N0018918RZ097.docx

N0018918RZ097

Section A - Solicitation/Contract Form

SOLICITATION FORM

A.) Proposals are due COB (5:00 PM EST) on 30 Nov 2018.

B.) Proposals shall be sent to the Fleet Logistics Center (FLC) Norfolk, Contracting Department, Philadelphia Office as follows:

FLC Norfolk, Contracting Dept., Philadelphia Office

RFP# N0018918RZ097

Attn: Erin Kilrain, Code 260.3A 700 Robbins Ave, Bldg. 2B Philadelphia, PA 19111-5083

C.) The point of contact for this solicitation is:

Erin Kilrain

(215) 697-9617 Erin.kilrain@navy.mil

D.) All questions about this requirement should be submitted to Erin Kilrain in writing to the email address listed above, no later than COB on 12 Nov 2018.

Section B - Supplies or Services and Prices

SECTION B

LEVEL OF EFFORT (COST TYPE CONTRACT) (SINGLE AWARD IDIQ) (SEP 2015)

(a) The level of effort for the ordering period of this contract during the period from the start of contract performance to 60 months thereafter is based upon 603,200 estimated manhours of direct labor. The total level of effort is 603,200 estimated manhours of direct labor (hereinafter referred to as the “Estimated Total Hours”).

(b) The estimated composition by labor category of the Estimated Total Hours is as follows:

The above hours are for informational purposes only

(c) The Estimated Total Hours include overtime and subcontracting hours but exclude holidays, sick leave, vacation days and other absences.

(d) CPFF task orders resulting from this contract may be either term or completion type. The number of hours expended per month under each resulting term-type task order shall be commensurate with the pursuit of performance of the task order’s statement of work, provided that such fluctuation does not result in the utilization of the task order hours prior to the expiration of the task order. The number of hours for any labor category may be utilized by the contractor for any other labor category if necessary in performance of the contract.

(e) The contractor shall not be obligated to accept orders beyond the contract’s Estimated Total Hours, except that the Contracting Officer may place orders in excess of the Estimated Total Hours until the contract’s total estimated cost has been expended. In that the contract’s fixed fee is to be paid out at an hourly rate based on the contract’s Total Estimated Hours, the government will not be obligated to pay fee on any hours ordered in excess of the Estimated Total Hours. Any hours expended in excess of the Estimated Total Hours shall be excluded from all fee computations and adjustments. The Contracting Officer may also place orders in excess of the total estimated cost until the Estimated Total Hours have been expended. In no event, however, will the Contracting Officer, pursuant to this paragraph (e), place orders in excess of the Estimated Total hours if the Contracting Officer has placed orders in excess of the total estimated cost. Nor will the Contracting Officer, pursuant to this paragraph (e), place orders in excess of the total estimated cost if the Contracting Officer has placed orders in excess of the Estimated Total Hours. The Contracting Officer may extend the contract period in order to place orders up to the total estimated cost and the Estimated Total Hours.

(f) If at any time during this contract the contractor expends in excess of 85% of the available estimated manhours of direct labor (at the contract and task order levels), the contractor shall immediately notify the Contracting Officer in writing. Nothing herein shall be construed to alter or waive any of the rights or obligations of either party pursuant to the clause entitled “Limitation of Cost” and/or “Limitation of Funds.”

(g) For any resultant fixed-price task orders, the hours proposed shall be considered against the contract’s Estimated Total Hours.

(h) It is understood and agreed that for each CPFF task order issued under this contract, the number of hours and the total dollar amount for each labor category specified in the task order are estimates only and shall not limit the use of hours or dollar amounts in any labor category which may be required and provided for under an individual task order. Accordingly, in the performance of any CPFF task order, the contractor shall be allowed to adjust the quantity of labor hours provided for within labor categories specified in the order provided that in so performing the contractor shall not in any event exceed the ceiling price restrictions of any order, including modifications thereof.

LEVEL OF EFFORT - TASK ORDER PERFORMANCE (SINGLE AWARD IDIQ CPFF CONTRACT)

It is understood and agreed that for each CPFF task order issued under this contract, the number of hours and the total dollar amount for each labor category specified in any task order issued under this contract are estimates only and shall not limit the use of hours or dollar amounts in any labor category which may be required and provided for under an individual task order. Accordingly, in the performance of any CPFF task order, the contractor shall be allowed to adjust the quantity of labor hours provided for within labor categories specified in the order provided that in so performing the contractor shall not in any event exceed the ceiling price restrictions of any order, including modifications thereof.

PAYMENT OF FIXED FEE (CPFF SINGLE AWARD IDIQ) (SEP 2015)

The fixed fee for work performed under this contract is $__*__ provided that approximately __**__ hours of technical effort are employed by the contractor in performance of this contract. If substantially fewer than __**__ hours of technical effort are employed, the fixed fee shall be equitably reduced to reflect the reduction of work. The Government shall make monthly payments of the fixed fee at the rate of $__***__ per direct labor hour invoiced by the contractor. For the purposes of tracking the contract’s total fixed fee, the “fixed fee” associated with any fixed-price task order will be the product of the above rate(s) multiplied by the total hours proposed for the task order. All payments shall be in accordance with the provisions of FAR 52.216-8, “Fixed Fee,” and FAR 52.216-7, “Allowable Cost and Payment.” Payments shall be subject to the withholding provisions of Paragraph (b) of FAR 52.216-8, provided that the total of all such monthly payment shall not exceed eighty-five (85%) percent of the fixed fee. Any balance of fixed fee due the contractor shall be paid to the Contractor, and any over-payment of fixed fee shall be repaid to the Government by the Contractor, or otherwise credited to the Government at the time of final payment.

NOTE: The hours specified under __**__ shall be adjusted downward in accordance with the Level of Effort clause, paragraph (g), when the Government issues an FFP task order.

* Completed at time of award using the proposed fixed fee dollar amount.

*** Completed at the time of award; the Fixed Fee rate is calculated by dividing the fixed fee amount (*) by the number of hours (**), (PROPOSED FIXED FEE / HOURS = FIXED FEE RATE).

Transformation Management Support

CPFF

IAW PWS in Section C FOB: Destination

PURCHASE REQUEST NUMBER: N4599720181752

PSC CD: R799

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Travel

COST

IAW JTR and ISO CLIN 0001 FOB: Destination

ESTIMATED COST

Other Direct Cost

COST

ISO CLIN 0001

ESTIMATED COST

CDRLs

CPFF

IAW PWS

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Section C - Descriptions and Specifications

SECTION C

Performance-Based Work Statement for Transformation Management Services in support of Navy Manpower, Personnel, Training, and Education (MPTE) Transformation 22 March 2018

· “Expand the use of […] analytics and other tools as a means to bring in creativity, operational agility and insight.”

· “Optimize the Navy intellectual enterprise to maximize combat effectiveness and efficiency. Reinvigorate an assessment culture and processes.”

· “Aggressively pursue implementation of the core benefits of the ‘Sailor 2025’ program – fully integrated and transparent data and analytics, increased career choice and flexibility, expanded family support and tailored learning.”

· “Accelerate ‘Sailor 2025’ efforts to leverage information technology to enhance personnel system and training modernization efforts.”

Previous work has been done to establish a top-level organizational operating model with a corresponding technology strategy. While an operating model for the Transformation has been created and established, additional work is required to leverage Commercial-Off-The-Shelf (COTS) technologies and execute the operating model. The U.S. Army and the U.S. Coast Guard have demonstrated success with a COTS PeopleSoft system for Integrated Personnel and Pay System – Army (IPPS-A) and the Direct Access Program, respectively. Additionally, the Department of Commerce Enterprise Services Project Team is preparing to transition all bureaus to a PeopleSoft COTS-based, enterprise services solution called HR Connect. The MPTE Transformation team is partnering with these organizations to leverage their investments, lessons learned, requirements, implementation approaches, and contract requirements, scope, tasks, and functional areas to reduce risk and accelerate the Navy’s Human Resource (HR) Transformation.

Contractor support will be required in the following areas:

· Transformation/Technology Management

· Shared Services Center (My Navy Career Center) Support

· Transformation Analysis Support

4. Tasks

4.1 Transformation/Technology Management

· Focus efforts on data quality and standardizing existing and new data and knowledge (i.e. standardize data terminology across the MPTE domain including terms, definitions, and data elements).

· Assist with cleaning up unstructured data residing within the authoritative database.

· Leverage standardized and authoritative data to improve timeliness and automated access to standard reports and analytics.

· Provide RDT&E expertise to support testing of the HR IT implementations.

· Provide technical support for the Navy implementation of Secure Cloud Computing Architecture (SCCA) within a pilot (i.e., AWS E/W) environment.

· Continuous monitoring support for the SCCA and PeopleSoft.

· Provide strategic analysis in support of MPT&E technology implementation planning for HR technology solutions, including multiple cloud delivery models.

· Support N1 cloud Organizational Change Management (OCM) and Organization Transformation strategy to enable MPT&E transformation by aligning stakeholders and existing workforce skillsets.

· Serve as the central point for delivering reliable MPTE Data and Analytics.

· Evaluate the cloud readiness of the MPT&E portfolio and develop a prioritized roadmap for N1 application migration broken out by task area.

· Support evaluation and/or pilots of multi-cloud platforms.

· Assess, design, develop and implement automation solutions focused on Process Robotics or Virtual Assistants that are designed to integrate into MPTE technology solutions (e.g., Chat Bots in support of Contact Center Self-Service Applications).

· Aid in coordination between functional leaders, stakeholders, and technological representatives to align business needs with technology functionality.

· Develop change management measures of success and provide reports as needed to distribute across the MPT&E Transformation efforts.

· Coordinate and support change management efforts for key initiatives such as PSD Closures and 55:1.

· Integrate IT, Shared Services Center (SSC), and Operational Risk Management (ORM) capabilities to create common data governance.

· Build processes and procedures to establish a common MPTE data and analytics framework.

· Coordinate MPTE’s compliance and operational risk management requirements to ensure adherence to laws, policies, finance, and ethics requirements across the organization.

· Aid the Enterprise Support pillar in serving as the MPTE enterprise integrator for new policies and services to enhance overall business operations.

· Provide support for the workforce transition to the operating model including research, a detailed transition plan, schedule, and execution approach.

· Conduct role-based training needs assessments and develop strategies and training curriculum required to include training delivery in order to address training needs of stakeholders impacted by Transformation changes.

· Develop and implement an Organizational Change Management approach for the MPTE Transformation efforts to ensure strategic communications, leadership alignment, stakeholder engagement, a network of change agents and coordinated efforts with other integrated project teams and the relevant DON Public Affairs offices.

· Provide Organizational Change Management, requirements development, and business process redesign services to members of the MPTE domain to assist with aligning to the overarching Operating Model.

· Apply ORM processes to ensure MPTE programs and processes adhere to legal, regulatory, and privacy standards.

· Aid with establishing an internal group of professionals from different parts of MPTE to focus on ORM and ensure risk and compliance are considered in program design, process re-engineering, and data quality activities.

· Contribute and manage content within the Transformation Technical Data Repository (TDR).

· Integrate business and IT tasks and activities, monitor cost, schedule, and performance, and provide a structure for management of requirements, doctrine, organization, policy, procedures, and resources.

· Provide data governance and oversight, data standardization, and data management across MPTE.

· Develop and implement an HR technology and acquisition strategy within MPTE based on the business needs.

· Develop an on-going project management capability within MPTE to manage continuous process improvement programs to optimize business operations across MPTE.

· Support coordination of IT, financial, and Business Optimization resources to help Force Development and Force Management Communities of Expertise (CoEs) maximize operation readiness.

· Support efforts to obtain and analyze data sets in support of Transformation.

· Assist with integrating progress of the MPTE Transformation across all HR services, working groups, and vendors including project management best practices, tools, templates and methods. Ensure new initiatives comply with current law and regulation, policy, Fleet Requirements, and Customer needs (sailors, families, and commands).

· Serve as a liaison between the Results Delivery Office (RDO), and all of its associated work streams, and the Transformation Program Office.

4.2 Shared Services Center (MyNavy Career Center) Support

· Provide support for the design and development of training curriculum for the Initial Operating Capability (IOC) for the My Navy Career Center (MNCC).

· Provide operational monitoring, oversight, support and integrated management framework for the stand-up of a Navy HR operations center for MPT&E (MNCC). This shall cover self-service technologies, contact center operations, and transaction support services.

· Provide support for the development of roadmaps for migration of MPTE HR services into the MNCC environment.

· Provide support for the development of standardized HR transaction support processes and designs.

· Provide oversight and program management support of the SSC(MNCC).

· Provide program management support for the execution of implementation plans for consolidation of HR transactional services into MNCC.

· Provide support on design, development, and deployment of technologies and management techniques to support the transition of self-service/technology and HR services to the new MNCC operating model; this shall include the following technology and operations solutions/components:

· Navy NMCI network

· Navy Facilities Build Outs

· Staffing Models

· Contact Center technology

· Telephony Provisioning

· Omni-Channel technology

· CRM Technology

· Workforce Management

· Contact Recording

· Data Analytics

· Reporting and Reports Development

· Support development of Service Level Agreements (SLA), Key Performance Indicators (KPIs)/Key Performance Parameters (KPPs) to guide the execution and performance of MPTE Shared Service offerings.

· Provide support to assess, plan, and develop Knowledge Articles and Contact Drivers needed for the Initial Operating Capability (IOC) for the MNCC to include the development of indexing and support processes for the CRM and Self-Service Applications.

· Provide capability development, organizational design and workforce planning services to support the stand-up of the MNCC.

· Support development of knowledge library and government knowledge management capability

· Provide Subject Matter Experts to support discovery, design, implementation and testing activities for MNCC technologies.

· Leverage data processing capabilities in the SSC (MNCC) to improve data quality across legacy systems.

4.3 Transformation Analysis Support

· Assist in creating an MPTE data strategy to prioritize data projects in alignment with operating model and readiness requirements.

· Assist with planning, implementing, and controlling processes to provide decision support data and support for MPTE and Navy-wide customers.

· Provide analytics strategy and management to support the development the overarching strategy for achieving the post-transformation state of the MPTE enterprise.

· Provide industry expertise, best practices, and lessons learned to facilitate business process re-engineering of the future state HR functions and service delivery.

· Conduct research and analysis to define the business and functional requirements as they relate to the MPTE Transformation.

· Track and report change management risks and provide mitigation actions and support.

· Develop, plan, and execute a three-tiered video outreach strategy focused on delivering an enduring high production value future state video and a series of computer generated imagery (CGI) awareness and training videos tied to major transformation milestones for broad DON-wide distribution.

· Provide Leadership Alignment support to include meeting facilitation, messaging, documents, and briefing materials.

· Provide Stakeholder Engagement support to include quarterly town hall meetings and coordination of N1 PAO social media.

· Develop performance measures for each delivered process capability.

· Support the development, implementation, and optimization of future-state MPTE operating model(s) based on leading industry practices utilizing business process re-engineering.

· Conduct detailed working sessions to align existing MPTE functions and processes to approved, future-state enterprise operating model.

· Provide customer centered design support to include the design approaches and techniques needed to revision priority pieces of Force Management (FM) and Force Development (FD) processes.

· Conduct market research on acquisitions and alternative opportunities as they pertain to the MPTE Transformation.

· Provide Program of Record (POR) management strategy.

· Manage industry days (as needed) for Transformation acquisition activities.

· Analyze contracting strategies and evaluation approaches to develop strategic recommendations on how to structure MPTE Transformation procurements.

· Support development of MSAs used to evaluate potential alternatives for meeting required capabilities.

· Provide support in managing the end-to-end acquisition life cycle for MPTE Transformation.

· Develop cost estimates as inputs to MPTE Transformation financial planning and budget execution.

· Support the MPT&E Transformation with on-going acquisition, production, and integration efforts in working group meetings, Integrated Product Team (IPT) sessions, program management reviews and other meetings.

· Analyze meeting information summarizing programmatic impacts and be prepared to provide current project status in response to external or internal data calls.

· Assist the MPTE Transformation effort by translating planning decisions for out-year resource requirements into detailed, time phased allocation requests during the Program Objectives Memorandum/Program Change Proposal submission.

· Participate in Transformation Working Groups to aid with various tasks and processes.

· Support development of briefings and informational products.

· Provide transition support for HR vendors to accelerate onboarding, training, and preparation.

· Aid in the execution of a monthly transformation Enterprise Configuration Control Board (eCCB) and/or Executive Steering Group (ESG) meeting between pillar leads, working group principles, procuring activities, and product team leads to ensure MPTE Transformation IT and Business Process changes address doctrine, organization, training, materiel, leadership, personnel, facilities, and policy needs.

· Aid in the execution of a monthly Transformation Interim Program Review (IPR) with Integrated Project Team (IPT) leads, working group principles, and procuring activities to verify alignment and integration of program management activities, procurement, acquisitions, and ensure MPTE integration across activities.

· Manage the IPR agenda, coordinate with accountable team leads, prepare and analyze IPR materials, provide input to the IT PM and Deputy Executive Director, manage IPR and other IT PM and Deputy Executive Director tasks to closure, and produce an executive summary briefing that reflects the current state of execution across all Transformation activities.

· Provide strategic Transformation program support to MPTE leadership.

· Conduct surveys with commands, sailors, and their families as products and systems are rolled out to ensure they meet the needs of the customers.

· Track critical path activities and associated deadlines for the Transformation IT PM, Functional Leads, Echelon II and Echelon III activities undergoing organizational design and implementation.

5. Other Pertinent Information

5.1 Acronyms

AWS E/W – Amazon Web Services East/West BDO – Business Design Owner CoE – Community of Expertise COR – Contracting Officer’s Representative CRM – Customer Relationship Management eCCB – Enterprise Configuration Control Board ES – Enterprise Support ESG – Executive Steering Group FD – Force Development FM – Force Management FTR – Federal Travel Regulation HR – Human Resource IOC – Initial Operating Capability IPPS-A – Integrated Personnel and Pay System - Army IPR – Interim Program Review IT – Information Technology JTR – Joint Travel Regulation KPI – Key Performance Indicators KPP – Key Performance Parameters MNCC – MyNavy Career Center MPTE – Manpower, Personnel, Training, & Education MSA – Materiel Solution Analysis NMCI – Navy Marine Corps Intranet OCM – Organizational Change Management ODC – Other Direct Costs ORM – Operational Risk Management POAM – Plan of Action and Milestones POM – Program Objective Memorandum POR – Program of Record RDO – Results Delivery Office ROI – Return on Investment RDT&E – Research, Development, Testing, & Evaluation SCCA – Secure Cloud Computing Architecture SES – Senior Executive Service SLA – Service Level Agreement SME – Subject Matter Expert SOP – Standard Operating Procedure SSC – Shared Services Center TDR – Technical Data Repository

5.2 Period of Performance

The period of performance for the 5-year ordering period is date of award through 60 months thereafter.

5.3 Place of Performance

The place of performance may include both government site and contractor site in the following locations: Arlington, VA; aboard Navy facilities in Pensacola, FL, Millington, TN, Norfolk, VA, Charleston, SC, and Great Lakes Naval Station, IL. Locations of work will be specified at the task order level.

The Government may grant telework approval for Contractors to work from home provided the following conditions are met:

The Contractor shall provide a documented inventory that sufficiently demonstrates the ability to complete work from home. The TPOC shall advise the COR when any telework arrangement is used.

5.4 Level of effort—

The following estimated level of effort is provided for proposal purposes only. Level of effort will be determined at the task order level. See the annual LOE breakout in Section B.

Total

603,200

*Split places of performance are listed as percentages where the first number is the percentage of work performed at the Government site and the second number is the percentage of work performed at the Contractor site (i.e., 20/80 means 20% of the work is Government site and 80% of the work is Contractor site).

5.5 Minimum Qualifications

Deviations to years of experience and education may be authorized at the task order level.

Principal Manager – Degree: Bachelor’s Years of Experience (YoE): 10 (to include at least 4 YoE as team lead supporting the general and specific functions listed below) General Experience: business process analysis, requirement development, testing, change management activities, IT system development, system integration, and stakeholder engagement within the Navy domain.

Specific Experience: Business Model Transformation, HR Transformation, and HR Service Delivery

Program Manager I – Degree: Bachelor’s Years of Experience (YoE): 7 (to include at least 2 YoE as a manager supporting the general and specific functions listed below) General Experience: business process analysis, requirement development, testing, change management activities, IT system development, system integration, and stakeholder engagement within the Navy domain.

Specific Experience: Business Model Transformation, HR Transformation, and HR Service Delivery

Program Manager II – Degree: Bachelor’s Years of Experience (YoE): 5 General Experience: business process analysis, requirement development, testing, change management activities, IT system development, and system integration within the Navy domain.

Specific Experience: Business Model Transformation, HR Transformation, and HR Service Delivery

Analyst I – Degree: Bachelor’s in human resources, business, accounting, finance, IT system development, system integration, or a related field.

Years of Experience (YoE): 2 General Experience: program management, business process analysis, data analytics, strategic communications, and stakeholder engagement within the Navy domain.

Analyst II – Degree: Bachelor’s in human resources, accounting, finance, IT system development, system integration, or a related field.

General Experience: relevant Navy domain experience is desired.

5.6 Government Furnished Equipment/Property/Information

The Government does not anticipate any GFE/P other than workspace (when work is required to be performed at the Government site), Common Access Cards (CACs), access to NMCI computers and networks. Task orders may require the provision of NMCI laptops and access to information systems, modules, models, and databases. This will be provided once all of the Information Assurance and Training Requirements (as defined in the individual task orders) are met. GFI may be provided at the task order level.

5.7 Travel

Travel may be required at the task order level if the tasks and deliverables warrant those expenses. All travel shall be in accordance with the Government’s Joint Travel Regulations (JTR) or Federal Travel Regulations (FTR). A trip report shall be submitted no later than 10 working days following the completion of required travel. Report shall include as a minimum, the purpose of the trip, date of travel, labor category, and significant outcome of the trip. The ceiling for travel is $500,000.00, not including applicable indirect costs.

5.8 Other Direct Costs (ODCs)

ODCs are incidental costs that are necessary and consumable in any given contract period through the primary purpose (services) of the contract. The estimated ODCs are not-to-exceed $150,000.00 (not including applicable indirect costs).

5.9 Other Information—

N/A

6 List of Deliverables Deliverables will be further defined under individual task orders.

A summary of the deliverables that can be expected at the task order level is as follows:

6.1. DELIVERABLE DETAILS

The Contractor shall produce the deliverables in this Performance Work Statement (PWS) and report on their status within the context of scope outlined in Section 4 above. The program management and acquisition deliverables serve to provide comprehensive visibility and control over activities required to support to the Transformation Program Manager, and supporting IT systems and business units in executing the implementation phase of Transformation. This list of deliverables is not meant to be all-encompassing and other deliverables outside the scope of these are possible at the task order level.

6.1.1. Contractor Progress, Status, and Management Report

The Contractor shall identify and contain summary-level information on all on-going tasks to include status of work completed under this TO and identify any cost, schedule, and performance risks. This monthly report shall include a status of staffing.

6.1.2 Task Order Management Plan

The Contractor shall prepare a Task Order Management Plan following the post award conference (PAC). The Task Order Management Plan shall include a level 2 work breakdown structure and schedule with planning resources allocations over the period of performance. The Task Order Management Plan shall establish the planned schedule baseline for all deliverables identified in this task order. Contractor format for the document is acceptable.

6.1.3 Executive Level Program Briefings

The Contractor shall support the preparation of monthly MPTE Transformation Program Executive-Level Briefs. These briefs include the Interim Program Review (IPR) Brief and the Executive Steering Group (ESG) Brief, as well as, briefs to be presented to the eCCB, when required. These briefs will describe current plans in a concise summary with easy-to-translate visualization. These briefings shall cite key accomplishments to transformation goals, highlight risk and issues, and shall be in sync with other flag-level communication products for various executive forums. Additionally, for decision making boards (ESG and eCCB), the briefs shall outline the decision to be made, the choices available, and the recommendation by the presenter.

6.1.4 Contract Kick-Off Meeting

The Contractor shall participate in a Contract Kick-Off Meeting to discuss and plan the schedule and associated costs for the awarded contract.

6.1.5 Public Affairs/Communications Products

The Contractor shall work closely with the OPNAV N1 public affairs office to produce various products to communicate to the fleet, the sailors, and their families various aspects of the Transformation. Status updates, capability descriptions, roll-out announcements, etc. are possible topics for discussion and production. These products include, but are not limited to, single-page flyers, brochures, audio productions, and video productions/commercials.

6.1.6 MyNavy Career Center (MNCC) Knowledge Articles

The contractor shall provide support to assess, plan and develop knowledge articles needed for the initial operating capability (IOC) and final operating capability (FOC) for the MNCC. This task will include an end-to-end assessment of existing SOPs, job aids and knowledge articles support functionality identified to part of the MNCC IOC. This task will include the development of specific MNCC knowledge articles to support the MNCC IOC, and shall include at a minimum:

Draft deliverable will include at a minimum:

1. Title

2. Table of Contents

3. Inventory of all existing SOPS, job aids and knowledge articles

4. Identification of needed knowledge articles and schedule for development for IOC

5. Developed knowledge articles Final deliverable will include at a minimum:

1. Title

2. Table of Contents

3. Inventory of all existing SOPS, job aids and knowledge articles

4. Identification of recommended knowledge articles and schedule for development for FOC

5. Finalized knowledge articles

6.1.7 Project Management Office Forms, Reports, Policies, and Procedures The Contractor shall support the establishment of a project management support team for the Transformation IT Program Manager and Deputy Executive Director to integrate the business, organizational change management, and IT tasks and activities, monitor cost schedule and performance, provide a structure for management of requirements, doctrine, organization, policy, procedures, resources, perform risk and issue management and mitigation, provide engineering integration, IT procurement, and IT systems acquisition expertise, and maintain requirements tractability across solutions to ensure MPT&E enterprise requirements are met in the most cost effective way. The deliverable is to produce associated forms, reports, policy changes, and procedure updates/changes in collaboration with the product teams, procuring activities, and working groups to facilitate the Transformation effort.

6.1.8 Stakeholder Engagement Plans

The Contractor shall assist with the execution of organizational change management and communications plans that address the needs of senior navy leadership, external stakeholders, and internal stakeholders. These plans may be all-encompassing, as with operational model changes and development, or focused on only a small group of stakeholders. This task may require development of appropriate materials required for representation of ideas and concepts including, but not limited to, Microsoft office products such as excel spreadsheets, word documents, and power point presentations to convey memorandums, instructions, and initiatives.

6.1.9 Cloud Security Strategy, Policies, and Procedures

The Contractor shall support the creation of Cloud Security Strategy documents, policy changes, and procedure development/updates. This task requires close coordination with the MPTE CIO’s office, N16, and the Chief Engineer of the enterprise to collaborate on several projects/initiatives and the associated documents including, but not limited to Cloud Infrastructure, Pilot initiatives, the Secure Cloud Computing Architecture, and 55:1.

6.1.10 Concept of Operations Documents

The Contractor shall support the creation of Concept of Operations (CONOPS) documents. For the three major pillars (FM, FD, and ES), as well as several of the other programs under the major Transformation effort including, but not limited to, 55:1, MNCC, and RDO.

6.1.11 Expense Reporting

The Contractor shall provide, upon request, detailed expense reports accounting for personnel, travel, and other direct costs (ODC).

6.1.12 Congressional Defense/Appeal Briefings

The Contractor shall support the development of briefs to Congress concerning the MPTE Transformation. These briefs can be for Congressional testimony, appeal, or in response to a Congressional Request For Information (RFI). The documents required can be point papers, memorandums, whitepapers, briefs, and other Microsoft office products (word, excel, or power point presentations).

6.1.13 Acquisition Strategy Documents

The contractor shall translate Transformation goals into an assessment framework in which to assess evaluate and make recommendations to revise existing Information Technology Programs of Record (PORs) to align to N1 Transformation goals, identify any capability gaps/needs and provide an assessment report detailing how existing PORs could be used to meet the MPT&E Transformation requirement(s) (including details on scope, budget, resources, impacts, risks, cost, contract actions, etc.) and the plan to execute. These plans must be coordinated with the provider organization. If an existing POR cannot meet the MPT&E Transformation requirement, develop a recommended acquisition strategy/ approach to acquire a product and/or service to meet the capability need leveraging rapid prototyping opportunities. Develop acquisition approaches, plans and strategic roadmaps for the MPT&E Transformation that is in accordance with acquisition statute, FAR and DFARS policies and the framework of the Defense Acquisition System. The Contractor will ensure that the content and format of acquisition documents are in accordance with the appropriate guidance.

6.1.14 Budgetary Planning Documents

The Contractor shall assist with the preparation of various documents to support budgetary planning initiatives. This task includes three major products for conducting economic and cost analyses on MPT&E Transformation. First, support the development of Materiel Solution Analyses (MSAs) used to evaluate potential alternatives for meeting required capabilities. This includes developing and implementing analytical frameworks for quantitatively and qualitatively evaluating alternative cost-effectiveness. Second, support the development of a Cost Analysis Requirements Description (CARD) that outlines the pertinent aspects of the MPTE program for use in the preparation of its Life Cycle Cost Estimates (LCCEs), POM submissions and POR recommendations including data collection, analysis, and documentation. Third, collect, analyze and document industry financial data, benchmarks and metrics, across various types of resources (e.g., labor, HW, SW), which can be used as comparisons to Government efforts of similar size and complexity. This task may additionally include the following, as needed: POM briefings, Dualies, and Spruill Charts, Analysis of Alternatives (AoAs); Business Case Analyses (BCAs); and Program Office Estimates (POEs). All evaluations and analyses shall include traceable models and documentation and shall be conducted in coordination with the provider organization.

6.1.15 Detailed Staffing Plan

The Contractor shall provide a detailed account of all personnel assigned to the project, specifically for key personnel positions identified by the client. This information includes the person’s résumé, experience at the company, related or relevant project experience, and work location.

7 Performance Standards

8 Points of Contact

COR

TBD

ACOR/TPOC

TBD

Contracting Office POC:

Erin Kilrain

(215) 697-9617 erin.kilrain@navy.mil

Kevin Clauson

(215) 697-1016 kevin.clauson@navy.mil

Stephen Ciliberto

(215) 697-5028 Stephen.a.ciliberto@navy.mil

9 Enterprise-wide Contractor Manpower Reporting Application (ECMRA) The contractor shall report contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for OPNAV N1 via a secure data collection site. Contracted services excluded from reporting are based on Product Service Codes (PSCs). The excluded PSCs are:

(1) W, Lease/Rental of Equipment;

(2) X, Lease/Rental of Facilities;

(3) Y, Construction of Structures and Facilities;

(4) D, Automatic Data Processing and Telecommunications, IT and Telecom- Telecommunications Transmission (D304) and Internet (D322) ONLY;

(5) S, Utilities ONLY;

(6) V, Freight and Shipping ONLY.

The contractor is required to completely fill in all required data fields using the following web address https://doncmra.nmci.navy.mil.

Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year. Contractors may direct questions to the help desk, linked at https://doncmra.nmci.navy.mil.

ALLOWABILITY OF MATERIAL AND GENERAL BUSINESS EXPENSES (SEP 2015)

As used herein, the term “material” includes supplies, equipment, hardware, automatic data processing equipment, and software. This is a services contract, and the procurement of material of any kind, other than that incidental to, and necessary for the furnishing of the required services is not authorized and will not be considered an allowable cost under the contract. No such material of any kind may be procured without the prior written approval of the Contracting Officer.

REIMBURSEMENT OF TRAVEL COST

(a) Travel

(1) Area of Travel. Performance under this contract may require travel by contractor personnel. If travel, domestic or overseas, is required, the contractor is responsible for making all needed arrangements for his personnel. This includes but is not limited to the following:

All contractor personnel required to perform work on any U.S. Navy vessel will have to obtain boarding authorization from the Commanding Officer of the vessel prior to boarding.

(2) Travel Policy. The Government will reimburse the contractor for allowable travel costs incurred by the contractor in performance of the contract and determined to be in accordance with FAR subpart 31.2, subject to the following provisions:

Travel required for tasks assigned under this contract shall be governed in accordance with rules set forth for temporary duty travel in FAR 31.205-46.

(3) Travel. Travel, subsistence, and associated labor charges for travel time are authorized, whenever a task assignment requires work to be accomplished at a temporary alternate worksite.

Travel performed for personal convenience and daily travel to and from work at contractor’s facility will not be reimbursed.

(4) Per Diem. Per diem for travel on work assigned under this contract will be reimbursed to employees consistent with company policy, but not to exceed the amount authorized in the Department of Defense Joint Travel Regulations.

(5) Shipboard Stays. Whenever work assignments require temporary duty aboard a Government ship, the contractor will be reimbursed at the per diem rates identified in paragraphs C8101.2C or C81181.3B(6) of the DOD Joint Travel Regulations, Volume 2.

(6) Air/Rail Travel. In rendering the services, the contractor shall be reimbursed for the actual costs of transportation incurred by its personnel not to exceed the cost of tourist class rail, or plane fare, to the extent that such transportation is necessary for the performance of the services hereunder and is authorized by the Ordering Officer. Such authorization by the Ordering Officer shall be indicated in the order or in some other suitable written form.

NOTE: To the maximum extent practicable without the impairment of the effectiveness of the mission, transportation shall be tourist class. In the event that only first class travel is available, it will be allowed, provided justification therefore is fully documented and warranted.

(7) Private Automobile. The use of privately owned conveyance within the continental United States by the traveler will be reimbursed to the contractor at the mileage rate allowed by Joint Travel Regulations. Authorization for the use of privately owned conveyance shall be indicated on the order. Distances traveled between points shall be shown in standard highway mileage guides. Any deviations from distance shown in such standard mileage guides shall be explained by the traveler on his expense sheet.

(8) Car Rental. The contractor shall be entitled to reimbursement for car rental, exclusive of mileage charges, as authorized by each order, when the services are required to be performed outside the normal commuting distance from the contractor’s facilities. Car rental for TDY teams will be limited to a rate of one car for every four (4) persons on TDY at one site.

Section E - Inspection and Acceptance

INSPECTION AND ACCEPTANCE TERMS

Supplies/services will be inspected/accepted at:

CLAUSES INCORPORATED BY REFERENCE

Section F - Deliveries or Performance

DELIVERY INFORMATION

29-APR-2024

29-APR-2024

29-APR-2024

29-OCT-2024

Section G - Contract Administration Data

CLAUSES INCORPORATED BY FULL TEXT

252.232-7006 WIDE AREA WORKFLOW PAYMENT INSTRUCTIONS (MAY…