19QZ403.docx

N0018919QZ403

Section SF 1449 - CONTINUATION SHEET

PERFORMANCE WORK STATEMENT

Project Work Statement for Business Transformation and Reform Acceleration Initiative Scope. DON OCMO requires an industry partner that will assist the organization in achieving greater agility throughout the organization by leveraging its expertise in governance, business system rationalization, system lifecycle management, business operations, data strategy and analysis, risk management and analysis, and visual information services. This industry partner will provide analysis and recommendations to refine processes and remove unnecessary process steps and layers. In addition, the partner will assist in providing and analyzing cascading metrics that connect strategy, performance, risk management, operations, and management results.

Background One adage that still applies today is “if you always do what you always did, you’ll always get what you always got.” This saying still rings true for organizations of all shapes and sizes. In order to achieve better results (output), businesses need to make changes to their inputs, the most notable of which is their processes. All organizations seeking to field and sustain complex equipment more efficiently – often driven by the need to stay competitive while operating on shrinking margins – do so to improve customer service, decrease expenses, and reduce process-related frustrations, all of which will benefit the organization, its employees, and its customers, yielding lower costs and higher quality of goods and services. To achieve these improved efficiencies, the organizations must look beyond just one department and focus on improving the business-wide processes that drive life cycle operations.

With ever changing needs, information, and available technologies, it is vital that government agencies and industry keep pace with innovations that can help them stay efficient, streamlined, and responsive to changing demands in the operational environment. In the maintenance and sustainment realm, having effective processes can mean the difference of equipment and assets that are functional and ready, versus sitting idle in a maintenance facility awaiting repaired and increasing lifecycle costs. “Back office” business processes that are effective can result in organizations saving not only capital but also labor costs and greater equipment productivity. The increase in productivity can yield greater output for private companies, which promotes a thriving economy that supports the well-being of the American public.

Just as investors have portfolios of financial assets to address their investment objectives, the maintenance and sustainment of defense process and systems requires portfolio management their information technology (IT) investments to meet their IT objectives. Commercial-off-the-shelf (COTS) IT systems work best for commercial and private industry. Capitalizing on lessons learned, the Department of Defense (DoD) continuously strives toward incorporating COTS technology into government owned and operated systems. Yet to do so, Government must work with commercial and private industry to ensure sound IT portfolio management (IT PfM) practices are employed while managing budget constraints. Current fiscal realities and impact to future capital outlays are key components that need to be leveraged to lean out (Lean Six Sigma processes) redundant or unnecessary costs and processes. Additionally, gaining a better understanding of IT PfM practices in maintenance and sustainment industries, as well as DoD, will facilitate streamlined business activities and more stringent data standards.

The DON OCMO is responsible for streamlining DON’s life cycle management back office business processes, enhancing decision-making speed and quality, and increasing organizational agility. DON OCMO assess the Department’s high-level business capabilities and determines practical approaches to reduce bureaucratic layers and costs involved with the DON’s various business lines and supporting IT systems.

In particular, the DON OCMO focuses on key areas to ensure successful sustainability of the enterprise, which includes:

· Developing and implementing a business enterprise architecture (BEA)

· Life cycle management and business systems rationalization and modernization

· Data strategy for improved life cycle business operations

· Business reform and business process reengineering (BPR) across the DON enterprise The DON OCMO employs agile project teams in many instances to accelerate cross-functional collaboration and deliver focused results and recommendations. During the period of performance, DON OCMO will leverage contractor support to: monitor and revise DON policy (DON Business Operations Plan (BOP), DON business capability acquisition cycle (BCAC) guidance, and DON defense business system (DBS) investment certification guidance); implement new solutions to support a functional BEA through the Enterprise Knowledge Repository (EKR) suite of tools; and shape new policy (DON data strategy and DON functional area manager (FAM) restructure).

1. Problem/Proposed Solution Debates exist on the best way improve organizational efficiencies. Companies invest huge sums of time and money to improve their processes only to yield minimal results. Those individuals or teams responsible are constantly challenged to improve their organizations’ efficiencies quickly, effectively, and seamlessly while dealing with budget constraints. When it comes to business transformations, both industry and the DON face the same challenges described above. DON OCMO works closely with leadership from industry and across the DON to identify the most immediate business challenges facing the Department and to develop a shared vision for addressing those challenges.

Global security concerns, coupled with our nation’s adversaries’ access to advanced technologies continue to highlight the DON's requirement for more knowledge and access to data. While the link between the warfighter and the DON's back office continues to be emphasized, the DON faces challenges that trace readiness to shortfalls in funding, training, ship modernization, logistics, maintenance, and other business-related processes. These shortfalls caused backlogs of maintenance needs and degradation in sustainment rates. Simply stated, the DON has to do more with much less. The solution lies in the DON’s ability to balance warfighter requirements with business efficiencies created through streamlined processes. The DON OCMO will focus on marrying all aspects of business processes to strengthen the DON’s overall business management.

The DON must take a strategic approach to understand the current range of business system capabilities. While there have been many improvements in some areas of portfolio management, there continues to be a gap in understanding and managing business capabilities. This level of detail encourages portfolio managers to assess redundancies and gaps across the range of all DBSs, enabling the DON to make informed decisions, based on where the Navy should focus its time, effort, and money. The idea of capabilities management is especially important in managing the business systems that support the DON’s maintenance and sustainment of weapons platforms.

DON OCMO plans to map each business system to the capabilities they provide in the DoD BEA, up to the high-level DoD and DON guidance the capabilities support. This visual will allow DON OCMO to view the entire portfolio, track redundancies and deficiencies, and provide additional data points to make more informed investment decisions that will positively affect, in the long term, maintenance and sustainment rates. The goal of this strategic focus is to find the best mix of business IT investments by ensuring the DON is funding the necessary capabilities to support the warfighter. The initial EKR stand up will map and analyze the business IT investments.

2. Objectives

4.1 The overall objectives of DON OCMO initiatives are to drive DON business reform to achieve warfighting readiness through improved life cycle focused business methodologies, investment strategies, and business systems rationalization. The specific objectives are to: 1) rationalize the DON’s DBS portfolio; 2) assist in developing integrated strategies and supporting initiatives related to reform, readiness, data, and systems;3) develop and implement the DON BEA; 4) provide DON BOP implementation and performance measurement expertise; 5) conduct analysis and planning support related to DON’s implementation of the DoD Data Strategy; 6) provide DON Business Operations strategic development support; 7) implement policy/business case/return on investment analysis regarding current and future potential BOP initiatives; 8) develop strategic communications and promote collaboration and information sharing across DON OCMO through SharePoint; and 9) provide strategic communications, graphic design creation and support, and data analytics and visualizations as a method of communication; 5.

4.2 Portfolio management:

4.2.1 EKR and portfolio review tool (PRT): DON OCMO has an immediate opportunity to influence the way that DON manages its business systems portfolio. Historically, the DON relied on the current FAM structure – a siloed approach - that simply managed the IT components of the overall portfolio. As the business mission lead, DON OCMO will transition to capability portfolio management. The difference in this approach is the ability for the DON to shape its business portfolio based on understanding the DON’s business capabilities, analyzing any capability gaps, implementing a materiel solution after exhausting non-materiel solutions, and minimizing redundancies. DON OMCO will implement the EKR system as a means to enable the DON’s capability portfolio management. Leveraging BEA alignment and BPR, EKR will enable insight into existing capabilities, gaps, and support a balanced DBS portfolio. The ability to see the DON’s business systems through this lens enables strategic portfolio management / lifecycle management and helps the DON make informed capability-based IT investment decisions.

4.2.2 FAM restructure: The current FAM structure was implemented in 2002 (UNSECNAV memo, “Designation of DON Functional Area Managers,” 14 May 2002) and has not been reassessed since that time. In conjunction with changing how the DON manages its DBS portfolio, DON OCMO will also assess the current FAM structure in order to identify some of the underlying portfolio management issues. Recommendations to DON leadership may include redefined roles, responsibilities, resourcing authorities, and updated governance.

4.2.3 Department of Defense (DoD) Information Technology Portfolio Repository (DITPR)-DON/DON Application and Database Management System (DADMS) executive agent support: DoD relies on DITPR as a repository of owner-maintained information about all of DoD’s IT systems. DITPR-DON is the DON’s version of DITPR, but it only hosts DON system information. DADMS stores all DoD IT application information. Program Executive Officer for Enterprise Information Systems is the program office for these three systems, and DON OCMO serves as the executive agent for DITPR-DON and DADMS. Responsibilities include participating in system design reviews, prioritizing changes requests submitted by both DoD and DON, validating changes requests, and ensuring that these systems support the customers’ needs.

4.2.4 Defense Business Council (DBC) investment certification brief: This presentation to the DBC provides a data driven summary of the annual DON DBS certification request, breaking down the requested portfolio in terms of total dollars and number of DBSs, across the business mission area (BMA). This brief provides trend analysis to compare current FY requests against the prior FY requests. Additionally, this brief highlights the DON’s way ahead, in terms of responding to ongoing changes to OSD DBS policies, focusing on overarching DON strategic direction, and improving DON IT portfolio management tools and processes.

4.2.5 DON BCAC interim guidance support: OSD released DoD Instruction 5000.75, “Business Systems Requirements and Acquisition” in February 2017. This document established the BCAC for DBS requirements and acquisition policy. The DON implemented guidance for this policy and must continuously review and address required changes to support the DON’s DBS acquisition efforts.

4.2.6 DON OCMO portfolio review tool (PRT) database version 2: The DON OCMO database is an MS Access and SharePoint database that merges DBS system information and financial data into a common view. This database is critical to the DBS investment certification and out-of-cycle (OOC) review processes that ensure DBS certification requests align with the different authoritative financial sources. Additionally, the database manages action items specific to these DBSs and utilizes SharePoint to manage notification workflows to inform the proper representatives on the certification review progress. FY20 brings the transition of data and functionality from the PRT database into the EKR database. As the PRT database begins to sunset, support will transfer the two prior years’ data and archive the tool.

4.2.7 Business reform: Accurate policy/business case analyses of current and potential DON BOP initiatives and efficient/effective business process are vital for the effective management of the Department’s business operations. Establishing key methodologies to prioritize DON BOP initiatives will involve ongoing and deliberate evaluation of the criteria and weighting of associated metrics and risk assessments. Business Operations dashboard efforts will be coordinated across the DON, based on the objectives of the Under Secretary, the Director, DON OCMO, and key inputs from the Business Operations Management Council (BOMC) members. BOP/BOMC strategic communications and information design support will be essential to properly convey key messages and coordinate with stakeholders regarding the Department’s business priorities. 4.2.8 SharePoint development: Continuation of automating business processes via SharePoint to aid in the management and efficiency of DON OCMO’s four lines of efforts to ensure the office communicates, collaborates, and implements congressional mandates. In addition to adding new workflow functionality for the OOC workflow (version 4), the OOC draft workflow (version 1), and the business capability requirements document (BCRD) workflow (version 1), we will refine to improve efficiencies in processing and approving OOCs and BCRD documents. The OOC workflow is vital to ensuring Navy and Marine Corps mission execution continues uninterrupted when additional funding is needed throughout the fiscal year. The BCRD workflow is the initial step in automating the BCAC process. With the recent clarification on each line of efforts initiatives, DON OCMO will develop agile project team (APT) dashboards in SharePoint, provide proper permissions, and conduct user training. The first two public facing SharePoint sites, for both DON OCMO and Data Science & Analytics Careers, are scheduled to be developed and launched in FY20 Q1.

4.2.9 Document management custom code for the OOC draft and OOC submitted libraries is a priority to facilitate the movement of the OOCs from one approval authority to another. Additionally, proper site mapping, clean up, and migration from SharePoint 2010 to 2018, once established by the Web Master. The migration of the DON OCMO site collection from sharing a site collection with DON AA / ITD to one with former DUSN(M) Business Operations is of top importance once ITD establishes the new site collections and upgrade schedule for all site collections. Relinking, syncing, and mapping existing forms, libraries, and workflows will be vital to ensuring the site collection is not “down” for prolonged periods of time given the time sensitivity of OOCs, BCRDs, etc. the office is responsible for producing.

4.2.10 Data maintenance and analytics: Tracking and analyzing the DON BOP initiatives requires the collection, maintenance, and reporting of monthly metrics. Data analysts will maintain the metrics tracking tool and also investigate opportunities to automate the metrics activities so information is more readily available to DON stakeholders through business intelligence and/or data analysis tools. The PRT maintenance also includes troubleshooting and resolving issues within the user community and responding to short fuse DON Tracker taskers. The introduction of EKR requires the management of data flow to populate the system. EKR will enable data analytics and data visualizations to support more informed capability portfolio management decisions.

3. Tasks

· Monitor the DON’s BCAC process implementation and revise the DON’s guidance as required; assist Commands by validating requirements and cross-checking DON capabilities mapping to ensure that systems support DoD and DON goals; lead the DON in its transition from problem statements to business capability requirements documents (BCRD).

· Support DBS certification by reviewing and analyzing OOC requests and BCRDs; assist stakeholders to complete these requirements; provide analytical review of submissions and work with stakeholders to mitigate potential issues prior to DON OCMO or OSD OCMO approval; implement DON’s business PfM suite of tools (EKR) to assess business system information and make portfolio decisions.

· Provide strategic planning, lifecycle management, and enterprise risk management (ERM) expertise. Research ERM best practices in industry and other federal agencies. Disseminate information via SharePoint portal, currently established and leveraged across the DON. Refine collaboration process for existing ERM SharePoint portal members.

· Perform data policy analysis and provide implementation and planning support.

· Provide expertise, research, and analysis to support data strategy development and implementation, to include government and industry best practices in the following areas:

· Data requirements identification and prioritization

· Data collection and management

· Data analysis and communication

· Data accessibility and usability

· Enterprise architecture

· Decision quality

· Analyze DON and service-level governance bodies, business processes, and policies to streamline and integrate decision making at the appropriate levels throughout the DON. Guide the writing and implementation of governance documents and establish voting procedures as necessary.

· Assist in critical supply chain and business operations analysis to identify shortfalls and recommend solutions to accelerate readiness recovery efforts, specifically in aviation and ship material readiness. Assist in mapping IT systems and databases, and leveraging relevant metrics and models, to evaluate where gaps exist in required data or data quality.

· Provide actionable business insights and enhanced visualization of trends and status to DON OCMO.

· Provide relational database and query design expertise, spreadsheet management, and data entry support.

· Analyze and provide dashboard options for Under Secretary and Director, DON OCMO, to utilize in leadership forums such as the BOMC.

· Provide data schema, taxonomy, data business rules, and other data-related recommendations and data management support.

· Provide reach-back graphics, editing, and publishing support for the BOP, an integrated three-year enterprise business transformation plan. The BOP is a living document, updated semi-annually with major updates occurring at the beginning of each fiscal year.

· Manage the BOP initiatives using the current capture model and look for opportunities to automate the capture and reporting of all for all DON initiatives.

· Expand the SharePoint site collection to include new APTs and initiatives for each line of effort as DON OCMO continues to gain mission clarity from the Under Secretary. Continue converting paper-based and email-based forms into electronic formats with robust workflow routing to assist in timeliness of deliverables while ensuring personally identifiable information (PII) and other sensitive/for official use only (FOUO) information is protected via SharePoint permission groups. Prepare and migrate both site collections to one.

· Provide full life-cycle development for all SharePoint solutions to include requirements gathering, analysis and prioritization, design documents, development plans, developer testing, user acceptance testing (UAT), training, and follow-on support via user guides, desktop publications, and one-on-one help desk support.

· Provide information design services to all divisions and teams within DON OCMO, which includes the development of custom graphic designs, information displays, and information technology tools. Support will include assistance with strategic communications, briefing materials, and data analysis software.

· Provide support in the maintenance and development of the PRT, which is a critical information technology tool for the DBS investment certification process. The tool itself requires weekly updates to stay current with the latest DON budget repositories, and to continue to serve as the single data source for displaying all relevant budget information within one tool. Throughout the DBS investment certification cycle, improvements are continually made, and new requirements are captured to improve the tool’s capability and user experience.

· Provide Support in Phases II through IV support acceleration of Defense Business Systems (DBS) financial certification by 7 months, from a current requirement for certification by 30 Sep annually to an annual requirement for certification of 1 Mar. Support will require substantial work to achieve certification of 3 fiscal years within an 18-month period, with a target alignment by 1 Mar 2021 to support the DON FY23 Program Objective Memorandum. The chart below is a breakdown of phase II-IV.

· FY21 And FY22 BCAT DBS financial certification timelines will be accelerated in FY20 to meet Office if the Secretary of Defense (OSD) guidance to align DBS financial certification with the Planning Programming, Budgeting, and Execution (PPBE) process. The Contractor will support FY21 certification, through Business Process Re-engineering (BPR) validation, DBS alignment to the DON Business Enterprise Architecture (BEA), and financial review for 3Q FY 20.

· FY22 DBS financial certification will begin, pending completion of FY21 certifications, in order to support DON consolidated Program Objective Memorandum development through 3QFY20

· Contracting personnel will support development of the draft DON BEA by 31 Dec 2019.

· Develop and deliver the FY 20-22 DON Business Operations Plan by 1 Oct 2019.

· Contract personnel will continue to support consolidation of DBS program information and validation to support delivery of DON BEA 1.0 in 3Q F20.

· Support mid-year review of the FY20 DON BOP.

· Support development of the FY21 DON BOP.

· Support final review and publication of the FY21 DON BOP.

4. Deliverables Monthly Status Report (MSR’s): The Contractor shall provide to the COR a monthly status report (MSR) identifying all work performed for the previous month no later than the 10th calendar day after the end of the month. The MSR shall provide a breakdown of personnel and tasks, details on tasks to be completed in the future, and discuss any issues or concerns. MSRs shall include a monthly and cumulative summary of labor expended. The summary shall include, by labor category, hours authorized, monthly and cumulative hours expended, hours remaining, billing rate, and monthly and cumulative labor costs expended. MSRs shall include a monthly and cumulative summary of other direct costs (ODCs) and travel. MSRs shall include a summary of travel, to include traveler name, destination, travel dates, and total travel funding authorized, expended, and remaining. MSRs shall include the identity of any known risk and provide an estimate of the burn rate for the effort. MSRs shall also include a projection of work scheduled for the upcoming month, keyed to the task order.

5. Period of Performance The period of performance will be for a period of six months, beginning from the time of contract award, with two options of six months.

Contractor Personnel Qualifications

8.1 Knowledge and Expertise. The Contractor shall provide personnel and representative with the following knowledge and expertise:

8.1.1 Program manager/senior business consultant. Shall have a MBA/MA/MS and three or more years of senior level experience in government or private industry, or BA/BS and 10 or more years of senior level experience. Must have FAM experience, working knowledge of the DBS investment certification requirements and processes, working knowledge of the planning, programming, budget, and execution (PPBE) process, working knowledge of the programming and budget systems (e.g. Program Budget Information System (PBIS), Program Budget Information System-IT (PBIS-IT), Select & Native Programming Information Technology (SNaP-IT), DoD Resources Data Warehouse (DRDW)), and working knowledge of the Defense Information Technology Portfolio Repository (DITPR) or DITPR-DON. Must have excellent written and oral communication skills, to be able to effectively advise senior government personnel, experience in policy development, and skilled (power user) in Microsoft Office tools (i.e. Word, Excel, PowerPoint, Access, and Visio) and Adobe Pro.

8.1.2 Database development/business intelligent/data analytics SME. Must be a SME in database development (e.g. Microsoft Access, Oracle, SAP), data analytics, and data visualization and analytic tools (e.g. Tableau, MashZone, Microsoft Power BI).

8.1.3 SharePoint developer. Must have a Microsoft SharePoint 2013 or higher certification, expertise in developing SharePoint workflows using InfoPath, expertise in developing and maintaining complex site collections utilizing best business practices that minimize customization. Must have excellent technical writing and oral communication skills, to be able to effectively advise senior government personnel and develop requirements documents, user guides, and training information.

8.1.4 BEA subject matter experts (SME). Must be an expert on Department of Defense architecture framework (DoDAF) and The Open Group architecture framework (TOGAF), enterprise architecture certification or degree is required (e.g. Certified Enterprise Architect (CEA) - desired, Associate Certified Enterprise Architect (ACEA), graduate certificate, Master’s degree in enterprise architecture). TOGAF certification is desirable.

8.1.5 BPR SMEs. Must be an expert in various process improvement methodologies (e.g. Lean, Six Sigma, Lean Six Sigma, risk management), must be an expert in business process modeling notation (BPMN) 2.0 or possess BPMN 2.0 certification.

8.1.6 Senior consultant, database development. Must be an expert in database development (e.g. Microsoft Access, Oracle, SAP), and must be an expert in data visualization and analytic tools (e.g. Tableau, MashZone, Microsoft Power BI).

8.1.7 Business consultants. Shall have a minimum of MBA/MA/MS and three or more years of professional experience, or BA/BS and eight or more years of professional experience. Must have FAM experience, working knowledge of the DBS investment certification requirements and processes, working knowledge of the planning, programming, budget, and execution (PPBE) process, working knowledge of the programming and budget systems (e.g. Program Budget Information System (PBIS), Program Budget Information System-IT (PBIS-IT), Select & Native Programming Information Technology (SNaP-IT), DoD Resources Data Warehouse (DRDW)), and working knowledge of the Defense Information Technology Portfolio Repository (DITPR) or DITPR-DON. Must have excellent written and oral communication skills, to be able to effectively advise senior government personnel, experience in policy development, and skilled (power user) in Microsoft Office tools (i.e. Word, Excel, PowerPoint, Access, and Visio) and Adobe Pro.

8.1.8 Junior business analyst. Shall have a minimum of BA/BS and three or more years of professional experience. Must be skilled/knowledgeable in SharePoint (SharePoint power user desirable), skilled (power user) in Microsoft Office tools (i.e. Word, Excel, PowerPoint, Access, and Visio) and Adobe Pro.

8.1.9 Business Reform Lead Analyst. The Lead Analyst shall have a Ph.D., J.D., or equivalent degree and 3 or more year’s professional experience, or MA/MS and 3 or more years of senior level experience in government or private industry, or BA/BS and 10 or more years of senior level experience.

8.1.10 Collectively, persons working on these tasks must have, at a minimum, all of the following qualifications during performance of the contract:

· Ability to work independently or with limited supervision

· Possess critical thinking, problem solving, and initiative/proactive skills

· Demonstrates sound judgment to plan and accomplish goals, perform a variety of complicated tasks, and able to lead and direct the work of others Ability to participate in planning sessions, and participate in discussions around using existing SECNAV strategies and goals

· Ability to demonstrate knowledge and understanding of tools such as MS Office Suite (Word, Excel, Access, PowerPoint, Visio, SharePoint)

· Experience/knowledge of U.S. government agency and DON policies, statues, and instructions, education, Information Technology, risk/crisis communication, communications strategies, and enterprise architecture governance, enterprise data warehouse and data management and business analytics

· Proven experience and success developing and managing strategic communication and information dissemination efforts

· Outstanding interpersonal, written, and verbal communication skills.

· Exceptional writing skills for wide audiences

· Multiple years of experience and extremely competent in: business process management and process improvement initiatives with respect to IT project management and IT investment management.

· Knowledge in relevant OMB, DOD, and DON policy/instructions pertaining to Financial Management, CIVPERS Management, MILPERS management, Acquisition/Contracting management

· Demonstrates sound judgment to plan and accomplish goals, perform a variety of complicated tasks, and able to lead and direct the work of others

· Ability to participate in planning, coordinating, and facilitating meetings with the principals, develop material to support the meetings, and ensure all action items are tracked through completion.

Quality Assurance and Surveillance.

9.1 Quality Control Plan (QCP): The Contractor shall develop, implement, and maintain a QCP and program to ensure all work described in this contract is performed at or above the standard defined in the Performance Requirements Summary (PRS). The QCP is developed by the contractor for its internal use to ensure that it performs and delivers high-quality service. The contractor’s QCP is the means by which the contractor ensures all work complies with the requirements of the contract. The QCP identifies and corrects potential and actual problem areas throughout the entire scope of the contract.

9.1.2 The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The QCP shall be submitted within thirty days of contract award. After acceptance of the QCP, the contractor shall receive the contracting officer’s (KO) acceptance in writing or any proposed changes to the QC procedures. The contractor shall submit QCP changes within five days to the KO and contracting officer’s representative (COR) for review and approval prior to implementation.

9.2 Quality Assurance (QA): The government shall evaluate the contractor’s performance under this contract in accordance (IAW) with the Quality Assurance Surveillance Plan (Attachment 1). This plan is primarily focused on what the Government must do to ensure that the contractor has performed IAW the performance standards and contract quality requirements are met. “Contract quality requirements” means the technical requirements in the contract relating to the quality of the product or service and those contract clauses prescribing inspection, and other quality controls incumbent on the contractor, to ensure the service conforms to the contractual requirements. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

Reporting and Communications

The Contractor shall appoint a task leader, and an alternate as appropriate, who shall serve as a central point of contact between the Contractor and the COR. The task leader shall communicate and report regularly with the COR through the following activities at a minimum:

a. Kickoff meeting. A kickoff meeting will be held within five business days after contract award.

b. Monthly reports. The Contractor shall provide written monthly reports as defined in 6 to the COR. Contractor shall make the COR aware of any pertinent issues as they arise.

c. Ad hoc meetings, phone conversations, and emails, as required.

Time and Place of Performance

It is anticipated that the Contractor’s team will need to work on a daily basis for a minimum of eight hours per day, Monday through Friday, except for federal holidays, between the core hours of 0800 to 1700 at various locations, which includes the DON OCMO offices in the Pentagon, customer sites, or other DON commands as authorized by the government.

Government Furnished Equipment (GFE) and Information (GFI)

9.1. The government will not furnish permanent workspace for contractor staff (i.e. desk space, telephones, computers, or other items necessary to maintain an office environment). The government will provide access to all required data, information, and access to key personnel to provide direct support to the requirements outlined in the tasks above.

Travel

The Contractor may be required to travel to DON command and sponsored conference locations outside of the Washington D.C. area during the performance of this contract. Contractor will be authorized travel expenses consistent with the provisions of the Joint Travel Regulations (JTR) and the limitation of funds specified in this contract. All travel requires written Government approval/authorization and notification to the COR prior to travel.

Data Rights

All programs and materials first produced at Government expense during the course of this contract are the property of the Government.

Security Information

15.1 SECURITY ADMINISTRATION. The highest level of security required under this contract is SECRET as designated on DD Form 254 attached hereto and made a part hereof (Attachment III). The Commander, Defense Investigative Service, Director of Industrial Security, Southern Region, is the designated security administrator, for the purpose of administering all elements of military security hereunder.

Business Transformation Initiative

FFP

Phase II of Business Transformation and Reform Acceleration Initiative as a service. In accourdance with the PWS enclosed herein.

FOB: Destination

MILSTRIP: N4814620191089

PURCHASE REQUEST NUMBER: N4814620191089

PSC CD: R499

NET AMT

FFP

Phase III of Business Transformation and Reform Acceleration Initiative as a service. In accourdance with the PWS enclosed herein.

MILSTRIP: N4814620191089

NET AMT

FFP

Phase IV of Business Transformation and Reform Acceleration Initiative as a service. In accourdance with the PWS enclosed herein.

NET AMT

INSPECTION AND ACCEPTANCE TERMS

Supplies/services will be inspected/accepted at:

DELIVERY INFORMATION

03-MAR-2020

03-SEP-2020

03-MAR-2021

CLAUSES INCORPORATED BY REFERENCE

CLAUSES INCORPORATED BY FULL TEXT

52.212-3 OFFEROR REPRESENTATIONS AND CERTIFICATIONS--COMMERCIAL ITEMS (OCT 2018)

The Offeror shall complete only paragraph (b) of this provision if the Offeror has completed the annual representations and certification electronically in the System for Award Management (SAM) accessed through https://www.sam.gov. If the Offeror has not completed the annual representations and certifications electronically, the Offeror shall complete only paragraphs (c) through (u)) of this provision.

(a) Definitions. As used in this provision --

“Economically disadvantaged women-owned small business (EDWOSB) Concern” means a small business concern that is at least 51 percent directly and unconditionally owned by, and the management and daily business operations of which are controlled by, one or more women who are citizens of the United States and who are economically disadvantaged in accordance with 13 CFR part 127. It automatically qualifies as a women-owned small business eligible under the WOSB Program.

"Forced or indentured child labor" means all work or service-

(1) Exacted from any person under the age of 18 under the menace of any penalty for its nonperformance and for which the worker does not offer himself voluntarily; or

(2) Performed by any person under the age of 18 pursuant to a contract the enforcement of which can be accomplished by process or penalties.

“Highest-level owner” means the entity that owns or controls an immediate owner of the offeror, or that owns or controls one or more entities that control an immediate owner of the offeror. No entity owns or exercises control of the highest level owner.

“Immediate owner” means an entity, other than the offeror, that has direct control of the offeror. Indicators of control include, but are not limited to, one or more of the following: Ownership or interlocking management, identity of interests among family members, shared facilities and equipment, and the common use of employees.

“Inverted domestic corporation” means a foreign incorporated entity that meets the definition of an inverted domestic corporation under 6 U.S.C. 395(b), applied in accordance with the rules and definitions of 6 U.S.C. 395(c).

“Manufactured end product” means any end product in product and service codes (PSCs) 1000-9999, except--

(1) PSC 5510, Lumber and Related Basic Wood Materials;

(2) Product or Service Group (PSG) 87, Agricultural Supplies;

(3) PSG 88, Live Animals;

(4) PSG 89, Subsistence;

(5) PSC 9410, Crude Grades of Plant Materials;

(6) PSC 9430, Miscellaneous Crude Animal Products, Inedible;

(7) PSC 9440, Miscellaneous Crude Agricultural and Forestry Products;

(8) PSC 9610, Ores;

(9) PSC 9620, Minerals, Natural and Synthetic; and

(10) PSC 9630, Additive Metal Materials.

“Place of manufacture” means the place where an end product is assembled out of components, or otherwise made or processed from raw materials into the finished product that is to be provided to the Government. If a product is disassembled and reassembled, the place of reassembly is not the place of manufacture.

“Predecessor” means an entity that is replaced by a successor and includes any predecessors of the predecessor.

“Restricted business operations” means business operations in Sudan that include power production activities, mineral extraction activities, oil-related activities, or the production of military equipment, as those terms are defined in the Sudan Accountability and Divestment Act of 2007 (Pub. L. 110-174). Restricted business operations do not include business operations that the person (as that term is defined in Section 2 of the Sudan Accountability and Divestment Act of 2007) conducting the business can demonstrate--

(1) Are conducted under contract directly and exclusively with the regional government of southern Sudan;

(2) Are conducted pursuant to specific authorization from the Office of Foreign Assets Control in the Department of the Treasury, or are expressly exempted under Federal law from the requirement to be conducted under such authorization;

(3) Consist of providing goods or services to marginalized populations of Sudan;

(4) Consist of providing goods or services to an internationally recognized peacekeeping force or humanitarian organization;

(5) Consist of providing goods or services that are used only to promote health or education; or

(6) Have been voluntarily suspended.

“Sensitive technology”--

(1) Means hardware, software, telecommunications equipment, or any other technology that is to be used specifically--

(i) To restrict the free flow of unbiased information in Iran; or

(ii) To disrupt, monitor, or otherwise restrict speech of the people of Iran; and

(2) Does not include information or informational materials the export of which the President does not have the authority to regulate or prohibit pursuant to section 203(b)(3) of the International Emergency Economic Powers Act (50 U.S.C. 1702(b)(3)).

“Service-disabled veteran-owned small business concern”--

(1) Means a small business concern--

(i) Not less than 51 percent of which is owned by one or more service-disabled veterans or, in the case of any publicly owned business, not less than 51 percent of the stock of which is owned by one or more service-disabled veterans; and

(ii) The management and daily business operations of which are controlled by one or more service-disabled veterans or, in the case of a service-disabled veteran with permanent and severe disability, the spouse or permanent caregiver of such veteran.

(2) Service-disabled veteran means a veteran, as defined in 38 U.S.C. 101(2), with a disability that is service-connected, as defined in 38 U.S.C. 101(16).

“Small business concern” means a concern, including its affiliates, that is independently owned and operated, not dominant in the field of operation in which it is bidding on Government contracts, and qualified as a small business under the criteria in 13 CFR Part 121 and size standards in this solicitation.

“Small disadvantaged business concern”, consistent with 13 CFR 124.1002, means a small business concern under the size standard applicable to the acquisition, that--

(1) Is at least 51 percent unconditionally and directly owned (as defined at 13 CFR 124.105) by--

(i) One or more socially disadvantaged (as defined at 13 CFR 124.103) and economically disadvantaged (as defined at 13 CFR 124.104) individuals who are citizens of the United States; and

(ii) Each individual claiming economic disadvantage has a net worth not exceeding $750,000 after taking into account the applicable exclusions set forth at 13 CFR 124.104(c)(2); and

(2) The management and daily business operations of which are controlled (as defined at 13.CFR 124.106) by individuals, who meet the criteria in paragraphs (1)(i) and (ii) of this definition.

“Subsidiary” means an entity in which more than 50 percent of the entity is owned--

(1) Directly by a parent corporation; or

(2) Through another subsidiary of a parent corporation.

“Successor” means an entity that has replaced a predecessor by acquiring the assets and carrying out the affairs of the predecessor under a new name (often through acquisition or merger). The term “successor” does not include new offices/divisions of the same company or a company that only changes its name. The extent of the responsibility of the successor for the liabilities of the predecessor may vary, depending on State law and specific circumstances.

“Veteran-owned small business concern” means a small business concern--

(1) Not less than 51 percent of which is owned by one or more veterans (as defined at 38 U.S.C. 101(2)) or, in the case of any publicly owned business, not less than 51 percent of the stock of which is owned by one or more veterans; and

(2) The management and daily business operations of which are controlled by one or more veterans.

"Women-owned business concern" means a concern which is at least 51 percent owned by one or more women; or in the case of any publicly owned business, at least 51 percent of the stock of which is owned by one or more women; and whose management and daily business operations are controlled by one or more women.

“Women-owned small business concern” means a small business concern--

(1) That is at least 51 percent owned by one or more women or, in the case of any publicly owned business, at least 51 percent of its stock is owned by one or more women; or

(2) Whose management and daily business operations are controlled by one or more women.

“Women-owned small business (WOSB) concern eligible under the WOSB Program (in accordance with 13 CFR part 127)”, means a small business concern that is at least 51 percent directly and unconditionally owned by, and the management and daily business operations of which are controlled by, one or more women who are citizens of the United States.

(b) (1) Annual Representations and Certifications. Any changes provided by the Offeror in paragraph (b)(2) of this provision do not automatically change the representations and certifications in SAM.

(2) The offeror has completed the annual representations and certifications electronically in SAM accessed through http://www.sam.gov. After reviewing SAM information, the Offeror verifies by submission of this offer that the representations and certifications currently posted electronically at FAR 52.212-3, Offeror Representations and Certifications--Commercial Items, have been entered or updated in the last 12 months, are current, accurate, complete, and applicable to this solicitation (including the business size standard applicable to the NAICS code referenced for this solicitation), at the time this offer is submitted and are incorporated in this offer by reference (see FAR 4.1201), except for paragraphs __.

[Offeror to identify the applicable paragraphs at (c) through (u) of this provision that the offeror has completed for the purposes of this solicitation only, if any.

These amended representation(s) and/or certification(s) are also incorporated in this offer and are current, accurate, and complete as of the date of this offer.

Any changes provided by the offeror are applicable to this solicitation only, and do not result in an update to the representations and certifications posted electronically on SAM.]

(c) Offerors must complete the following representations when the resulting contract will be performed in the United States or its outlying areas. Check all that apply.

(1) Small business concern. The offeror represents as part of its offer that it ( ___ ) is, ( ___ ) is not a small business concern.

(2) Veteran-owned small business concern. (Complete only if the offeror represented itself as a small business concern in paragraph (c)(1) of this provision.) The offeror represents as part of its offer that it ( ___ ) is, ( ___ ) is not a veteran-owned small business concern.

(3) Service-disabled veteran-owned small business concern. (Complete only if the offeror represented itself as a veteran-owned small business concern in paragraph (c)(2) of this provision.) The offeror represents as part of its offer that it ( ___ ) is, ( ___ ) is not a service-disabled veteran-owned small business concern.

(4) Small disadvantaged business concern. (Complete only if the offeror represented itself as a small business…