Attachment_1_-_TO_0001.docx

ATTACHMENT 1

TASK ORDER 0001

STATEMENT OF WORK (SOW)

NAVAL AVIATION ENTERPRISE (NAE)

1.0 Background

1.1 General

The mission of the NAE is to sustain required current readiness and advance future warfighting capabilities at the best possible cost. The NAE serves as the single framework for facilitating collaboration, transparency, cross-functional engagement, information sharing and process improvements that are necessary to deliver essential capabilities and readiness. Every NAE stakeholder is committed to this mission.

Providing an effective and engaged enterprise approach in support of readiness requirements is essential to meeting the operational and functional goals of the United States Navy and United States Marine Corps. All enterprise efforts ultimately strive to:

· Sustain required current readiness and advance future warfighting capabilities

· Limit and/or reverse cost growth to achieve best possible cost

· Optimize use of all resources

· Sustain legacy equipment to meet desired service life in order to align to the next generation platform

· Reduce total ownership costs NAE is focused on aviation and aircraft carrier warfighting domains and their primary providers; working across existing “stovepipes,” or functional commands, to ensure the ability to most efficiently meet the warfighting mission. The primary goal of the enterprise construct is to work collaboratively within a partnership of operators, resource sponsors and providers to establish a culture of continuous process improvement, improve decision-making processes to optimize the warfighting readiness and effectiveness of all forces, and generate the greatest possible efficiencies.

Adhering to basic enterprise principles is essential to the effectiveness of this construct (1) concentrate efforts on producing required readiness while sustaining fleet wholeness and improving efficiency; (2) exercise a bias for action; (3) drive systemically cross-functional, cross-command practices; (4) apply disciplined, process-driven, analytic methodologies; (5) understand the single fleet driven metric – Naval Aviation Forces ready for tasking in the numbers required to meet Navy and Marine Corps readiness and warfighting requirements; (6) use consistent, integrated and hierarchical metrics focused on fleet readiness and sustainment; (7) ensure full and consistent transparency of data, information and activities; (8) establish and maintain accountability for actions and results; and (9) commit to active participation.

Top-level processes in enterprise management include, for example, current readiness, supply chain management; future readiness, acquisition and procurement; both current and future total force requirements; and enterprise financial management. The enterprise framework is about organizational change management, forging a path to an affordable future for the Navy, and finding a better way of doing business as we continue to deploy a combat-ready Navy today. To accomplish this, the enterprise framework must be aligned with the Navy Strategic Plan, National Strategy for Maritime Security, and Naval Operations Concept, which efficiently deliver maritime dominance globally to fight and win, today and in the future.

The NAE is a warfighting partnership in which interdependent Naval Aviation issues affecting multiple stakeholders are resolved on an enterprise-wide basis. Focusing available resources to provide our country with the required current readiness and future warfighting capabilities expected to meet national policy and priorities is a shared responsibility of each member of the NAE. Communication across all elements of the Enterprise fosters organizational alignment, encourages inter-service integration, stimulates a culture of productivity, and facilitates change when it is needed in order to advance and improve. Working together optimizes the use of existing resources, harnesses change as a positive force within our Navy and Marine Corps, and ensures the NAE is positioned to provide warfighting capability second to none.

1.2 NAE Cross-Functional and Major Teams

To facilitate and enhance a collaborative decision-making environment and foster implementation of Continuous Process Improvement (CPI) methods across the Enterprise, the NAE instituted a system of Cross-Functional Teams (CFT). These teams work horizontally across the Enterprise to provide analysis and recommendations to leadership regarding progress against their strategic objectives and initiatives, action items, readiness issues, current and future year resourcing decisions and process improvement efforts. CFTs are aligned along major areas of concentration and emphasis, and include members from different stakeholder organizations providing a wide range of relevant expertise while working toward common goals. There are three NAE CFTs: Current Readiness (CR CFT), Future Readiness (FR CFT), and Total Force (TF CFT). In addition, there are two major teams that provide collaboration for significant resource and cost management areas: the Engineering, Maintenance, and Supply Chain Management Team (EM&SCM) and the Integrated Resource Management Team (IRMT).

2.0 NAE Strategic Objectives and Initiatives

The fundamental priorities of the NAE are to deliver required readiness and warfighting capabilities. The NAE has set forth strategic objectives and initiatives to guide Enterprise partners. It focuses on readiness – current and future, across the people, equipment and supply pillars with appropriate regard for the cost incurred to generate that readiness, and preserve the wholeness of our current forces.

2.1 Current Readiness (CR)

The NAE engages readiness stakeholders to drive actions to deliver combat-ready forces to meet current training and operational requirements. This engagement spans readiness resource pillars including People, Equipment, Supply, Training and Ordnance (PESTO), while controlling Operation and Sustainment (O&S) costs. The challenge is producing the required level of readiness at the best possible cost. The NAE will address this challenge through initiatives focused on the ability to man, train and equip Type/Model/Series (TMS) aircraft, aircraft carriers and weapons communities. Additional initiatives are focused on positively impacting manning and manpower, engineering, maintenance, supply and financial processes. The CR initiatives include: (1) Define, understand and codify the relationship between readiness, PESTO resource requirements and O&S costs; (2) Implement a cost and performance management framework to manage O&S costs; (3) Identify barriers to readiness and O&S cost control within TMS teams and execute initiatives to resolve or escalate barriers to Naval Aviation leadership; (4) Identify barriers to readiness and O&S cost control within the Carrier Readiness Team (CRT) and execute initiatives to resolve or escalate barriers to Naval Aviation leadership; (5) Identify barriers to readiness and O&S cost control within the Air Launched Weapons Team (ALWT) and execute initiatives to resolve or escalate barriers to Naval Aviation leadership; (6) Reduce inefficiencies within the aviation manpower and manning supply chain; (7) Execute Engineering, Maintenance and Supply Chain strategies to reduce Equipment Pillar readiness gaps and O&S costs.

2.2 Future Readiness (FR)

The NAE engages readiness stakeholders to drive actions to achieve required levels of future readiness for what it takes to win at best cost. Future Readiness strategic initiatives are structured to identify and break down the complex barriers that will degrade the ability to sustain and advance weapons systems. The FR initiatives include: (1) Aggregate, prioritize, elevate, champion and track POM issues for fielded systems and sustainment infrastructure to enhance aviation future readiness, mitigate degraders and reduce total ownership costs; (2) Facilitate the reduction of inefficiencies and the remediation of risk within the Naval Aviation manpower and manning supply chain in support of future readiness requirements; (3) Leverage Science and Technology for the benefit of future readiness at best cost; (4) Ensure trade-off and other bill paying decisions consider long-term cost implications; and (5) Address overarching engineering, maintenance and supply chain readiness and cost initiatives that cross over multiple Naval Aviation TMS communities.

3.0 Scope

This Statement of Work (SOW) shall provide NAE requirements for technical, analytical, and managerial support and includes the full spectrum of services to support the NAE strategic objectives and initiatives including, but not limited to support for:

a. Contributions in the revision and implementation of an overarching NAE Strategic Plan.

b. Sustainment of the Enterprise through its transformation lifecycle by providing clear recommendations for enhancement of key value chain elements – operations, maintenance, training, workforce distribution, and certain aspects of the acquisition process– which, if executed, will lead to measurable improvements in results.

c. Reducing any gaps between current production levels and entitlement for USN and USMC Units Ready for Tasking to support operational requirements with acceptable risk across all warfare areas and PESTO pillars.

d. Limiting or reversing the growth in the cost of producing readiness.

e. Application of disciplined actions and cost, risk, schedule and performance tools to drive product line improvements to increase readiness and/or achieve best possible cost.

f. Implementation, with the Government, of a comprehensive, integrated, set of cross-functional methods for the planning and management of PESTO processes for the NAE

g. Implementation, with the Government, of best practice resource management processes including standardized processes for tracking cost reduction initiatives to the “bottom line”.

h. Implementation, with the Government, of best practice resource management processes for comparing value achieved versus actual and planned costs.

i. Implementation of linked hierarchical resource management measurements for the NAE.

j. The development and implementation of draft total force goals for Government approval, including diversity and resource allocation of military, civil service, and Contractor members.

k. The development and implementation of draft future readiness goals for Government approval.

l. Contributions in the development and implementation of a Strategic Communications Plan for the NAE.

m. The development and implementation of formal processes across the NAE to include data/metric collection, analysis and dissemination.

4.0 Tasks (CLIN 0001 O&M,N)

The Contractor shall seamlessly integrate all contract tasks, included in this Task Order, across the NAE’s complex and global enterprise, in order to ensure that effective strategic planning and execution are aligned with the NAE objectives and initiatives. The Contractor shall apply Enterprise principles and Enterprise support functions (section 4.1) and perform/execute task areas 4.1 through 4.8 in a totally integrated and coordinated manner. Synchronization across Enterprise initiatives will facilitate implementation including identification of shortfalls, continuing implementation of hierarchical metrics, and institutionalization of desired process management principles.

Detailed performance locations for each position under this Task Order are included in RFP Attachment 9, Workforce Qualifications and Staffing Plan.

4.1 Enterprise Support

Enterprise support functions are required in support of all CFTs and major teams as needed. Support shall be collocated with the CFTs and major team leads (or as directed) in Norfolk, VA; San Diego, CA; and within a 30 mile radius of Washington, DC.

4.1.1 Enterprise Planning

4.1.1.1 The Contractor shall provide enterprise planning support including the implementation of a strategic planning and execution process to support the Enterprise mission. The Contractor shall provide technical, analytical, and managerial support to NAE Cross Functional Teams and/or major Teams in executing NAE strategic objectives and initiatives. The Contractor shall also provide advice to support accomplishment of NAE duties and responsibilities associated with NAE leadership. The Contractor shall provide strategic and tactical level planning and management studies. The Contractor shall develop plans including budgets; provide the full range of services for financial analysis issues, concerns, and special projects; interface with top management, responding to their requests for financial data; prepare special reports and financial studies for management and alert them to significant variances to plan. The Contractor shall support the development of plans of action and milestones (POA&M); conduct studies and analyses of operational and business processes; and prepare technical briefings and related materials regarding emerging business areas and technologies.

4.1.1.2 The Contractor shall focus efforts on applying the key tenets of a structured, process-focused, metrics-driven enterprise approach to determine required output, identify and remove barriers, develop and analyze measures of performance, and manage the cultural changes necessary to reach enterprise objectives. It is the primary role of the Contractor to work with naval personnel, active, reserve, civilian, and other government contractors, to accomplish the goals of the Enterprise. The purpose of this role is to create successful management teams that drive effective, efficient, linked processes that are driven with hierarchical metrics. Continued emphasis shall be made to advise, and when necessary, assist Government personnel in the aggressive identification and removal of barriers to improve readiness and reduce cost. In addition, the proposed methodology shall identify shortfalls or opportunities to be exploited.

4.1.1.3 As the NAE attains new levels of maturity, emphasis shall be to maintain and/or improve the architecture as well as continue to provide objective evaluation and linkages between cause and effect to achieve and maintain entitled readiness and cost results. To do this, the Contractor shall support the continued institutionalization and socialization of the Enterprise vision and process management tools across the Enterprise. This support will include advising and application of best business practices for Enterprise management.

CDRL A001 Technical Report-Study/Services

4.1.2 Enterprise and Domain Assessments

The Contractor shall perform assessments of the Enterprise or of specific domains, and provide concept plans for integration into Enterprise efforts. The Contractor shall improve effectiveness by providing recommendations for furthering Enterprise behavior (acting in accordance with common enterprise principles) across the affected organizations. The Contractor shall meet with and support senior Government personnel in their roles in driving required changes. The Contractor shall assist Enterprise organizations in identifying weaknesses, assessing and prioritizing Enterprise initiatives, and monitoring progress. The Contractor shall perform periodic assessments of the current state of the Enterprise and present an approach for the most effective and aligned state. In completing the assessments and providing recommendations, the Contractor shall apply process-analysis activities. The Contractor shall support barrier identification and removal efforts, and gap analysis and closure, across the Enterprise, as identified by Enterprise leadership and within resources assigned. The Contractor shall support Enterprise initiatives and teams by preparing, maintaining, updating, and reviewing action items.

CDRL A001 Technical Report-Study/Services

4.1.3 Metrics Support

4.1.3.1 The Contractor shall provide readiness metrics development and analysis support. Contractor support shall include developing, analyzing, and providing metrics, including data collection and templates, to measure the impact of solutions to cost-wise readiness. The Contractor shall provide functional analytic support for the collection, collation, analysis, and presentation of performance data. The Contractor shall provide support to initiate and/or continue the development and implementation of measurements to effectively manage costs in support of overall cost management initiatives.

4.1.3.2 The Contractor shall provide analysis of customer/mission needs in order to develop Enterprise-wide performance goals; develop, prepare, and analyze financial metrics; develop, prepare, and analyze PESTO related metrics; and develop, prepare, and analyze process metrics. Performance goals and metrics should be the smallest set of accurate, consistent, timely, hierarchically linked, and replicable metrics needed to facilitate decision making and focus performance goals. Real time, linked, and predictive metrics is the long term goal.

CDRL A001 Technical Report-Study/Services

4.1.4 Change Management

The Contractor shall consolidate successful change-management and performance improvement experiences and make recommendations for potential broad replication and training throughout the NAE. The Contractor shall provide integrated process management training for key Enterprise leaders and to the general organizational population as required by specific task order. The Contractor shall recommend changes to the periodicity or content of established training programs. The Contractor shall train Government personnel to conduct process management training and education on enterprise principles.

CDRL A001 Technical Report-Study/Services

4.1.5 Process Improvement

The Contractor shall assist the Government in fostering a culture of continuous process improvement, using Government and industry process improvement best practices. Throughout this effort, the Contractor shall continue to seek opportunities and define means to improve the Enterprise. Incorporation of best practices and replication of implementation approaches that have been successful are key characteristics of effective support.

4.1.5.1 Process Management

The contractor shall support efforts to improve the performance and efficiency of the NAE and its CFTs. The Contractor shall apply process analysis activities that focus on primary Enterprise processes and their improvements.

In support of process management the contractor shall:

a. Apply process management activities that focus on primary Enterprise processes and their improvements.

b. Recommend organizational and structural changes to optimize the NAE and its Cross Functional Teams, as well as any areas where process management would be enhanced by such structural changes.

c. Use a disciplined, structured, process-focused, metrics-driven enterprise approach to map processes, develop process metrics, identify and remove constraints, achieve entitled readiness, achieve optimal efficiency, and manage the cultural changes necessary for the Enterprise to achieve its objectives.

d. Facilitate focus group sessions to develop high-level process maps.

e. Identify corresponding performance measures (e.g., cycle times, costs, handoffs) and barriers impeding current processes to identify and track process improvements and cost reductions realized through change initiatives.

CDRL A001 Technical Report-Study/Services

4.1.5.2 Barrier Analysis and Removal

4.1.5.2.1 The Contractor shall systematically identify (internal and external), categorize (subject matter, process, cultural), prioritize, and present a proposal for removing barriers. The Contractor shall develop a comprehensive plan for removal of cultural barriers, which if implemented by the Enterprise, will result in visible change throughout the Enterprise. The Contractor shall use barrier analysis as a rapid assessment tool to identify and remove determinants associated with achieving cost-wise readiness and implementing Enterprise initiatives. The Contractor shall provide technical support and guidance and continually mentor barrier removal team leads on barrier analysis and removal.

4.1.5.2.2 In support of barrier analysis and removal the contractor shall:

a. Systematically identify (internal and external), categorize (functional area, Enterprise process, cultural), prioritize, and present a proposal for removing constraints to include a recommendation for a single point process owner and a cross-functional process team.

b. Develop a comprehensive plan for removal of cultural constraints, which if implemented, will result in visible change.

c. Use barrier analysis as a rapid assessment tool to identify and remove determinants associated with achieving cost-wise readiness and implementing Enterprise initiatives.

d. Provide technical support and guidance on constraint analysis and removal.

e. Apply proven tools and methodologies to identify, elevate, and resolve barriers with analysis that clearly identifies high-level barriers and provides prioritization of barriers for action with an executable plan for elimination of barriers.

f. Identify barriers to required performance of primary processes, articulate benefits of removal, and provide an executable plan for removal.

g. Compile barriers crossing Enterprise or provider boundaries and present to the Government with prioritization and/or escalation recommendations.

h. Provide an executable plan for training team members in constraint analysis and elimination/mitigation.

i. Provide training to Enterprise team members in the use of proven tools for the constraint identification and removal process. These tools may include barrier removal methods and checklists, Pareto analyses, cause and effect analysis, characterization and ranking, etc.

j. Develop a process for knowledge transfer across the Enterprise from contractor support to full Government implementation

CDRL A001 Technical Report-Study/Services

4.1.5.3 Information Technology Technical Support

4.1.5.3.1 The Contractor shall provide technical support for information technology and other technological development requirements as they relate to database tools. The Contractor shall support the development, integration and maintenance of technical information repositories, files, databases and data warehousing. The Contractor shall perform data management of database tables, data elements, reports, and other entities.

4.1.5.3.2 Where specific Information Management (IM) solutions are developed, revised, or maintained, all application source code under this effort will be provided to the appropriate Command Information Office; will be in a format compatible for storage, retention, and recovery with an approved configuration management system; and will become the property of the U.S. Government This extends to documentation provided to the government in support of IM solutions and related operations or user technical documentation. Supported information technology (IT) environments will be maintained in accordance with governing DoD and USN mandates, guidelines, and standards.

4.1.5.4 Training Support

4.1.5.4.1 Key to successful long-term sustainment of enterprise activity is a strong training program. The Contractor shall provide end user training material development in support of learning needs identified by process owners. The Contractor shall provide administrative support and maintenance of training materials and conduct training courses as required.

4.1.5.4.2 In support of training support the contractor shall:

a. Develop and maintain training materials

b. Support the development of training curriculum, which takes into account all personnel across the Enterprise, considering the differing requirements for each level within organizations and for functions performed in support of Enterprise goals.

c. Ensure all materials remain deployable and current.

CDRL A001 Technical Report-Study/Services

4.1.6 Action Item Management

4.1.6.1 Action item management (AIM) is a key function, which ensures completion of actions in support of Enterprise goals. The Contractor shall prepare, maintain, update, and regularly review Enterprise action items. If the Government has an existing action item tool, the Government shall provide the Contractor with appropriate access. In organizations where an action item tracking system is not in use or is not adequate, the Contractor shall develop an action-tracking tool and instruct key Enterprise personnel on its use. The tool should include typical action item management functions such as listings of open action item, identifying who is responsible to complete it, when it should be completed, and any associated comments.

4.1.6.2 The Contractor shall support Enterprise initiatives and teams by disseminating and regularly reviewing action item lists with the appropriate board, management, team, and staff members in the Enterprise organization. The Contractor shall coordinate with contacts within and outside of the Enterprise to update, address, and resolve open action items. The Contractor shall record new actions from team meetings. The Contractor shall obtain regular status updates pertaining to action items. In support of Enterprise initiatives, teams, and cost-wise readiness objectives, the Contractor may be required to depict action items in a timeline.

4.1.6.3 The Contractor shall support action item tracking by introducing a method to keep “completion metrics" (the percent of actions completed on time during each time period). If the data indicates that completion rates decline, the Contractor shall assess causes, and provide appropriate feedback and/or recommendations. The Contractor shall coach team personnel in applying discipline to the action item management process.

CDRL A001 Technical Report-Study/Services

4.2 Current Readiness CFT Support

The Contractor shall support the effective and efficient accomplishments of Fleet missions through the use of continuous process improvement, best practices, sound organizational alignment, and good decision making on allocation of resources and risk mitigation to support current readiness and future capabilities, supporting the USN NAE CR CFT in its efforts to deliver combat ready forces to meet current and future operational requirements at the optimal Operations &Support (O&S) cost.

Specifically, Contractor efforts shall support:

a. Optimizing readiness stakeholder engagement, identifying readiness stakeholders’ roles, responsibilities, and processes and making recommendations to institutionalize the same.

b. Defining and understanding the link between readiness requirements, People, Equipment, Sustainment, Training, and Ordnance PESTO resources, production of those resources and O&S costs.

c. Eliminating readiness gaps and reducing O&S costs.

d. Process to identify and eliminate gaps between the PESTO pillar entitlements and actual performance.

e. Improved management of transitions from legacy to new weapons systems, focused on readiness, logistics at optimal O&S cost.

CDRL A001 Technical Report-Study/Services

4.2.1 NAE USN Current Readiness (CR) Cross-Functional Team

The contractor shall support government and other contractor efforts to foster effective and efficient delivery of combat ready forces to meet current and future operational requirements. The USN Current Readiness Cross Functional Team is led by Commander, Naval Air Forces, US Atlantic Fleet supported by the Director, USN Current Readiness Cross Functional Team, located in Norfolk, VA. The Contractor shall perform the following tasks in direct support of the Current Readiness Cross Functional Team in Norfolk, VA.

a. Support and advise the CR CFT on all matters concerning achievement of readiness related goals

b. Recommend revisions to the Current Readiness sections of the NAE Strategic Plan

c. Develop Current Readiness Implementation Action Plans and upload them to the STRIKE tool

d. Execute Current Readiness Implementation Action Plans and track in the STRIKE tool

e. Update training materials related to the Current Readiness CFT

f. Support monthly Current Readiness CFT VTCs and NAE Air Board VTCs

g. Support Current Readiness Quarterly Analysis Summaries and subsequent briefs to the CR CFT and NAE Air Board

h. Support weekly action item TELCON meetings

i. Support Current Readiness action officer off-sites

j. Provide recommended improvements to governance of the CR CFT and sub-teams

k. Provide recommended revisions to the Current Readiness CFT Handbook

l. Assist in capturing enterprise efficiencies in the NAE Efficiencies Repository

m. Maintain liaison with the other NAE Cross Functional Teams and activities

4.2.1.1 The Readiness, Standards, & Policy (RS&P) Team is the executive secretariat of the USN Current Readiness CFT. The Lead for RS&P is also the lead for USN Type/Model/Series (TMS) Teams and is located in Norfolk, VA. The Contractor’s effort includes an advisory group, providing direct support to the lead for USN TMS Teams in Norfolk, VA, with significant travel to provide support to typewings/TMS Teams as they progress thru the briefing cycle of TRW, CR CFT, and Air Board. In addition, the contractor provides support across the pillars of training, equipment, manning and manpower, and cost.

The Contractor shall perform the following tasks in support of RS&P/USN TMS Teams associated with the NAE:

a. Review TMS Team readiness and cost performance and gap closure plans at monthly TYCOM Readiness Workshops (TRW)

b. Provide feedback and guidance to TMS Teams during development of TRW, CR CFT and NAE Air Board TMS briefs

c. Provide feedback and guidance to TMS Teams based on outcome of TRW, CR CFT and NAE Air Board TMS briefs and content of Monthly Analysis Summaries

d. Support the development and maintenance of TMS metrics to measure unit training readiness, equipment usage and readiness, manning & manpower, operating & support costs, and ‘Unit Ready for Tasking’ metrics

e. Develop/update readiness and cost performance standards for TMS metrics. Incorporate the contribution of simulation to readiness. Expand the linkage to all aspects of O&S cost. Develop standards for UAS and F-35 TMS Teams and Naval Strike and Air Warfare Center (NSAWC). .

f. Codify standards in instructions for all TMS

g. Develop/update Basis for Measurement (BFM) for metrics which measure long and short term performance against the standard

h. Develop BFM to expand the linkage with provider processes and O&S cost metrics

i. Develop and maintain analytic tools and processes to facilitate analysis of TMS metrics

j. Identify cost of readiness reductions and cost savings achieved and available for reinvestment

k. Identify barriers to achieving individual TMS performance standards and possible solutions

l. Provide methods to identify and resolve common barriers to achieving performance standards across multiple TMS Teams

m. Support the Metrics Configuration Control Board (MCCB)

n. Support reviews of TMS Team readiness and cost performance and gap closure plans at monthly TYCOM Readiness Workshops (TRW)

o. Provide feedback and guidance to TMS Teams during development of TRW, CR CFT and NAE Air Board TMS briefs

p. Provide feedback and guidance to TMS Teams based on outcome of TRW, CR CFT and NAE Air Board TMS briefs and content of Monthly Analysis Summaries

q. Coordinate and support Fleet Analysis Support Team (FAST) meetings

r. Support an annual USN TMS Teams offsite, if scheduled

s. Assist in capturing Enterprise efficiencies in the NAE Efficiencies Repository.

t. Support management of the NAE Current Readiness CFT sharepoint site and subsites.

4.2.1.2 The Contractor shall support the definition/identification and mapping of overall readiness expectation and specific readiness PESTO pillars expectations across the USN FRP. The contractor shall assist the Government by mapping these readiness requirements to provider processes and O&S costs, with associated metrics for measurement of performance established. The contractor shall standardize TMS Team Monthly Analysis Summaries and CR CFT and NAE briefs focused on TMS performance metrics. The contractor shall standardize TMS Team policy and governance for use throughout the NAE. The contractor shall perform reviews of data analysis products and identify common/specific barriers to achieve performance standards across multiple/individual TMS Teams. The contractor shall coordinate with multiple stakeholder organizations to conduct root cause analysis. The contractor shall identify specific common barriers to multiple/individual TMS Teams achieving entitlement standards and shall implement common/specific barrier removal/mitigation plans to close identified performance gaps. The contractor shall monitor measure and report on gap closure plans during monthly analysis activity, TMS Monthly Analysis Summaries, and TMS Quarterly Analysis Summaries.

4.2.1.3 The Contractor shall prepare a NAE Strategic Plan and supporting future year Implementation Actions which support accomplishment of NAE objectives and initiatives, execution of current year Implementation Actions which support accomplishment of NAE objectives, training materials for key stakeholders; and an updated Current Readiness CFT Handbook. The Contractor shall support efforts that result in reduced gaps in the ability to deliver combat ready forces to meet operational requirements at the optimal O&S cost; effective TMS Teams that are able to consistently review data, identify performance gaps, identify barriers to closing gaps, and successfully execute performance gap closure plans and an effective CR CFT that facilitates the achievement and sustainment of readiness as defined in DRRS at an affordable cost.

CDRL A001 Technical Report-Study/Services

4.2.2 USN Type/Model/Series (TMS) Teams

The Contractor shall perform readiness and cost performance analysis and barrier removal for the purpose of closing performance gaps and reducing O&S cost. At any one time, there will be up to six (6) TMS Teams active in the briefing cycle. The Contractor’s effort shall also include analytic support co-located with each USN Typewing – CACCLW, Point Mugu, CA; CVAQWP, Whidbey Island, WA; CSFWP, Lemoore, CA; CSFWL, Oceana, VA; CHSMWL, Mayport, FL; CHSMWP, North Island, CA;; CHSCWL, Norfolk, VA; CHSCWP, North Island, CA; CPRG, Norfolk, VA, CPRW-2, Kanehoe Bay, HI; CPRW-11 Jacksonville, FL; CPRW-10, Whidbey Island, WA; STRATCOMWING ONE, Oklahoma City, OK; CTSW, Fort Worth, TX; CFLSW, Fort Worth, TX and Naval Strike and Warfare Center, Fallon, NV.

4.2.2.1 The Contractor shall:

a. Review TMS Team readiness and cost performance and gap closure plans at monthly TYCOM Readiness Workshops (TRW)

b. Provide feedback and guidance to TMS Teams during development of TRW, CR CFT and NAE Air Board TMS briefs

c. Provide feedback and guidance to TMS Teams based on outcome of TRW, CR CFT and NAE Air Board TMS briefs and content of Monthly Analysis Summaries

d. Collect and coordinate the collection of monthly metrics data

e. Perform root cause analysis of performance gaps and cost drivers and facilitate barrier removal

f. Track action items required to close gaps

g. Prepare Monthly Analysis Summaries

h. Prepare periodic briefs for NAE leadership forums (e.g., TRW, CR CFT, NAE Air Board)

i. Monitor improvement of performance metrics and progress of performance gap closure plans

j. Ensure accurate measurements and data are used while performing all tasks

k. Understand and apply the NAE principles and tenets and the principles of AirSpeed in resolving performance gaps and continuous process improvement

4.2.2.2 Contractor reviews of data analysis products shall identify performance gaps in achieving required entitlement standards. The contractor shall coordinate with multiple stakeholder organizations and conduct additional root cause analysis. The contractor shall identify specific barriers to achieving entitlement standards and implement barrier removal/mitigation plans to close identified performance gaps. The contractor shall monitor, measure, and report on gap closure plans during monthly analysis activity and Monthly Analysis Summaries. The contractor shall monitor, measure and report overall TMS Team performance during periodic NAE briefs to flag leadership.

4.2.2.3 The Contractor shall support efforts that result in: reduced gaps in the ability to deliver combat ready forces to meet operational requirements at the optimal O&S cost; effective TMS Teams that are able to consistently review data, identify performance gaps, identify barriers to closing gaps, and successfully execute performance gap closure plans.

CDRL A001 Technical Report-Study/Services

4.2.3 Air Launched Weapons Team (ALWT)

The Air Launched Weapons Team is led by CSFWL and his action officer located at NAS Oceana, VA. The weapons current readiness is supported out of NAS Oceana and future readiness is supported out of Washington, DC/NAS Patuxent River, MD. CSFWL works closely with other typewings – CPRW-2, CPRW-11, and CHSML – to represent the fleet perspective on air launched weapons. In addition, ALWT membership includes weapons resource sponsors (HQMC-APW, OPNAV N41, OPNAV N98) and weapons program managers (PMA-201, PMA-242, PMA-259, PMA-264, and PMS-404).

4.2.3.1 The Contractor shall support the ALWT extensive examination and evaluation of current weapons management to include requirements, acquisition, logistics and industrial base management to establish efficiencies and reduce costs. As a result of this evaluation the contractor shall prepare a set of comprehensive readiness metrics used to accurately assess and describe fleet aviation weapons readiness and identify solutions to current readiness challenges. The contractor shall support efforts shall result in a portfolio of Air Launched Weapons provided at a reduced cost in support of USFF capability requirements and Combatant Commanders operational plans, today and in the future.

4.2.3.2 The Contractor shall support the ALWT in providing the Fleet with Air Launched Weapons at a reduced cost. The Contractor shall:

a. Support governance of the core team; current readiness, logistics, and training team; and future readiness team.

b. Prepare annual Air Launched Weapons briefs to Current Readiness CFT leadership.

c. Prepare annual Air Launched Weapons briefs to the Air Board leadership.

d. Support ESC/action officer TELCON meetings, action item development, tracking, and resolution.

e. Develop ALWT Implementation Action Plans and upload them to the STRIKE tool.

f. Execute ALWT Implementation Action Plans and track them in the STRIKE tool.

g. Collect or coordinate the collection of metrics data.

h. Conduct root cause analysis of performance gaps and cost drivers and facilitate barrier removal.

i. Facilitate the Air Launched Weapons Naval Aviation Readiness Conference (NARC), and inputs into Naval Aviation Requirements Group (NARG) and the TYCOM Integrated Priorities List. Codify Air Launched Weapons NARC/NARG governance.

j. Identify gaps between baseline and entitlements that inhibit the achievement of weapon readiness objectives or cause requirement shortfalls.

k. Prioritize capability gaps and charter/mentor barrier removal teams to devise and implement process improvements to eliminate gaps.

l. Based upon Fleet Operational Agent (i.e., C2F/C3F/NNWC) develop capability gaps and priorities within an Air Launched Strike Weapons capability strategy in support of the FYDP.

m. Provide a funding strategy to CNAF for submission to USFF/OPNAV in support of the PPBE process. Prepare updates and excursions for submittal to CNAF throughout each budget cycle.

n. Install and manage metrics to track the progress and effectiveness of barrier removal efforts.

o. Establish “right cost” as a critical factor in the weapons management process and achieve goals within fiscal reality.

p. Develop a communication process to inform the Navy of progress in achieving cost-wise readiness improvements in strike weapons.

q. Build a template for pre- and post-deployment weapons readiness briefs, schedule briefs, develop lessons learned database.

r. Evaluate existing NNOR process and recommend changes.

s. Understand and apply the NAE principles and tenets and the principles of AirSpeed in resolving performance gaps and continuous process improvement

CDRL A001 Technical Report-Study/Services

4.2.4 Carrier Readiness Team (CRT)

The Carrier Readiness Team is led by the Commanding Officer of the Aircraft Carrier in Refueling Complex Overhaul. The Carrier Readiness Team works out of spaces located at CNAL headquarters, Norfolk, VA. Since this is a collateral duty, it is critical for the contractor to provide both vision and team management for the Carrier Readiness Team. The contractor shall assist the CRT in enabling Naval Aviation leaders to define and achieve aircraft carrier readiness standards and efficiently deliver them at the right time with definable risk. The contractor shall support efforts that result in a carrier force with the right readiness at the right time at the right cost

The Contractor shall provide support to the government across the pillars of training, manning and manpower, equipment, cost, and metrics:

a. Support the governance of the CRT ESC and each of the readiness pillar teams

b. Review carrier readiness and cost performance, root cause analysis of gaps, solutions being addressed within the CRT, and gaps requiring outside assistance to close

c. Develop standards for DRRS-N training, equipment, supply, ordnance, and personnel metrics

d. Link DRRS-N standards to O&S cost, codify in a Navy instruction.

e. Develop BFM and associated CRT metrics

f. Prepare and support the presentation of an annual CRT brief to CR CFT

g. Prepare and support the presentation of an annual CRT brief to the Air Board

h. Support ESC/action officer TELCON meetings, action item development, tracking, and resolution

i. Develop CRT Implementation Action Plans and upload them to the STRIKE tool

j. Execute CRT Implementation Action Plans and tracking in the STRIKE tool

k. Collect or coordinate the collection of metrics data

l. Perform root cause analysis of performance gaps and cost drivers and facilitate barrier removal

m. Facilitate the Carrier Naval Aviation Readiness Conference and inputs into the NARG and the TYCOM Integrated Priorities List. Codifying governance in a Navy instruction.

n. Develop training assessment module in CV-SHARP

o. Prioritize capability gaps and charter/mentor barrier removal teams to devise and implement process improvements to eliminate gaps

p. Install and manage metrics to track the progress and effectiveness of barrier removal efforts

q. Establish “right cost” as a critical factor in the carrier readiness management process and achieve goals within fiscal constraints

r. Develop a communication process to inform the Navy of progress in achieving cost-wise readiness

s. Develop CV-SHARP to DRRS-N correlation in order to more accurately capture readiness

t. Support CVN 78 Integrated Transition Team in new technology integration and transition, entitlement definition, and cost performance.

u. Understand and apply the NAE principles and tenets and the principles of AirSpeed in resolving performance gaps and continuous process improvement

v. Support the CRT extensive examination and evaluation of current carrier management to include requirements, acquisition, logistics and industrial base management to establish efficiencies and reduce costs.

w. Prepare a set of comprehensive readiness metrics used to accurately assess and describe fleet carrier readiness and identify solutions to current readiness challenges

x. Support for Command, Control, Communiations, Computers, Collaboration, and Intelligence (C5I) readiness and modernization, cyber security policy and governance, and afloat and ashore computing architectures.

CDRL A001 Technical Report-Study/Services

4.2.5 USN Current Readiness TMS and Total Force (TF) Database Support

The Contractor shall provide programming and developmental support in development and sustainment of twenty two (22) TMS databases to allow reporting of status and analysis of people, equipment, and training performance gaps and Operations &Support (O&S) cost drivers. NAE USN Current Readiness TMS Team databases contain aircraft current readiness and total force current readiness data and are hosted out of AIR 6.8.2 at NAS Patuxent River, MD. Databases are programmed in MS ACCESS. The contractor shall:

a. Support the design, develop, modification, and troubleshooting of databases and programs for USN TMS Teams.

b. Support the design, modification, and troubleshooting of databases and programs for Current Readiness Total Force (TF).

c. Correct database and program errors using methods which include modifying program or altering sequence of program steps

d. Analyze, review, and/or rewrite databases or programs to increase operating efficiency or to adapt program to new requirements to include web hosting of metrics

e. Compile and write documentation for database and program development and subsequent revisions

f. Train users to use databases or programs

g. Specific changes shall include but not be limited to those required to support changes to or new BFM

CDRL A001 Technical Report-Study/Services

4.2.6 Metrics - Data Collection, Analysis, and Metrics Development

4.2.6.1 The purpose of this task is to ensure the Marine Corps has current, valid Fleet-focused performance metrics that support consistently achieving the right readiness at the optimal efficiency. To support this purpose, the contractor shall provide functional analyst support to Enterprise personnel in data collection, data analysis, and development of standardized and evolving metrics. The contractor shall include integration and analysis of cost management, readiness, and Enterprise maturity metrics to identify gaps in Enterprise desired outputs and readiness, which will lead to process-focused, metric driven gap closure. Metrics integration will consider the interrelationship and linkages among Marine Aviation organizations, the NAE, and other Provider Enterprises.

4.2.6.2 The contractor shall provide metrics expertise in support of development and revision of enterprise performance metrics and overall management of enterprise process performance. While a system of metrics is in place (i.e., in Current Readiness CFT processes), the contractor shall bring additional insight and understanding to the utility of existing metrics and the need for new or modified metrics sets. Additionally, the contractor shall provide the Marine Corps increased transparency of data and associated initiatives by improving data visibility and sharing through information management tools including web based collaboration and using available resources including SharePoint.

4.2.6.3 Metrics shall provide clearly defined and developed measures of Enterprise performance. Contractor’s management and analysis of metrics shall support Enterprise decision-making. Contractor’s proposed metrics shall be linkable across Marine Aviation and within the Enterprise and if implemented, drive productivity and readiness improvements. Contractor metrics processes and documentation shall be both easily understood and readily available. The contractor shall:

- Perform an assessment of existing metrics and develop and present a concept and plan of action and milestones for development or modification of Enterprise metrics in support of cost-wise current readiness, future readiness, and future capability.

a. Provide an extended approach leading to full implementation of metrics, including identification and development of current readiness, total force, future capability, and cost metrics, and the specific actions required to complete development and deployment of those metrics.

b. Recommend changes of performance metrics and associated cockpit charts due to increased knowledge or in response to new initiatives or priorities.

c. Identify additional metrics if needed to measure productivity improvements and gains in Enterprise maturity.

d. Develop an analytic process that will evaluate the current NAE readiness framework and develop a methodology to use existing data in order to assess NAE’s capabilities in a predictive vice reactionary method, and to support the alignment of readiness and capabilities to operational warfighting requirements. This process will allow the TMS teams the ability to provide an analytically rigorous process to evaluate current and future capabilities, as well as the associated risk, and dynamically update results as changes occur within the NAE.

e. Recommend and develop metrics and associated IT improvements that are hierarchical, with the ability for drill down to the lowest needed level, and shall drive performance improvement. Metrics shall also be linkable across Marine Aviation and within the Enterprise.

f. Develop metric templates and document procedures and metric business rules.

g. Provide continued programming, data analysis and development of the Marine Aviation Commanders

h. Current Readiness Analysis Tool (MACCRAT). The MACCRAT is the primary database that Marine Corps Aviation uses to track the following key performance indicators: Maintenance Core Competency, Aircrew Core Competency, Ready For Tasking Readiness, Aircraft Life Management, and MALS top level metrics. The database is programmed using Visual Basic for Applications (VBA) and Structure Query Language (SQL).Programming support is within NAVAIR 6.8, based in Patuxent River, MD.

CDRL A001 Technical Report-Study/Services

4.2.7 NAE USMC Current Readiness (CR) Cross-Functional Team

The NAE USMC CR CFT is the USMC side of the NAE CR CFT and seeks to deliver combat ready forces to meet required current and future operational readiness at the best O&S cost. This is achieved by pursuing initiatives and supported by the contractor who shall provide:

4.2.7.1 USMC CR Executive Support

The Contractor support includes activities to support the Deputy Commandant for Aviation and…