N00421-16-R-0065.docx

N00421-16-R-0065

Section A - Solicitation/Contract Form

POINTS OF CONTACT

EMAIL ADDRESS:

merissa.abell@navy.mil

CONTRACTING OFFICER REPRESENTATIVE:

TBD at Award

(1) This acquisition is a full and open competition that will result in placement of a Single Award Indefinite Delivery/Indefinite Quantity (IDIQ) contract. NAVAIR clause 5252.211-9503 LEVEL OF EFFORT (COST REIMBURSEMENT) (NAVAIR)(DEC 2012) will be included in Task Orders.

(2) The Product/Service Code (PSC) for this procurement is R408. The NAICS code is 541611, and the small business size standard is $15,000,000 ($15M).

(3) The resulting Single Award IDIQ contract will have an ordering period of five (5) years.

(4) This contract has cost-plus-fixed-fee (CPFF) and cost reimbursement (non-fee bearing) line items.

(5) The anticipated award date for this contract is 01 July 2017, with a performance start date of 01 August 2017. Please note that these are estimated dates and are subject to change.

Section B - Supplies or Services and Prices

Lot

Labor; O&M,N

CPFF

Labor- Naval Aviation Enterprise Support Services IAW Section C, Statement of Work.

FOB: Destination

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Lot

Travel and ODCs; O&M,N

COST

Travel and ODCs in support of CLIN 0001 IAW Section C, Statement of Work.

ESTIMATED COST

Lot

Material; O&M,N

COST

Material in support of CLIN 0001 IAW Section C, Statement of Work.

ESTIMATED COST

Technical Data; NSP

Technical Data in support of CLIN 0001, IAW Exhibit A, DD1423, Contract Data Requirements List and Section C, Statement of Work. Not Separately Priced.

NET AMT

CLAUSES INCORPORATED BY FULL TEXT

Total IDIQ Labor Hours

* denotes Key Personnel labor categories

TASK ORDER PLACEMENT PROCEDURE

Offerors are advised that all Task Orders placed under this contract will be issued in accordance with the procedures delineated in NAVAIR Clause 5252.216-9540 – ISSUANCE OF ORDERS USING STREAMLINED PROCEDURES (NAVAIR) (NOV 2003) contained herein.

Section C - Descriptions and Specifications

STATEMENT OF WORK

Item 0001 – The contractor shall provide Services in accordance with (IAW) and within the scope of Section C, Statement of Work (SOW), of the basic contract and as detailed in any individual task order SOW.

Item 0002 – The contractor shall provide Travel IAW the NAVAIR clause 5252.327-9509 and within the scope of Section C, SOW, of the basic contract and as detailed in any individual task order SOW.

Item 0003 – The contractor shall provide Material IAW and within the scope of Section C, SOW, of the basic contract and as detailed in any individual task order SOW.

Item 0004 – The Data to be furnished hereunder shall be IAW the Exhibit A, DD Form 1423, Contract Data Requirements Lists (CDRLs) and within scope of Section C, SOW, of the basic contract and as detailed in any individual task order SOW.

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 to (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 Marine Corp, and finding a better way of doing business as we continue to deploy a combat-ready Naval Force 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 & 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:

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

1. 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.

1. 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.

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

1. 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.

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

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

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

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

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

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

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

1. 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 each 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.

Specific requirements will be defined in individual task orders to support Enterprise initiatives, executive level teams, CFTs, and major teams as required.

4.1 Enterprise Support

Enterprise support functions are required in support of all CFTs and major teams.

4.1.1 Enterprise Planning

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.

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.

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

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.

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.

CDRL A001 Technical Report-Study/Services

4.1.5.1 Process Management

The Contractor shall apply process analysis activities that focus on primary Enterprise processes and their improvements. The Contractor shall map primary Enterprise processes and cost. The Contractor’s process management activities shall instill an understanding of the required performance of primary Enterprise processes.

CDRL A001 Technical Report-Study/Services

4.1.5.2 Barrier Analysis and Removal

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.

The Contractor shall provide analytic support to identify gaps in performance, root cause of those gaps, and potential initiatives to remove those gaps. The Contractor shall apply proven tools and methodologies to identify, elevate, and resolve barriers. The Contractor’s barrier analysis shall clearly identify high-level barriers and provide prioritization of barriers for action with an executable plan for elimination of barriers.

CDRL A001 Technical Report-Study/Services

4.1.5.3 Information Technology Technical Support

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.

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

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.

CDRL A001 Technical Report-Study/Services

4.1.6 War Games

The Contractor shall support the design, execution, and analysis of war games and events throughout the NAE as required. The Contractor shall develop and design the war game strategy and schedule for Government approval. The Contractor shall coordinate communications and administrative requirements with all military and civilian attendees to ensure that the war games objectives are achieved. The Contractor shall prepare a quick-look analysis to be provided at the conclusion of the war game. The Contractor shall prepare an After-Action Report containing lessons learned and areas still requiring action with “way ahead” recommendations.

CDRL A001 Technical Report-Study/Services

4.1.7 Action Item Management

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.

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.

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.

The Contractor shall support efforts to foster effective and efficient delivery of combat ready forces to meet current and future operational requirements.

4.2.1 The Contractor shall support the Government in optimizing readiness stakeholder engagement, researching and identifying readiness stakeholders’ roles, responsibilities, and processes and making recommendations to institutionalize the same. The Contractor shall identify all organizations and individual stakeholders that contribute to readiness and codify roles and responsibilities and help identify methods to optimize stakeholder engagement.

4.2.2 The Contractor shall support the Government in defining and understanding the link between readiness requirements, PESTO resources, production of those resources and O&S Costs. The Contractor shall support the definition/identification and mapping of all readiness profiles. The Contractor shall identify and map all readiness requirements to PESTO pillar entitlements to production processes and O&S costs, using associated metrics for measuring and reporting performance established. As requirements and analysis evolves, the Contractor shall develop and recommend new metrics including leading indicators or the ability to produce readiness in the future

Additionally, Contractor analysis shall link readiness output to O&S costs. Understanding these linkages will allow leadership to make more informed trade-off assessments by understanding readiness and cost impacts and help readiness producers operate more effectively and efficiently. The Contractor shall assist in establishing and documenting overall readiness profiles across various training plans to align all readiness requirements, with associated O&S costs to PESTO pillars and production processes.

4.2.3 The Contractor shall develop and drive improved processes to identify, validate and eliminate gaps in the ability to produce prescribed levels of warfighting readiness to meet adjudicated operational requirements as measured against PESTO pillar entitlements.

The Contractor shall support the process to identify and eliminate gaps between the PESTO pillar entitlements and actual performance. The Contractor shall collect and analyze performance data to identify gaps between PESTO entitlement and performance; conduct root cause analysis of the gaps and develop and implement recommendations and mitigation strategies of gaps. The Contractor shall recommend corrective actions which include future trend analysis and projections. Additionally, the Contractor shall continuously review existing metrics and recommend improvements in data collection and measurement.

The Contractor shall support the implementation of rules of engagement, allowances/buffers, and training in order to drive Enterprise behaviors and entitlement processes. Additionally, the Contractor shall provide planning, implementation, monitoring, and sustainment services to assist the Government in driving Enterprise behaviors and entitlement processes to the lowest Enterprise PESTO pillar provider.

The Contractor shall assist the Government in establishing and executing a governance process to identify and resolve systemic issues. The Contractor shall help develop and refine business rules and governance for the identification and analysis of systemic issues and barriers across the PESTO pillars.

CDRL A001 Technical Report-Study/Services

4.3 Future Readiness CFT Support

4.3.1 The Contractor shall support future readiness by developing processes to advocate future readiness issues, initiatives for fielded weapons systems, sustainment infrastructure, and sustainment of readiness. The Contractor’s efforts shall include processes to assess, validate, and quality rank initiatives based on their potential for generating TOC reductions and readiness improvement. The Contractor shall assist the Future Readiness team in championing and advocating for DoD funding support of initiatives with the greatest potential for achieving TOC reductions and readiness improvements.

The Contractor shall review existing processes and propose and develop strategies that maximize the opportunity for senior leadership support and funding support of initiatives with the greatest potential for achieving TOC reductions and weapon systems readiness improvements in the future. The Contractor shall devise and implement a strategy for monitoring approved and funded future readiness initiatives to assess actual performance against projected savings, cost avoidances, or readiness improvements. Initiatives that fail to achieve target improvements would be reconsidered for continued support.

The Contractor shall document existing processes, and develop and present proposals for improved management of future readiness initiatives as opportunity permits.

4.3.2 The Contractor shall review existing weapons system requirements generation and acquisition processes and propose improvements to processes that ensure TOC reduction, sustainment of readiness, and readiness improvements are fully considered and aggressively managed across the pre-acquisition, acquisition, and operational program phases through final disposal. This shall include review of requirements generation in the Joint Capabilities Integration and Development System (JCIDS) process, acquisition process, and specific gate reviews. The Contractor shall make recommendations for improvement that will ensure that life cycle cost is aggressively managed with stated key performance parameters and system attributes at all stages of the acquisition process.

The Contractor shall identify gaps in requirements documentation and provide recommendations for execution of action plans to address these gaps.

4.3.3 The Contractor shall identify relevant stakeholders and engage them in required culture changes necessary to achieve required future readiness while optimizing cost and sustainment of readiness.

To this end the Contractor shall facilitate change management and barrier removal activities in support of cultural changes, including greater transparency across the Enterprise, and metrics driven behavior required to sustain future readiness while optimizing cost. The Contractor shall analyze and identify all stakeholder roles and responsibilities and provide specific change management recommendations, strategies and plans necessary to implement required culture changes.

4.3.4 The Contractor shall leverage Science & Technology for the benefit of Future Readiness. The Contractor shall develop strategies relevant to science and technology that focus on early consideration of life cycle cost implications of selected technologies to support sustainment of readiness. The Contractor shall also develop strategies relevant to science and technology that ensure technology offering life cycle cost reduction or readiness improvement on weapons platforms or supporting infrastructure are fully considered and transitioned into full use as appropriate. The Contractor shall, with Government scientists, engage in root cause analysis to determine most effective methods for infusing greater life cycle cost consideration into technology development.

In conjunction with Government personnel, the Contractor shall assist in advocating for science and technology objectives that reduce TOC of new and already fielded weapons systems.

CDRL A001 Technical Report-Study/Services

4.4 Total Force CFT Support

The Contractor shall support strategic Enterprise-wide processes that maintain a diverse, cost effective, and technically proficient workforce to conduct and sustain warfighting capability.

The Contractor shall collaborate with Navy Total Force, Marine Corps Manpower and Reserve Affairs, and Office of Civilian Human Resources to assess demand signals to recruit, train, educate, and assign Sailors, Marines, and Government Civilians to ensure requirements are staffed with the proper numbers and skill sets to provide the required warfighting readiness.

The Contractor shall support the development, implementation, and maintenance of Navy-wide alignments, policies, procedures, processes and metrics for reporting personnel readiness including training and proficiency levels.

The Contractor shall support the development, implementation, and maintenance of models and processes used to define the total force billet structure, community attributes, promotion rates, time to train, and time to qualify to produce total force future manpower plans and forecasts that incorporate total ownership costs. The Contractor shall support the design, planning, and execution of war games to validate manpower CONOPS and/or manpower, personnel, training, and education initiatives.

The Contractor shall support processes that promote and provide professional and career success opportunities. The Contractor shall provide human resource management support that includes, but is not limited to, workforce and workload planning, e-government initiatives, improved quality of services provided, and enhancing training initiatives for improved workforce performance.

CDRL A001 Technical Report-Study/Services

4.5 Engineering, Maintenance and Supply Chain Management (EM&SCM) Support

The Contractor shall support efforts to provide overarching engineering, maintenance and supply processes and policies to maintain the health of the fleet and reduce readiness gaps and O&S costs. The Contractor shall monitor aircraft material conditions, supply posture and depot-level production, and the impact that each has on health and readiness.

The Contractor shall support the optimization of weapon system availability using innovative logistics strategies; focused on equipment reliability, service life management, and logistics processes. The Contractor shall identify and support implementation of efficiencies in all Integrated Logistics Support (ILS) processes; to include engineering, maintenance, and supply chain management processes

The Contractor shall propose methods to identify equipment and critical systems degraders and mitigate degraders. The Contractor shall support the development of funding strategies to mitigate leading cost degraders. The Contractor shall also support the identification and implementation of inventory and inventory decisions and their effect on total ownership cost and sustainment strategy. The Contractor shall support logistics process improvement strategies at the deckplate and across the Enterprise. Lastly, the Contractor shall review all maintenance efficiency programs and recommend efforts to streamline and gain greater efficiency, and effective sustainment of readiness to system/unit expected service life (ESL).

CDRL A001 Technical Report-Study/Services

4.6 Integrated Resource Management Team Support

The Contractor shall support efforts to integrate NAE stakeholders in order to form a balanced risk approach to Naval Aviation resource and investment decision-making, and to offer strategic cost analysis recommendations to NAE leadership. Objectives include integrating with resource sponsors, providers and warfighters to keep NAE leadership informed and engaged throughout the Planning, Programming, Budgeting and Execution (PPBE) process; supporting an enterprise approach to sustainment harmonization; and leading the NAE’s Strategic Cost Management and TMS cost variance analysis efforts.

The Contractor shall support methods to spearhead collaboration with other Warfare Enterprises (WE) to stimulate an exchange of proven processes and metrics to facilitate better planning of platform transitions, and to establish a better understanding of the interdependencies of WEs and their impact on readiness and cost.

The contractor shall facilitate teaming efforts with resource sponsors, providers and warfighters in order to implement an NAE cost and performance management framework from which to manage O&S costs and inform NAE leadership.

The Contractor will work with the Government to identify linkages between the 1A1A/2A Flying Hour Program (FHP), Navy Working Capital Fund (NWCF), APN-6 aviation spares accounts and key enabler accounts; address systemic budget marksmanship (current gap between execution and planning in the POM) issues in FHP execution and the POM build process; provide analysis and courses of actions for alignment of funding streams in support of sustainment harmonization efforts; and develop and propose to NAE leadership a future funding metric for the Air Systems Support accounts

The Contractor shall support the NAE Cost Variance Analysis Team (CVAT) and research and report on root causes for cost metric irregularities within TMS briefs.

The Contractor will maintain a database of NAE efficiencies and CVAT systemic and TMS-specific O&S cost corrections leading to efficiencies as a source of documentation.

The Contractor shall provide an approach to develop a decision analysis tool which evaluates the impact of budget trade-offs and bill paying decisions and long term cost consequences and informs decision makers.

The Contractor shall provide a Strategic Cost Management (SCM) Tool to improve accuracy of the OP-20 process in support of the POM FHP build.

CDRL A001 Technical Report-Study/Services

4.7 Program Management / Executive Staff Supporting Functions

4.7.1 Strategic Planning

The Contractor shall support the Government in defining and developing the Enterprise mission statement, and strategic and annual plans. The Contractor shall support strategic execution, transformation and policy development and provide recommendations for new or revised strategic objectives and initiatives. The Contractor shall recommend and implement a process to track the progress of established objectives and initiatives.

In support of strategic planning, the Contractor shall initiate planning activities, establish and/or refine associated processes, facilitate strategic plan development and action planning, support execution of action plans through change management and barrier removal activities, provide visibility and tracking with respect to goal achievement and execution, and assess and evaluate Enterprise performance against established plans.

The Contractor shall provide the planning, documentation, and action identification required for implementing Navy and Marine Corps transformational strategic initiatives. The Contractor shall provide strategic planning and briefing support. The NAE strategic planning process supported by the Contractor will produce/update the NAE Charter, NAE Strategic Plan, Annual Implementation Action Plans (or similar sub-Strategic Initiative plan) and the Organizational Structure and Governance (OSAG) document.

CDRL A001 Technical Report-Study/Services

4.7.2 Administrative Support

The Contractor shall provide administrative support performing a combination of tasks to support office, business, and administrative operations. These services should include but not be limited to: correspondence preparation, travel coordination, assistance in coordinating off-sites, training forums and conferences, calendar management (scheduling and coordinating meetings and events), recording / disseminating meeting minutes and action items, coordinating video teleconferences, developing and maintaining contact, award, PRD and distribution lists, maintaining file / archive systems (including electronic files), receiving, preparing, or verifying documents, searching for and compiling information and data, responding to routine requests with answers by phone, in person, or by correspondence.

The Contractor shall provide Microsoft Excel, Word, and Power Point support.

CDRL A001 Technical Report-Study/Services

4.7.3 Stakeholder Engagement, Communication and Outreach

The Contractor shall support a communication plan, stakeholder engagement and NAE-specific content to augment public affairs efforts in executing enterprise principles, informing and aligning policies and actions, and fostering a culture of continuous process improvement across Naval Aviation.

The contractor shall support the development and implementation of a biennial Communication Plan to include developing a stakeholder engagement strategy, stakeholder assessments, environmental assessments, and implementation plans to include key message development, preparation of champions and spokespersons, and development and execution of engagement and tactical communication plans rollout.

The Contractor shall advise leadership, recommend and execute engagement and communication strategies or actions and goals to ensure alignment with the engagement strategy, strategic communication plans and messaging architecture to engage key stakeholders and target audiences.

The Contractor shall assist in the identification of roles for strategic engagement and the communications action team to implement the engagement strategy and strategic communication plan to engage, influence, and inspire both internal and external stakeholders. The Contractor shall coordinate with appropriate offices; identify appropriate audiences, messages, schedules, evaluation mechanisms; and provide process reviews and assess communication effectiveness. The Contractor shall conduct, provide and refer to relevant communication research.

The Contractor in concert with the Government, shall develop diverse engagement communications initiatives, support outreach opportunities, assess the delivery of messages and provide feedback and recommendations to leadership. The Contractor shall further provide recommendations for new communication and public affairs initiatives, and revitalization of existing initiatives.

The Contractor shall plan, write, edit and design support for multiple communication products to include, but not limited to Air Plans, leadership talking points, NAE Strategic Plan and the Current Readiness/AIRSpeed Newsletter. The Contractor shall further develop and support the production of newsletters, news releases, videos, media briefs, articles, flyers, white papers, scripts, and briefing material.

The Contractor shall maintain technical functionality of public and private web sites on an appropriate and accessible online host site, update information on public and private web sites for relevance and regularly maintain social media content.

CDRL A001 Technical Report-Study/Services

4.8 Contract Management Support

The Contractor shall provide contract management support under this contract. This includes the management and oversight of all activities performed by contractor personnel, including subcontractors, to ensure that all SOW requirements, for each Task Order, are met in a fully integrated manner. The Contractor shall:

a) Identify a Point of Contact by name, who shall serve as the primary interface with the Contracting Officer Representative (COR) and the Technical Points of Contact (TPOCs) on technical program/project issues for each CFT and/or sub team.

b) Provide management, direction, administration, quality assurance, and leadership within the Contractor’s team for the execution of this contract.

c) Facilitate open and timely communications between the Government and the Contractor’s team along with all activities necessary to ensure the accomplishment of timely and effective support, performed in accordance with the requirements contained in this SOW.

d) Ensure that all contract activities are identified, documented, and tracked so that the contract shall continuously be evaluated and monitored for timely and quality service by the Contractor.

e) Create business strategies and review and improve programmatic financial information and reports.

4.8.1 Post-Award Conference

The Contractor shall schedule and coordinate a post-award conference no later than five (5) business days after contract award at a location approved by the Government. The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will also provide the opportunity to discuss detailed transition, technical, management, security issues, as well as travel authorization and reporting procedures. The Contractor shall document and email minutes to the post-award conference participants within ten (10) working days after the conference.

CDRL A003 Post-Award Conference Documentation

4.8.2 Workload Coordination and Status Reporting

4.8.2.1 The NAE mission is extremely complex and subject to…