N62387-15-R-8027.docx

N62387-15-R-8027

Section SF 1449 - CONTINUATION SHEET

ITGPS Support Services - BASE PERIOD

FFP

Information Technology Governance and Process Support Services to ensure that cost efficient IT investments directly support and align with the Military Sealift Command's (MSC) Strategic Plan in accordance with the attached Statement of Work. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

FOB: Destination

NET AMT

TRAVEL - BASE PERIOD

FFP

Information Technology Governance and Process Support travel in accordance with Section 5 of the attached Performance Work Statement. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support Services to ensure that cost efficient IT investments directly support and align with the Military Sealift Command's (MSC) Strategic Plan in accordance with the attached Statement of Work. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support travel in accordance with Section 5 of the attached Performance Work Statement. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support Services to ensure that cost efficient IT investments directly support and align with the Military Sealift Command's (MSC) Strategic Plan in accordance with the attached Statement of Work. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support travel in accordance with Section 5 of the attached Performance Work Statement. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support Services to ensure that cost efficient IT investments directly support and align with the Military Sealift Command's (MSC) Strategic Plan in accordance with the attached Statement of Work. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support travel in accordance with Section 5 of the attached Performance Work Statement. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support Services to ensure that cost efficient IT investments directly support and align with the Military Sealift Command's (MSC) Strategic Plan in accordance with the attached Statement of Work. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

FFP

Information Technology Governance and Process Support travel in accordance with Section 5 of the attached Performance Work Statement. Insert the total from Exhibit 1: Supplemental Pricing Sheet for this CLIN.

NET AMT

DELIVERY INFORMATION

31-OCT-2016

31-OCT-2016

31-OCT-2017

31-OCT-2017

31-OCT-2018

31-OCT-2018

31-OCT-2019

31-OCT-2019

31-OCT-2020

31-OCT-2020

INSPECTION AND ACCEPTANCE TERMS

Supplies/services will be inspected/accepted at:

MIN/MAX

MINIMUM AND MAXIMUM QUANTITY

As referred to in Paragraph (b) of the "Indefinite Quantity" clause of this contract, the contract minimum and maximum quantities are as follows:

(a) MINIMUM: The Government agrees to order a minimum of $25,000 of supplies or services under this contract.

(b) MAXIMUM: The maximum quantity that can be ordered during any contract period shall equal the sum of the value of the contract period then current and the value of all previous contract periods, if any, plus ten percent (10%), less the total value of all orders placed during all previous contract periods. Reimbursable costs (travel and other direct costs) shall not count against the Contract maximum.

PERFORMANCE WORK STATEMENT

IT Governance and Process Support

1. Scope

This requirement encompasses all activities to provide support to the Military Sealift Command (MSC) Command, Control, Communications and Computer Systems (C4S) Directorate (N6) Mission Support Division (N63). The Mission Support Division oversees five functional areas that govern the MSC Information Technology and Communications Programs’ investment planning, decisions, and execution. The five areas are: Knowledge Management, Financial Management, Portfolio Management, Enterprise Architecture, and Funds Execution.

2. Background

MSC’s mission is to support our nation by delivering supplies and conducting specialized missions across the world’s oceans. The C4S Directorate is responsible for lifecycle management of C4S for the MSC fleet, providing the acquisition and deployment of new C4S assets and the disposal of assets at end of life as well as the management and coordination of electronics technical support and fleet C4S installations and upgrades. MSC maintains a single portfolio of all IT investments, with segmented views by: 2 funding streams, 21 budget activities, and 48 systems.

3.0 References

The Contractor shall comply with the most recent version of all applicable references as outlined in Table 3.

Table 3

Circular A-123 Circular A-127 Circular A-130 Circular A-136

4. Specific Technical Direction Letters (TDLs)

Specific efforts covered by the Technical Direction Letters (TDLs) in this Contract, are of a dynamic nature and are responsive to the needs of MSC. These efforts will be established in TDLs covering each of the General Support Categories listed below. Specific efforts may be added, removed or changed as each year progresses; modifications to the TDLs will be issued, if the changes so require. Furthermore no work will be started and/or completed without a signed and approved TDL. TDLs will be drafted by the COR and approved/signed by a contracting officer. The KO will address any issues regarding TDL clarification or scope.

General Support Categories

4.1 Knowledge Management

4.2 Portfolio Management

4.3 Enterprise Architecture

4.4 Financial Management

4.5 Funds Execution

4.1 Knowledge Management (KM)

4.1.1 KM Background

The 2008-2009 DoD Information Management/Information Technology (IM/IT) Strategic Plan defines knowledge management as the systematic process of discovering, selecting, organizing, distilling, sharing, developing and using information. Furthermore, the DONCIO defines knowledge management as the integration of people and processes, enabled by technology, to facilitate the exchange of operationally relevant information and expertise to increase performance. MSC envisions knowledge management as providing the basis from which IT decisions will be made and actions will be taken.

Knowledge Management shall centralize and assimilate the information and data that is produced by task completion in the Financial Management, Enterprise Architecture, Portfolio Management, and Funds Execution task orders. To best support this, the Contractor shall:

· ensure that information and data is accurate, timely, and complete

· ensure that data is available for analyses and support in decision making

· ensure that information and data are documented properly to support the mission of C4S

· ensure that tasks completed under the Financial Management, Enterprise Architecture, Portfolio Management and Funds Execution task orders are coordinated

· ensure the TDLs are completed and that the data is managed for all work under the contract are coordinated and disseminated.

· maintain the data repository

· recommend corrective actions on underperforming projects to branch managers

4.1.2 Information Technology (IT) Governance

The goals of IT governance are to support repeatable and sustainable decisions, alignment of IT activities to the enterprise's strategic goals and objectives, and provide a definitive understanding of authority and accountability. As with any governance body within an organization, IT governance cannot be viewed, assessed, modified, or changed without considering the rest of the organization's governance bodies and practices. In order to support IT Governance, the Contractor shall:

· assist in developing and implementing IT investment policies and procedures

· gather, collect and disseminate the data which articulates risks, best practices and investment strategies

4.1.3 Data Management

The majority of MSC/N6’s data will be housed in a centralized data repository which includes architecture and the dissemination information.

4.1.3.1 To maintain the data repository, the Contractor shall:

· assist in developing guidance for information collection, storage, processes, availability and communications to improve the integrity, quality and utility of information

· adhere to all data security standards established by DOD, DON or MSC directives, policies, or memorandums.

4.1.3.2 To support data management, the Contractor shall:

· assist in conducting a detailed analysis of the data

· assist the Mission Support Division in providing a review of data in the repository

· prepare data for data calls

· archive data in accordance with Mission Support Records Retention guidance/direction – assist in conducting an annual review of SOPs

4.1.4 Data Calls

MSC defines data calls as a collaboration of information from various sources organized in a specific manner to answer a clearly defined question due at a specific time. To best support data calls the contractor shall review all data call deliverables for accuracy, timeliness and formatting. The contractor can anticipate 200 data calls annually. The contractor shall:

· validate the results of all data calls prior to dissemination by the Government lead of the Mission Support Division

· comply with the formatting and quality control requirements of the data call

· file the end product in the appropriate section of the data repository

4.2 Portfolio Management (PfM)

4.2.1 PfM Background

The objective of provide portfolio management support is to assist MSC in aligning all IT investments with MSC’s corporate and strategic goals. All MSC IT investments acquisitions must comply with Federal laws, Office of Management and Budget (OMB) instructions, and DOD directives. Portfolio Management includes a number of activities and processes that allow MSC the means to Pre-Select (create new initiatives), Select (select investments and develop portfolios), Control (manage results) and Evaluate (review risks and returns). MSC regularly communicates with external and internal stakeholders regarding the Capitol Planning and Investment Control (CPIC) process. The communication is enhanced by training, briefings, various documentation and other communication tools that supports MSC’s interaction with IT investment stakeholders.

The contractor shall provide portfolio management support to MSC to assist in aligning all IT investments with MSC’s corporate and strategic goals. Portfolio Management includes a number of activities and processes that allow MSC the means to Pre-Select (create new initiatives), Select (select investments and develop portfolios), Control (manage results) and Evaluate (review risks and returns).

4.2.1 Government Accountability Office Information Technology Investment Management (GAO ITIM) Framework

MSC is in the process of advancing its GAO ITIM framework maturity level.

The Contractor shall:

· assess, evaluate and assist MSC in defining its current maturity level

· present a course of action that will advance MSC’s GAO ITIM framework maturity level

· assist in weekly preparation of ITIM meeting briefing

4.2.2 Capital Planning and Investment Control (CPIC)

The Clinger-Cohen Act (CCA) of 1996 requires agencies to use a CPIC process to acquire, use, maintain and dispose of information technology (IT). It also encourages the use of performance- and results-based management of these initiatives. When the CPIC process is fully matured there are three steps which work in a continual cycle, control, evaluate, select. MSC is in the process of advancing its CPIC process.

4.2.2.1 MSC CPIC Process

To support MSC’s CPIC process the Contractor shall:

· assess, evaluate and assist MSC in defining its current CPIC maturity level

· build/utilize tools that show trend analysis, historical data, performance, risks and impacts in real time

· present a course of action that will advance MSC’s CPIC maturity level

· assess current CPIC process as implemented and provide recommendations for advancing MSC’s maturity level

· review CPIC submissions for accuracy and consistency, and compliance with applicable guidance

· provide recommendations to Leadership to address the IT investment risk to include schedule, cost and performance

· benchmark the performance of MSC’s IT activities against comparable processes in the public and private sector

4.2.2.2 New IT Initiatives

As MSC introduces new IT initiatives that require introduction into the CPIC, Program Planning and Budget Execution (PPB&E) and Defense Acquisitions Systems (DAS) decision processes the Contractor shall:

· evaluate new initiatives against pre-determined criteria

· provide results of new initiative evaluations which include efficiencies and IT investment risk

4.2.3 Portfolio Health Assessment

Portfolio Health Assessments are management tools used to support MSC’s IT investment decisions. The Contractor shall:

· implement a process for the repeatable and continual analysis of the MSC IT portfolio

· provide results of the MSC IT portfolio analysis which includes cost, schedule and performance and addresses trends, risks, and performance for IT investment

4.3 Enterprise Architecture (EA)

4.3.1 EA Background

Enterprise Architecture is defined as the processes, information flows, solutions, data descriptions, technical infrastructure and standards within MSC’s IT infrastructure. In addition EA assists decision makers in the execution of major decision processes such as the Defense Acquisition Systems (DAS) and Program, Planning and Budget Execution (PPBE).

4.3.2 EA Content Management

EA Content Management is a major EA functional area that defines the actual substance and makeup of all of the EA artifacts as well as how these artifacts are derived, captured, maintained, and made accessible. To support EA Content Management functions, the Contractor shall:

· develop the MSC Enterprise Architecture that includes current and target views of the performance, business, data, services, technology, and security architectures and divides the enterprise into logical parts that are architected in relation to enterprise wide needs and the inherent relationships and dependencies that exist among the parts

· refresh and maintain the architecture to ensure its currency and relevance

· develop and conduct the processes to manage changes to EA artifacts and the EA repository

· consolidate, store, quality control, audit, purge, maintain and publish the EA repository which includes all EA data and documentation

4.3.3 EA Analysis and Planning

EA Analysis and Planning allows MSC to use its architecture to inform strategic planning, program performance improvement planning, information resources management, information technology (IT) management, and capital planning and investment control processes. To support EA Analysis and Planning functions, the Contractor shall:

· assist in the development and maintenance of the MSC Enterprise IT Transition Plan which is the overall plan for transitioning to MSC’s target architectures

· conduct analyses to identify gaps, duplication, and opportunities for consolidation, and provide recommended courses of action

· assess MSC IT projects and supporting documentation for architectural impact and compliance with the EA

· annually assess MSC systems and networks registered in the Department of Defense Information Technology Portfolio Repository – Department of the Navy (DITPR-DON) for compliance with the Department of the Navy Enterprise Architecture (DON EA) and the DoD Business Enterprise Architecture (BEA)

· develop and conduct the processes to needed to govern EA development and use

· develop and maintain all aspects of assigned architecture projects

4.3.4 EA Training and Communications

EA Training and Communications provide MSC stakeholders with knowledge and understanding of enterprise architecture concepts and principles needed to advance EA maturity in the organization, as well as status of EA efforts. To support EA Training and Communications functions, the Contractor shall:

· conduct EA training classes and develop the instructional/reference materials required to support the training

· provide EA guidance, support, and coordination to stakeholders and IT project teams

· provide communications documents in accordance with technical direction

4.4 Financial Management (FM)

4.4.1 Background

The objective of financial management is to support IT governance through implementation of investment and fiscal policies, procedures and reporting for MSC C4S.

4.4.2 Planning, Programming and Budget

The contractor shall:

· integrate portfolio investment decisions into all planning, programming and budget tasks

· track and report the status for IT requirements as planned, programmed, budgeted, and unfunded

· track and report the status for all IT capital investments as programmed, budgeted, and placed into service

· track and report the status of all IT financial resources as committed, obligated, and executed in the C4S spend plan, program execution reviews, and required stakeholder reporting to ensure the accurate and complete mapping all transactions in all related financial and IT approval systems.

· assist in the preparation of all documentations to support program execution and midyear reviews, follow-up analyses, recommendations, and tracking

· assist in the preparation of all budget formulation/Program Objective Memorandum (POM) documentation to support the C4S directorate during the command, service, OSD and Congressional budgets submissions for both the Navy Working Capital Fund and the Transportation Working Capital Fund. Documentation includes, but is not limited to, a plan of action and milestones (POA&M), briefing packages, issue papers, reclama, and backup documentation. Assist in the development of this documentation which includes collecting, consolidating, validating, and analyzing requirements, assisting in the recommendation of prioritization of unfunded requirements, assisting in the preparation of recommendations to justify requirements and assisting in the prioritization of information for the requestor. Backup documentation may require development of cost estimates or cost models to support emergent issues

· compile and maintain budget formulation/POM data, and track and update documentation and issues throughout the budget cycle

· assist in the preparation of briefing materials, point papers, and/or adhoc reports to assess the financial impact in the formulation of strategic and operational plans

4.4.3 Acquisition Support Metrics

The Contractor shall:

· provide support in reviewing, assessing and complying with policies, standards, guidelines, or procedures established by DoD, DON, and ASN (RD&A)

· provide support for internal and external reports, to include analyses and recommendations on performance metrics

· analyze investment and operational costs, schedule and performance data as related to C4S contracts

· provide support in milestone planning, tracking, scheduling, briefing preparation, staff coordination, as well as decision documentation preparation and documentation

4.4.4 Other Financial Management

Other financial management actions include, but are not limited to processes supporting implementation of IT governance policies and procedures for investment and operational resources. The Contractor shall:

· conduct financial analysis, financial risk analysis and internal assessments to include identifying and evaluating financial risks and recommending management techniques to mitigate risk exposure

· assist in facilitating financially related Integrated Product/Process/Project Teams(IPTs), special advisory boards, off-sites, working groups, audit teams, and other activities as requested

· provide analytical assessments, studies and evaluations to improve financial policy development and decision making

· maintain and align cost allocation tables in accordance with C4S and MSC Comptroller policy

· assist in the development and documentation of C4S business processes

· assist in evaluating and analyzing business processes to address deficiencies impacting accuracy and compliancy with IT spending approval, documentation, and reporting which includes all C4S processes that impact or support audit readiness

· provide recommendations and initiatives for C4S improvements to reduce overall costs, including, but not limited to, business case analysis, cost benefit analysis, e-business solutions

· assist in the implementation of recommendations from external audit organization

· assist in the preparation of the annual and periodic statements and certifications

· assist in the preparation and updating of internally and externally requested acquisition- and financial management-related data calls

4.5 Funds Execution (FX)

4.5.1 Create and Process Funding Documents:

To document IT spending compliancy and audit readiness, the Contractor shall:

· assist in the preparation, processing, and storing of the documents (procurement requisition package) that support the requirements, costs, approvals, and processing from initiation to execution of funds

· prepare documents for MSC Internal and External stakeholders

· align funding with MSC’s budget authorities and spend plans.

· query the financial management system for information and status

· conduct a quality assurance check on each action

· ensure all documentation is placed in the IT data repository

· report/track funding data and maintain specified financial management information systems and any other official accounting program tracking systems

4.5.2 Invoice Management and Processing

The Contractor shall:

· assist in verifying invoices which includes but is not limited to, funds availability verifications, logging the actions into tracking tools, and resolving errors

· interface with the MSC Comptroller representative and customer as needed

4.5.3 Fiscal Year Closeout/Startup Support

The Contractor shall:

· assist in performing functions associated with fiscal year end closeout activities.

· ensure all approved IT requirements have funding documents prepared for execution upon receipt of new fiscal year budget authorities

4.5.5 IT Procurement Request Support

NAVADMIN 346/11 established an IT procurement request (ITPR) approval process to govern all IT spending by Navy commands. MSC is required to submit all IT procurements that will be paid through the Navy Working Capital Fund. To assist MSC in meeting and supporting this mandate the Contractor shall:

· enter data into the Navy Information Dominance System (NAV-IDAS) to support ITPRs

· perform the required checks for the data entered to ensure compliancy with capital investment and expense funds usage, CIO approval to fund, and compliancy with other laws and regulations governing IT spending

· conduct a detailed reviewed of ITPR data

· modify and update data entered

· communicating as required with stakeholders

4.5.6 Monthly Accruals

The Contractor shall:

· prepare, on a monthly basis, all accruals to submit to the Comptroller representative for input into the accounting system

· prepare accruals on schedule and accurate

5. Place of Performance

Under routine conditions and unless otherwise directed/approved by the COR all TDLs shall be performed at the Contractor site and on site at MSC facilities located on Naval Base Norfolk, Norfolk, VA.

6. Government Furnished Equipment

6.1 Government Property

The Government will provide onside contractors with NMCI networked computers to include access to the MSC LAN and telephones required to conduct normal project business.

6.2 Loss or Damage to Government Property

Upon the happening of loss or destruction of or damage to the Government property, the contractor shall promptly notify the Contracting Officer thereof, and shall take all necessary and reasonable steps to protect, preserve and recover the Government property, separate the damaged and undamaged Government property, put all the Government property in the best possible order, and furnish to the Contracting Officer a statement of (i) the lost, destroyed and damaged Government property, (ii) the time and origin of the loss, destruction or damage, (iii) all known interests in commingled property of which the Government property is a part, and (iv) the insurance, if any, covering any part of or interest in such commingled property. DD Form 200 shall be prepared for each missing, lost damaged Government property.

6.3 Disposition of Property

If property is provided by or at the expense of the Government under the terms of this contract, such property will be disposed of only with the discretion of MSC Property Administrator. Is the contractor’s responsibility to prepare documents, package, remove and transport material once the Government provides disposition instructions.

6.4 Inventories Upon Termination and Completion

Within 120 days of termination or completion of contract, the contractor shall perform and cause each subcontractor to perform a physical inventory, adequate for disposal purposes, of all Government property applicable to the contract unless MSC Contracting Officer waives the requirement. This inventory is due to the MSC Property Administrator no later than 60 days prior to contract completion/termination.

7. Contract Phase-In/Phase Out

7.1 Contract Phase- In

Following contract award, there will be a phase-in period. The purpose of the phase-in period is to ensure a smooth transition of services from the incumbent to the awardee. At the kick-off meeting, the Contractor shall present its plan of action (Transition Plan) to ensure the smooth transition of services from the incumbent to the awardee with no degradation of services. At the end of the phase in period, the Contractor shall be responsible for full performance in accordance with the terms of the Contract.

7.1.1 Phase-In Plan

No later than 15 business days after the kick-off meeting, the Contractor shall have completed the development, with Government input, of a plan of action to ensure the smooth transition of services from the predecessor Contractor to the Contractor with no degradation of services.

7.2 Contract Phase-Out

There will be a contract phase-out period commencing 90 days prior to end of contract. The purpose of the phase-out period is to ensure a smooth transition of services from the incumbent to the awardee. The Contractor shall provide the services necessary to ensure a successful transition of services from it to the awardee under a subsequent contract for the same or similar requirement. No later than 120 days period to the end of the contract, the Contractor shall develop, with input from the Government, a plan of action to facilitate the transition of services to the incoming Contractor with no degradation in services.

7.2.1 Phase-Out Plan

No later than 120 calendar days prior to the end of the Contract, the Contractor shall develop, with input from the Government, a plan of action to facilitate the transition of services to the incoming Contractor with no degradation in services. This plan will commence 90 days prior to the end of Contract.

8. Deliverables

All written documentation and other materials as described below shall be submitted in accordance with the Table 8.1 Deliverables Table.

TABLE 8.1 TDL Deliverables Table

Program Analyses (including Business Cases Analysis, Cost/Benefit Analysis and Cost Effectiveness Analyses)

MS Word

8.1 Meeting Plans and Reports

8.2 Kickoff Meeting

The Government shall schedule and coordinate a kick-off meeting within 15 business days to beheld not later than 30 business days of Contract award.

The Contractor shall develop and, after Government approval, distribute the kick-off meeting minutes and action items within five business days after the kick-off meeting.

8.3 Program Management Plan (PMP)

The Contractor shall provide a draft PMP to the MSC COR at the kick-off meeting. The Government will provide comments to the Contractor within 15 days of receipt of the draft PMP. The Contractor shall provide the final PMP to the MSC COR within 30 days after receipt of Government comment. The Contractor shall keep the PMP up-to-date, and be prepared to brief any plan content to the Government at short notice (within 24 hours). The PMP shall include a detailed integration plan that focuses on a cohesive development of all technical development letters.

8.4 Monthly Status Report (MSR)

The Contractor shall provide MSRs to the COR.

The Contractor shall provide the format for the MSR at the kick-off meeting.

The Contractor shall provide a consolidated Plan of Action and Milestones as required.

8.5 Program Management Reviews

The first review will be conducted six months after award. Subsequent reviews will be done at six-month intervals.

The Contractor shall prepare and submit a Program Management Review (PMR) agenda to the COR five days prior to the PMR meeting and prepare minutes within five days after the meeting.

9. Security

9.1 Physical Security

Security policies and procedures for safeguarding information will be IAW National Industrial Security Program Manual (NISPOM), DoD, DON, and MSC security documents and directives, and shall be followed by the Contractor. Work performed as part of executing this requirement will require access up to SECRET. MSC shall provide the Contractor with access to all areas necessary to support Contract performance. Any materials furnished in support of this Contract remains the property of the DoD, agency or command originator. As part of this contract, the contractor will have safeguarding requirements as some of the support will be completed outside a government facility at the contractor's facility.

At the direction of MSC, upon completion or termination of the Contract, all classified material/information furnished will be returned to the direct custody of the designated Information Assurance Manager (IAM), or destroyed IAW applicable instructions. Upon completion or termination of the Contract, all materials will be returned to MSC IAW applicable instructions.

This effort may require access to U.S. Government classified information and facilities. The Contractor shall provide personnel that have a current U.S. Government SECRET security clearance where necessary.

Prior to contract award, Contractors must have a SECRET facility security clearance. An interim facility clearance prior to contract award is also acceptable. At a minimum, all personnel (includes Contractor and sub-Contractor) working with classified information and on U.S. Government facilities will require a SECRET Clearance.

9.2 Personnel Security

As described above, work performed as part of executing this requirement may require access up to and including access to SECRET classified information. All personnel in support of the Contract shall be required to maintain a SECRET clearance based upon a minimum of a National Agency Check with Law Enforcement and Credit Check (NACLC). The Contractor shall pursue and obtain SECRET clearances for all personnel as applicable with the Contract. This requirement also applies to all sub-Contractor personnel supporting the Contract.

The Contractor shall establish and maintain an access list of those employees working on the Contract. The Contractor shall provide an initial access list to the COR at the onset of the Contract; and an updated copy of the list shall be furnished to the COR immediately upon reassignment of personnel within the Contract. Additionally, this list shall be provided through the Joint Personnel Adjudication System (JPAS) or shall be coordinated through the Command Security staff if JPAS is not available to validate and verify personal security clearances are being maintained. All personnel reassignments and changes shall be provided via the revised access list to the MSC Security Manager and the COR and updates shall be maintained in JPAS.

Personnel performing classified services who have access to classified material must be U.S. Citizens. All contracting personnel who have access to classified information must comply with DoD Directive Number 5240.06 regarding Counterintelligence Awareness and Reporting and will coordinate to meet training requirements. See DoD Directive Number 5240.06 for training requirements and compliance.

The Contractor shall immediately notify the COR if any personnel in support of the Contract has their clearance revoked or the clearance has expired, or if the personnel are involved in a reportable incident or violation.

10. Common Access Cards

10.1 Security Clearance and Common Access Cards (CAC)

Personnel may require access to information that may be deemed classified up to Secret. Those personnel requiring access to classified information shall maintain a clearance based upon at a minimum a favorably adjudicated National Agency Check with Law and Credit (NACLC) and access granted up to SECRET.

10.2 Authorized Personnel and Computer Access

Personnel may require access to the Local Area Network (LAN) with a Government computer account, although they may not require access to classified information. Access to government computers and systems require at a minimum a favorably adjudicated National Agency Check with Law and Credit (NACLC) investigation and the submission of a SAAR-N form to MSC.

10.3 Common Access Cards (CAC)

To support access to the government computers and systems, authorized personnel shall obtain a CAC. CACs are to be issued only through the auspices of the Trusted Agent to U.S. Citizens, U.S. Permanent Resident Aliens or such other individuals as may be authorized by Commander Military Sealift Command (COMSC). To be eligible for a CAC, contractor personnel shall comply with Homeland Security Presidential Directive 12 (HSPD-12) requiring the completion of an FBI fingerprint check with favorable results and the initiation of a National Agency Check with Written Inquiries (NACI). An individual who maintains a current equivalent or higher investigation shall not require an additional NACI. As required for access to the government computers and systems, the NACLC suffices. The Contractor shall ensure that personnel stipulated in paragraph C-1.7.1.1 obtain a CAC. The CAC shall not be used for any unauthorized purpose. Fees associated with obtaining CACs are for the Contractor's account.

10.4 Tracking and Disposition

The Contractor shall immediately inform the Contracting Officer in writing if a contractor employee is given an adjudication of "Access Suspended", "Interim Declination", "Loss of Jurisdiction", "No Determination Made", or has their clearance eligibility otherwise withdrawn, denied, or revoked. The Contractor shall be responsible for the control of CACs issued to its personnel under MSC contract. In order to ensure positive control of CACs, the Contractor shall surrender to the Trusted Agent all CACs issued in the performance of this contract upon: 1) Termination of the contract; 2) Redelivery of a vessel; or 3) As directed by the issuing authority, the Trusted Agent, or the Contracting Officer.

10.5 CAC Reporting

A report shall be made to the Contracting Officer within 24 hours of discovering any CAC is lost, stolen, or destroyed. The Contracting Officer will then generate a report to 1) the Trusted Agent for cancellation of the card, 2) to the local U.S. Military Security Office, and 3) to the appropriate MSC Leadership.

11. Training Courses

In addition to any Contractor-required training, at any time during the period of this Contract and any options or extensions hereto, Contractor employees with access to government computers or networks may be required to take training courses (e.g., Information Assurance (IA), Prevention of Sexual Harassment) or participate in drills (e.g. fire) equal to that required for similar government employees. The COR will provide access to all training material.

Training courses shall not cost the Contractor tuition. Any time lost due to failure to comply with required training is not chargeable to the Government. The Contractor shall ensure that all affected employees subject to this Contract comply with all such training programs, which shall include, but not be limited to, notification to the Contracting Officer and COR of the training status of Contractor personnel as provided herein.

12. Personnel Requirements

Contractor Personnel shall meet the personnel requirements specified below. In addition all personnel must have experience in Planning, Programming, Budget and Execution (PPB&E) and the Department of the Navy (DON) . Additionally, all Contractor personnel performing work under this Contract shall be fluent in English and citizens of the United States of America.

In addition to the skills depicted below the Contractor shall provide a support that staff is proficient on Microsoft software to include but not limited to: Word, PowerPoint, Excel, Access, Outlook, Project and Visio. The Contractor shall also be competent in Sharepoint.

The personnel requirements are as follows:

12.1 Key Personnel

The Contractor shall identify key personnel in the technical proposal. Key personnel substitutions will be in accordance with Section 14.0 the key personnel clause.

12.1.1 Senior Program Manager

12.1.1.1 ITGPS Contract Lead:

The Information Technology Governance and Process Support (ITGPS) contract lead shall be the primary liaison to the Government for all TDLs associated with this contract as well as manage the work schedules and activities performed by the contractor employees. The ITGPS lead shall perform quality assurance checks on all products and analyses produced by the ITGPS contract. The ITGPS contract lead shall be proficient in all TDLs associated with this contract. The ITGPS contract lead shall have a PMP certification with a demonstrated experience level not less than 10 years managing scope, cost and time of multilayered projects for an organization with annual budget authorization of at least $175M.

12.1.2 Project Manager/TDL Lead (one per TDL)

12.1.2.1 KM TDL Lead:

The Knowledge Management (KM) TDL lead shall be the primary liaison to the Government for the KM TDL. The KM TDL lead shall manage all aspects of IT Governance, Data Management and Data Calls as represented in the TDL. The KM TDL lead shall be proficient in principles, methods and practices associated with managing an integrated data repository and multiple data calls for IT governance policy and processes. The KM TDL lead shall be proficient in all Microsoft Office applications, as well as SharePoint. The KM TDL lead shall have a demonstrated experience level not less than 7 years of managing and integrated data repository and complex data calls. A PMP certification would be preferred for the KM TDL lead.

12.1.2.2 PfM TDL Lead:

The Portfolio Management (PfM) TDL lead shall be the primary liaison to the government for the Portfolio Management TDL. The PfM TDL lead shall perform quality assurance checks and analysis on all PFM products. These products shall include but not be limited to briefings, presentations, and analyses. The PfM TDL lead shall manage the organizational investment maturity initiatives in Portfolio Management. Knowledge and experience shall include but not be limited to the latest trends policies and guidelines pertaining to capital investment planning and IT investment risk management. The PfM TDL lead shall have a demonstrated experience level for an organization with annual budget authorization of at least $175M of not less than 7 years in verbal and written communication, project and program management, and implementation of the GAO ITIM framework and assessment, CPIC, PPB&E, and Defense acquisition decision systems.

12.1.2.3 EA TDL Lead:

The EA TDL lead shall be the primary liaison to the government for the EA TDL order and shall manage the work schedules and activities performed by the contractor employees for the TDL as well as perform quality assurance checks on the architecture products and analyses produced. The EA TDL lead shall manage the projects for the development of architectures in accordance with standard project management methodologies. The EA TDL lead shall be knowledgeable of IT principles, methods, and practices in enterprise architecture within the DoD environment in order to lead planning, analyses, and presentation of recommendations for resolution of complex IT issues affecting the MSC enterprise.

12.1.2.4 FM TDL Lead:

The FM TDL lead shall be the primary liaison to the Government for the FM TDL. The FM TDL lead shall manage all aspects of Planning, Programming and Budget, and Acquisition Support as depicted in the TDL. The FM TDL lead shall be proficient in the principles methods and practices associated with lifecycle cost estimation. The FM TDL lead shall have a demonstrated experience level not less than 7 years of defense budgeting and lifecycle cost estimation.

12.1.2.5 FX TDL Lead:

The Funds Execution (FX) TDL lead shall be the primary liaison to the Government for the FX TDL. The FX TDL lead shall manage all aspects of creating/processing funding documents, invoice management/processing, and fiscal year close-out/start-up as represented in the TDL. The FX TDL lead shall have a demonstrated experience level not less than 7 years of funds execution experience.

13. Work Week

All or a portion of the effort under this Contract will be performed on a Government installation, Government ship or at the Contractor’s facility. The normal workweek for Government employees at MSC is 8:00 AM – 4:30 PM ET. Work at this Government installation, shall be performed by the Contractor within the normal workweek unless differing hours are specified and agreed to by the COR. Federal holidays observed by the Government can be found at https://www.opm.gov/policy-data-oversight/snow-dismissal-procedures/federal-holidays/.

This Contract does not allow for payment of overtime.

14. IA Training and Certifications

Contractor organization must comply with DoD policy by ensuring employees receive the proper development and acquire a understanding of the concepts, principles, and applications of IA for each category, specialty, level, and function to enhance protection and availability of DoD information, information systems, and networks.

As a participant of the DoD IA workforce, Contractor employees must develop IA skills and sustain processes, comprised of resident courses, distributive training, blended training, supervised on the job training (OJT), and exercises. In addition, Contractor employees must acquire the proper certification/recertification that is required for the level of IA functions being performed.

15. Definitions/Acronyms

Knowledge Management - the integration of people and processes, enabled by technology, to facilitate the exchange of operationally relevant information and expertise to increase performance. MSC envisions knowledge management as providing the basis from which IT decisions will be made and actions will be taken

Enterprise Architecture - the processes, information flows, solutions, data descriptions, technical infrastructure and standards within MSC’s IT infrastructure. In addition EA assists decision makers in the execution of major decision processes such as the Defense Acquisition Systems (DAS) and Program, Planning and Budget Execution (PPBE).

C4S N6 – Command, Control, Communications and Computer Systems Directorate CAC – Common Access Card CIO – Chief Information Officer COR – Contracting Office Representative CPIC – Capital Planning and Investment Control CVS – Contractor Verification System DAS – Defense Acquisitions Systems DoD – Department of Defense DON – Department of the Navy DONCIO - Department of the Navy Chief Information Officer EA – Enterprise Architecture FX – Funds Execution FY – Fiscal Year GAO – Government Accountability Office GFE – Government Furnished Equipment GFI – Government Furnished Information IAM – Information Assurance Manager IM – Information Management IT – Information Technology ITIM – Information Technology Investment Management ITPR – Information Technology Procurement Request KM – Knowledge Management MSC – Military Sealift Command MSR – Monthly Status Report OMB - Office of Management and Budget OSD – Office Secretary of Defense NAV-IDAS – Navy Information Dominance System PfM – Portfolio Management PM – Program Manager PMP – Program Management Plan PMR – Program Management Review POA&M – Plan of Action and Milestones POM – Program Objective Memorandum PPBE – Program Planning and Budget Execution RD&A – Research Development and Acquisition SOP – Standard Operation Procedure

CLAUSES INCORPORATED BY REFERENCE

CLAUSES INCORPORATED BY FULL TEXT

52.212-2 EVALUATION--COMMERCIAL ITEMS (OCT 2014)

(a) The Government will determine which proposals will be the most advantageous to the Government utilizing Lowest Price, Technically Acceptable source selection procedures, to include acceptable past performance.

(b) Basis for Award. The Government will award no more than one award resulting from this solicitation to the responsible Offeror whose…