EOCOE 4 SOW.pdf

Manufacturing Technology (ManTech) Attachment 1

MANUFACTURING TECHNOLOGY (MANTECH)

Electro-Optics Center of Excellence IV(EOCOE IV)

STATEMENT OF WORK

Office of Naval Research

Arlington, VA

25 October 2024

ManTech Electro-Optics Center of Excellence (EOCOE)

STATEMENT OF WORK

1.0 Overview

1.1 Background of Navy Manufacturing Technology (ManTech) Program

The Secretary of Defense established a Manufacturing Technology Program to further the national security objectives of Section 2501(a) of U. S. Code Title 10 – Armed Forces, through the development and application of advanced manufacturing technologies and processes that will reduce the acquisition and supportability costs of defense weapon systems and reduce manufacturing and repair cycle times across the life cycles of such systems. The purpose of the program is to improve the manufacturing quality, productivity, technology, and practices of business and workers providing goods and services to the Department of Defense (DoD). DoD Directive 4200.15 implements the Manufacturing Technology Program, and it dictates that DoD is to rely on private sector investment and the “free enterprise” system to provide the manufacturing technology necessary to produce DoD material. The Directive mandates ManTech investments are to be directed at improving the quality, productivity, technology, and practices of business and workers providing goods and services to the DoD.

The Navy Manufacturing Technology (ManTech) Program, operated out of the Office of Naval Research (ONR), is focused on affordability improvements for specific key acquisition platforms and capability acceleration as defined in the Navy ManTech Investment Strategy. Key platforms currently targeted include: the CVN 78 Class carrier; the DDG 51 Class destroyer; FFG(X) Guided missile frigate; the VIRGINIA Class Submarine / OHIO Replacement Program; and the Joint Strike Fighter (JSF); Integrated Warfare Systems (IWS) Program Executive Office (PEO). Other PEO offices will be added as needed, that support the Navy’s need to include active, passive and defensive needs in the Electro-Optics technology needs. ONR ManTech helps these Navy programs achieve their respective affordability goals by transitioning developed manufacturing technology which, when implemented, results in needed cost reduction or cost avoidance. Capability acceleration is getting new technologies to the fleet faster. Issues addressed must be production-or manufacturing technology-related.

Navy ManTech executes through Centers of Excellence using this key acquisition platform and other capability acceleration approaches to develop cost reduction/avoidance platform portfolios and specific projects. There are presently seven Navy ManTech Centers of Excellence (COEs), and they serve as focal points for the development and technology transfer of new and advanced manufacturing processes and technology in a cooperative environment with industry, academia, and the Naval Research Enterprise. The COEs serve as corporate repositories of expertise in particular technological areas and collaborate with acquisition Program Executive Offices (PEOs) / Program Offices (POs) and relevant industry to identify and resolve manufacturing issues impacting the key Navy acquisition platforms. The COEs develop and demonstrate manufacturing technology solutions for identified Navy manufacturing requirements, provide consulting services to naval industrial activities and industry, and facilitate the implementation of developed manufacturing technologies.

1.2 Overview of the COE

Inasmuch as the assigned missions of the Office of Naval Research (ONR) Manufacturing Technology (ManTech) Electro-Optics Center of Excellence (EOCOE; herein referred to as EOCOE or as the Center) are dynamic, this Statement of Work (SOW) is not intended to be all-inclusive or restrictive, but is intended to provide a broad framework and general scope of the work to be performed at the Center. This SOW does not represent a commitment to, or imply funding for, specific projects or programs. The ONR ManTech work requirements are developed through strategic planning and program plans.

The Center Contractor shall, in accordance with the provisions of this Contract, provide the resources, intellectual leadership, and management expertise necessary and appropriate for managing and operating the Center to accomplish its primary mission. The primary mission of the Center is to develop advanced manufacturing technologies and deploy them in the U.S. center specific industrial base with the goal of facilitating industry improvements and ultimately reducing the cost and time required to transition center related technology into Navy and DoD system applications as defined in the ONR ManTech Investment Strategy.

In addition, the contractor shall perform all supporting functions for a Navy ManTech Center of Excellence, such as serving as a corporate repository of expertise in its particular technological area; performing special projects and industry surveys related to the mission as required; planning and conducting outreach activities to increase awareness of the Center and disseminate manufacturing technology throughout the nation's center specific industrial base to achieve manufacturing technology transition beyond the developing organization; and any other functions as assigned by the ONR ManTech Division.

1.3 Center Core Mission and Scope of Work

The core mission and function of the Center is to identify, develop and facilitate the transition of electro-optic manufacturing technologies to reduce the total ownership cost (i.e.

development, production and defense Reutilization Marketing Office (DRMO) stages of acquisition and time to deploy critical E l e c t r o O p t i c s e n s o r s , s y s t e m s , s u b s ys t e m s , c o m p o n e n t s a n d m a t e r i a l s t o i n c l u d e b u t n o t l i m i t e d t o ISR, photonic, and imaging sensor systems to Naval ships, aircraft, submarines, unmanned systems and satellite platforms.

In accomplishing its mission, the Center will work closely with the Navy’s acquisition community as well as naval shipyards, as well as the Electro Optics (EO) industrial base to identify manufacturing technology issues that negatively impact transition of EO products to the fleet, with respect to both cycle-time and cost.

EOCOE will then solicit, select, award, and manage projects to address the identified cycle-time and cost reduction issues.

Types of technology areas include, but are not limited to, the following:

1. Manufacturing technology (materials, devices, circuits, modules, subsystems)

2. Optics and Photonics to include:

a. Fiber optics

b. Optoelectronics

c. Optical communications

d. Free Space Optics (FSO)

e. Optical interconnects/optical links

f. EO Countermeasures and Counter Countermeasures (CM and CCM)

g. Optical coatings (materials) and coating applications (methods)

h. Optical delay circuits, waveguides, frequency modulators

i. Optical related memory devices

j. Immersed Optics

k. Quantum Optics

l. Quantum sensing

m. Imaging

i. Autonomous and traditionally manned platforms

3. Supporting and enabling capabilities (and applications) for EOCOE

a. Cryo-coolers

b. Directed energy weapons (DEW)/Counter DEW

c. AI/ML based target tracking & recognition for imaging, inspection, and analytics

d. Integrated Dewar Cooler Assembly (IDCA) technologies for Focal Plane Arrays

(FPAs)

e. Compound semiconductors, wideband, narrow bandgap semiconductors

1. Semiconductor devices/ passive components / optical & electro-optic, devices, infrared components, lasers, laser diode arrays / readout integrated circuit (ROIC), & Focal Plane Arrays

4. Displays/Night Vision systems

5. Low-cost, high-throughput manufacturing and assembly techniques

6. Emerging electro-optics and electronics technologies

7. Technology obsolescence

8. Commercial Of The Shelf (COTS) integration

9. U.S. electro-optics/electronics manufacturing industrial base

10. Design for Producibility/Design for Manufacturability of optical, semiconductor, and electronics critical to electro-optics system performance

11. Modeling and Simulation technologies

12. Supply chain Information Security Risk Management for electronics devices used in electro-optical systems

13. Supply chain analyses to investigate adequacy of critical material, component, and subsystem sources of supply

14. Advanced inspection, metrology and testing technologies to reduce test time, increase process yields and ensure end-item quality/performance.

15. High Energy Lasers (HEL)

16. Optical cooling systems

17. IR/Optical Countermeasures

18. Multispectral lasers

19. Phase changing Materials in the optical domain

20. Optical Metrology

The Contractor will operate and manage the EOCOE Center in its mission to develop naval platform-related manufacturing technologies and transition the technology to the center specific industrial base. In addition to accomplishing the Centers core mission, the Contractor shall manage, operate, sustain, and enhance the Centers ability to function as an ONR ManTech Center of Excellence.

The Contractor shall, with the highest degree of vision, quality, integrity, and technical excellence, maintain a strong scientific and engineering resource base responsive to manufacturing technology issues of national importance. The scope of work of this Contract includes:

1. Operating and managing the COE in an efficient, cost effective, and innovative manner to accomplish its core mission of developing and facilitating the implementation of advanced electro-optics manufacturing technologies to U.S. EO industry to reduce the cost and time to design, build and test critical naval sensor, system, subsystem, and component technology.

2. Organizing, facilitating and executing an EO manufacturing-focused project selection process, supporting the key naval platform programs identified by the ONR ManTech Investment Strategy and the ONR Program Officer, in order to recommend technical work.

Projects selected should be important to both the Navy and the naval industrial base that builds and/or repairs naval platforms, systems, subsystems, components that support the aforementioned PEO/PO and their platforms.

3. Initiating and managing ManTech projects approved by the ONR Program Officer.

Management of projects should include the use of an earned-value or similar methodology that tracks and relates technical progress, schedule, and funding.

4. Providing support of special projects or non-ManTech funded projects that relate to the COE mission, as directed by the ONR Program Officer.

5. Providing all required reporting, including COE-level and project-level deliverables, for the evaluation of the technical and financial progress of the Center and of each technical project.

6. Planning, coordinating, and conducting outreach activities and projects to increase awareness of the Center and to facilitate technology transition and implementation of ManTech-developed manufacturing technology at additional shipyards and industrial facilities beyond the initial implementation site of any particular technical project.

7. Traveling in support of the Center. Travel shall be planned and conducted in such a fashion to provide maximum flexibility and use of time in support of the COE. All travel shall be in accordance with applicable federal travel regulations.

8. IT/Connectivity in support of the Center. GFE and IT infrastructure to conduct support of the center. Access to NMCI, GOV Teams, Flank speed SharePoint etc will be used with the necessary security and regulations needed to provide this access.

The Center contract will be structured with multiple task orders. This Statement of Work covers two general activity areas critical to the Center’s accomplishment of its mission: First Task Order:

COE Center Operations and Management and Second Task Order: Project Development and Management. Both Task Orders will be numbered after execution of the Base Award Indefinite Delivery/Indefinite Quantity (IDIQ) contract. See the individual Task Order(s) for the Statement of Work.

2.0 First Task Order: COE Operations and Management and COE Business Operations

The Contractor shall operate the EOCOE to function as an ONR ManTech Center of Excellence to serve as a national resource in Electro-Optics manufacturing technology and process in general and to accomplish the EOCOE’s core mission in particular. The Contractor shall manage and operate the COE in an efficient, cost effective, and innovative manner -- developing strategies to plan, track, and analyze projects and expenditures to ensure efficient operation of the COE.

2.1 Center Operations

EOCOE operations can be broken down into the following activities:

2.1.1 COE Core Mission Management and Support Activities

The Contractor shall provide management and programmatic support as required to accomplish the EOCOE core mission of identifying, developing, and transitioning Electro- Optics technologies to U.S. shipbuilders and other relevant defense industry (as detailed in Section 3.0). In so doing, this includes but may not be limited to:

• Managing the EOCOE as a whole.

• Submitting COE-level deliverables as directed by the ONR Program Officer and as specified in the annual ManTech guidance documents. ManTech guidance documents are updated annually based on ONR requirements. Current ManTech guidance documents are located at the following link: Link or documents will follow at time of solicitation.

• Responding to “data calls” as requested by the ONR ManTech Program Officer, or their representatives.

2.1.2 Naval Technical Advisor Activities

The Contractor shall provide technical assessments and recommendations on specific Electro-Optics and other naval related technologies as required by the Government.

Reports delivered to the Government shall include independent analyses and specific recommendations by the Contractor. The Contractor shall avoid any conflicts of interest and act as an independent advisor (honest broker) to the Government. As a result of such in-house support, the Contractor may be ineligible on Organizational Conflict of Interest (OCI) grounds from performing the actual development work on the recommended technologies. The Contractor will provide management, control, and support for Navy and DoD funded developments and coordinate the research of participating government, industry, and academic organizations.

Special Projects: As part of Naval Technical Advisor Activities, the Contractor shall perform Special Projects as directed by the ONR ManTech Division. Special Projects may include, but are not limited to, the following: support to Navy PEOs, POs, and PMSs/PMAs, OSD, MSTP or others, such as the development of build strategies; participation in shipyard or other relevant industrial base benchmarking surveys; development of technology roadmaps; assessments of foreign Electro- Optics or other naval related technologies; and other Electro-Optics or naval technology-related tasks as assigned.

2.1.3 Connectivity to Shipyards and Other Key Naval Industries

The Contractor shall develop and maintain working relationships and technical interchanges with shipyards and/or other relevant industries. The Contractor shall also describe its approach and experience in utilizing these relationships to facilitate technology transfer to the nation’s shipyards and other defense industries.

2.1.4 Outreach Activities

The Contractor shall perform outreach activities as approved by the ONR Program Officer.

The objectives of these activities are to encourage partnering with government, industry, and academic organizations and to facilitate transfer of developed manufacturing technologies to achieve implementation beyond the primary shipyard(s) or industrial facility on any particular project team. This includes, but is not limited to, the following:

• Providing uninterrupted maintenance of a EOCOE public domain website

• Providing promotional materials and logistics support for exhibits, demonstrations, conferences, workshops, and displays.

• Attending and showcasing the EOCOE mission and accomplishments at specific conferences and trade shows, such as the Defense Manufacturing Conference, ShipTech, and other related Advance Manufacturing Technology Workshop and conferences as needed. Attendance and exhibition at trade shows, conferences, and the like must be approved in advance by the ONR Program Officer. Typically this is 3-6 events annually.

• Distributing a physical and/or electronic newsletter on a minimum semi-annual basis to key government and industry personnel. This requirement can be adjusted by the ManTech Program Officer.

2.2 Center Business Operations

The Contractor shall manage and administer a system of internal controls for all COE business and administrative operations. Management of the EOCOE business and administrative operations shall include integrating common systems of internal controls across the EOCOE and implementing business processes that are risk-based, cross-functional, and cost-effective; that optimize and streamline operations; and that increase efficiency and enhance productivity. Included shall be plans to accomplish the following:

2.3.1 COE Performance Management

The Contractor shall develop and institute an in-house financial management system to help the ONR Program Officer measure the performance and effect corrective actions as needed for each technical project. This system must be capable of accurately tracking expenditures, analyzing the expenditure of funds in light of work accomplished, and quantifying technical problems in terms of cost and schedule. Favorable and unfavorable cost and/or schedule variances that exceed +/- 10% shall be identified and reported along with proposed corrective actions. This does not need to be a complex financial management system. It is intended to provide a simple means of correlating technical progress to budget progress.

2.3.2 COE Performance to Fiscal Benchmarks

The Contractor shall develop a plan to meet the Navy’s obligation and expenditure fiscal benchmarks, track center performance with respect to these benchmarks, and develop “get well” plans if necessary as directed by the ManTech Program Officer.

2.3 COE-Level Meetings and Travel

EOCOE personnel shall participate in meetings as directed by the Navy ManTech Director and/or ONR Program Officer. These are expected to include, but are not limited to, the following:

• ManTech “All Hands” or Center Director Meetings - typically 2-3 times annually.

• Candidate Project Development and Selection Meetings - typically once annually.

• Quarterly Program Management Reviews (PMRs) - quarterly with the ONR Program

Officer at ONR, the COE, or other site as approved by the Program Officer. Other attendees will be at the option of the ONR Program Officer. Each PMR shall address at a minimum: center financial performance and plans; updates on active projects including information such as technical; progress and accomplishments, schedule status, and adherence to spend plan; technology implementation updates; and planned meetings and activities. The PMR shall address other technical and programmatic topics as directed by

ONR.

• Platform IPT Reviews – Navy ManTech currently holds Platform IPT project review meetings for each platform supported by the Navy ManTech Investment Strategy approximately 2 times per year per platform. To make effective use of ManTech resources, these meetings are often co-located, resulting in a total of 6-10 meetings annually.

• ManTech Conferences/Workshops – as directed by the ONR Program Officer but typically includes the annual Defense Manufacturing Conference (DMC), ShipTech, and other approved conferences/workshops.

2.4 COE-Level Deliverables

The Contractor shall submit COE-level ManTech deliverables as directed by the ONR Program Officer and as specified in the Annual Navy ManTech Guidance, expected to include but not limited to:

• COE Monthly Status Report – monthly

• COE Funding Allocation Spreadsheets – typically -annually

• COE Expenditure Estimates – typically semi-annually

• COE Monthly Expenditure Reports (MERs) and Limitation of Funds (LOF) - monthly

• COE Affordability Assessments – typically -annually

• COE Small Business utilization report – typically annually

• COE Implementation Workbooks – typically annually

• COE public facing website – to be updated as needed

• COE Social Media Presence- to be updated as needed

• COE Quarterly Newsletter - quarterly

• COE Project Book submission for annual ManTech Project – typically annually

Reference contract’s Contract Data Requirements List (CDRL) DD Form 1423 documents for required CDRLs.

3.0 Second Task Order: Project Development and Management

In support of the ONR ManTech Program, the EOCOE shall identify, develop and transition Electro-Optics technologies to U.S. shipyards and other industrial facilities to reduce the cost and time to build and repair key naval platforms, as identified in the Navy ManTech Investment Strategy. Primary means of accomplishing this core mission is through the development and execution of technical projects whose results will be transitioned to industry.

The three basic types of ManTech projects are:

• Standard projects: typically 12-36 months duration; typically $500K - $3M funding range.

• Rapid Response projects – smaller, urgent requirement. Typically, 6-9 month duration and $50K-$250K range

• Special projects typically are studies or direct efforts; 6-12 months duration and $50- $250K range

Standard Projects will be managed under the Second Task Order but will be executed under other Project Task Orders awarded under the base contract. Rapid Response and Special projects will be managed and executed under the Second Task Order.

Note: Non-ManTech Projects - At the discretion of the ONR Program Officer, the EOCOE may execute and manage technical projects, other than Navy ManTech projects, that are related to Electro-Optics, Shipbuilding, aircraft fabrication, or other naval- or defense-related industries or platforms. Examples of these projects may include, but are not limited to, projects from other ONR Technical Codes, congressional interest (“plus-up”) projects, or Office of the Secretary of Defense (OSD)-funded Manufacturing Science and Technology efforts. These Non-ManTech projects are typically awarded under separate, individual task orders and the management of these efforts is charged directly to those projects, not the Second Task Order, unless coordinated with ONR ManTech.

3.1 Project Development

Project development is generally broken down into the following three steps.

Note: The below information is based on current ONR ManTech policy and guidance. ONR reserves the right to revise and refine the below project development process.

3.1.1 Issue Identification

The Contractor, via their relationships with Navy PEOs, program offices, warfare centers, etc., as well as their relationships with shipbuilders and other relevant industry, will identify Electro-Optics and advanced manufacturing technology issues and/or needs. These needs shall be turned into ManTech project candidates. The Contractor shall document these issues/needs as appropriate by generating an issue sheet, quad chart, and/or other documentation as appropriate.

3.1.2 Candidate Project Selection

The Contractor shall continuously prioritize candidate projects so that resources may be properly allocated. This prioritization shall be based on interactions between the EOCOE, the ManTech Program Officer, shipyards and other industry, and various Systems Commands program offices (Program Executive Offices, Program Management Offices, etc.). The Contractor shall assist in matching these needs to recommended ManTech projects, and Rapid Response projects, or other proposed solutions.

Project selection will be in accordance with guidance and timelines set by the Navy ManTech Office in effect at that time. Currently, the COEs present their prioritized list of candidate projects to the ManTech Director and Program Officers at a Candidate Project Selection Meeting in the winter of the prior fiscal year (i.e., candidate projects for Fiscal Year 2025, which begins October 1, 2024, will be presented Fall 2023). The ManTech Program Officers will then select project ideas for further development based on anticipated availability of funds. Off-cycle project candidates will be considered based on need and funding availability. This project selection process should also be in keeping with the approved ManTech Investment Strategy and any key platforms or PEO(s) identified within.

3.1.3 Individual Project Development

Projects may be developed as ManTech projects, or Rapid Response projects. As the majority of efforts are expected to be ManTech projects, the ManTech project development process is described below. Special projects and Rapid Response projects may have an alternate, simplified development processes as described by ONR guidance and/or Program Officer direction.

As part of project development, the Contractor will endeavor to obtain quality cost share from participating project subcontractors, program offices, etc. as well as identify available leveraging opportunities and other methods to augment Navy ManTech investment.

Upon candidate selection and approval by the ManTech Office, each ManTech project shall be initiated under a three-step process.

1. Program Planning Document (PPD) Development: The Contractor will coordinate the development of a Program Planning Document with teaming partners and Navy points of contact. This PPD will contain a list of performers/ team members, estimated project costs, technical statement of work outline, benefit information, draft schedules, draft metrics, and other information as requested by the Program Officer. This PPD will then be submitted to the Program Officer for review and approval.

For Navy ManTech-funded projects, it is expected that the Contractor will employ a strategy of either teaming or utilizing subcontracting authority as appropriate with industry (weapons system prime contractors, system integrators, and/or their associated vendors and suppliers) or other commercial entities where expertise or technologies are required to be deployed or are already resident.

Upon approval of the PPD, the ONR Program Officer will issue the EOCOE a Project Development Request (PDR) which authorizes the COE to develop a project plan for the proposed effort. The PDR signals an intention to provide, but is not a guarantee of, eventual project funding.

2. Project Plan Submittal: The Contractor will submit a Project Plan (also known as the proposal package) to the Navy ONR (Program Officer and Contracting Officer) for approval. This plan shall generally include: an executive summary;

background; goals, objectives, and benefits; technical scope/approach and plans;

technical analyses; financial spend plans; statements of work; schedules, milestones and deliverables; risk assessments; detailed cost and budget proposals (see section a. below); detailed cost analyses; benefits and savings analyses and summaries; investment cost sharing plans and cost leveraging summaries;

technology transition plans (TTPs); and Stakeholder and Technical Assistant concurrences.

a. The Prime Contractor and all subcontractors must submit Project Plan supplementary detailed cost data in the ONR Excel template provided; to include all cells unlocked and editable, with rates shown, rates applied, and all resulting formulas shown, unlocked and editable.

b. The Contractor must submit the Project Plan to ONR (Program Officer and Contracting Officer) 120 days before the recommended period of performance start date. The Project Plan bid validity dates for the Prime Contractor and all subcontractors must remain active for the 120-day period. This timeframe is to allow enough time for the Government to conduct proper analysis and conduct negotiations if required.

c. If a subcontractor is unwilling to provide unsanitized/unsuppressed proposal data to the Prime Contractor, the Prime Contractor must ensure all subcontractors provide unsanitized/unsuppressed proposal data directly to ONR (Program Officer and Contracting Officer). Within the aforementioned 120-day period, the Prime Contractor must ensure all subcontractors provide to ONR their unsanitized/unsuppressed proposals within the first 10 days of the 120-day period. It is the Prime Contractor’s responsibility to ensure all subcontractor unsanitized/unsuppressed proposal data is in the proper formats as mentioned in 2.a. above and received by ONR timely.

d. Before submitting the Project Plan to ONR, the Prime Contractor is responsible for ensuring all negotiations with subcontractors are complete and the Prime Contractor has been able to document and support fair and reasonable subcontractor pricing in the Prime Contractor Project Plans.

This includes, but not limited to: price and cost elements to include profit and fee, as well as data rights assertions, patents, etc.

3. Project Plan Review and Approval: The ONR Program Officer will review the submitted Project Plan. If approved, the Program Officer will provide an analysis and approval document to the ONR Contracting Officer. The Contracting Officer will negotiate/award a new task order or task order modification for performance of the approved project.

3.2 Project Management

Awarded projects are to be managed by the Prime Contractor as instructed by the ONR Program Officer. This includes, but is not limited to, providing technical, programmatic, and financial oversight and guidance to the project team; coordinating project activities with government stakeholders and technical authorities; and completing all project management documentation (monthly and quarterly reports, quad charts, project final report, etc.). It is expected that for each awarded project, the Contractor will hold regular status teleconferences with the project IPT members and hold project kickoff meetings, periodic project status and milestone gate reviews, and final reviews.

3.3 Project Management of Existing Center Electro-Optics Projects

At the discretion of ONR, the Contractor may be asked, upon Contract award, to assume management responsibilities of some or all of the ongoing projects of the Electro-Optics Center of Excellence (EOCOE). See Request for Proposal for additional information.

3.4 Project Development and Management Meetings and Travel

EOCOE personnel shall expect to travel and participate in meetings in support of Project Development and Management efforts. Typically, these meetings would include, but not be limited to: future FY planning meetings at specific shipyards and industrial facilities; project kickoff and coordination meetings, final project reviews, etc.

3.5 Project-Level Deliverables

For each ManTech project, the Contractor shall submit the following ManTech deliverables as specified in the Annual Navy ManTech Guidance, including but not limited to:

• Project Program Planning Document (PPD)

• Project Plan (PP)

• Technology Transition Plan (TTP)

• Projects Database Information – typically annually

• Project Book Information – typically annually

• Project Quad Chart and briefs – typically quarterly

• Project Briefings, as needed and with applicable Distribution statements

• Success Story, as applicable – typically annually

• Project quarterly reports

• Project final report with applicable Distribution statements

Reference contract’s Contract Data Requirements List (CDRL) DD Form 1423 documents for required CDRLs.

Other deliverables may include any and all prototypes, mock-ups, tooling, software, samples, and components purchased and/or fabricated under ManTech funding during the execution of individual projects, if applicable. This may also include process specifications, designs (both components and tooling), manufacturing cost data for tooling and component fabrication, and all test results.

Performance Requirement Summary (PRS)

The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance standard briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Performance Objective SOW Para.

No.

CDRL

No.

Performance Standard/Acceptable Quality Level (AQL)

Method of Surveillance

Timely and accurate reporting of documents associated with Center management and project development with regards to the Navy ManTech Guidance

Section

2.0 and 3.0

CDRLs A001 to A008 and B001 to B006

95% of documents surveyed were submitted on time and ahead of schedule with no major errors.

Random sampling

Demonstrate appropriate effort in generating and developing candidate project ideas

Section 3.1

CDRL

B001 to B003

COE has to demonstrate adequate effort on 90% of project ideas generated and presented.

Provide through, complete, timely, and accurate planning documentation (quad charts, project planning documents, proposals, etc.)

Section 3.1

CDRL

B001 to B003

100% of documents surveyed demonstrate collaboration with industry through thorough and complete planning and documentation

Random sampling

Demonstrating adequate project management

Section CDRL B001 to

95% of documents surveyed were submitted on time and including Timely and accurate project and financial tracking

3.2 B003 ahead of schedule with no

major errors.

Meeting conference/event participation and attendance.

Section 2.3

N/A 95% of conference/event shall have COE presence

Submittal of trip report Section 2.3

CDRL

A007

95% of documents surveyed were submitted on time and ahead of schedule with no major errors.

Random sampling

Support to program office on emerging requests from ONR, DON, and OSD.

Section 1.3, 2.0 and 3.0

N/A 100% timely by requested due date

Note: The Government reserves the right to increase or decrease surveillance on Performance Objectives outlined in this PRS. Government surveillance of contractor performance is not limited to the Performance Objectives as outlined in this PRS. The government reserves the right to conduct compliance surveillance of any contractual requirement of this acquisition and report in the CPARS system. CPARS ratings reflecting good or poor performance could affect decisions to exercise options or to make future contract awards.