J-3-AFCENT_SOO.docx

AFCENT CPO SOO

Collaborative Project Order (CPO) Statement of Objectives (SOO)

1.0 PURPOSE

The purpose of this Collaborative Project Order (CPO) is to support U.S. Air Forces Central (AFCENT) operationally focused innovation, experimentation, and futures development activities by enabling rapid, compliant collaboration with Government, academic, industry, and allied partners through the Partnership Intermediary Agreement (PIA).

Under this CPO, the Partnership Intermediary operates as a non-inherently governmental enabling mechanism to provide facilitation, analytic, coordination, and engagement support that enhances AFCENT’s ability to:

· Identify and assess mission-relevant problems and priority challenges across the AFCENT Area of Responsibility (AOR);

· Connect operational directorates with technical experts, researchers, and innovation partners;

· Support experimentation, validation, and feedback loops across science, technology, and operations; and

· Enable early-stage transition, modernization, and force-design insights that inform doctrine, acquisition planning, and future force development

This CPO supports AFCENT Futures Lab and Battle Lab activities that translate operational needs into experimentation and learning cycles, while preserving Government authority over decisions related to mission prioritization, experimentation execution, acquisition, transition, and operational adoption.

2.0 BACKGROUND

2.1 AFCENT Operational Innovation Context

U.S. Air Forces Central operates in a complex, contested, and rapidly evolving operational environment. AFCENT must continuously adapt to emerging threats, new technologies, coalition dynamics, and operational constraints across the CENTCOM AOR.

Unlike traditional acquisition-centric pathways, AFCENT’s innovation challenge is not limited to technology maturation alone, but includes:

· Rapid problem framing and prioritization;

· Validation of concepts, tools, and processes in realistic operational contexts;

· Integration of science and technology insights into operational decision-making; and

· Translation of experimentation outcomes into doctrine, force design, acquisition inputs, and Program Objective Memorandum (POM) considerations.

2.2 AFCENT Futures Lab and Battle Lab Model

The AFCENT Futures Lab and associated Battle Lab activities institutionalize experimentation as a repeatable command capability, rather than ad hoc innovation events.

This model emphasizes:

· Operations Exchange Meetings (OEMs) to connect AFCENT directorates with technical experts and partners;

· Force-on-Force, edge validation, red teaming, and wargaming to stress-test concepts, technologies, and decision models;

· Feedback loops that provide operational data, insights, and performance validation; and Enterprise force modernization informed by experimentation outcomes over near-, mid-, and long-term horizons (6–18 months, 18–36 months, 3–5 years).

2.3 Experimentation-to-Transition Continuum

AFCENT experimentation spans multiple technology readiness levels and domains, aligning science, technology, and operational learning rather than executing isolated technical demonstrations.

Activities may include:

· Early discovery and concept exploration;

· Prototype development and integration;

· Operational experimentation and validation;

· Transition awareness and alignment with acquisition, sustainment, and modernization pathways.

The Partnership Intermediary supports this continuum by enabling connectivity, coordination, and analytic insight, while leaving all execution, prioritization, and decision authority with the Government.

2.4 Use of the Partnership Intermediary Agreement Mechanism

This CPO is executed under the Partnership Intermediary Agreement (PIA), authorized by 15 U.S.C. § 3715 and 10 U.S.C. § 4214, which allows the Department of the Air Force to leverage qualified non-Federal entities to facilitate collaboration, experimentation support, technology transition awareness, and ecosystem engagement.

The PIA mechanism enables:

· Rapid, compliant engagement with academia, industry, non-profits, and coalition partners;

· Non-FAR collaboration and facilitation activities;

· Separation of inherently governmental functions from non-governmental support; and

· Flexible execution aligned to operational tempo and mission needs.

This CPO applies the PIA construct to AFCENT’s operational innovation mission while ensuring that all Government decisions related to scope, prioritization, experimentation execution, acquisition, transition, and operational employment remain solely with the Government, and that all direction to the Partnership Intermediary flows exclusively through AFOSR

2.5 Relationship to AFRL / AFOSR and Enterprise S&T

While this CPO is operationally focused, it may intersect with broader Department of the Air Force and AFRL science and technology efforts, including applied research, prototyping, and transition pathways.

Engagement with AFRL, AFOSR, or other Government S&T organizations may occur when authorized by the Government to:

· Inform experimentation design;

· Provide technical expertise or analytic insight; or

· Support alignment between operational needs and ongoing research efforts.

Such engagement does not alter AFOSR’s role as the sole directing authority to the Partnership Intermediary under this CPO, nor does it expand the scope of this CPO absent AFOSR-approved Project Plans.

2.6 Collaboration Environment Context

AFCENT maintains its own Government-provided collaboration and experimentation environments in support of Futures Lab and Battle Lab activities.

Accordingly:

· Primary collaboration, experimentation, and engagement activities are expected to occur within AFCENT-provided environments.

· Additional Capability A.1 (Collaboration Environments & Technical Engagement Spaces) under the PIA may be utilized only when expressly directed by the Government for overflow, specialized, distributed, or unique mission needs.

· Any use of PIA-enabled collaboration space shall be defined in an approved Project Plan and is not guaranteed or required absent such direction.

2.7 Activated Task Areas

For this CPO, the Government may activate one or more of the following Task Areas, as defined in the PIA Umbrella SOO:

· Task Area 1 — Partnership Development & Agreement Enablement

· Task Area 2 — Technology Transfer, Technology Transition & Market Intelligence

· Task Area 3 — STEM, Workforce & Talent Pipeline Development

· Task Area 4 — Technical Expertise, Studies & Analytic Assessments

· Task Area 5 — Data Tools, Analytic Platforms & Innovation Support

· Task Area 6 — Program Management, Engagement and Governance Support & Event Facilitation

· Task Area 7 — Outreach, Communication & Knowledge Transfer

· Task Area 8 — Other Government-Directed, T3-Aligned Facilitative Support

Activation of a Task Area authorizes only the categories of activity that may be directed by the Government. Task Areas do not constitute requirements, minimums, or guarantees of work.

Specific activities, deliverables, staffing, schedules, and funding associated with any Task Area shall be defined solely through Government-approved Project Plans.

2.8 Additional Capabilities

The following Additional Capabilities from the PIA Umbrella SOO may be utilized under this CPO when expressly directed by the Government and documented in an approved Project Plan:

· A.1 — Collaboration Environments & Technical Engagement Environments - includes co-working, meeting, event, or secure collaboration environment — may be provided or accessed when expressly directed by the Government. Any such environment, including size, location (e.g., proximity to AFOSR facilities), duration, configuration, or security posture, shall be specified in an approved Project Plan and is not guaranteed or required absent such direction.

· A.2 — Innovation Ecosystem Support & Cross-Sector Enablement

· A.4 — Data-Enabled Insights & Cross-Portfolio Integration

· A.5 — Communication Platforms, Tools & Knowledge-Sharing Infrastructure

· A.6 — Government-Approved Special Capability

Additional Capabilities are enabling functions only and shall not be proposed, priced, or performed as stand-alone services. Utilization of any Additional Capability shall be bounded by Government direction, approved Project Plans, available funding, and applicable security requirements.

2.9 Sponsor-Specific Scope Context

This CPO is managed by AFOSR under the AFRL Partnership Intermediary Agreement. Activities conducted under this CPO may support AFOSR priorities and, when authorized by the Government, may involve engagement with other AFRL directorates or divisions as mission partners or co-funders. Such participation does not alter AFOSR’s role as the sole directing authority under this CPO.

2.10 Relationship to Reporting and Deliverables

Reporting requirements and deliverables under this CPO are governed by Government-issued attachments and approved Project Plans. Deliverables are execution artifacts only and do not expand or modify the scope authorized by the Umbrella SOO or this CPO.

3.0 ROLES, AUTHORITIES, AND MISSION PARTNER FRAMEWORK

Roles, authorities, and execution constraints applicable to this Collaborative Project Order (CPO) are governed by the Partnership Intermediary Agreement (PIA) Umbrella Statement of Objectives (SOO), which is incorporated herein by reference. This section summarizes the CPO-specific application of those roles and authorities in support of AFCENT Battle Lab–led innovation and experimentation activities.

Nothing in this CPO alters the roles, authorities, or limitations established in the Umbrella SOO.

3.1 AFRL / AFOSR Role (Managing Organization)

The Air Force Office of Scientific Research (AFOSR), as the managing organization for this Collaborative Project Order (CPO) under the AFRL Partnership Intermediary Agreement (PIA), serves as the Government’s sole program authority responsible for direction, oversight, and stewardship of all activities executed under this CPO.

Under this CPO, AFOSR will:

· Establish and prioritize mission objectives, scope, constraints, and emphasis areas in coordination with AFCENT Battle Lab;

· Approve, modify, and oversee CPO execution and all associated Project Plans;

· Provide Government direction, guidance, and prioritization to the Partnership Intermediary consistent with this Statement of Objectives (SOO);

· Review deliverables and assess performance against outputs, metrics, and outcomes established through Government direction and documented in AFOSR-approved Project Plans; and

· Ensure compliance with statutory authority, Department policy, and the separation of inherently governmental and non-governmental functions.

AFOSR retains exclusive authority for all decisions related to scope, prioritization, acceptance of work, and performance assessment under this CPO. Nothing in this CPO authorizes any other Government organization to provide direction to the Partnership Intermediary independent of AFOSR.

3.2 Mission Partner Role (AFCENT Battle Lab and Aligned Stakeholders) Other mission-aligned organizations within the Department of Defense or other U.S. Government entities may participate in this CPO as mission partners or co-funders through coordination with AFOSR.

Such mission partners may:

· Identify areas of shared interest related to experimentation, innovation, or transition pathways;

· Participate in AFOSR-established governance, coordination, or review forums, as appropriate; and

· Contribute funding or subject-matter context when authorized by the Government.

The Partnership Intermediary shall not seek or accept direction, prioritization, or approval from Mission Partners without AFOSR authorization. Should a Mission Partner provide such direction, the PI's procedure is to refer the Mission Partner to the AFOSR COR and concurrently notify the COR of the communication.

3.3 Partnership Intermediary Role

The Partnership Intermediary operates under this CPO as a non-inherently governmental enabling entity, consistent with the Umbrella SOO, and shall:

· Provide facilitative, analytic, coordination, and engagement support aligned with AFCENT Battle Lab priorities, as authorized through AFOSR-approved Project Plans;

· Support experimentation planning, ecosystem engagement, partner connectivity, and non-binding transition or collaboration activities as directed by the Government;

· Maintain AFOSR as the sole Government authority for direction, approval, and performance assessment; and

· Refrain from performing inherently governmental functions, including decision-making, selection authority, legal analysis or drafting, negotiation, acquisition actions, or commitments that obligate the Government or third parties.

All activities performed by the Partnership Intermediary under this CPO are advisory, descriptive, and facilitative in nature and shall not bind the Government.

4.0 SCOPE

This Collaborative Project Order (CPO) applies the authorities and allowable scope of the Umbrella Partnership Intermediary Agreement (PIA) to AFCENT-specific objectives in support of operationally relevant technology transfer, early-stage technology transition, and innovation ecosystem engagement.

Under this CPO, the Partnership Intermediary shall provide non-inherently governmental facilitation, analytic, coordination, and engagement support to enable AFOSR-directed activities that support the AFCENT Battle Lab mission, including mission problem framing, partner engagement, early-stage pathway identification, transition awareness, and ecosystem connectivity.

This CPO is structured to support operationally informed innovation and experimentation, while preserving Government control over all decisions related to requirements, experimentation design, acquisition, transition execution, and operational adoption.

4.1 Operational Problem Framing & Mission Context Support

When expressly directed by AFOSR through an approved Project Plan, allowable activities may include non-binding operational problem framing support, including:

· Translation of Government-provided operational challenges into descriptive problem statements, engagement constructs, or exploration frameworks;

· Industry engagement, market exposure, agreements and ecosystem outreach activities;

· Support for shaping workshops, exchanges, or engagement activities that align science, technology, and innovation efforts with AFCENT mission priorities; and

· Documentation of operational context, constraints, and demand signals to inform ecosystem engagement and early transition awareness.

All problem framing activities are advisory in nature and shall not constitute requirements definition, acquisition planning, or operational tasking.

4.2 Technology Transfer & Early-Stage Technology Transition Scope When expressly directed by AFOSR through an approved Project Plan, allowable activities may include:

· Technology transfer awareness activities, including dissemination of Government-funded research outcomes, enabling technologies, data, and insights to relevant external audiences;

· Early-stage technology transition support, including pathway identification, stakeholder mapping, and transition feasibility awareness;

· Connectivity between AFCENT mission needs and relevant academic, industry, nonprofit, and Government research or innovation communities; and

· Support for transition-adjacent engagement activities intended to inform, but not execute, follow-on maturation, experimentation, acquisition, or commercialization efforts.

This CPO does not require or imply system insertion, operational fielding, acquisition execution, or transition “success” outcomes.

4.3 Partnership, Agreement & Ecosystem Engagement Scope

When authorized by AFOSR, allowable activities may include:

· Partner identification, assessment, and engagement across academia, industry, nonprofit organizations, Government laboratories, and allied or coalition entities, as appropriate;

· Facilitation and coordination support for non-FAR collaboration instruments (e.g., MOUs, MOAs, EPAs, CRADAs), consistent with Government determinations and statutory authority;

· Access to technical expertise, subject-matter experts, structured studies, and descriptive analytic assessments; and

· STEM and workforce ecosystem engagement activities aligned with DoD priorities and long-term talent pipeline objectives.

· Engagement activities such as workshops, technical exchanges, working groups, demonstrations, forums, and innovation convenings that support operationally relevant innovation exploration; and

· Support for bidirectional information flow between operational stakeholders, researchers, and ecosystem partners.

The Partnership Intermediary shall not negotiate, execute, approve, or legally finalize agreements on behalf of the Government.

4.4 Analytics, Studies & Decision-Support Enablement

When authorized by AFOSR, allowable activities may include:

· Access to subject-matter experts (SMEs) and technical expertise;

· Development and use of Government-owned data tools, descriptive analytics, visualization products, dashboards, and portfolio or ecosystem intelligence or commercial integrated products and platforms;

· Collaboration environments, engagement platforms, and coordination tools (including physical, virtual, or secure collaboration environments when authorized) that support Government-directed activities across Task Areas; and

· Documentation of engagement outcomes, lessons learned, and non-binding insights to support Government awareness and decision-making.

· Cross-task and enterprise-level analytic integration in support of AFOSR situational awareness, planning, and coordination.

All analytic outputs shall remain descriptive and advisory and shall not include recommendations or decisions related to funding, acquisition, or operational employment.

4.5 Outreach, Communication & Knowledge Transfer

When expressly directed by AFOSR, allowable activities may include:

· Preparation of factual, Government-approved outreach and knowledge-transfer products;

· Documentation and dissemination of engagement outcomes, lessons learned, and ecosystem insights;

· Support for internal and external communication products (e.g., briefings, summaries, reports, digital content), subject to Government review, approval, and public release controls.

Outreach activities under this CPO shall be non-advocacy in nature and shall not promote specific vendors, solutions, or acquisition outcomes.

4.6 Nature of Support & Scope Control

All work under this CPO shall be initiated only through AFOSR-approved Project Plans and shall remain within the Task Areas and Additional Capabilities activated under this CPO and the Umbrella SOO.

The Partnership Intermediary shall not perform contractor-initiated work, incur costs, or undertake activities outside Government-directed scope or beyond AFOSR authorization.

Nothing in this Section 4.0 is intended to narrow, exclude, or limit the Task Areas or Additional Capabilities activated under Section 2 of this CPO, all of which remain available for Government direction through approved Project Plans

5.0 OBJECTIVES

Objectives under this Collaborative Project Order (CPO) emphasize mission problem–to–ecosystem connectivity, responsible execution of Government-directed engagements, and early-stage technology transfer and transition awareness in support of AFCENT operational priorities and downstream Government decision-making.

Objectives under this CPO are enabling in nature and focus on awareness, connectivity, and pathway shaping. They do not require or imply system development, acquisition, operational fielding, or transition outcomes under this CPO.

Specifically, objectives of this CPO include:

· Enable technology transfer and early-stage transition awareness by increasing visibility of relevant technologies, research outputs, partners, and potential pathways aligned to AFCENT mission challenges and operational problem sets.

· Strengthen mission-aligned partnerships and collaboration networks by facilitating connectivity and engagement across Government organizations, academia, industry, nonprofit entities, and other mission-relevant stakeholders.

· Identify mission-aligned partnerships and collaboration networks across academia, industry, nonprofit organizations, government laboratories, and other stakeholders to improve scientific exchange, coordination, and long-term ecosystem engagement.

· Support partnership and agreement enablement readiness by facilitating awareness, coordination, and non-binding tracking related to non-FAR collaboration instruments (e.g., MOUs, MOAs, EPAs, CRADAs), consistent with Government determinations and statutory authority.

· Improve data-enabled insight and situational awareness for AFCENT and AFOSR through descriptive analytics, structured studies, landscape assessments, and ecosystem intelligence that inform planning and prioritization.

· Enable effective engagement forums and collaboration mechanisms (e.g., industry days, technical exchanges, workshops, challenges, and working groups) that support mission problem framing, ecosystem engagement, and early-stage pathway shaping.

· Support transparent, compliant, and auditable execution of CPO activities by enabling clear planning, documentation, reporting, and assessment of Government-directed work through CPO-defined outputs, metrics, and outcomes documented in approved Project Plans.

Achievement of these objectives will be assessed at the CPO level solely against outputs, metrics, and outcomes established through Government direction and documented in AFOSR-approved Project Plans and associated performance or reporting frameworks. Objectives do not, by themselves, create performance requirements or authorize work absent such Government direction.

6.0 GOVERNANCE FRAMEWORK

All work under this CPO shall be executed only in accordance with AFOSR-approved Project Plans, which define authorized scope, funding, schedule, deliverables, and performance expectations.

AFOSR, as the managing organization for this CPO under the AFRL Partnership Intermediary Agreement (PIA), will establish and maintain appropriate governance constructs (e.g., boards, working groups, review forums) to provide oversight, coordination, and performance management for activities conducted under this CPO, consistent with Sections 3.0 (Roles and Authorities) and 4.0 (Scope).

Mission Partners may participate in AFOSR-established governance structures, coordination forums, and review activities, as appropriate; however, AFOSR retains sole authority for direction, approval, prioritization, and acceptance of work under this CPO.

The Partnership Intermediary shall support governance processes by preparing materials, facilitating coordination, tracking actions and decisions, and documenting outcomes. The Partnership Intermediary shall not serve as a decision-maker, exercise approval authority, or perform inherently governmental functions.

7.0 ILLUSTRATIVE ACTIVITY LEVELS (FOR PROPOSAL DEVELOPMENT ONLY)

This section is provided solely to support offeror proposal development and understanding of the potential scale, variability, and mix of activities that may be authorized under this Collaborative Project Order (CPO).

The illustrative ranges below are not operational plans, forecasts, requirements, guarantees, minimums, or performance expectations and shall not be interpreted as required staffing levels, activity volumes, or deliverable targets. Actual activity levels, staffing, outputs, priorities, and sequencing will be determined exclusively by the Government through AFOSR-approved Project Plans and may differ materially from the illustrative ranges provided.

Task Areas and Additional Capabilities may be activated individually or in combination, and not all Task Areas are expected to be active concurrently.

7.1 Illustrative Level of Effort (Per CPO, Per Year)

For proposal planning purposes only, the illustrative annual level of effort under a single AFCENT

CPO may range from approximately:

· 8,000 to 16,000 labor hours per year

This illustrative range generally corresponds to approximately 2 to 8 full-time equivalent (FTE) personnel, depending on the mix of Task Areas activated, emphasis on operational problem framing, engagement activity, analytics, experimentation support, coordination requirements, and use of specialized expertise.

These figures are provided only as scale context and do not represent staffing expectations, commitments, or guarantees.

7.2 Illustrative Engagements and Convenings (Non-Binding)

When authorized through Government-approved Project Plans, illustrative annual ranges may include a mix of engagement activities such as:

· Major engagements: approximately 2 to 10 per year, which may include industry days, operational problem exchanges, technical forums, experimentation planning sessions, or similar convenings. Event scale, duration, and participation levels may vary widely.

· Minor engagements or interactions: approximately 50 to 250 per year, including meetings, workshops, technical exchanges, working sessions, or virtual engagements.

· Cross-functional teams or working groups: approximately 5 to 30 teams or cohorts, operating concurrently or episodically.

All engagement formats, frequency, and scale will be determined by the Government and documented in approved Project Plans.

7.3 Illustrative Analytics, Studies, and Data Products (Non-Binding) For proposal planning purposes only, illustrative annual ranges may include:

· Structured studies, assessments, or analytic reports: approximately 5 to 25 per year;

· Dashboards, data tools, or analytic products (new development or sustained operation): approximately 2 to 10 per year; and

· Recurring updates or performance-tracking products, as directed by the Government, which may be event-driven, milestone-based, or periodic (e.g., quarterly).

Specific metrics, milestones, and evaluation criteria will be defined only at the Project Plan level.

7.4 Illustrative Partnership and Agreement Enablement (Non-Binding) When expressly authorized by the Government, illustrative planning ranges may include:

· Partnership or agreement enablement actions (e.g., MOUs, MOAs, EPAs, CRADAs, or similar non-FAR instruments): approximately 5 to 30 supported actions per year, subject to Government authority and approval.

The Partnership Intermediary shall not negotiate, execute, or approve agreements on behalf of the Government.

7.5 Illustrative SME and Specialized Expertise Support (Non-Binding) For proposal planning purposes only:

· Subject-matter expert (SME) and specialized expertise support may range from approximately 300 to 3,000 hours per year, depending on operational complexity, technical depth, analytic needs, experimentation support requirements, and engagement priorities.

7.6 Illustrative Task Area Distribution (Non-Binding)

For planning purposes only:

· Individual Task Areas may represent approximately 10% to 40% of total annual level of effort.

· Distribution across Task Areas is expected to vary over time and is not intended to be uniform, static, or predictive.

8.0 TASK AREAS (MENU OF SERVICES)

This section defines the Task Areas that constitute the menu of allowable facilitative, analytic, and engagement-based services that may be authorized under this Collaborative Project Order (CPO), consistent with the Partnership Intermediary Agreement (PIA) Umbrella Statement of Objectives (SOO).

One or more Task Areas may be activated only through Government-directed Project Plans approved by AFOSR. Task Areas define allowable scope only and do not constitute required work, minimum activity levels, or guarantees of effort. Activities are authorized solely when expressly directed by the Government and documented in an approved Project Plan.

The Partnership Intermediary may not perform inherently governmental functions; may not negotiate, execute, or commit the Government; and may not draft or revise legal instruments.

Task Area 1 — Partnership Development & Agreement Enablement Facilitative and analytic support to identify, assess, and engage mission-aligned partners and enable Government-directed partnership and collaboration activities across academia, industry, nonprofit organizations, research institutes, and other Government entities.

Activities support ecosystem connectivity, collaboration readiness, and non-binding agreement enablement, consistent with statutory authority and Government determinations. When Government-directed, activities may include facilitation and coordination related to non-FAR collaboration instruments (e.g., MOUs, MOAs, EPAs, CRADAs).

The Partnership Intermediary shall not negotiate, execute, or approve agreements on behalf of the Government.

Task Area 2 — Technology Transfer, Technology Transition & Market Intelligence Facilitative and analytic support to enhance awareness, engagement, and readiness related to technology transfer and early-stage technology transition pathways aligned to AFCENT mission challenges.

Activities may include, when Government-directed, dissemination and awareness of relevant technologies and research outcomes, ecosystem and stakeholder mapping, market or landscape intelligence, pathway identification, and descriptive feasibility or transition awareness analyses.

Engagement with DoD, industry primes, small and medium enterprises, investors, and intermediaries, nonprofit and academic transition partners.

Support may include awareness of Department of the Air Force and AFRL transition, innovation, and SBIR/STTR pipelines, including Phase III partner identification or matchmaking activities.

The Partnership Intermediary shall not draft topics, evaluate proposals, recommend awards, select performers, or obligate Government funds.

All activities under this Task Area remain descriptive, facilitative, and non-binding.

Task Area 3 — STEM, Workforce & Talent Pipeline Development (As Applicable) Facilitative support for STEM, education, and workforce ecosystem activities aligned with AFCENT mission priorities and long-term talent pipeline objectives, when authorized by the Government.

Activities emphasize exposure, engagement, and ecosystem strengthening and shall not include recruiting, hiring, personnel selection, or workforce decision-making.

Task Area 4 — Technical Expertise, Studies & SME Access Access to technical expertise, subject-matter experts, and structured analytic studies to support Government awareness, planning, experimentation, and situational understanding.

Activities remain descriptive and non-binding and shall not include recommendations or decisions related to funding, acquisition, or operational employment.

Task Area 5 — Data Tools, Analytic Platforms & Innovation Support Support for Government-owned data integration, descriptive analytics, visualization tools, dashboards, and analytic products that enhance situational awareness, planning, and decision support.

All data, tools, platforms, and analytic outputs shall remain Government-owned and shall comply with applicable security, safeguarding, and data protection requirements identified in the Umbrella PIA and/or applicable Project Plans.

Task Area 6 — Program Management, Engagement Support & Event Facilitation Program coordination, documentation, reporting, governance support, and event facilitation services that support execution of this CPO without exercising decision-making authority.

Activities may include planning support, logistics coordination, action tracking, and facilitation of Government-directed engagements such as workshops, technical exchanges, working groups, forums, and similar activities.

Task Area 7 — Outreach, Communication & Knowledge Transfer Preparation and dissemination of factual, non-promotional, non-advocacy communication and knowledge-transfer materials in support of Government-directed technology transfer and transition awareness activities.

May include websites or portals, newsletters, fact sheets, stakeholder updates, success-story documentation, social media content, paid advertising, briefings, videos, outreach and other factual dissemination products, subject to Government review, approval, and applicable public release controls.

Task Area 8 — Other Government-Directed, T3-Aligned Facilitative Support Other facilitative, analytic, coordination, or enablement support activities expressly directed by the Government and authorized through an approved Project Plan, provided such activities:

· Remain non-inherently governmental;

· Do not involve legal drafting, negotiation, or acquisition decision-making;

· Do not obligate the Government or third parties; and

· Do not expand the scope of this CPO or the Umbrella PIA.

This Task Area provides flexibility to address emerging or cross-cutting Government needs that cannot be reasonably anticipated at the time of CPO issuance and do not otherwise align cleanly with Task Areas 1–7.

Additional Capabilities (A.1–A.6) Additional Capabilities identified in the Umbrella PIA SOO (A.1–A.6) are enabling mechanisms only and do not constitute independent Task Areas or stand-alone services.

Additional Capabilities may be utilized only when expressly authorized by the Government and documented in an AFOSR-approved Project Plan, to support execution of authorized Task Areas.

For this CPO:

· AFCENT maintains its own primary collaboration and engagement environment.

· Additional Capability A.1 (Collaboration Environments & Technical Engagement Spaces) may be utilized only when Government-directed to support overflow, surge, specialized, secure, or otherwise mission-specific needs not met by existing AFCENT facilities.

The scope, scale, location, duration, configuration, and security posture of any Additional Capability shall be defined solely at the Project Plan level and may vary over time based on mission needs, funding, and Government direction.

Scope Control The Partnership Intermediary shall not propose or perform contractor-initiated activities outside Government-directed Project Plan scope, regardless of similarity to the Task Areas or Additional Capabilities described above.

9.0 PERFORMANCE STANDARDS

The Partnership Intermediary shall perform all activities under this Collaborative Project Order (CPO) strictly in accordance with Government direction and the requirements established in AFOSR-approved Project Plans.

At a minimum, the Partnership Intermediary shall:

· Deliver accurate, well-organized, and professional-quality outputs consistent with Government direction and CPO requirements;

· Meet timelines, milestones, and reporting schedules established in Government-directed Project Plans;

· Maintain timely responsiveness to AFOSR direction, requests, and governance actions, consistent with AFOSR’s role as the sole directing authority under this CPO;

· Ensure all activities comply with applicable laws, regulations, and Government policies, including security, safeguarding, and data protection requirements identified in the Umbrella PIA and/or applicable Project Plans; and

· Operate strictly within the authorized scope of Government-directed Project Plans, refrain from contractor-initiated work outside approved scope, and comply with all non-inherently governmental limitations, including no negotiation authority, no commitment authority, and no legal drafting.

Performance under this CPO will be assessed only against outputs, metrics, and outcomes established through Government direction and documented in AFOSR-approved Project Plans and associated performance or reporting frameworks.

10.0 FINANCIAL MANAGEMENT AND COST TRANSPARENCY

The Partnership Intermediary shall maintain sound financial management practices and internal controls sufficient to ensure full compliance with statutory, regulatory, and Government-directed requirements applicable to this Partnership Intermediary Agreement (PIA) and all Collaborative Project Orders (CPOs).

The Partnership Intermediary shall:

· Demonstrate their financial management system is adequate and compliant with the requirements of 2 CFR 200.302.

· Demonstrate the ability to maintain transparent financial reporting in a manner that is transparent, timely, detailed, and sufficient to support Government oversight, reconciliation, and the audit requirements of 2 CFR 200, Subpart F Audit Requirements.

· Demonstrate the ability to maintain internal financial management controls sufficient to ensure all costs are fully traceable to specific tasks and across orders, are supported by adequate documentation, and which prevents unallowable costs, improper allocation, duplication, or commingling of funds across CPOs or sponsors.

The specific requirements in the bullets that follow apply to Cost-Reimbursable CPOs. For Firm-Fixed-Price (FFP) CPOs, these requirements are not applicable unless explicitly incorporated into the individual FFP CPO.

· Comply with 2 CFR Part 200 (Uniform Guidance) cost principles, including allowability, allocability, reasonableness, consistency, and documentation requirements, as applicable to the nature of this PIA.

· Charge only allowable, allocable, and reasonable costs incurred solely for Government-directed activities authorized in an approved CPO and aligned to the associated Project Plan.

· Align all costs to approved Project Plans, budgets, and funding authorizations, and not incur, obligate, or commit costs outside AFOSR authorization or beyond the scope of an approved CPO.

· Maintain transparent financial reporting for all CPO, including labor, indirects, other direct costs (ODCs), and all other cost elements, in a manner sufficient to support Government oversight, reconciliation, and audit.

· Ensure costs are fully traceable to specific CPOs and Government-directed tasks, and supported by adequate source documentation, labor records, and cost substantiation.

· Operate within Government-approved ceilings, caps, or cost controls, as established in the PIA, individual CPOs, or subsequent Government direction.

· Obtain prior Government review and approval for any changes to labor rates, indirect rates, or cost structures.

· Refrain from incurring costs in anticipation of future CPOs, modifications, or funding, unless expressly authorized in writing by the Government.

· Provide timely access to financial records, supporting documentation, and cost data, as reasonably requested by the Government for oversight, reconciliation, audit, or review purposes.

· Immediately notify the Government of any actual or potential cost overruns, funding shortfalls, rate changes, or material financial risks that may impact performance.

· Maintain internal controls sufficient to prevent unallowable costs, improper allocation, duplication, or commingling of funds across CPOs or sponsors.

· Ensure subcontractor, partner, or third-party costs, if applicable, comply with the same cost principles, documentation standards, and Government-directed limitations applicable to the Partnership Intermediary.

Performance will be assessed against CPO-defined outputs, metrics, and outcomes.

11.0 DELIVERABLES FRAMEWORK

11.1 Deliverables Authority

Deliverables under this CPO are execution artifacts only and shall be established solely through Government direction and documented in AFOSR-approved Project Plans, consistent with the reporting and deliverables framework set forth in Attachment J-7 (Reporting & Deliverables).

Nothing in this section authorizes work, establishes scope, or creates deliverable requirements independent of approved Project Plans.

11.2 Project Plan Alignment

All deliverables shall:

· Be directly aligned to Government-directed activities authorized in approved Project Plans;

· Support program execution, oversight, traceability, and cost allowability; and

· Be scoped, scheduled, and prioritized by the Government through Project Plans and associated governance mechanisms.

Deliverable content, format, frequency, and level of detail may vary by Task Area, mission focus, and funding level and may be modified through Government direction without amendment to this SOO.

11.3 Ownership and Use Rights

Unless otherwise directed by the Government:

· All deliverables shall be reviewable and editable by the Government;

· Deliverables shall be provided in Government-specified formats; and

· All deliverables shall be Government-owned, with unlimited Government use rights, consistent with the terms of the PIA and applicable law.

12.0 SECURITY CONSIDERATIONS

The Partnership Intermediary shall comply with all applicable Department of the Air Force, AFRL, AFOSR, and AFCENT security requirements as specified in the Umbrella PIA and/or applicable Project Plans.

The contractor shall establish and maintain a comprehensive security program in accordance with all applicable Department of Defense (DoD) and Department of the Air Force (DAF) regulations. The contractor's Facility Security Officer (FSO) is responsible for the generation and management of all security plans and procedures.

12.1 Personnel Security & Clearances

This effort may require access to classified information, including North Atlantic Treaty Organization (NATO), Communications Security (COMSEC), Top Secret (TS), and Sensitive Compartmented Information (SCI).

· Clearance Levels: Contractor personnel shall possess a security clearance appropriate to their role. While some key personnel will require a final TS clearance, it is anticipated that only a limited number of positions will necessitate this level. Other personnel may require a final Secret clearance. The government will specify the required clearance level for each position.

· Non-Disclosure Agreements (NDA): All contractor personnel supporting and associated with this effort must have a current NDA on file prior to accessing any sensitive or classified information.

12.2 Information & Operations Security (OPSEC)

The contractor is responsible for safeguarding all government information, from initial handling to final disposition.

· Governing Directives: The program is subject to the National Industrial Security Program (NISP) and will adhere to 32 Code of Federal Regulations (CFR), Part 117.

· Controlled Unclassified Information (CUI): The contractor shall identify, handle, and protect CUI in accordance with DoDM 5200.01, Volume 4, and DFARS 252.204-7012.

· Derivative Classification: Any classified information generated during contract performance shall be derivatively classified and marked consistent with the source material.

· OPSEC Program: The contractor must implement an OPSEC program consistent with AFI 10-701 to protect sensitive and critical information throughout the period of performance.

12.3 System & Communications Security

· System Security Plan (SSP): The contractor shall prepare and maintain an SSP for their information system(s) in accordance with established security categorization and impact levels.

· Communications Security (COMSEC): The contractor may require access to a COMSEC account and must manage all COMSEC equipment and materials in accordance with NSTISS 4005.

12.4 Common Access Cards (CAC)

· In support of long-term project assignments, a Common Access Card (CAC) will be issued to select contractor personnel whose duties require access to Department of Defense (DoD) computer networks, systems, and applications. The provision of CACs is on a strict, as-needed basis. All procedures related to the lifecycle of the CAC, from issuance to final return, will adhere to the Air Force Federal Acquisition Regulation Supplement (AFFARS) Subpart 5352.242-9001, "CACs for Contractor Personnel."

12.5 Required Training

Contractor personnel must complete all required security training, including but not limited to:

· Operations Security (OPSEC) Awareness

· Controlled Unclassified Information (CUI)

· Information Security (AFI 16-1404)

· Antiterrorism and Force Protection (AFI 10-245)

13.0 DATA HANDLING AND TRANSFER REQUIREMENTS

The Partnership Intermediary shall manage all data, tools, documentation, and analytic outputs produced under this CPO to ensure Government ownership, continuity, and transition.

The Partnership Intermediary shall:

· Maintain data and documentation in formats that are fully transferable to the Government or a Government-designated successor;

· Ensure AFOSR retains ownership, full access, and reuse rights to all Government-funded data, tools, platforms, and outputs; and

· Support orderly data transfer, handoff, and knowledge continuity at Project Plan closeout or upon PIA transition, recompete, or completion.

· Access to the technology developed under this agreement by foreign firms, institutions or individuals shall be controlled by the PI under applicable U.S. export control laws.

· The PI shall receive the Contracting Officer’s approval before assigning or granting access to any work, equipment, or technical data generated or delivered under this agreement to foreign persons or their representatives. The notification shall include the name and country of origin of the foreign person or representative, the specific work, equipment, or data to which the person will have access.

14.0 REPORTING REQUIREMENTS

Reporting requirements under this CPO shall be established through Government direction and documented in AFOSR-approved Project Plans and applicable Government-issued attachments (e.g., Attachment J-7).

Reporting formats, frequency, content, and level of detail may vary by Project Plan and are not established by this section.