope, etc.), and may be in the form of a document, presentation, and/or briefing. As each of these requests will likely be unique, both program manager and contractor should ensure the tasking is well understood, and request written clarification if needed.

5. Operational Requirements

5.1. Conferences, Meeting and Reviews. The contractor shall attend and provide support as required by the government.

5.1.1. Award Conference. The contractor shall attend any Post Award Conference convened by the government contracting activity or contract administration office IAW Federal Acquisition Regulation

(FAR) Subpart 42.5, Post award Orientation.

5.1.1.1. The contractor shall commence work on the first day of the period of performance. The Post

Award Conference shall occur 14 days after award. The conference can be conducted by telephone if directed by the government.

5.1.2. Program Management Review (PMR). The government will meet annually with the contractor to conduct PMRs, review the contractor’s performance and discuss any issues that are hindering contractor performance. This meeting shall include the contractor’s corporate management. The on-site contractor personnel shall participate in these meetings, provide feedback, and work with government representatives to resolve outstanding issues. The contractor shall provide the PMR agenda for government review no later than 14 duty days prior to the PMR event. (CDRL A001)

5.1.2.1. The contractor shall prepare minutes for each PMR that documents the information that was reviewed, corrective action items, and corrective action plans based on government priorities. Minutes and action items shall be due to the government NLT five (5) duty days after PMR recesses. (CDRL

A002)

5.1.2.2. The appropriate government representatives and contractor shall sign written minutes of these meetings upon submittal of the final minutes by the contractor to the government. The contractor shall state any areas of non-concurrence, if any, in writing to the Contracting Officer within five (5) duty days of receipt of the signed minutes.

5.1.3. Multi-Functional Team (MFT) Meetings. Government personnel, as appropriate, will meet quarterly with the contractor to conduct MFT meetings. The purpose of the MFT Meetings are to solve negative trends, achieve clarifications, and to discuss and resolve issues. The contractor shall be required to meet during the first month of the contract, quarterly, or as requested by the government or the contractor IAW AFI 63-138, Acquisition of Services.

5.1.3.1. The contractor shall prepare minutes for each MFT that documents the information that was reviewed, corrective action items, and corrective action plans based on government priorities. Minutes and action items shall be due to the government NLT five (5) duty days after MFT recesses. (CDRL

A002)

5.1.4. Award Conference, MFT and PMR meetings shall be at no additional cost to the government.

5.2. Monthly Activity Reports. The contractor shall deliver to the government a monthly activity report that details progress made, problems encountered, and actions/resolutions required for each of the duties listed in Section 4 and all subsections. This report shall include what the contractor has done to fulfill their obligation under the task for the previous month. It shall also include ongoing issues that remain unresolved and what is being done to resolve these issues. It shall end with what the contractor proposes to accomplish in the upcoming month, in accordance with the task, as well as all requirements that the contractor may have in accordance with the task. This report is due to the Contracting Officer

Representative (COR) no later than the 10th duty day after the end of each month. (CDRL A003)

5.3. Technical Document Development and Review. The contractor shall develop, manage and maintain all required technical documentation supporting flight operations, engineering studies, engineering designs, engineering system specifications, and technical interchange documentation as required by the

Government PM. The contractor shall properly mark all Distribution Statements, For Official Use Only

(FOUO), including Scientific and Technical Information (STINFO), Controlled Unclassified

Information (CUI), or Classified Information. Pursuant to FAR Part 27 and DFARS Subpart 227, the government has Unlimited Rights in any and all technical data, studies, technical documentation, reports, analysis, engineering designs, engineering system specifications, and technical interchange documentation, any deliverables, or any other documents developed, generated, created, developed, or delivered on this contract. (CDRL A004)

5.4. All deliverables shall be submitted to the COR via email and IT Solution Shop (ITSS) Collaboration tool. All requirements and duties described in this PWS shall be initiated and completed within the established schedule/guideline.

5.5. Inspection and Acceptance. The COR will manage PWS tasks and deliverables to ensure that tasks are completed. The COR will have seven (7) duty days to review deliverables and make comments; the contractor shall have five (5) duty days to make corrections and resubmit to the COR in accordance with paragraph 4.2 above. Upon receipt of all final deliverables, the COR will have five (5) duty days to either accept or reject the corrected deliverable.

5.6. Contractor Quality Control Requirements.

5.6.1. The task order is for performance based commercial services. The contractor shall develop and maintain a quality process to ensure services are performed in accordance with commonly accepted commercial practices and existing quality control systems throughout the life of the order.

5.6.2. The contractor shall develop and implement procedures to identify, prevent and ensure non-recurrence of defective services. However, the government reserves the right to perform inspections on services provided to the extent deemed necessary to protect the government’s interests. The contractor must control the quality of the services and deliverables provided in support of this task; the contractor must maintain substantiating evidence that services conform to task quality requirements and furnish such information to the government if requested.

5.6.3. The contractor shall establish and maintain a complete Quality Control Plan (QCP) to ensure the services are performed in accordance with PWS and commonly accepted commercial practices, throughout the life of the task order. The QCP shall include a Quality Control Matrix (QCM) that addresses all deliverables in Table 6.2. The QCM shall reflect the method by which the contractor shall meet the level of required performance and quality reflected in Section 6 and subsequent paragraphs.

(CDRL A005)

6. Performance Standards

6.1. Contractor Performance Ratings. Tasks will be evaluated for completeness, timeliness and accuracy.

Positive and negative performance will be documented in the Contractor Performance Assessment

Report System (CPARS). See Attachment 7.

6.2. Schedule. The due dates for deliverables and the actual accomplishment of the schedule will be assessed against original due dates and milestones established for the task.

6.3. Deliverables. The deliverables required to be submitted will be assessed against the specifications for the deliverables detailed in the task and the Quality Assurance Surveillance Plan (QASP) for the required content, quality, timeliness, and accuracy.

6.4. Past Performance. In addition to any schedule and deliverable aspects of performance discussed above, pursuant to FAR 42.15, the Government will assess the contractor’s record of conforming to task requirements and to standards of good workmanship, the contractor’s adherence to task schedules including the administrative aspects of performance, the contractor’s history of reasonable and cooperative behavior and commitment to customer satisfaction, and the contractor’s business-like concern for the interest of the customer.

6.5. QASP. The government shall evaluate the contractor’s performance under the task in accordance with the QASP to ensure that the contractor has performed all services required by the PWS in a timely, accurate and complete fashion. If performance is within acceptable levels, it will be considered to be satisfactory. If not, overall performance may be considered unsatisfactory.

Table 6.1. Services Summary / Acceptable Quality Level (AQL)

Performance

Element

Performance

Requirement

Surveillance

Method

Frequency Acceptable

Quality Level

Assemblage

Maintenance

Apply assemblage updates utilizing logistics tools as prescribed in this

PWS

Inspection by the

COR

100% inspection of all task deliverables.

>95% of deliverables submitted timely and without rework required.

Overall Task

Performance

Overall task performance of sufficient quality to earn a Satisfactory

(or higher) rating in the COR’s annual report on Contractor

Performance

Assessment by the

COR

Annual All performance elements rated

Satisfactory (or higher)

Task

Deliverables

Task deliverables furnished as prescribed in the

PWS

Inspection by the

COR

100% inspection of all task deliverables.

>95% of deliverables submitted timely and without rework required.

6.6. Surveillance Methods. The primary methods of surveillance used to monitor performance of this task will include, but not be limited to, random or planned sampling, periodic or 100% inspection, and validated customer complaints.

6.7. The COR will submit an annual report on contractor performance. The contractor’s failure to achieve satisfactory performance under the task reflected in the COR’s annual report, may result in termination of the task and may also result in the loss of future government tasks/contracts. The contractor’s failure to achieve satisfactory performance under the task may result in the non-exercise of available options.

6.8. For each item that does not meet acceptable levels, the government may issue a Contract

Discrepancy Report (CDR). CDRs will be forwarded to the Contracting Officer with a copy sent to the contractor. The contractor must reply in writing within five (5) days of receipt identifying how future occurrences of the problem will be prevented. Based upon the contractor’s past performance and plan to solve the problem, the Contracting Officer will determine if any further action will be taken.

Table 6.2. List of Deliverables and Performance Thresholds

Required

Deliverables/

Reports

FORMAT

Required

Due Date

SEND TO

PLANNED

FREQUENCY

PWS Ref. Performance

Threshold

A001-PMR

Agenda

PDF/Submit through

ITSS

Fourteen

Duty Days prior to PMR start.

COR/GSA

PM

Provide annually

5.1.2. 100%

Compliance/On-time delivery.

A002-PMR

Minutes and

Action Items

PDF/Submit through

ITSS

Five (5) duty days after completion of meetings or tasking completion.

Resubmittal with correction of documents within three

(3) duty days of government notification

(via contract or by email)

COR/GSA

PM

Provide annually or as updates occur

5.1.2.1. 100%

Compliance/On-time delivery.

Remediation by rework shall be document in

CPARS.

A002-Multi-

Functional

Team Minutes and Action

Items

PDF/Submit through

ITSS

Five (5) duty days after completion of meetings or tasking completion.

Resubmittal with correction of documents within three

(3) duty days of government notification

(via contract or by email)

COR/GSA

PM

Provide annually or as updates occur

5.1.3.1. 100%

Compliance/On-time delivery.

Remediation by rework shall be document in

CPARS.

A003-Activity

Reports

PDF/Submit through

ITSS

Once

Monthly

COR/GSA

PM

10th duty day of each month during the contract period of performance

5.2. 100%

Compliance/On-

Time Delivery

A004-

Technical

Document

Development and Review

PDF/Submit through

ITSS

Five (5) duty days after completion of meetings or tasking completion.

Resubmittal with correction of documents within three

(3) duty days of government notification

(via contract or by email)

COR/GSA

PM, CO

As Required.

COR approval of report with no major revision at least 90% of the time

5.3. 100%

Compliance/On-time delivery.

Remediation by rework shall be document in

CPARS.

A005-Quality

Control Plan

(QCP)

PDF/Submit through

ITSS

Fifteen duty days after contract award or

Exercising

Option.

COR/GSA

PM

Update Annually

5.6.3. 100%

Compliance/On-time delivery.

A006-Trip

Report

PDF/Submit through

ITSS

Five (5) duty days after travel/TDY.

Invoices are uploaded to

ITSS.

COR/

GSA PM

As Required.

Each trip taken under the terms of this contract

13.4. 95% of the time submitted timely/accurately

6.8.1. The method of surveillance for each of the primary tasks the contractor is required to perform under Section 4.0 of this PWS is disclosed/included in the attached Quality Assurance Surveillance Plan

((QASP) reference PWS Attachment 5), which shall become binding upon the contractor at the time of award.

6.9. Work Products. All products including files, software and other information provided, created, produced, or developed under this work statement are the sole property of the Government and shall be returned upon completion of the task unless the contractor is expressly granted permission in writing to retain the materials for continued development or publication.

6.10. Delivery Instructions. Copies of deliverables shall be furnished to the appropriate Government personnel per the Deliverables/Milestones chart above. The contractor shall deliver each report in accordance with the direction in the chart. Deliverables are to be transmitted with a cover letter, on the prime contractor’s letterhead, describing the contents. Concurrently, a copy of the deliverable and the cover letter shall be attached to the task in GSAs Electronic Ordering System (ITSS).

7. Qualifications

7.1. The contractor shall provide trained, qualified, knowledgeable and certified employees that meet requirements as specified in this PWS.

7.1.1. The contractor shall employ qualified personnel according to the specified skills and consistent with the Department of Labor (DOL) Register of Wage Determinations issued under the Service

Contract Act.

7.1.2. The contractor shall maintain manpower capacity of fully trained, qualified, and certified direct labor personnel with the correct skill complements to support the entire scope of as defined in this

PWS paragraph 3. Scope.

7.1.2.1. The contractor shall not fall below a minimum manpower requirements backfill of 20 duty days, after the current assigned personnel have left their position. If the contractor falls below the minimum 20 duty day backfill requirement, the contractor shall be subject to any and all contractual remedies available to the government.

7.2. Senior Systems Engineer

7.2.1. Minimum Educational Level. Bachelor’s Degree or higher in Electrical, Mechanical, or

Aerospace Engineering or related discipline, and Master’s degree in any field preferred.

7.2.2. Minimum Years of Experience: 10 years of progressive engineering experience, or 15 years without Master’s degree.

7.2.3. Knowledge, Skills, and Abilities (KSAs). Each two (2) Senior Systems Engineers shall possess, or collaboratively (if collaborative the contractor shall maintain the level of experience through contractor personnel changes) possess the following to meet government mission requirements:

7.2.3.1. Experience in providing management support, technical advice and leadership for engineering efforts.

7.2.3.2. Experience in providing engineering, technical, and managerial direction for problem definition, analysis, requirement development and implementation for complex systems in the engineering discipline required to meet technical requirements.

7.2.3.3. Experience in coordination with other organizations to ensure requirement satisfaction of mission requirements, clarity, conciseness and testability.

7.2.3.4. Experience in making recommendations and advises on system development, improvements, optimization, or support efforts.

7.2.3.5. Experience in performing engineering assessments of systems or subsystems using methodologies and techniques appropriate to the systems engineering discipline, including risk management, requirements management, and reliability analysis.

7.2.3.6. Experience interacting with multi-functional teams.

7.2.3.7. Experience in giving technical briefs or presentations after synthesizing or generating technical materials from multi-functional sources.

7.2.3.8. Experience in performing enterprise-wide planning and implementation.

7.2.3.9. Experience in aircraft system or subsystem architecture development; requirements analysis and development; system performance analysis; integration, verification, and validation.

7.2.3.10. Strong communication skills including effective written, verbal, problem solving, and listening skills.

7.2.3.11. Experience in the development and refinement of aircraft systems engineering documentation.

7.2.3.12. Experience in commercial avionics, airframe, propulsion, and flight law interface standards and installation.

7.2.3.13. Experience in USAF Test and Evaluation processes, including Low Rate Initial Production and

Full Rate Production processes.

7.2.3.14. Experience in design and analysis of flight test for avionics, airframe, and avionics subsystems.

7.2.3.15. Proficient with Microsoft products.

7.2.3.16. Experience in Preliminary/Critical Design documentation, certification test plans, and test reports.

7.3. Senior Business Systems/Management Analyst (Qualified Pilot – Subject Matter Expert

(SME))

7.3.1. Minimum Educational Level. Bachelor’s Degree in in Business, Engineering, Information

Systems, Social Science, or related discipline, and Master’s degree in any field preferred.

7.3.2. Minimum Years of Experience: Seven (7) years of progressive USAF qualified and rated piloting experience, or 15 years without Master’s degree.

7.3.2.1. NOTE: Pilot experience referenced in this PWS refers to past experience. There is no requirement for the Qualified Pilot-SME to possess any current aviator ratings, military or civilian. The government’s intent is to utilize previous pilot experience.

7.3.3. Knowledge, Skills, and Abilities (KSAs). The one (1) Qualified Pilot-SME contractor shall act as the Government PM’s Program Integrator and have the following:

7.3.3.1. Experience in supporting the planning, scheduling and project control phases of projects or acquisitions using established processes and procedures.

7.3.3.2. Experience in performing in a recognized expert role requiring a high level of specialized knowledge and experience related to strategic planning, systems alignment, organizational assessment, process improvement, facilitation, and related decision support services.

7.3.3.3. Experience in analyzing complex problems, researching and synthesizing data, and proposing unique solutions or alternatives.

7.3.3.4. Experience in providing expert advice and assistance in support of an agency’s mission‐oriented functions.

7.3.3.5. Experience in development of solutions, recommendations, and outcomes across multiple complex tasks in multiple organizations.

7.3.3.6. Experience in producing and reviewing of technical documentation reflecting knowledge of technical areas.

7.3.3.7. Experience in providing technical/business knowledge and analysis of highly specialized applications and operational environments, high level functional systems analysis, design, integration, documentation and implementation advice on complex problems that need extensive knowledge of the subject matter for effective implementation.

7.3.3.8. Experience in managing program and project cost, schedule, and performance thresholds at the

Acquisition Professional Development Program (APDP) Level 1 minimum, with Level II desired.

7.3.3.9. Proficient with Microsoft products.

7.3.3.10. Proficient in concepts of Ready Aircrew Program (RAP) and Flying Operations, AFI 11-102

Flying Hour Program Management.

7.3.4. Minimum Rated Pilot Experience: Previous experience of Seven (7) years as rated USAF pilot and permanent award of pilot rating, and 2000 total hours, or 1300 hours (any combination of primary, instructor, and/or evaluator pilot time). Understanding of discipline in T-38 Undergraduate

Pilot Training (UPT) or Graduate Fighter required.

7.3.5. Contractor shall fill positions not later than 30 days after contract award.

8. U.S. Citizenship

8.1 Possess U.S. Citizenship, which is necessary to gain access to DoD IT systems, sensitive information (refer to Attachment 3), and qualify for a required security clearance. The contractor employees shall be able to understand, speak, read and write English.

9. Man Hours/Labor Categories

9.1 The government requires the contractor to maintain a total minimum level of effort (LOE) as identified in Tables below to complete this services effort. The government estimates that this task will require an approximate level of effort, as outlined below, to accomplish the tasks identified in the PWS.

NOTE: 1,920 Hours is equivalent to 1 Full-Time Employee (FTE).

Table 9.1 Firm Fixed Price (FFP) Labor

Labor Category Est. Hours by Labor Category

Base OY1 OY2 OY3

Senior Systems Engineer 1920 1920 1920 1920

Senior Systems Engineer 1920 1920 1920 1920

Senior Business Systems/Management Analyst (Previous Qualified

Pilot-SME) 1920 1920 1920 1920

Total Estimated Direct Labor Hours 5760 5760 5760 5760

9.2. Labor shall be performed at the rate agreed to at the time of task order award for the base period

(and option periods, if applicable), and no additional rate increases shall be allowed after award. All awarded rates shall be fully-burdened FFP rates, and the rates shall not be subject to “finalized audited rates” by the Defense Contract Management Agency (DCAA) or other third party auditor.

9.2.1. The awarded estimate for each labor category is considered a labor category ceiling. After award, the Contractor shall not utilize and subsequently bill above each awarded labor category ceiling without a written modification from the Contracting Officer. Within those labor category ceiling amounts, the

Contractor must not independently decide which labor categories may be utilized and subsequently

Formatted Table billed in support of the client’s requirements without prior written approval from the client and GSA

Project Manager. Prior to assigning any contractor employees to a labor category to perform work under the terms and conditions of this requirement/PWS, the Contractor must obtain the written approval of the client and GSA Project Manager. The Contractor understands that neither the funded amount, ceiling value or the hours on the T&M is a guarantee to the Contractor. The total contract ceiling value may not be exceeded without a written modification from the Contracting Officer.

10. Personnel

10.1. Contractor Employee Guidelines

10.1.1. The contractor shall not employ persons on this award if such employees are identified to the contractor by the Client’s COR, PM and/or CO as a potential threat to the health, safety, security, general well-being, or operational mission of the installation and its population. The employee(s) should be removed immediately and replaced with an employee(s) that can provide the same level of service and approved by the CO, to ensure the labor category is similar or the same.

10.1.2. The individuals who fill these three (3) positions will have access to sensitive personal and contractual information that is protected under the Privacy Information Act, as well as the Procurement

Integrity Act; all necessary precautions shall be taken by the contractor to protect such information from disclosure. A non-disclosure statement will be signed when participating in any technical evaluation.

Any assignment which may result in a conflict of interest shall be identified immediately.

10.2. Contractor Training. The contractor shall adhere to the DoD Security, personnel, and training policies within HQ AETC. The contractor shall complete all government provided training as required by the COR and/or Contracting Officer. Additionally, the contractor shall provide all the necessary technical training in compliance of this PWS. The contractor shall adhere to all procedures for operating in a military installation and/or utilizing the government network environment.

10.2.1. Mission-Unique contractor training required for successful services support shall be requested to and specifically authorized by the Contracting Officer. Required Mission-Unique contractor training will be at the expense of the government.

10.3. The contractor-appointing personnel shall report to the COR on the first day of task performance start. The COR will provide direction for a proper check-in and any additional documentation or instructions that may be necessary for task performance. The contractor-appointing personnel shall return the completed check-in sheet to the COR within ten business days.

10.4. Upon receipt of an adjudicated Federal background investigation, the Command Trusted Agent will enter task employee into the Contractor Verification System (CVS). The contractor employee shall be responsible for completing the CVS application for requesting issuance of a Common Access Card

(CAC).

10.5. Orientation for Contractor-Provided Services

10.5.1. Contractor employees providing service under this task shall undergo an orientation. On a case-by-case basis, the government may waive orientation if the task employee is currently or has previously worked at HQ AETC.

10.5.2. Contractor employees shall complete all command required training, including but not limited to

Diversity, HIPAA, and other applicable training courses. Other annual training requirements for topics such as but not limited to fire, safety, infection control, family advocacy, Chemical, Biological, Radiological, Nuclear, and Explosive Events (CBRNE) Basic Awareness, and various required on-line trainings.

10.5.3. Contractor employees shall complete mandatory USAF and DoD on-line training as indicated above. DoD on-line training may require the task employee to enter his/her Social Security Number

(SSN) to document and track compliance with training requirements.

10.5.4. Emergency Preparedness Plan. Contractor employees shall participate in executing the

Emergency Preparedness Plan (drills and actual emergencies) as scheduled by the government (typically semiannually). HQ AETC maintains a personnel recall list with personal contact information for all military, civil service and contractor employees which is required to prepare in advance for an actual emergency. Upon commencement of performance, the contractor shall provide the COR with a list of personal contact information for a designated contractor representative as well as all contractor staff performing services. Should an emergency occur that will affect the workers’ shifts, the designated contractor representative and the task employees will be contacted.

10.6. Independent Contractor. The services provided by the contractor are provided in the capacity of an independent contractor. The government will evaluate the quality of services for purposes of task inspection and acceptance. The contractor shall be solely responsible for any and all liability caused by the acts or omissions of its agents or employees. The contractor shall not in any manner represent or infer that it is an instrumentality or agent of the United States Government. The contractor shall recognize that the Commander maintains administrative and operational responsibility for all activities within the Command and may take such actions as necessary to preserve and maintain the integrity of the Command, subject to the limitations prescribed by law and USAF Instructions.

10.7. Contractor employees providing support to the Government shall conduct themselves in a professional, businesslike manner adhering to high ethical standards. Contractor employees must follow the Standards of Ethical Conduct for Employees of the Executive Branch (Codified in 5 C.F.R. Part

2635 and as amended at 76 FR 38547) and local command policy in addition to the standards of conduct policies of the contractor. The government will not tolerate unethical behavior and behavior that reflects poorly upon the government, its mission, and its operations. If a contractor employee is uncertain whether contemplated acts or conduct may violate the Standards of Ethical Conduct for Employees of the Executive Branch or local command policy, the contractor employee must contact the COR before engaging in such acts or conduct. CORs will seek advice on ethics issues from their ethics counselor.

10.8. Personnel Appearance. Contractor personnel shall show clear, continuous evidence of a professional work force. The contractor’s personnel shall present a neat and well-groomed appearance, and exhibit professionalism while in the performance of services. Contractor personnel shall wear a badge (or displayed CAC) that clearly indicates that they are contractor personnel and must have the company logo on the badge or on their apparel. Personnel must clearly identify themselves as contractor employees in emails, over the phone and in meetings. Contractor personnel, although recognized as contractor employees and under the complete control of the contractor, shall be required to comply with directives of the Base Commander or authorized representative as to safety and security standards and regulations applicable to the work site. Contractor personnel involved in crimes and/or other incidents of misconduct may be barred from the base by the Base Commander.

10.9. Contractor employees shall become acquainted with and obey all station regulations, shall perform in a manner to preclude the waste of utilities, and shall not use government resources (i.e. copiers, telephone, and computers, etc.) for personal business. All motor vehicles operated on these installations by task employees shall be registered with the base security service according to applicable directives.

10.10. The contractor shall comply with all applicable federal, state, and local laws, DoD, USAF, and

HQ AETC instructions and policies.

10.11. Employee Substance Abuse Testing. The contractor shall establish written processes, procedures and personal conduct policies required for ensuring a safe and efficient work environment, protection of military operations, and high standards of job performance that meets the applicable unit mission.

Procedures and policies shall reflect contractor employees being subject to substance abuse testing investigation when an individual’s actions or inactions are suspected as factors in a mishap sequence.

Investigation and reporting will be conducted IAW AFI 91-204, Safety Investigation and Hazard

Reporting. Additionally, mishaps that occur from the contractor’s operations shall be investigated and reported.

10.11.1. The contractor shall ensure specified testing is accomplish using a certified (i.e., a certified lab that meets Department of Health and Human Services (DHHS)/ Substance Abuse and Mental Health

Services Administration (SAMHSA) certification) medical substance abuse testing facility. Results of the test(s) shall be provided to the Contracting Officer for completing an investigation.

10.12. The contractor and all task employees shall comply with all HQ AETC checkout processes. These processes include returning government property, i.e., identification badges, pagers, cellular phones, etc., to HQ AETC upon a task employees last day of service. Failure to do so promptly may result in delay of payment to the contractor.

11. Additional Considerations

11.1. Modifications. The Contracting Officer will designate and authorize an individual to act as the

COR. Any such representative appointed will be specifically designated by letter from the Contracting

Officer. The COR exclusively represents the Contracting Officer in all technical phases of the work, but is not authorized to issue Change Orders, Supplemental Agreements, or direct any task performance requiring contractual modification or adjustment. Changes in the scope of work can only be made by modification properly executed by the Contracting Officer. All observations made by persons other than the Contracting Officer or the COR are strictly advisory and shall not influence the contractor's operations except for administrative requirements and responsibilities specified herein.

11.2. All financial, statistical, personnel, and technical data which are furnished, produced, or otherwise available to the contractor during the performance of this task are considered confidential business information and shall not be used for purposes other than performance of work under this task. Such data shall not be released by the contractor without prior written consent of the COR. Any presentation of any statistical or analytical materials, or any reports based on information obtained from studies covered by this task, will be subject to review and approval by the COR before publication or dissemination.