M00264-15-R-1049_Marine_Corps_Center_For_Lessons_Learned_Program_Support.pdf

COMMANDING GENERAL - REG CON OFFICE NCR

2010 HENDERSON RD

HUGHES, JOY

QUANTICO VA 22134

(703) 432-1669

(703) 784-1929

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M00264-15-R-1049 24-Aug-2015

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M00264-15-R-1049

Section SF 1449 - CONTINUATION SHEET

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

0001 8 Months Base- Lessons Learned System

FFP

Base- Lessons Learned System Support

FOB: Destination

NET AMT

0002 8 Months Base- Collections and Analysis Support

FFP

Base- Collections and Analysis Support

0003 8 Months Base-Operations/Exercise Support

FFP

Base-Operations/Exercise Support

0004 1 Unit Base- Travel

FFP

1001 12 Months OPTION OY1-Lessons Learned System Support

1002 12 Months OPTION OY1-Collections and Analysis Support

1003 12 Months OPTION OY1-Operations/Exercise Support

1004 1 Unit OPTION OY1-Travel

2001 12 Months OPTION OY2-Lessons Learned System Support

2002 12 Months OPTION OY2-Collections and Analysis Support

2003 12 Months OPTION OY2-Operations/Exercise Support

2004 1 Unit OPTION OY2-Travel

3001 6 Months OPTION Option- Lessons Learned System Support

3002 6 Months OPTION Option-Collections Analysis

3003 6 Months OPTION Option-Exercise Support

3004 1 Unit OPTION Option-Travel

PERFORMANCE WORK STATEMENT

PERFORMANCE WORK STATEMENT (PWS)

1.0 SCOPE.

1.1. The Marine Corps Center for Lessons Learned (MCCLL), a branch of the Marine Air-Ground Task Force

MAGTF Staff Training Program (MSTP), in Training and Education Command (TECOM) requires contractor support to provide a full range of analytical, technical, and liaison support.

1.2 The Marine Corps Center for Lessons Learned (MCCLL) actively collects, analyzes, publishes and archives lessons learned materials to include observations, insights, lessons (OILs), trends, after action reports (AARs) and Marine Corps lessons learned reports. These efforts support training and planning for both exercises and operations, and the warfighting capability development process. MCCLL focuses on tactics, techniques and procedures of immediate importance to the operating forces thereby identifying gaps and best practices, and recommending solutions across the doctrine, organization, training, materiel, leadership, personnel, and facilities

(DOTMLPF) spectrum

2.0 BACKGROUND.

2.1 MCCLL collects and analyzes observations, insights, and lessons to produce and disseminate lessons learned materials, to include, but not limited to MCCLL lessons learned collection reports, trend reports, unit submitted after action reports, briefs, best practices, emerging tactics, techniques, and procedures, and other materials to support the Marine Corps Lessons Learned Program, Marine Corps Order 3504.1.

2.2. In response to increasing requirements for lessons learned information, MCCLL has identified a requirement for contractor to support operational goals. This includes lessons learned data collection efforts and liaison efforts at the Marine Forces (MARFOR) Marine Expeditionary Forces (MEF) and major subordinate command levels to provide support of the lessons learned and after action report processes, and assisting Marine

Corps activities with preparations for operations and exercises.

3.0 APPLICABLE DOCUMENTS

3.1. The contractor team will be required to draw upon the guidance, policies, and procedures outlined in the following set of Department of Defense (DoD), joint and Service documents, processes, systems, and plans:

Marine Corps Order (MCO) 3504.1, Marine Corps Lessons Learned Program (MCCLP)

CJCSI 3150.25E, Joint Lessons Learned Program

Marine Corps Center for Lesson Learned Standard Operation Procedures

Marine Corps Service Campaign Plans

4.0 TASK REQUIREMENTS. The contractor shall provide project management, administrative, analytical and liaison support to the Marine Corps Center for Lessons Learned in support of (MARFOR), (MEF), and major subordinate commands (MSC), Headquarters Marine Corps (HQMC) Programs, Policies, and Operations

(PP&O); HQMC Combat Development and Integration (CD&I), and Marine Air Ground Task Force Training

Command (MAGTF TC). The contractor shall support MCCLL in executing its mission by performing the range of tasks noted below:

4.1 Lessons Learned System Support

a) Assist in the implementation and maintenance lessons learned processes at each location/command listed in paragraph seven (7) to be in compliance with MCO 3504.1, the Marine Corps Lessons Learned Program

(MCCLP).

b) Assist in the identification and assignment of Command Lessons Managers (CLM), at the battalion/squadron level, in the Marine Corps Lessons Learned System (MCCLS).

c) Assist in the registration and maintenance of subscribers in the MCCLL system.

d) Assist in the review of unit submitted lessons learned materials for proper classification and/or For Official

Use Only (FOUO) markings prior to submission to MCCLS.

e) Utilize the MCCLL Battleboard to capture and document all aspects of the planning and execution of the annual lessons learned campaign plan.

f) Assist in the development of Marine Corps Center for Lessons Learned electronic communities of practice for identified lessons learned events and topics.

4.2 Lessons Learned Collection and Analysis Support

a) Assist in MCCLL annual lessons learned collection campaign plan development and execution

b) Assist in the preparation of and submission of collection topics associated with their designated Command, based on the analysis of lessons learned requirements

c) Assist in the preparation for the mid-year review of the annual lessons learned collection campaign plan to revalidate existing topics, and solicit emerging topics as required

d) Assist in the preparation of briefings to senior military and government officials on collection campaign topics.

e) Assist in the development of collection proposals and collection plans

f) Conduct lessons learned collection efforts by performing lessons learned interviews of commanders and key staff.

g) Assist the compilation of lessons learned collection interview summaries and outbriefs.

h) Assist review of MCCLL reports to ensure the synthesized lessons learned information, that typically involves the perspectives of multiple commands on complex issues.

4.3 Exercise and Operations Support

a) Assist in preparation of responses to lessons learned requests for information (RFI) for the planning and execution of operations and exercises.

b) Assist units in preparation of exercises and operations by providing applicable lessons learned documentation from previous exercises/operations.

c) Assist in the administration of lessons learned surveys to Marine Corps units

d) Assist units in the submission lessons learned materials to the MCCLS to include unit after action reports from operations and exercises.

e) Attend planning conferences, work group sessions, meetings and other seminars required to support the lessons learned planning aspects of operations and exercises.

f) Participate and assist in the post exercise and operations hot wash reviews.

5.0 Performance Management.

5.1. Contract Management. The Contractor shall establish processes and assign appropriate resources to effectively perform the tasks specified in the PWS. At all times, the Contractor shall be responsible for the actions of their teaming partners and/or subcontractors.

5.2. Technical Performance Quality. The Contractor shall be responsible for establishing a staff complement capable of handling the responsibilities of contract execution and coordination of team resources. Task leads may be appointed from any team member, however, technical cognizance over performance remains with the prime contractor at all times. The contractor is responsible for all assigned resources, performance quality (e.g., Quality

Assurance Surveillance Plan (QASP) compliance), and deliverables associated with each task.

6.0 KEY PERSONNEL QUALIFICATIONS

6.1. The Contractor shall be responsible for staffing, competency training, guidance, and supervision of qualified personnel performing under the PWS. The Contractor shall accomplish the assigned work by employing and utilizing qualified personnel possessing an appropriate combination of education, training, skills, and experience required to respond to the PWS criteria. No waivers will be proposed or considered. Staff initially assigned shall provide the benchmark for replacement staff qualifications and no dilution of such qualifications or reduction in performance shall be incurred by the government as a result of staff reassignment/departure. All training provided by the Contractor to Contractor employees shall be at their expense.

6.2. The Contractor shall provide lessons learned subject matter expertise (SME) with the commensurate level of operational and staff experience required to perform analyst support for the designated commands. The appropriate level of expertise and experience ensures access and credibility necessary to perform lessons learned analyst tasks.

The lesson learned analyst is typically collocated with the General Staff Operations section (G3), and shall interact directly with the Commanding General, the principal staff, and subordinate commanders providing both oral and written lessons learned briefings as required.

6.3 MAGTF SME requirements are as follows: 1) naval aviator/naval flight officer SME for the Marine Aircraft

Wing (MAW), 2) logistics SME for the Marine Logistics Group (MLG), 3) ground combat arms SME for the

Marine Division (DIV), and command, or command and control (C2) SME for the command element (CE). It is required that Contractor personnel be graduates of a joint or Service Command and Staff College. (resident or distance learning program and shall be reflected in resumes submitted.

6.4. The Contractor personnel shall possess the skills and technical acumen demonstrated by multiple and successful

Service or joint assignments in positions of increasing responsibility such as operational command billets (battalion, squadron, regiment, group, marine expeditionary unit (MEU), etc.) or staff positions at any of the following levels:

combatant command headquarters, joint task force headquarters, Service/functional component headquarters, Marine

Expeditionary Force/Brigade headquarters, division, wing, logistics group, or numbered fleet/naval task force/Expeditionary Strike Group headquarters.

6.5. Contractor personnel shall have recent (within three years) experience serving in, or in direct support of, the

United States military Services, preferably with the United States Marine Corps to serve as an effective liaison and subject-matter-expert in support of lessons learned program.

7.0 PLACE of PERFORMANCE

7.1 A majority of work will be performed at the Major Commands (Marine Expeditionary Forces, Marine Divisions, Marine Aviation Wings, Marine Logistics Groups) listed below. Occasionally, overseas works may be performed aboard United States coalition vessel, military or government installations, and or commercial meetings

1. I Marine Expeditionary Force, Camp Pendleton, CA

2. 1 st Marine Division, Camp Pendleton, CA

3. 3d Marine Aviation Wing, Miramar, CA

4. 1 st Marine Logistics Group, Camp Pendleton, NC

5. II Marine Expeditionary Force, Camp Lejeune, NC

6. 2d Marine Division, Camp Lejeune, NC

7. 2d Marine Aviation Wing, Cherry Point, NC

8. 2d Marine Logistics Group, Camp Lejeune, NC

9. III Marine Expeditionary Force/1 st

Marine Aviation Wing, Okinawa Japan

10. 3d Marine Division, Okinawa Japan

11. 3d Marine Logistics Group, Okinawa Japan

12. Marine Forces Pacific, Hawaii

13. Marine Forces Reserve/4 th

Marine Aviation Wing, New Orleans, LA

14. 4 th

Marine Division/4 th

Marine Logistics Group, New Orleans, LA

15. Marine Forces Command, Norfolk VA

16. Marine Air Ground Task Force Training Command, 29 Palms, CA

17. Marine Corps Combat Development Command, Quantico VA

18. HQMC Plans Policy and Operations, Arlington VA

8.0 SECURITY REQUIREMENT

8.1. Prospective contractors need to have, at a minimum, secret clearances in place before they start work. A DD254 will be provided upon contract award.

9.0 GOVERNMENT FURNISHED EQUIPMENT

9.1.The Government will provide telephones, fax machines (local, DSN and long distance), reproduction facilities, printers, and proper building access identification badges as required.

9.2.The Government will provide a total of eighteen (18) office seats at the commands listed in paragraph 7.

10.0 CONTRACTING OFFICER REPRESENTATIVE (COR)

10.1. Government Responsibilities and Interface. The Contractor shall establish and maintain the necessary interfaces with the government as required to execute their program strategy. The COR shall have cognizance over all tasks and execute responsibilities for technical oversight of performance, deliverables acceptance, invoice certification, and coordination of follow-on work efforts.

10.2. The COR is not authorized to make any changes or deviations to the contract. Only a Contracting Officer can modify or make changes to the terms and condition of a contract.

11.0 WORKING ON A GOVERNMENT INSTALLATION.

11.1.The Contractor shall provide each employee with an identification badge, which identifies, by photograph, the individual as an employee of the Contractor. These badges shall be worn at all times and presented for examination upon request from the Contracting Officer, COR, QA Personnel, Military Police, or any other Government Official with a need to see the badge.

11.2. The Contractor and his employees shall be subject to all traffic, security, and registration regulations for personnel and vehicles.

11.3. All Contractor personnel attending meetings, answering Government telephones, working on site, where their

Contractor status is not known to third parties, must identify themselves as Contractors, to include wearing ID badges, which identify them as Contractor personnel. Contractor personnel shall also ensure that when logged onto Government equipment that their profile shows them as Contractor personnel.

11.4. Unless otherwise directed by the COR, all documents produced or revised by Contractors or developed through

Contractor participation must be marked as “Contractor generated documents” or otherwise identified in a manner that discloses the Contractor’s participation.

12.0 DATA RIGHTS.

12.1. General. All reports, materials (including training materials, computer software and hardware, source code, interfaces, Tools, Works, and related items) and information, in whatever form, created, generated, or produced under this contract shall become the property of the Marine Corps; therefore, the Marine Corps shall have the right to use, modify, reproduce, perform, display, release, or disclose such reports, materials, and information in whole or in part, in any manner, and for any purpose whatsoever, and to have or authorize others to do so.

12.2. The Marine Corps requires unfettered use of the subject deliverables that are part of this effort. Therefore, any restricted data rights, information, software, items and/or other materials including, but not limited to the

Contractor’s or a Third-Party’s Proprietary Data, information, software, items and/or other materials must not be used for any task order under this PWS without the specific written approval by the Contracting Officer, prior to start of any work.

13.0 QUALITY ASSURANCE.

13.1. The Government shall monitor Contractor’s performance in accordance with the Quality Assurance

Surveillance Plan (QASP).

14.0 DELIVERABLES

14.1. The Government will provide written acceptance, comments, and/or change requests, if any, within five (5) business days from receipt of any formal deliverable. If written acceptance, comments, and/or change requests are not provided within five (5) business days, the deliverable shall be deemed acceptable as written by the contractor.

If the Government provides comments and/or change requests, the Contractor shall have five (5) business days from receipt of the government correspondence to incorporate the comments and/or change requests and resubmit the deliverable. Formal quality control measures are expected to be executed for all formal deliverables.

14.2. Specific Deliverables.

14.2.1. Monthly Report. This report will be forwarded to the COR no later than ten (10) business days after the end of month being reported. It will include a copy of all deliverables submitted during the month being reported. It will also provide a summary, by individual, of tasks completed, a forecast of tasks for the following month, and deliverables submitted. Finally, this report will contain a summary of total funds allocated and expended.

15.0 TRAVEL.

15.1. The Contractor will be required to occasionally travel to exercises, operations, and other lessons learned collection campaign events within the United States as well as overseas locations. The COR will provide instructions to prospective contractors regarding working hours that might fall outside the normal 0700-1700, Monday-Friday work schedule. All travel must be identified and authorized by the COR in writing prior to travel taking place.

Travel will be in accordance with Federal Acquisition Regulations (FAR) and the Joint Travel Regulations (JFTR).

15.2 . The below table provide an estimated number of trips that will be required from each command location.

Location Number of Trips (Base)

Number of Trips (Opt 1)

Number of Trips (Opt 2)

Duration per Trip (Days)

I Marine Expeditionary Force, Camp Pendleton, CA

1 2 2 5 st

Marine Division, Camp Pendleton, CA

1 2 2 5

3d Marine Aviation Wing, Miramar, CA

2 3 3 5

1st Marine Logistics Group, Camp Pendleton, NC

1 2 2 5

II Marine Expeditionary Force, Camp Lejeune, NC

1 2 2 5

2d Marine Division, Camp Lejeune, NC

1 2 2 5

2d Marine Aviation Wing, Cherry Point, NC

2 3 3 5

2d Marine Logistics Group, Camp Lejeune, NC

1 2 2 5

III Marine Expeditionary Force/1st Marine Aviation Wing, Okinawa Japan

2 3 3 5

3d Marine Division, Okinawa Japan

2 3 3 5

3d Marine Logistics Group, Okinawa Japan

2 3 3 5

Marine Forces Pacific, Hawaii

1 2 2 5

Marine Forces Reserve/4th Marine Aviation Wing, New Orleans, LA

3 5 5 5

4th Marine Division/4th 3 5 5 5

Marine Logistics Group, New Orleans, LA

Marine Forces Command, Norfolk VA

2 3 3 5

Marine Air Ground Task Force Training Command, 29 Palms, CA

2 3 3 5

Marine Corps Combat Development Command, Quantico VA

2 3 3 5

HQMC Plans Policy and Operations, Arlington VA

2 3 3 5

16.0 WORKING HOURS.

16.1. Normal working hours are between 0700 and 1700, Monday – Friday; unless otherwise authorized by the

COR.

PERIOD OF PERFORMANCE

F. Period of Performance

The period of performance for this effort will be for an eight (8) month base year, two (2) one (1) year option years and a six (6) month option period.

ATTACH 4: PPQ

ATTACHMENT 4: PAST PERFORMANCE QUESTIONNAIRE

Instructions:

Sections I through III are to be completed by the Offeror/Major Subcontractor and provided to the assessor (Government personnel who had experience with the Offeror/Major Subcontractor on a previous relevant contract). The assessor, in turn, to verify Sections I through III, complete the questionnaire, and submit to the Contracting Office. The Offeror should also submit with its proposal (by the closing date of the Solicitation) copies of Sections I and II of all questionnaires as provided to assessors.

Section II to be validated by the assessor. If any information is incorrect herein, please annotate and provide the correct information accordingly.

Sections III through VII are to be completed in their entirety by the assessor.

Message to the assessor: Your assistance is requested by the USMC to assist with establishing the performance history for the Contractor named below. In efforts to expedite receipt of the requested information, the Contracting Office respectfully requests that you do not mail hard copies. Instead, please e-mail or FAX the completed questionnaire(s) to: Joy.Hughes@usmc.mil no later than

September 2, 2015, 10:00 am, Eastern Daylight Time (EDT) mailto:Joy.Hughes@usmc.mil

I. Solicitation Data (for the proposed effort)

Solicitation Number M00264-15-R-1049

Project/Requirement Marine Corps Lessons Learned

Customer/Agency TECOM

Project/Requirement Description Program Support

II. Current or Historical Contract Information

Assessor: The information listed below is

Correct Incorrect.

CONTRACTOR

NAME & ADDRESS:

Contract Number

Type of Contract

Initial Final

Contract Value

Performance Period

Delivery Schedule

Project/Requirement

Description

Please select from the following as it applies to this contract:

Contracting Role PRIME

SUBCONTRACTOR

Termination History Convenience Default N/A

III. Assessor Information

Assessor Name

Title

Phone Number/Email Address

Identify your role in the contract award or administration and the period of your involvement.

Role Period of Involvement

Procuring Contracting Officer (PCO)

Administrative Contracting Officer (ACO)

Contract Specialist

Contracting Officer’s Representative (COR)

Technical Project Lead/Project Officer

Quality Assurance Specialist

Defense Contract Audit Agency (DCAA)

Auditor

Other (Specify)

IV. Evaluation Definitions

Use the following definitions in your assessment of contractor performance.

EXCEPTIONAL

Performance meets contractual requirements and exceeds many to the

Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor were highly effective.

VERY GOOD

Performance meets contractual requirements and exceeds some to the

Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor were effective.

SATISFACTORY

Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

MARGINAL

Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being assessed reflects a serious problem for which the contractor has not yet identified corrective actions. The contractor’s proposed actions appear only marginally effective or were not fully implemented.

UNSATISFACTORY

Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains a serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

[The above evaluation levels and rating definitions are the same as prescribed in Attachment 2 of the

Department of Defense’s Guidance for the Contractor Performance Assessment and Reporting System

(CPARS) for use within the Past Performance Information and Retrieval System (PPIRS).]

V. Performance Evaluation

[Insert within this section and the tables below all applicable elements and sub-elements relating to past performance (e.g., Quality of Product or Service, Schedule Performance, Management

Performance, Cost Control, etc.) and explain what these elements and sub-elements encompass.]

[Note: The past performance elements and sub-elements listed, below, and the descriptions of what they entail are for illustrative purposes only. Actual elements and sub-elements used may vary, depending on the particular concerns addressed within the Source Selection Plan. As such, actual past performance elements and sub-elements should be tailored to meet the particular requirements and concerns of each source selection.]

1. Quality of Performance

a. What is your OVERALL assessment of the quality of the contractor’s performance?

Exceptional Very

Good

Satisfactory Marginal Unsatisfactory N/A

Quality of http://www.cpars.gov/cparsfiles/pdfs/CPARS-Guidance.pdf http://www.cpars.gov/cparsfiles/pdfs/CPARS-Guidance.pdf

Performance

Please provide the rationale for your assigned rating.

b. Assess the Contractor’s quality of performance in the following areas.

Good

Satisfactory Marginal Unsatisfactory N/A

Conformance to

Contract

Requirements

Conformance to

Specifications

Standards of

Workmanship *

* Standards of Workmanship: Technical, professional, environmental, safety, etc.

While all comments are appreciated, please explain below your rationale for ratings of exceptional or unsatisfactory.

c. Did the Government contribute in any way to problems associated with quality as identified in the above assessment? If yes, please explain.

2. Schedule Performance (Timeliness)

a. What is your OVERALL assessment of the Contractor’s ability to meet the schedule?

Exceptional

Very

Good Satisfactory Marginal Unsatisfactory N/A

Schedule

Please provide your rationale for the assigned rating.

b. Assess the Contractor’s Schedule Performance in the following areas.

Exceptional Very

Good

Satisfactory Marginal Unsatisfactory N/A

Completion of

Contract/Task

Order/Delivery

Meeting

Milestones and

Schedules

Submitting

Deliverables

While all comments are appreciated, please explain below your rationale for ratings of exceptional or

c. Did the Government contribute in any way to any Schedule problems identified in the above assessment? If yes, please explain.

3. Management Performance

a. What is your OVERALL assessment of the Contractor’s management performance?

Satisfactory Marginal Unsatisfactory N/A

Management

Please provide rationale for assigned rating.

b. Assess the Contractor’s management performance in the following areas.

Exceptional Very

Good

Satisfactory Marginal Unsatisfactory N/A

Responsiveness

Subcontract

Program

Management Of

Personnel

Integrated Product

Team Management

Management Responsiveness: Timeliness, completeness, and quality of problem identification, proposal submittal, history of cooperative behavior, effective business relations, teamwork AND customer satisfaction.

Subcontract Management: Timely award and management of subcontracts and meeting subcontracting goals for small business, small disadvantaged business, etc.

Program Management: Effectiveness of integration and coordination of all activities required to execute the contract, use of resources, assignment of responsibility, internal coordination and communication, and risk management practices

Management Of Personnel: Ability to select, retain, support, and replace personnel with the experience and expertise necessary to accomplish the Government’s requirements within schedule and budget

Integrated Product Team Management: Commitment and participation in the Integrated Product

Team process

While all comments are appreciated, please explain below your rationale for ratings of exceptional or

c. Did the Government contribute in any way to any of the management problems identified in the above assessment? If yes, please explain.

4. Cost Control

a. What is your OVERALL assessment of the Contractor’s ability to forecast, manage, and control costs?

Satisfactory Marginal Unsatisfactory N/A

Cost

Control

Please provide your rationale for the assigned rating.

b. Assess the Contractor’s cost performance in the following areas.

COST

CONTROL

Exceptional Very

Good

Satisfactory Marginal Unsatisfactory N/A

Cost/Price

Estimates

Cost Efficiency

Invoicing

Forecasting

Management Cost

Control

Cost/Price Estimates: Ability to meet proposed costs and whether actual costs/rates realized reflect negotiated costs/rates.

Cost Efficiency: Realization of any cost reductions or operating efficiencies in accomplishing requirements of the Statement of Work.

Invoicing: Accuracy, completeness, and timeliness of invoices submitted.

Forecasting/Management/Cost Control

While all comments are appreciated, please explain below your rationale for ratings of exceptional or

VI. Overall Rating of Contractor’s performance (technical, schedule, management, and cost) on contract being assessed.

Exceptional Very Good Satisfactory Marginal Unsatisfactory

VII. General Comments:

Assessor’s Signature Date

ATTACH 1: INSTRUC TO OFFEORS

Attachment 1

Instruction to Offeror’s – Commercial Items

52.212-1 Instructions, Conditions and Notices to Offerors

1. Multiple Offers

The Regional Contracting Office, National Capital Region shall not submit multiple offers presenting alternative terms and conditions for satisfying the requirements of this solicitation.

2. Overview

The Government intends to award a single contract containing Firm Fixed Price (FFP) Labor, and Travel CLINS for an eight (8) month base year and two (2) one (1) year option periods and one (1) six (6) month option period, as a result of the solicitation.

ii. Each Offeror shall submit a proposal that clearly and concisely describes its response to the requirements of the solicitation. Use of general or vague statements such as “standard procedures will be used” will not satisfy this requirement. Unnecessary elaboration or presentations beyond what is sufficient to present a complete and effective solution are not desired and may be construed as a lack of understanding of the requirement.

3. Guidance

i. Proposals should be prepared in accordance with these instructions. Failure to do so may result in the Offeror’s submission being determined to be unacceptable and ineligible for award. Each

Offeror’s submission shall be screened by the Contracting Officer upon receipt to ensure completeness and compliance with the instructions contained in the Request for Proposals (RFP).

Elimination of an Offeror is at the sole discretion of the Contracting Officer. The purpose of this procurement is to obtain Marine Corps Center for Lessons Learned (MCCLL) support..

ii. Each Offeror’s submission will be screened by the Contracting Officer upon receipt to ensure completeness and compliance with the instructions contained in the Request for Proposal (RFP).

Elimination of an Offeror is at the sole discretion of the Contracting Officer.

4. Confidential Information

i. The Freedom of Information Act (FOIA) and its amendments have resulted in an increasing number of requests from outside the Government for copies of contract qualifications and proposals submitted to federal agencies. If an Offeror’s submissions contain information that he/she believes should be withheld from such requestors under FOIA on the grounds that they contain “trade secrets and commercial or financial information” (5USC 552(b)(4), the Offeror should mark its submissions in the following manner:

a. The following notice should be placed on the title page: “Some parts of this document, as identified on individual pages, are considered by the submitter to be privileged or confidential trade secrets or commercial or financial information not subject to mandatory disclosure under the Freedom of Information Act. Material considered privileged or confidential on such grounds is contained on page(s).”

b. Each individual item considered privileged or confidential under FOIA should be marked with the following notice: “The data or information is considered confidential or privileged, and is not subject to mandatory disclosure under the Freedom of Information Act.”

5. Submission of Questions and Proposal

5.1 Questions

All questions must be received by 31 August 2015,10:00 am, Eastern Daylight Time (EDT).

All questions submitted for this solicitation must be electronically sent to the following e-mail address:joy.hughes@usmc.mil.

Note: Due to the firewall at Quantico, please be advised that it is the Offeror’s responsibility to ensure all electronic submittals of questions are received by the Contracting Officer in the timeframe given above.

6. Proposals

i. Electronic proposals are not authorized for this solicitation and will not be considered for evaluation. Proposals must be submitted no later than 9 September 2015, 10:00am, Eastern

Daylight Time (EDT). In order to maximize efficiency and minimize the effort involved in the proposal evaluation process, all Offeror’s must comply with the following instructions for proposal format and content. Proposals that do not comply with these instructions may be considered non-responsive and may render the Offeror ineligible for award. For each Offer submission, provide three (3) Technical Volumes and three (3) Business Volumes.

ii. Proposals shall be sent via Federal Express, private courier, or hand delivered to the following address and received prior to the cutoff date/time to:

Regional Contracting Office, NCR

2010 Henderson Road

Room 222B

Attention: Joy Hughes

Marine Corps Base (MCB)

Quantico, VA 22134

7. Proposal Format

i. In addition to the paper copies identified above, the proposal shall submit the proposal information in electronic format on a CD. Text and graphics portions of the electronic copies shall be in a format readable by MS Work 2003 or earlier. Data submitted in spreadsheet format shall be readable by MS Excel 2003 or earlier. In case of conflict between the paper copy and the electronic copy of the proposals submitted, the paper copy shall take precedence.

ii. In order to maximize efficiency and minimize the time for proposal evaluation, it is required that all Offeror's submit their proposals in accordance with the format and content specified.

8.5 x 11 inch paper in 3-ring binders for text;

8.5 x 14 inch for foldouts, matrixes, WBS;

Single-spaced typed lines;

1 inch margins on all sides;

11 point Arial font;

Headers/footers – ensure the company name and RFQ number is included on each page;

Graphs and drawings must be clear/legible and may use a smaller font;

No photographs or hyperlinks are permitted; and

Content should utilize .doc, .pdf. xls, and .jpg formats to the degree possible; and

PLEASE NOTE: Your subject line must read “Marine Corps Lessons Learned (MCLL)

Program Support”, RFP - M00264-15-R-1049.

Each proposal shall contain the following volumes/sections:

7.1 Volume I - Non-Price Volume

The Offeror’s technical proposal shall not exceed 120 pages, which include the Letter of

Transmission, Table of Contents and Compliance Matrix; Factor 1 – Technical Capability;

Factor 2 – Performance Execution and Management; and Factor 3- Past Performance.

7.2 Volume II – Business Volume

i. The Offeror’s price proposal shall not exceed 25 pages, including a Formal Offer Letter, SF1449, and Price Proposal corresponding to Section B; Contract Line Item Number (CLIN)

Section B supporting materials.

ii. Data previously submitted, or presumed to be known, i.e. descriptions of previous projects performed for the Government cannot be considered as a part of the proposal unless physically incorporated in the proposal. Clarity, completeness, and conciseness are essential.

iii. If a proposal volume exceeds the above page limitations, all pages in excess of the limitation for each volume will not be considered in order that all proposals are treated equally.

7.3 Non-Price Volume I

i. The following documents are excluded from the 120-page limit: resume appendix, title pages, executive summaries (to include company’s mission statement) and Transition-in Plan.

ii.The Offeror should address only the Letter of Transmission, Table of Contents, Compliance

Matrix, Technical Understanding of Requirements and Support Plan, Staffing and Qualifications of Key Personnel and Past Performance Information.

iii. Shall include the following:

The Letter of Transmission – (See Volume I – Non-Price Volume above) Should identify the solicitation number, corporate principal submitting the offer, key points of contact within the firm who are authorized to bind the firm, (e.g. contracts, pricing, technical), and a summary of the material content (to include identifying all subcontractors, if applicable.

7.4 A Table of Contents and Compliance Matrix (See Volume I – Non-Price Volume above) pertinent to the quotation’s material organization and providing traceability from the Proposal’s quotation, to the PWS, to the evaluation criteria, and to other quotation sections as necessary.

The Compliance Matrix may be presented as an 11 x 14 foldout.

8 Non-Price Evaluation Submissions

8.1 FACTORS

8.1.1 Factor 1. Technical Capability.

The Offeror shall demonstrate knowledge and understanding of the technical and programmatic requirements described in the Performance Work Statement (PWS), and they shall clearly articulate their capability to perform all of the tasks outlined in the PWS so as to provide continuous quality support. The Offeror shall identify performance objectives that can be accomplished by their technical approach, and describe the benefits and advantages of that approach. The Offeror shall also illustrate the roles of staff and team resources to execute the intended strategy. The discussion must provide the evaluation panel with sufficient confidence that the Offeror has the capacity to support the identified mission areas, understands the priorities and emerging issues within those areas, and can execute a comprehensive approach that ensures quality performance and use of staff resources to meet PWS objectives to execute the intended strategy.

8.1.2 Factor 2. Performance Execution and Management.

i. The Offeror shall demonstrate a management approach suitable to respond to the types of requirements described in the PWS and consistent with their technical approach. The discussion shall provide a comprehensive approach to: managing task orders or performance-based work requirements; assurance of consistent quality of performance at the task order level; handling matters of staffing and resource balancing; and ensuring complementary roles between the

Contractor’s managers and Government staff. The Offeror must demonstrate an understanding of the critical support areas, emerging issues, and risks associated with the support goals set forth in the PWS, and that it has management techniques, controls, subcontractor management processes, and quality provisions necessary to execute their approach.

ii.The Offeror shall demonstrate a management approach suitable to respond to the types of requirements described in the PWS and consistent with their technical approach. The discussion must provide a comprehensive approach to include: management of performance-based work requirements necessary to provide Program Analyst Support as described in the PWS;

identification of the responsibilities and roles of qualified and experienced personnel to attain performance objectives; description of the processes and quality measures associated with executing the strategy; and illustration of the roles of staff and team resources relevant to

Offeror’s approach to ensure suitable oversight and control of performance execution in a manner that ensures consistent quality of the performance tasks described in the PWS.

Collectively, the Offeror’s integrated approach must demonstrate that the Offeror possesses the capabilities and resources to establish and operate an efficient organization that is both responsive and flexible to meet the requirements of the PWS. The Offeror must annotate the roles of management and other qualified personnel and incorporate provisions for independent, objective quality assurance (e.g. customer surveys, etc.).

iii.The Offeror must also note its measures for immediate action and remediation necessary to ensure the quality of contract deliverables and timeliness of service delivery. Offeror’s key considerations should include process maturity, roles of responsible staff, degree of work breakdown structure (WBS) integration, and controls at both the corporate and contract level under performance-based operating parameters.

8.1.3 Factor 3. Past Performance.

i.The Offeror shall demonstrate sufficient, satisfactory performance history employing management and technical capabilities similar to those required in the execution of this PWS.

Discussion should illustrate satisfactory performance of both technical and management tasks necessary to meet Government requirements with some degree of assurance based upon recent

(e.g. 5 years, or less) performance for comparable work. Any Offeror that submits any contract reference that is not relevant will receive a neutral rating for that contract reference in Past

Performance. The Offeror should provide at least three (3) references demonstrating relevant past performance involving the quality of performing the same or similar services within the last five

(5) years that include the following fields:

Customer;

Contract/Task Order Number;

Program Name;

Period of Performance;

Contract Type;

Total contract value;

Identification of any Key Staff involved who will be assigned to this contract;

Names/telephone numbers/e-mail for the PCO and COR/TOM.

ii. An Offeror that has no record of past performance or if less than three (3) questionnaires are returned, (e.g. new businesses),the Offeror must submit a signed and dated statement to that effect. If an Offeror submits a certification statement and the Government has no information available regarding the Offeror, the Offer must address (1) the relevant background and experience of Key Personnel, in matrix form, that shows their related experience, expertise, qualifications, and direct correlation to the PWS requirements, who will be assigned to the contract; and the total contract value.

iii. In addition, Offeror’s should provide the enclosed Past Performance Questionnaire

(PPQ) to the same three (3) previous references. The references should email the form directly to the RCO-NCR at the address provided on the form on or before 9 September 2015, 10:00 am, Eastern Daylight Time (EDT). It is the sole responsibility of the Offeror to make sure the Past

Performance Questionnaire is submitted and received by the requested date. If not returned on the date/time above, past performance will receive a neutral rating.

8.1.4 Volume II – Business Volume

i.The Offeror’s shall address, at a minimum, all facets of the price aspects of the offer, including a Formal Offer Letter, to include the total contract dollar value. Provide prices on the

SF1449,and Price Proposal corresponding to Section B ;Contract Line Item Number (CLIN) structure and supporting materials.

Ii.Offeror’s is required to price the base and option year periods and six month option period.

8.1.5 Factor 4. Price

i. No price data shall be contained in any volume other than the price volume.

ii.The Offeror shall complete Section B CLIN’s for Labor (0001-0003,1001-1003, 2001-2003, 3001-3003) and include supporting documentation for the firm fixed price portion that includes labor categories, labor rates and labor hours.

iii.Offeror's shall use the not-to-exceed amounts (if appliable) in Section B of the 1449. which will be considered to be inclusive of any applicable indirect expenses.

iv. The grand total price for each function area established in the CLIN structure of Section B of the solicitation should be clearly annotated in the proposal. No ambiguities of inclusion, exclusion, or content shall be extended and lack of content or clarity with regard to pricing shall be considered as representing a “non-responsive” offer.

v. The Government intends to evaluate the base and all option years including the six (6) month option should FAR 52.217.8, option to Extend Services, be invoked.

Failure to provide this information (whether in the form of a “positive or negative” response) will result in the proposal not being given any further consideration for award.

8.1.6 Completeness.

i. The Offeror must sign the SF1449, acknowledge all amendments, and include a compliance matrix and Table of Contents corresponding to its ‘proposal submission.

At a minimum, the following areas must be addressed:

Offer is valid for 90 days from (Date of Submission);

No exception to any Terms and Conditions has been taken, or if so, clearly cited;

Acknowledge any amendments to the RFQ;

SAM validated / NAICS 541611 compliant;

Signed Offer of $ for BY/4-Options provided;

CLIN pricing and supporting documentation is provided;

Staff positions based upon contingency hires must include a

Signed letter of offer/acceptance in the Non-Price Volume;

ATTACH 2: EVAL OF OFFERORS

Attachment 2

52.212-2 – Evaluation of Commercial Items

1. TECHNICAL REQUIREMENTS:

i. It is the intentions of the Marine Corps to award a single contract as a result of this solicitation. Award will be made to that offeror whose proposal conforming to the solicitation requirements, is determined to provide overall the “Best Value” to the government.

1.1. FAR 52.212-2 Evaluation – Commercial Items (Jan 1999)

The Government will award a single contract resulting from this solicitation to the responsible Offeror’s, whose offers conforming to the solicitation will be most advantageous to the Government, price and other factors considered. The evaluation factors used to evaluate offers and their relative importance are as follows:

Factor 1 - Technical Capability, and Factor 2 - Performance Execution and Management, are equal in importance to each other and each is significantly more important than Factor 3 - Past Performance. Past Performance is slightly more important than Factor 4 – Price. All non-price factors, when combined, are significantly more important than

Factor 4 - Price.

As this is a “Best Value” procurement, prospective Offeror’s are forewarned that a proposal meeting solicitation requirements with the lowest evaluated price may not be selected if award to a higher technical rated or more superior past performance evaluated offeror is determined to be most advantageous to the Government. Although

Factor 4 – Price, is the least important factor, it becomes increasingly more important when Offeror’s receive similar ratings for the non-price factors.

2. Factor 1. Technical Capability.

Offeror’s will be evaluated on their knowledge and understanding of the technical and programmatic requirements described in the Performance Work Statement (PWS), and how clearly the proposal articulate the capability to perform all of the tasks outlined in the PWS so as to provide continuous quality support. The Offeror will be evaluated on how well the proposal identifies performance objectives that can be accomplished by their technical approach, and describes the benefits and advantages of that approach. The discussion must provide the evaluation panel with sufficient confidence that the Offeror’s have the capacity to support the identified mission areas, understands the priorities and emerging issues within those areas, and can execute a comprehensive approach that ensures quality performance and use of staff resources to meet the PWS objectives to execute the intended strategy.

3. Factor 2. Performance Execution and Management.

i.Offeror’s will be evaluated on their management approach to respond to the types of requirements described in the

PWS and consistent with their technical approach. Offeror’s management approach will be evaluated on the comprehensive approach to: managing orders for assurance of consistent quality of performance at the order level;

handling matters of staffing and resource balancing; and ensuring complementary roles between the Contractor’s…