Draft -- NSSI Performance Work Statement.pdf

SECTION J, ATTACHMENT 01 NSSI INSTRUCTOR SUPPORT SERVICES PERFORMANCE WORKSTATMENT

GENERAL SERVICE ADMINISTRATION

NATIONAL SECURITY SPACE INSTITUTE (NSSI)

INSTRUCTOR AND SUPPORT SERVICES

PROJECT IDXXXXXX

PERFORMANCE WORK STATEMENT (PWS)

(29 October 2019)

ATTACHMENT 01

RECORD OF REVISIONS

VERSION DESCRIPTION Date

I

Table of Contents

1 GENERAL

1.1 Overview

1.2 Mission/Vision

1.2.1 Figure 1

1.2.2 Figure 2

1.3 Academic Approach

1.4 Quality Assurance

1.5 Contracting Officer Representative (COR)

1.6 Data Rights

1.7 Organizational Conflict of Interest

1.8 Non-Disclosure Agreement

1.9 Relevant Publications and Instructions

1.10 Mandatory and Advisory Publication and Documents

1.11 Government Supervision of Contractor Employees

1.12 Period of Performance

1.13 Commander’s Authority

1.14 Applicability of Security Requirements

1.15 Project Scope

1.16 Organization

1.16.1 Figure 3

1.17 Office of the Provost

1.17.1 Provost

1.17.2 Figure 4

1.17.3 Assistant Provost

1.18 College of Professional Development

1.19 College of Space Warfare

1.20 Mobile Courses

1.21 Academic Affairs

1.21.1 Figure 5

1.21.2 Academic Affairs Branch Responsibilities

2 DEFINITIONS & ACRONYMS

2.1 Definitions

2.2 Acronyms

3 GOVERNMENT FURNISHED ITEMS AND SERVICES

3.1 Base Support

3.1.1 Place of Performance

3.1.2 Duty Hours

4 CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES

4.1 Key Personnel

4.2 Program Management and Integration

4.3 Department Heads

4.3.1 Figure 6

4.4 Couse Director

4.5 Assistant Director of Academic Affairs

4.6 Chief of Institutional Effectiveness

4.7 Chief of Student Services

4.8 Material and Travel/Other Direct Costs (ODC)

4.8.1 Materials

4.8.2 Travel/ODCs

4.8.3 Content of Travel Request

4.9 General Requirements

4.9.1 Disposition/Demilitarization

4.9.2 Replacement/Backfill of Qualified Personnel

4.9.3 Personal Services and Inherently Governmental Functions (IGFs)

4.9.4 Certification Updates

4.9.5 Employee Conduct

4.9.6 Travel Requirements

4.9.7 Training

4.9.8 International Trafficking-In-Arms Regulations (ITAR)

5 SPECIFIC TASKS

5.1 Instructor Tasks

5.1.1 Teaching

5.1.2 Scholarship

5.1.3 Service

5.1.1 Associate Contractor Agreements (ACA)

5.1.1 Personnel Certifications Requirements

5.1.2 Integrated Logistics Support

5.1.3 Inventory

5.1.4 Sparing Analysis

5.1.5 Obsolescence Management (OM)

5.1.6 Course Catalog

5.2 Institutional Effectiveness Tasks

5.2.1 Resource Center Services

5.2.2 Space Weekly

5.2.3 Space Professional Reading List

5.2.4 Multi-Media

5.2.5 Web Development

5.2.6 Instructional System Design (ISD)

5.2.7 Registration

5.2.8 Course Assessment

5.2.9 Instructor Services

5.2.10 Surveys and Evaluations

5.2.1 E-Learning Development

5.3 Student Services Tasks

5.3.1 Course Administration

5.3.2 Space Power Lab Services

5.3.3 Risk Management Framework (RMF)

5.3.4 Information System Security Manager (ISSM)

5.3.5 Information System Security Officer (ISSO)

5.3.6 Information Assurance (IA)

5.3.7 HW/SW Licenses

5.3.8 Learning Management System (LMS) Administrator

5.4 Security Tasks

5.4.1 Security Requirements

5.4.2 Physical Security

5.4.3 Common Access Cards (CACs) and Access ID Badges

5.5 Government Furnished Equipment/Contractor Acquired Property

5.5.1 Transition Period Requirements

5.5.2 Post Award Conference/Period Progress Meetings

5.5.3 Precedence of Documents

5.6 Optional Tasks

5.6.1 Department Heads

5.6.2 Instructor Tasks

5.6.3 Future Course Catalog

5.6.4 Security Tasks

5.6.5 Facilities Tasks

5.6.6 General Tasks

5.6.2 Institutional Effectiveness Tasks

5.6.3 Student Services Tasks

6 APPLICABLE PUBLICATIONS

6.1 Compliance Documents:

6.2 Reference Documents:

7 ATTACHMENTS

8 PERFORMANCE REQUIREMENTS SUMMARY

8.1 Table 3

9 DELIVERABLES

9.1 Table 4

9.2 Acceptance of Deliverables

1 GENERAL

1.1 Overview

This PWS defines the performance-based requirements to support the NSSI’s faculty and support contract, which undergirds the Institute’s space education mission, which include academic instruction, support, sustainment, research, and outreach. These functions include, but are not limited to, requirements integration; leadership and instruction responsibilities; curriculum and lesson development, delivery, and refinement; research; institutional effectiveness; Resource Center and Space Power Laboratory (SPL) maintenance and operation; scholastic support functions; and multi-media and web development/management for the NSSI contract as directed by the NSSI Commandant.

1.2 Mission/Vision

The NSSI currently provides the responsive and relevant professional continuing education component of the various Department of Defense (DoD) and select allied nation space professional development programs. The NSSI has the following vision statement, “Educating and inspiring visionary space leaders of today and tomorrow.”

In 2004, General Lance Lord, AFSPC/CC, created the NSSI in response to the 2001 Space Commission’s demand that military members and Interagency personnel assigned to space specialties be afforded a structured, developmentally appropriate career path designed to grow space professionals. Evolving from the existing Space Operations School, the NSSI moved into commercial facilities in Colorado Springs and assumed the mission of providing space education and training to Air Force space professionals and the broader National Security Space (NSS) community. From 2004 through 2008, the NSSI consisted of two schools: the Space Professional School, responsible for professional continuing education, and the Space Operations School, structured to provide tailored training programs.

In 2008, General Robert Kehler, AFSPC/CC, sought to divest AFSPC of roles and missions rightfully belonging to Air Education and Training Command. After lengthy discussions with Lt Gen Stephen Lorenz, Air University (AU) Commander, Gen Kehler issued Implementation Directive 08-02 (21 Mar 2008), Organizational Relationships and Responsibilities, which directed realignment of the NSSI’s existing Space Operations School to the Space Innovation and Development Center (SIDC) at Schriever AFB, CO, and the Space Professional School to the Ira C. Eaker Center for Professional Development, AU at Maxwell AFB, AL. With this realignment, the Space Operations School was renamed the Advanced Space Operations School (ASOpS) under the

SIDC’s 595th Space Group and retained responsibility for advanced system training courses and pre-deployment training. The Space Professional School retained the "NSSI" title, as well as responsibility for space professional continuing education courses, and officially transferred to AU on 1 Oct 2009. Though the commanders for a time considered relocating the NSSI to Maxwell AFB, they eventually decided to leave the Institute in Colorado Springs, a center of gravity for the DoD space community. With this decision, AFSPC took responsibility for housing both schools in the existing commercial facility, with the ASOpS (now the 319th Combat Training Squadron (CTS) becoming the host and the NSSI a tenant. In Jun 2012, with the completion of a new on-base campus, the Moorman Space Education & Training Center (SETC), Building 1876, both schools relocated onto Peterson AFB and into their new purposefully built education facility, where they remain today.

Although housed in a new facility, another wave of change soon swept over the NSSI.

In early 2016, at the behest of General Mark Welsh, Air Force Chief of Staff, and under the leadership of Lt Gen Steven L. Kwast, Commander and President of AU, AU engaged in a top-to-bottom transformation effort. According to Gen Welsh, “Education and training are the foundation of our airpower advantage. To maintain this advantage in the future, we must safeguard and reinforce that foundation. All Airmen, whether teacher or student, have a role in ensuring that we remain the most technically proficient, best-educated, and best-trained air force in the world.” (The World’s Greatest Air Force: Powered by Airmen, Fueled by Innovation, Gen Mark A. Welsh, Pg. 7) Heeding the Chief’s call for change and innovation, Lt Gen Kwast urged all his staff and faculty to seek new and improved ways “to expand training and education, to inform strategic decision makers, to create networks, and to promulgate lessons learned and doctrine to achieve effects that are even more powerful [than in the past].” (Air University Strategic Plan, September 2015, Pg. 5) As part of this transformation, Gen Kwast, in partnership with Dr. Todd I. Stewart, Director and Chancellor of the Air Force Institute of Technology (AFIT) at Wright-Patterson Air Force Base, OH, decided to consolidate the NSSI, AFIT’s Cyber College, and AU’s Nuclear College at Kirtland Air Force Base, NM, under AFIT’s academic umbrella. Though not physically collocated, these three entities comprised AFIT’s newly formed School of Strategic Force Studies, with the goal of developing synergies in the space, cyber, and nuclear education realms. On 1 April 2016, the NSSI officially realigned from the Ira C. Eaker Center for Professional Development to AFIT’s School of Strategic Force Studies.

With the ever increasing domestic and international interest in space, space-related education, and coalition space partnerships, Lt Gen Tony Cotton, Commander and President of Air University, pulled the NSSI from AFIT on 1 May 2019 and realigned it under Air University, nominally at a level commensurate with other major education centers, e.g., the Spaatz Center, in the AU structure. This change enabled the NSSI to focus on its assigned Professional Continuing Education (PCE) mission, while giving Lt Gen Cotton more oversight of and greater leeway to manage the NSSI’s limited resources, as well as its educational influence and outreach. Along with this change, the NSSI absorbed several education courses from the 319th CTS, began offering two on-line courses, and increased its mobile offerings, some to overseas locations, to include Australia and NATO, all of which increased student throughput by over 170%, from around 880 to 2,400, in 2019. At present, the NSSI Commandant reports directly to the Commander and President of Air University and is fully integrated into AU’s structure and processes, fully complying with the University’s stringent academic mandates.

At this time, however, the NSSI faces even greater potential change. While the NSSI may continue to operate as Air University’s center of excellence for space education, it will more likely, in late FY19 or early FY20, shed its NSSI moniker, transfer from AU to the newly established United States Space Command (USSPACECOM), and become Joint Space University (JSU), modeled after the Joint Special Operations University (JSOU) at MacDill AFB, FL. While remaining in its current facility for the foreseeable future, the JSU will retain the NSSI’s PCE mission, associated courses, and customer base, but take on the added role of providing specialized joint education to USSPACECOM, DoD, Interagency, and select allied personnel. Whether the NSSI continues to serve under AU or becomes the JSU, the organization will certainly undergo significant change over the next few years, assume even greater roles and missions, and serve even more partners than ever before. With added roles and missions, the NSSI’s student throughput will likely grow by a 10% to 15% each year for the foreseeable future (Figure 1). Faced with inevitable change; a seemingly, unlimited demand for space education; and sharp competition for scarce resources, the NSSI and its faculty, staff, and mission partners will need to be flexible, visionary, and dedicated in order to effectively and efficiently meet the burgeoning space education needs of a growing list of customers.

1.2.1 Figure 1

Figure 1, FY15 through FY19 figures are based on actual projections. FY20 is based on a projection of 15% growth from FY19. FY20 and beyond has a 15% growth based on prior FY.

Since 2004, the NSSI has produced no fewer than 808 space professional graduates every year, and coordinates closely with sister services and a wide array of education partners to fulfill its unique role of providing space PCE to DoD and select allied officers, NCOs, and civilians. In addition to Air Force, Army, Navy, and Marine students, the NSSI is proud to educate professionals from Great Britain, Australia, Canada, and New Zealand, as well as students from 17 other nations and all NATO countries. Throughout its dynamic 15-year history, the NSSI has continuously evolved, always striving to afford its students with the best possible education experience and its graduates with lifelong learning opportunities, all while solidifying its unique role as the DoD’s center of excellence for space PCE. In 2019, NSSI celebrates its 15th year of service, to the United States, the US Air Force, and its many partners, the future of space and space education is brighter than ever, and the NSSI is proud to educate the space leaders of today and the many who will boldly lead America and her allies into the future. NSSI’s mission and Vision is found in Figure 2.

1.2.2 Figure 2

1.3 Academic Approach

The NSSI is designed to create, promote and sustain undergraduate and graduate-level knowledge through teaching, research and outreach in the strategic and operational art of joint space operations. The NSSI expands on the traditional in-residence classroom approach to education by blending in-residence, distant learning (DL), and advanced distributed learning concepts at both in-residence and offsite locations in the Continental United States (CONUS) and Outside Continental United States (OCONUS) supporting the DoD, US Interagency, coalition Space Cadre and Partner Nations.

1.4 Quality Assurance

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

1.5 Contracting Officer Representative (COR)

The (COR) will be identified by letter. The COR monitors all technical aspects of the contract and assists in contract administration The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract: perform inspections necessary in connection with contract performance:

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

1.6 Data Rights

The NSSI has unlimited rights to all deliverables and all materials developed or used in support of, and for completion of the tasks associated with this PWS. The NSSI shall obtain custody of all records associated with Contractor deliverables and course materials, and shall have exclusive control in the distribution of all products and services provided and/or developed by the Contractor. The Contractor shall obtain approval from the Government for the release/share of any and all products/deliverables developed and/or used under this PWS.

1.7 Organizational Conflict of Interest

The Contractor's attention is directed to FAR Subpart 9.5, Organizational Conflicts of Interest. Any matters arising from potential conflict of interest will be considered prior to award of the work to be performed. The Contractor shall not employ any person who is an employee of the United States Government, if that employment would or would appear to cause a conflict of interest.

1.8 Non-Disclosure Agreement

Before any performance commences, the Contractor shall ensure that all Contract personnel, including subcontractors and consultants, assigned to or performing the PWS sign a Non-Disclosure Statement regarding key aspects of the project and project content. The Contractor shall also ensure that all staff understand and adhere to the terms of the non-disclosure statement, protecting the Government’s procurement-sensitive information and the proprietary information of other Contractors.

1.9 Relevant Publications and Instructions

The Contractor shall comply with all relevant publications and instructions listed within this PWS. All publications and instructions are either linked to the appropriate URL, available on line, or provided in the Appendix.

1.10 Mandatory and Advisory Publication and Documents

The Government has identified publications and documents that are mandatory (compliance) and advisory (reference) for this PWS. Mandatory coded publications and documents require contractor compliance. Advisory coded publications and documents provide guidance to the contractor to the extent necessary to accomplish the tasks and requirements in this PWS.

Publications preceded by “in accordance with”, or “IAW”, or indicated as “applicable” are mandatory requirements upon the contractor and are incorporated by reference into this PWS. In those cases, the remainder of the document is advisory. The contractor shall comply with the current version of the referenced publications reference. The contractor shall notify the Government PCO within thirty (30) days of receipt of revisions, changes, supplements, and notifications of rescission (including referenced publications in this PWS and federal, state, and local regulations and statutes), if there is a cost impact resulting from such revisions, changes, supplements, and rescissions. If the Government PCO is not notified, and the contractor performs IAW such revisions, changes, supplements, and rescissions, it will be at no increase to the contract’s price.

Revisions, changes, supplements, and rescissions to publications that increase cost will not become effective until directed by the Government PCO.

1.11 Government Supervision of Contractor Employees

The Government cannot supervise Contractor employees, as well as, the Government cannot direct Contractor employees outside the scope of this contract. The Government will inspect Contractor performance IAW the Quality Assurance Surveillance Plan (QASP) and any other clauses included in the contract.

1.12 Period of Performance

The anticipated period of performance (PoP) is five (5) years, comprised of one (1) twelve-month base year (inclusive of a 90 day transition period) from date of award and four (4) option years.

1.13 Commander’s Authority

The Government may direct the Contractor in writing to remove any employee from the installation when retention of such employee endangers life, property or security, or where such employee violates laws or regulations. This action does not relieve the Contractor from total performance of the contract tasks specified herein.

1.14 Applicability of Security Requirements

The provisions outlined in this PWS apply to the prime Contractor and any subcontractors the prime Contractor may employ during the course of this contract. No Contractor personnel performing sensitive duties shall allowed to commence work on this effort until his or her trustworthiness has been favorably adjudicated.

1.15 Project Scope

The Contractor shall: 1) develop, instruct, and manage lessons and courses, to include in-residence, mobile, distance learning/virtual methods and/or hybrid courses; 2) serve as course directors; 3) academic departments heads; 3) provide general academic and student support services; 5) conduct research and outreach; 6) secure facilities, as required, e.g. off-campus classrooms and conference space, if the Government requests; 7) provide protocol support; 8) provide foreign disclosure support in the form of Foreign Disclosure Representatives (FDR). The NSSI requires specialized instructors and critical support personnel capable of successfully researching, developing, and executing the NSSI’s Space curricula and academic program IAW USSPACECOM, HQ AFSPC, HQ Air University guidelines, NSSI directives and guidelines, and current scholastic best practices.

The Contractor shall propose required training tools, supplies, equipment, and labor necessary to support and execute the NSSI’s academic mission. The support shall span the areas of: Program Management, Instructor Services, Course Support Services, Research, Institutional Effectiveness, Protocol, Facilities Services, General Support Services, Space Power Lab Services and Resource Center Services. Classes occur year-round with a consistently high operational tempo. The Contractor shall support Mobile Education Teams (MET) delivering specialized education to CONUS-based and overseas domestic and foreign partners in accordance with NSSI direction and Joint Travel Regulation (JTR) guidance. The Contractor shall maintain unclassified and classified networks, and provide sustainment for those networks to include complying with all US and Joint Service regulations such as the Risk Management Framework (RMF). If a new Contractor assumes responsibility of this project, the Government intends to facilitate a 90-day transition period (included in the base period of performance) allowing the new Contractor time to reach full operational capability (FOC) before assuming full responsibility of the required work.

The purpose of this requirement is to provide the NSSI with Full-Time Equivalent (FTE) or Part-Time Equivalent (PTE) contractor support, as required. The contractor shall provide FTE/PTE Subject Matter Experts (SMEs) for resident, mobile, and distributed learning instruction using various delivery methods. The contractor shall provide in-resident, permanent full-time SMEs and liaisons to various partners not located in Colorado Springs, CO as directed by the NSSI, for example, Maxwell AFB in support of AU. The contractor shall also provide FTE support to the academic and student/academic support services.

1.16 Organization

NSSI’s configuration is similar to other American colleges and universities. It is organized to facilitate the Title 10 United States Code responsibilities of the Commander and President, Air University to prepare Space Cadre to carry out assigned missions and increase the space knowledge of DoD, joint, and coalition forces. In fulfilling these objectives, NSSI is organized into several functional colleges and departments as described later in the PWS. Figure 3 shows the NSSI’s organization structure.

1.16.1 Figure 3

1.17 Office of the Provost

1.17.1 Provost

The Provost shall be a government employee responsible for overseeing all academic curriculum. The Provost shall develop, administer, coordinate, facilitate and promote quality control of all academic programs. He/she shall ensure that all courses meet customer needs and are aligned within a continuum of learning. The Provost shall also oversee faculty development, outreach and curriculum exchange programs.

Additionally, the Provost shall oversee and coordinate with the Deans of the Professional Development and Space Warfare Colleges to ensure timely coordination and execution of all courses, as well as provide direction and oversight to the Academic Department Heads in maintaining the currency of all academic courseware and materials. Certification requirements for new/incoming faculty shall be developed and overseen by the Provost in coordination with the Assistant Provost and the Deans. The Office of the Provost structure is found in Figure 4.

1.17.2 Figure 4

1.17.3 Assistant Provost

The Assistant Provost shall be a government employee responsible for supporting the Provost in all of his/her duties, as directed by the Provost. Additionally, the Assistant Provost shall be responsible for SPL operations, and other general support as directed.

The Assistant Provost shall also coordinate, schedule, coordinate and ensure proper execution of all mobile courses NSSI. Additionally, the Assistant Provost is responsible for overseeing and de-conflicting scheduling issues across the colleges. The Assistant Provost shall coordinate as required with the Provost, Department Heads, Deans, Course Directors, and Academic Affairs staff in the execution of their duties.

1.18 College of Professional Development

The purpose of the College of Professional Development is to provide developmental Space PCE to space military professionals including: Air Force’s Space Professional Development Program (SPDP), to include government civilians, Army FA-40 program, Marine Corps 0540 certification, Navy Space Cadre development program, and other military space professionals to include foreign partners such as Canada, Great Britain, Australia, and New Zealand. The college shall be directed by the Dean, assisted by the

Assistant Dean and Non-commissioned Officer in Charge (NCOIC), both U.S.

Government employees.

The Dean shall oversee all space PCE courses including, but not limited to, Space 100, 200, 300 courses, as described below. Each course shall have a contractor course director that reports directly to the Dean, Assistant Dean and NCOIC on the course’s management and progress. The Provost and the Director of Academic Affairs shall direct the Quarterly Course Reviews (QCR) and assess the results with each course director and the Chief of Institutional Effectiveness to ensure that courses meet the government’s requirements for educational excellence and efficacy. The Dean, Assistant Dean and NCOIC shall also review the EOC and conduct classroom observations, as availability permits, to ensure instruction meets Government requirements. The Dean shall coordinate with the Provost and the course directors to ensure the curriculum meets Government requirements and also ensure that certified instructors are available to instruct each course.

1.19 College of Space Warfare

The purpose of the College of Space Warfare is to provide space education to Joint, allied and the wider space warfighter community to ensure space superiority for U.S.

and its allies. The College of Space Warfare shall continually develop cutting-edge courses and curriculum that enable America and its allies to maintain an edge over adversaries in space. The college shall be directed by the Dean, assisted by the Assistant Dean and NCOIC, both U.S. Government employees. The Provost and Dean shall oversee all courses in the College to include, but not limited to, Introduction to Space (ITS), Space Executive Course (SEC), Joint Space Planners Course (JSPC), Integrated Planning Element Course (IPEC) Course, and the Coalition Space Course (CSC), Space Intel Fundamentals Course (SIFC), and Space Operations Course (SOC). Each course shall have a contractor course director that reports directly to the Dean, Assistant Dean and NCOIC on the course’s management and progress.

The Dean shall review the QCR results with each course director and the Chief of Institutional Effectiveness to ensure that courses meet the government’s requirements for educational excellence and efficacy. Unit QCRs shall be chaired by the Commandant. The Dean, Assistant Dean and NCOIC shall also review EOC Critiques and conduct classroom observations, as availability permits, to ensure instruction meets Government requirements. The Dean, Assistant Dean and NCOIC shall coordinate with the Provost and the course directors to ensure the curriculum meets Government requirements and also ensure that certified instructors are available to instruct each course.

1.20 Mobile Courses

Mobile courses are usually derivatives of existing courses tailored to suit the needs of requested by external units and executed at the requesting unit’s location. NSSI shall tailor courses to suit the requestor’s specific needs to include appropriate content from the current curriculum repository. Mobile courses require qualified NSSI contracted faculty to travel at the government’s direction. The number of faculty and duration of the mobile will vary widely. All mobile courses shall be scheduled and coordinated by the Assistant Provost in coordination with all relevant departments, colleges, and applicable stakeholders to ensure the NSSI offers the appropriate learning outcome to the customer in concert with all available modes of learning in a timely fashion.

The Assistant Provost shall work within resource capabilities and constraints of the NSSI. This may include a portion of the mobile course being a blended or hybrid offering. Travel funding may be provided by the NSSI or by the requesting unit depending on a number of factors to include duration of the training event, number of instructors required, location, date, timing, and requestor.

Requestors shall provide all the necessary equipment, facilities cleared to the appropriate classification level of instruction provided, and a verified student roster to the NSSI registrar. Mobile courses may be for information only, meaning no SPDP certification granted. Furthermore, mobile courses shall also include SPDP and sister service awarding courses based on USPACECOM requirements, NSSI capacity, and requestor requirements.

1.21 Academic Affairs

Academic Affairs integrates, plans, evaluates and directs resource allocation processes into a sustained, ongoing, and comprehensive practice in all college activities. The Director of Academic Affairs, reports to the Commandant on a quarterly basis through quarterly course reviews (QCRs), and sequence works with the Provost, Deans, Course Directors, and Department Heads to improve and refine courses, lessons, instruction, and support infrastructure.

The Academic Affairs branch initiates and coordinates the evaluation of college effectiveness toward fulfilling the mission of the NSSI through a collaborative, continuous and comprehensive system of assessment, research and planning activities.

Planning and evaluation processes at the NSSI reflect the university’s commitment to the systematic assessment of outcomes and the use of results to continuously improve programs and services. Figure 5 shows the Academic Affairs structure.

1.21.1 Figure 5

1.21.2 Academic Affairs Branch Responsibilities

I. Support a comprehensive institutional effectiveness process that utilizes the university’s mission, vision and core values as the foundation for planning, evaluation and research.

II. Provide a foundation for coordinating reports and research that support planning and evaluation efforts.

III. Ensure that continuous institutional evaluation and improvement are based on the evaluation and improvement model and use accurate information in decision making and strategic planning.

IV. Ensure that the effectiveness of the university’s research process is evaluated regularly and that the results are used for improving processes and services.

2 DEFINITIONS & ACRONYMS

2.1 Definitions

Contractor A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.

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

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

Defective Service A service output that does not meet the standard of performance associated with the Performance Work Statement.

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

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

Physical Security Actions that prevent the loss or damage of Government property.

Quality Assurance The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.

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

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

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

Work Day The number of hours per day the Contractor provides services in accordance with the contract.

Work Week Monday through Friday, unless specified otherwise

2.2 Acronyms

21st SW/CC 21st Space Wing Commander 319th CTS 319th Combat Training Squadron ACOR Alternate Contracting Officer's Representative ACQ Acquisitions ADP Adaptability AF Air Force AFARS Army Federal Acquisition Regulation Supplement AFB Air Force Base AFIT Air Force Institute of Technology AFPD Air Force Policy Directive AFSAT Air Force Security Assistance Training AFSPCE/CC Air Force Space Command, Commander AIS Automated Information System AJAX Asynchronous JavaScript and XML ANA Mission Analysis AOC Air Operations Center AR Army Regulation ARC Air Reserve Component ASOpS Advanced Space Operations School ATO Authority to Operate AU Air University AUREPM Air University Register Education Program Management BMG Battle Management BPA Blanket Purchase Agreement C2 Command and Control C2PC Command and Control Personal Computers C&A Certification and Accreditation CAC Common Access Card CAP Contractor Acquired Property CBT Computer Based Training CCE Contracting Center of Excellence CCDR Combatant Commander CCMD Combatant Command CCS Civil and Commercial Space CDRUSSPACECOM Commander USSPACECOM CFIR Counterspace Fires

CFM Course Functional Manager CFR Code of Federal Regulations CLIN Contract Line Item Number CO Colorado COA Course of Action COCOM Unified Combatant Command COG Center of Gravity COMSEC Communications Security COMPUSEC Computer Security CONPLANS Concept Plan CONUS Continental United States (excludes Alaska and Hawaii) COR Contracting Officer Representative COTR Contracting Officer's Technical Representative COTS Commercial-Off-the-Shelf CMD Command Relationships CSC Coalition Space Course CSpOC Combined Space Operations Center DA Department of the Army DAA Designated Approval Authority DCID Director of Central Intelligence Directive DD250 Department of Defense Form 250 (Receiving Report) DD254 Department of Defense Contract Security Requirement List DFARS Defense Federal Acquisition Regulation Supplement DHCP Dynamic Host Configuration DMDC Defense Manpower Data Center DNS Domain Name System DOD Department of Defense DRMO Defense Reutilization and Marketing Office DSC Defensive Space Control DSN Defense Switched Network DV Distinguish Visitors eMASS enterprise Mission Assurance Support Service EOC End of Course EMS Electromagnetic Spectrum EMSEC Emissions Security ENV Environmental Considerations ERS Enterprise Reporting Service ESI Enterprise Software Initiative

ESPI European Space Policy Institute ETH Ethos EXPM Large Force Exercise Planning and Management FAR Federal Acquisition Regulation FDR Foreign Disclosure Representative FOC Full Operational Capability FTE Full Time Equivalent FVEY Five Eyes GCC Geographic Combatant Commands GCCS-J Global Command and Control Systems-Joint GIANT GPS Interface and Navigation Tool GOTS Government Off the Shelf GPC Government Purchase Card GPS Global Positioning System GSA General Service Administration GSSA Global Space Situational Awareness HIPAA Health Insurance Portability and Accountability Act of 1996 HOSP Hardware, Operating Systems, and their Peripherals HQ Headquarters HTML Hyper Text Markup Language HW Hardware IA Information Assurance IAO Information Assurance Officer IAVA Information Assurance Vulnerability Assessment IAW in accordance with IMP Continuous Improvement IMS International Military Students IMSO International Military Student Officer INFS Infrastructure INST Instructorship INT Intelligence IPEC Integrated Planning Element Course ISD Instructional System Design ISR Intelligence, Surveillance, and Reconnaissance ISSA Integrated Space Situational Awareness ISSM Information System Security Manager ISSO Information System Security Officer IT Information Technology

ITAR International Traffic in Arms Regulations ITIPS Information Technology Investment Portfolio System ITS Introduction to Space IWS InfoWorkspace JADOCS Joint Automated Deep Operations Coordination System JDCSISSS Joint DoDIIS/Cryptologic SCI Information Systems Security Standards JDEIS Joint Doctrine, Education and Training Electronic Information System JEL Joint Electronic Library JFC Joint Force Commander JFCC Joint Functional Component Command for Space JFIR Joint Fires JOA Joint Operating Area JP Joint Plan JPLN Joint Planning JPP Joint Planning Process JS JavaScript JSAF Joint Semi-Automated Force JSOU Joint Special Operations University JSPC Joint Space Planners Course JSU Joint Space University JSTO Joint Space Tasking Order JTR Joint Travel Regulation JWICS Joint Worldwide Intelligence Communications KO Contracting Officer LAN Local Area Network LAR Launch Range Operations LAW Law and International Norms LMS Learning Management System LRU Line Replaceable Unit MDI Multi-domain Integration MET Mobile Training Team MOA Memorandum of Agreement MOU Memorandum of Understanding NATO North Atlantic Treaty Organization NCO Non-commissioned Officer NCOIC Non-commissioned Officer in Charge

NIPR Non-Classified Internet Protocol Router Network NOS National Policy and Strategy NRO National Reconnaissance Office NSDC National Space Defense Center NSOC Naval Satellite Operations Course NSS National Security Space NSSI National Security Space Institute NSSI/CC National Security Space Institute Commandant NTE Not to Exceed OA&D Operational Art and Design OAST Operational Assessment OCI Organizational Conflict of Interest OCONUS Outside Continental United States (includes Alaska and Hawaii) ODC Other Direct Costs OE Operations Engineer OMM Orbital Movement and Maneuver ORB Orbital Mechanics OPLANS Operation Plan OSC Offensive Space Control OSTI Office of Scientific and Technical Information OTA Oracle Training Administrator PC Personal Computers PCE Professional Continuing Education PCO Procurement Contracting Officer PDS-M Processing and Display Subsystem Migration PIPO Phase In/Phase Out PM Program Manager PMBoK Program Management Book of Knowledge PNT Positioning, Navigation, and Timing POA&M Plan pf Action and Milestone POC Point of Contact PoP Period of Performance PRO Protection PRS Performance Requirements Summary PSI Personnel Investigation PTE Part Time Equivalent PWS Performance Work Statement

QA Quality Assurance QAP Quality Assurance Program QASP Quality Assurance Surveillance Plan QC Quality Control QCP Quality Control Program QCR Quarterly Course Review RC Resource Center RFF Request for Forces RFI Request for Information RIDM Risk Informed Decision Making RMF Risk Management Framework SATCOM Satellite Communications SBSS Standard Base Supply System SCA Satellite Control Authority SCI Sensitive Compartmented Information SCIF Sensitive Compartmented Information Facility SEC Senior Executive Course SETC Space Education Training Center SIFC Space Intel Fundamentals Course SIPR Secret Internet Protocol Router Network SIS Space Information Services SME Subject Matter Experts SOC Space Operations Course SPDP Space Professional Development Program SPINS Special Instructions SPL Space Power Laboratory SPLN Strategic Planning SPRL Space Professional Reading List SSA Space Situational Awareness SSE Space System Engineering SSWG System Safety Working Group SSS Space System Sustainment STK System Toolkit STRED Standard Tactical Receive Equipment Display SUR Space Surveillance SW Software TAA Technical Assistance Agreements TACON Command Authority

TAR Travel Authorization Number T&E Test and Evaluation TDV Tactics Development and Validation TE Technical Exhibit TPFD Time-Phased Force and Deployment Data TPS Tactical Problem Solving TRO Training Range Operations TTP Tactics Techniques and Procedures UCCS University of Colorado at Colorado Springs USAFA United States Air Force Academy USSF United States Space Forces USSPACECOM United States Space Command VTC Video Teleconference Center WASP Web Analytics Solution Profiler XML Extensible Markup Language

3 GOVERNMENT FURNISHED ITEMS AND SERVICES

3.1 Base Support

The Government will provide utilities/base support for limited office space and storage, secure storage containers (safes). At the Government facility, the Government will provide utilities at no cost, limited to electricity, natural gas, water, and sewage.

Additional base support, provided at no cost to the Contractor, includes facility maintenance and alarm maintenance. The Government will provide to Contractor-designated work areas, as validated by the Government, Local Area Network (LAN) access, telephone services (e.g., Defense Switched Network (DSN), and telephones.

Use must be IAW applicable publications. The Contractor will be required to participate in all energy conservation programs.

3.1.1 Place of Performance

The NSSI operates primarily, but not exclusively, from the Moorman Space Education and Training Center (SETC), Building 1876, on Peterson Air Force Base (AFB) in Colorado Springs and is geographically separated from its parent unit, The Air University, Maxwell Air Force Base, located near Montgomery, AL. The Contractor, at the Government’s direction, shall perform routine, required duties at various locations, including Government/ Contractor facilities, in the local community, defined as an area within a 50-mile radius of Peterson AFB. At the Government’s direction, the Contractor shall also periodically perform portions of the required work at the Contractor’s own facilities, off-site CONUS or overseas locations. The Contractor shall perform official travel in the performance of Government-directed duties in accordance with NSSI directives, the Joint Travel Regulation (JTR), other pertinent documents, and the paragraph “TRAVEL REQUIREMENTS” below.

The Moorman SETC has approximately 40 contractor office spaces for faculty and staff and is subject to change. Workspace will include a desk, a computer with access to the Air Force Unclassified Network and a telephone for each contractor personnel.

Contractor shall have access to a scanner/copier/fax machine as well as the required higher classification military networks and facilities (as applicable). The Contractor shall furnish all other office supplies and working materials required to execute this PWS IAW all terms and objectives listed herein. The contractor shall provide office space as needed, which is suitable environment for office operations, for a personnel on this contract. As well as, at the government’s direction the Contractor shall provide classroom space suitable for learning that is uninterrupted by outside distractions.

Additionally, the Contractor shall provide, as needed, SECRET or sensitive compartmented information facility (SCIF) for either office or classroom space.

The Contractor shall perform the required work at the locations identified in their proposal, if not working at the Moorman SETC. In order for the contractor to telework they must obtain Government approval, in writing from either the Commandant or the Deputy Commandant.

3.1.2 Duty Hours

When performing Government-assigned duties and tasks where normal business hours are 0700-1700, Monday through Friday; however, duty hours may vary by specific U.S., COCOM, and COCOM-sponsored sites, or based upon travel requirements. Portions of the required work may require continuous operations (24 hours per day, 7 days per week, 365 days per year), for example weather delays resulting in classes being scheduled on a weekend. The Contractor shall not be required to provide routine services on federal holidays, to include unforeseen federal holidays, e.g., an officially declared national day of mourning, except in the event of a national emergency or declaration of heightened military alert.

The Contractor may not work on officially declared federal holidays unless approved by the COR. NSSI follows its parent Command, often declaring certain days throughout the year as Family Days (e.g. the Friday following Thanksgiving Day) during which government personnel are granted time off, depending on operational requirements.

Although NSSI’s government personnel may take time off on declared Family Days, Contract personnel shall work during these times unless individual contractors opt to use vacation/personal time.

The performance of these PWS services is not considered to be mission-essential during times of crisis or inclement weather. Should a crisis be declared, the CO and/or COR will verbally advise the Contractor of the revised requirements followed by a written notification. The Contractor is advised that payment of services during times of crisis or inclement weather, despite Government cause, will not be rendered. However, Contractor may be required to perform support due to crisis or inclement weather delay during non-standard duty hours.

The 21st Space Wing Commander has authority to delay reporting or release personnel from duty in the event of inclement weather or other unusual occurrences. These declarations are made to facilitate Government response to an incident and/or for the safety of all assigned personnel. Therefore, Contract personnel shall abide by the same

21st SW/CC-directed reporting/release instructions as NSSI-assigned Government personnel.

4 CONTRACTOR FURNISHED ITEMS AND RESPONSIBILITIES

4.1 General Requirements

4.1.1 Disposition/Demilitarization

The Contractor shall perform demilitarization/disposal activities for permanently removed software, hardware, and other equipment IAW Government instructions.

4.1.2 Replacement/Backfill of Qualified Personnel

The Contractor shall provide qualified personnel who meet the appropriate, education, experience and qualifications to perform all requirements specified in this Performance Work Statement. Continuity, technical expertise, and specialized knowledge are of the utmost importance to the NSSI. It is critical that all personnel are highly qualified technical experts in their field. If during the performance of the PWS, should a replacement/backfill be required, the Contractor shall provide the NSSI with the résumé of a fully qualified replacement within two (2) weeks of the incumbent’s departure and be able to hire the proposed candidate within five (5) business days of the Government’s concurrence and notification of the replacement. Should the Contractor fail to propose and hire a fully qualified replacement within 30 days, the Contractor shall notify the Government and apply an equitable adjustment to the corresponding invoice for the contract.

4.1.3 Personal Services and Inherently Governmental Functions (IGFs) The Contractor shall ensure the Contractor’s employees understand the prohibitions imposed on the US Government regarding personal services contracts and will report to the PCO immediately instances where the Government attempts to supervise the Contractor’s employees. The Contractor shall train, organize, and control Contractor personnel and monitor support to ensure employees are not performing IGFs and shall report these types of actions to the PCO immediately.

4.1.4 Certification Updates

The Contractor shall update and maintain, at their expense, certifications IAW this PWS.

The Government will notify the Contactor in writing when a new certification is required, and the Contractor shall have six months to obtain the new certifications for their employees.

4.1.5 Employee Conduct

Contractor employees shall present a professional image at all times and their conduct, dress, appearance, or decorum shall not discredit the United States Government.

Contractor personnel shall comply with reasonable government-directed dress, appearance, and grooming standards consistent with a professional institution of higher learning. The Contractor shall comply with specific guidelines provided in the NSSI’s Faculty Handbook.

The Government may, at its sole discretion, direct the Contractor to remove any contractor employee from government facilities for any unprofessional behavior, general misconduct, or breaches of security, as deemed appropriate by the NSSI Commandant or his/her delegated representative. Removal does not relieve the Contractor of the responsibility to continue providing the services required under any contract awarded.

4.1.6 Travel Requirements

Contract employees may be required to travel to various locations within the continental US (CONUS), COCOM areas of responsibility, or COCOM-sponsored sites. All travel shall be in accordance with JTR, SAF/IA guidance, Department of State Standardized Regulations, FDO guidance, and in compliance with the DoD Foreign Clearance Guide, individual protection, and…