NAE Final RFP N68520-22-R-0008.docx

N6852022R0008

Section A - Solicitation/Contract Form

SECTION A

A.1 POINTS OF CONTACT

CONTRACTING OFFICER:

Meagan Foster meagan.m.foster.civ@us.navy.mil

CONTRACT SPECIALIST:

Meghan Huett meghan.e.huett.civ@us.navy.mil

CONTRACTING OFFICER REPRESENTATIVE:

TBD at AWARD

A.2 NOTICES TO OFFERORS

(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 $16,500,000 ($16.5M).

(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 14 August 2022, with a performance start date of 13 September 2022. Please note that these are estimated dates and are subject to change.

Section B - Supplies or Services and Prices

ADDITIONAL INFORMATION

B-1 Streamlined Ordering for Cost Plus Fixed Fee Term Level Of Effort (LOE) Orders

LOE Orders will be issued under this contract using the following streamlined ordering procedures:

(1) For each proposed order, the contracting officer will provide the contractor with a Task Order (TO) and an Independent Government Cost Estimate (IGCE). The IGCE is an estimate of labor hours by labor category utilizing the estimated and negotiated Composite Labor rates Table below to calculate the total estimated cost for the proposed TO. The TO fixed fee is calculated using Section B-2 and Section H Clause 5252.232-9510 PAYMENT OF FIXED FEE (NAVAIR).

(2) These Composite rates are estimates, and invoicing will be based on actual costs incurred. Ceiling for Other Direct Costs (ODC) will be priced in accordance with the Government estimate. TOs crossing multiple years will be estimated by the Government using the composite rates for each year in proportion to the period of performance of the TO.

(3) Requirements for contractor response:

(i) If the contractor agrees that it can perform the TO within the parameters of the IGCE, the contractor shall sign and return the DD1155 to the contracting officer within three (3) working days of receipt of the TO and IGCE. If the requirement remains valid, a priced order will be issued to the contactor.

(ii) If the contractor does not agree with the TO and/or IGCE, the contractor shall submit a proposal to the contracting officer within five (5) working days of receipt of the TO and IGCE, addressing only the specific areas of difference in labor categories and/or hours in the IGCE. Once the differences are resolved between the contracting officer and the contractor, and the requirement remains valid, a priced order will be issued to the contractor.

(iii) If the contractor fails to respond to the proposed order within five (5) working days of receipt of the TO, the contracting officer may unilaterally issue the TO or extend the deadlines above when in the best interest of the Government.

B-1 Table Estimated and Negotiated Labor Rates:

To ensure maximum flexibility in developing ROM estimates for TOs, the following estimated and negotiated labor rates will be used, regardless of location.

The Government Labor Categories column correlate to Section C Statement of Work.

The average Fully Burdened Labor Rate per Hour is entered in the table below as proposed for each labor category during the applicable performance year (1-5) of the ordering period. Numbers only are entered, in U.S. dollar format ($###.##) rounded to the nearest cent. Fully Burdened Labor Rates shall include direct labor cost, fringe, overhead, G&A, subcontractor pass-through rate, and fee on total cost, but should not include Fully Burdened Other Direct Costs (ODCs) such as Materials, and Travel. This would be the total labor costs (the sum of both the prime and all subcontractors) costs for that labor category divided by the total number of labor hours for that category to arrive at the average (composite) Fully Burdened Labor Rate per Hour.

Administrative Assistant, Junior

Advisor, Journeyman

*Advisor, Senior

Analyst, Junior

*Analyst, Journeyman

Analyst, Journeyman

*Analyst, Senior

Curriculum and Training Developer, Journeyman

Data Engineer, Journeyman

Data Engineer, Senior

Data Scientist, Journeyman

Data Scientist, Senior

Database Analyst, Journeyman

*Database Analyst, Senior

Information Assurance Manager, Senior

Management Consultant, Senior

PowerApps Developer, Journeyman

*Program Manager, Senior

Software Engineer, Junior

Software Engineer, Journeyman

Software Engineer, Senior

System Analyst, Journeyman

UX Designer, Journeyman

* Denotes Key Personnel Position

B-2 Fee:

The composite rates from B-1 will be used to develop the total estimated Cost Plus Fixed Fee. Fixed Fee will be calculated based on fee per hour and in accordance with 5252.232-9510 Payment of Fixed Fee (NAVAIR) (OCT 2005). The fee per hour is the total fee proposed for all periods divided by the total number of hours for all periods (1,400,640). The non-performance based fee per hour is $ To Be Completed by Offeror in accordance with Section I.

Lot

Labor; O&M,N

CPFF

Labor - Naval Aviation Enterprise Support Services IAW Section C, Statement of Work FOB: Destination

PSC CD: R408

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Lot

CPFF

Increase Capacity Labor (10%) IAW Section C, Statement of Work

ESTIMATED COST

FIXED FEE

TOTAL EST COST + FEE

Lot

Travel and ODCs; O&M,N

COST

Travel and ODCs in support of CLIN 0001 and 0002 IAW Section C, Statement of Work

ESTIMATED COST

Lot

COST

Increase Capacity (10%) Travel and ODCs in support of CLINs 0001 and 0002 IAW Section C Statement of Work

ESTIMATED COST

Data; NSP

Data in support of CLINs 0001 and 0002, IAW Exhibit A, DD1423, Contract Data Requirements List and Section C, Statement of Work

NET AMT

CLAUSES INCORPORATED BY FULL TEXT

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.

Option Item 0002 – The contractor shall provide Services IAW 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 Travel and ODCs IAW NAVAIR clause 5252.232-9509 and within the scope of Section C, SOW, of the basic contract and as detailed in any individual task order SOW.

Option Item 0004 – The contractor shall provide Travel and ODCs IAW NAVAIR clause 5252.232-9509 and within the scope of Section C, SOW, of the basic contract and as detailed in any individual task order SOW.

Item 0005 – 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.

NAVAL AVIATION ENTERPRISE (NAE) IDIQ

STATEMENT OF WORK (SOW)

1.0 Background

1.1 General

The mission of the NAE (including F-35) 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 The NAE is focused on aviation and aircraft carrier warfighting capabilities 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) Exercise a bias for action and decision-making (2) Concentrate efforts on producing required readiness (3) Understand the single fleet-driven metric: Providing Naval Aviation forces in the numbers required to meet Navy and Marine Corps readiness and warfighting requirements (4) Drive systemic and collaborative, cross-command practices (5) Apply disciplined, process-driven, analytic methodologies (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 (9) Commit to active participation.

Top-level processes in enterprise management include, for example, current readiness; engineering, maintenance and supply chain management; reliability control; future readiness; data management/analytics; 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 Corps, 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 higher echelon guidance to 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 and consistent with the Naval Sustainment System-Aviation (NSS-A) approach. 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 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.

2.0 NAE 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 teams. 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. Teams 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 six NAE teams:

1. Current Readiness Team (CRT)

2. Future Readiness (FRT)

3. Reliability Control Team (RCT)

4. Total Force (TFT)

5. Cost Analytics Team / Chief Financial Officer Support (CAT/CFO)

6. Naval Aviation Analytics Consortium (NAAC)

In addition to the NAE Teams, the Aviation Maintenance Supply Readiness Reporting (AMSRR) Program provides objective assessment and reporting of readiness status on aircraft, installed/non-installed mission equipment, support equipment, and aircraft launch and recovery equipment (ALRE). It also provides supply management data and reports. AMSRR supports Department of Defense (DoD) readiness reporting requirements through integration with the Aviation Data Warehouse (ADW), the Maintenance Figure of Merit (MFOM), and the Readiness Enterprise.

AMSRR shares aviation maintenance and material data with Naval Aviation Logistics Command Management Information System (NALCOMIS) and provides aviation material status to the Defense Readiness Reporting System - Navy (DRRS-N).

2.1 Current Readiness Team (CRT)

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 ensuring leadership understands Operations & Support (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) Provide NAE leadership a cost and performance management framework to manage O&S costs; (3) 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; (4) Reduce inefficiencies within the aviation manpower and manning supply chain; (5) Provide Naval Aviation Current Readiness Data Base Management, metrics analysis that support measuring Fleet readiness, Current Readiness initiatives. In addition, develops predictive analytical capability to measure future Fleet resourcing needs.

2.1.1 Maintenance Operations Center/Aircraft on Ground (MOC/AOG)

Identify barriers to readiness and O&S cost control within TMS teams leveraging the NSS-A approach and in support of the MOC/AOG and execute initiatives to resolve or escalate barriers to Naval Aviation leadership.

2.1.2 Carrier Readiness Team (CVN-RT)

Identify barriers to readiness and O&S cost control within CVN-RT and execute initiatives to resolve or escalate barriers to Naval Aviation leadership.

2.2 Future Readiness Team (FRT)

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.

2.3 Naval Aviation Analytics Consortium (NAAC)

The NAAC’s mission is to develop and implement Data Driven Decision-making and solutions within Naval Aviation via data analytics products, processes, and requirements that accelerate readiness and lethality. In support of this mission, NAAC activities will focus on maximizing mission performance and business smart decision-making, reduction of cycle time, and aligning incentives to sustain long-term improvements in enterprise performance. The NAAC will report the status of analytical capability, identify the gaps in Naval Aviation analytics, and prioritize analytical product development; all supporting positive readiness outcomes. Additionally, the NAAC will ensure the accuracy and standardization of metrics by reviewing and endorsing effective metrics and rejecting inaccurate and/or duplicate metrics.

2.3.1 Force Readiness Analytics Group (FRAG)

The contractor support to the NAAC will include support to CNAF FRAG and the NAVAIR Readiness and Fleet Analytics Department. The responsibilities and tasks include: (1) Develop analytic products and practices that create measurable improvement for processes and decision support across Naval Aviation, (2) Provide the Enterprise with actionable and sustainable analytics products that enable data-supported decision aides, requirements and policy development, (3) Identify and establish data handling best practices, then submit policy and/or requirements recommendations as appropriate, (4) Prioritize gaps in analytical products to maximize readiness outcomes – achieving common goals, (5) Endorse and govern Naval Aviation analytical metrics – creating standardization, (6) Facilitate data literacy within Naval Aviation through intuitive products promoting best practices through exposure.

2.4 Reliability Control Board (RCB) and Reliability Control Team (RCT)

NSS-A is built on seven pillars (Governance/Accountability/Organization; Surge; FRC Reform; O-level Reform; Supply Chain Reform; Engineering and Maintenance Reform and Cost). RCBs tie these pillars together and ensure that readiness is sustained once goals are met. The crux of the RCB effort is to focus on the top systems, sub-systems, and components affecting the readiness and reliability of the TMS platform or commodity and apply systematic processes and efforts to remove the barriers degrading the readiness and reliability of the overall platform or commodity.

Degrader Action Cells (DACs) are the primary inter-disciplinary teams empowered to work-to-solution the various issues affecting the degradation of the readiness or reliability of the TMS platform or commodity. The DAC documents the issues affecting readiness/reliability, performs root cause analyses, and proposes recommendations for solution to program and TMS leadership at periodic Program Reliability Control Boards (PRCBs). These PRCBs, in turn, report periodically to an overall Executive Reliability Control Board (ERCB) to work out policy, process, or funding issues that could not be executed at the program or Program Executive Office (PEO) levels.

Overarching issues affecting the readiness and reliability of multiple TMS platforms or commodities and which are not unique to a single program are known as systemic degraders. These issues are addressed through Systemic Degrader Reliability Control Boards (SDRCBs) and are worked-to-solution similarly as a PRCB through the use of DACs. The RCB effort currently has five systemic degrader themes: Data Gaps, Data Integrity, Corrosion Control, Electrical Wiring Integrating System (EWIS), and Fuel Cells.

The RCT is the support staff group that coordinates and administers the schedule for the overall RCB effort, including the monthly ERCB, PRCBs and SDRCBs, for the NAE.

2.5 Total Force Team (TFT)

The NAE engages Total Force stakeholders to develop and drive strategic Enterprise-wide processes that maintain a diverse, cost effective, and technically proficient workforce to conduct and sustain warfighting capability. TF Stakeholders include 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. TF focuses on the development, implementation, and maintenance of Navy-wide alignments, policies, procedures, processes and metrics for reporting personnel readiness including training and proficiency levels.

2.6 Cost Analytics Team / Chief Financial Officer (CAT/CFO)

The CAT/CFO integrates the interests of NAE stakeholders in order to form a balanced risk approach to Naval Aviation resource and investment decision-making while offering strategic cost analysis recommendations to NAE leadership. Objectives of this team 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 readiness and sustainment harmonization; and leading TMS cost variance analysis efforts.

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 readiness/results.

1. Reducing any gaps between current production levels and entitlement for USN and USMC Units 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 approvaland 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.

1. Provide operations and sustainment support to NAE readiness reporting systems.

4.0 General Requirements

4.1 Applicable Documents

Any relevant DoD Instructions, directives and notes, as well as any pertinent policies, procedures and guidelines necessary to complete tasking will be addressed in individual task orders. Examples include:

Operational Structure and Guidance (OSAG) Current Readiness Team Handbook

4.2 Compatibility

The Contractor shall maintain the capability to prepare documents and software packages compatible with the Government IT environment through the security classification of this SOW. The current operating environment required for this contract includes:

Microsoft Windows 10 Microsoft Project 2010 Microsoft Office Professional Plus 2010 Adobe Acrobat XI (reader) Internet access

The Contractor shall maintain the ability to interface with and transfer data to and from requiring office software applications and their upgraded versions. The Contractor shall maintain state-of the-art anti-virus software and ensure that all media are virus free when delivered. The Contractor shall be capable of Internet and LAN communications with the NAE. Contractor personnel shall be capable of maintaining real-time communications, both voice and data transfer capabilities, with NAE during working hours whether at Contractor work site or on travel.

4.2.1 Section 508 Compliance

Unless the Government invokes an exemption, all Electronic and Information Technology (EIT) products and services proposed shall fully comply with Section 508 of the Rehabilitation Act of 1973, per the 1998 Amendments, 29 United States Code (U.S.C.) 794d, and 36 Code of Federal Regulations (CFR) 1194. The Contractor shall identify all EIT products and services proposed, identify the technical standards applicable to all products and services proposed, and state the degree of compliance with the applicable standards. Additionally, the Contractor must clearly indicate where the information pertaining to Section 508 compliance can be found (e.g., vendor’s website or other exact web page location). The Contractor shall ensure that the list is easily accessible by typical users and will be determined at Task Order Award and shall inform the COR and TPOC of the information location.

4.3 Work Location

The contractor shall perform this work primarily at specific government sites nationwide and outside CONUS including Hawaii and Japan with specific sites identified at the Task Order level. The Government will provide a Workforce Qualifications and Staffing Plan to include all detailed performance locations for each position, including on and off-site designations, with each Task Order. The contractor shall perform this work at the specific locations identified for each position. Any changes in specific performance locations must be approved by the Government in advance. Information available to the Contracting Officer at this time indicates approximately 85% Government site (on-site) and 15% Contractors’ site (off-site). However, Contractors are cautioned to treat the above percentage information as estimates only.

Department of Defense Instruction 1035.01 of 4 April 2012 will be used as a guide for determining situations where teleworking is feasible. The Government reserves the right to prohibit telework where the Government determines it to not be in the Government's best interest. Situational and/or recurring telework may be allowable on a case by case basis as determined at the task order level.

Performance locations may include but are not limited to:

Virtual COMFRC, Patuxent River, MD DLA-Aviation, Richmond, VA JRB Arlington, VA JRB Fort Worth, TX JRB New Orleans, LA MCAS Cherry Point, NC (may include MCAS Beaufort, SC support) Japan (includes MCAS Futenma, Okinawa and MCAS Iwakuni, Japan) MCAS Miramar, San Diego, CA MCAS New River, NC MCAS Yuma, AZ MCB Camp Pendleton, San Diego, CA MCB Kaneohe Bay, HI NAS Fallon, NV NAS Jacksonville, FL (includes NAS Mayport and NAS Jacksonville) NAS Lemoore, CA NAS Norfolk, VA NAS North Island, San Diego, CA NAS Pensacola, FL NAS Point Mugu, CA NAS Oceana, VA NAS Whidbey Island, Oak Harbor, WA NAVAIRSYSCOM Patuxent River, MD NAVAIR Washington Liaison Office Arlington, VA NAVSUP WSS, Philadelphia, PA NAWCAD Patuxent River, MD NSA Mid-South, Millington TN NSA Norfolk, VA Pentagon, Arlington, VA Tinker AFB, Oklahoma, OK Washington Navy Yard Washington, D.C.

4.4 Government Furnished Information, Office Space, and Equipment

The Navy shall provide the Contractor with access to personnel, data, and databases associated with the tasks called out above. This will include, but is not limited to, financial information related to future cost planning and current budget execution, procedures and policies, and existing performance information.

The Navy and Marine Corps will provide access to Navy-Marine Corps Intranet (NMCI) or Marine Corps Enterprise Network (MCEN) “seats” as required. The Contractor will comply with all NMCI/MCEN certification and operation requirements.

When the Contractor is expected to work on Government site, the Government will provide suitable office facilities and computer access.

4.5 Work Schedule to include Compressed Work Schedule (CWS), Overtime, Holidays, and Installation Closure

4.5.1 Work Schedule

The contractor shall provide support services within the timeframe of normal business hours Monday – Friday 0600 - 1800. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the work force are essential.

The Government will provide the Contractor access to Government facilities as required to complete this contract. Access will be provided during normal business hours or other applicable timeframes as required. The Contractor must, however, obtain CACs for its employees in accordance with Section 9.0 in order to access Government facilities.

Regardless of any contractual clause, term and/or condition that states otherwise, contractors are not authorized to directly charge contracts for work they do not perform.

4.5.2 Alternative Work Schedules

The Contractor may allow its employees to work an alternative work schedule, such as CWS schedule, provided the requirements of this SOW are met. If the contractor chooses to allow its employees to work an alternative work schedule in support of this contract, any additional costs associated with the implementation of the alternative work schedule vice the standard schedule are unallowable costs under this contract and will not be reimbursed by the Government. Additionally, the alternative work schedule shall not prevent Contractor employees from providing necessary staffing and services coverage as required by the Government, in coordination with the COR.

CWS, for example, is an alternative work schedule to the traditional five 8.5 hour workdays (which includes a 30-minute lunch) worked per week. Under a CWS schedule, an employee completes the following schedule within a two-week period of time: Eight weekdays are worked at 9.5 hours each (which includes a 30-minute lunch), one weekday is alternately worked as 8.5 hours (which includes a 30-minute lunch) and one weekday is not worked by the employee. The result is 80 hours worked every two weeks, with 44 work hours one week and 36 work hours the other.

4.5.3 Holidays

The Government observes the following holidays:

New Year’s Day, Birthday of Martin Luther King, Jr., Washington’s Birthday, Memorial Day, Juneteenth (when officially recognized by OPM), Independence Day, Labor Day, Columbus Day, Veterans Day, Thanksgiving Day and Christmas Day.

With the exception of the events in section 4.5.4 below, the contractor is permitted to observe the above Holidays in accordance with its corporate policy.

4.5.4 Installation Closure

When Federal facilities are closed by the Government, or when Federal employees are officially excused from work due to a holiday or a special event, severe weather, a security threat, or any other Government facility related problem that prevents Federal personnel from working at the Government facility, contractor personnel assigned to work at that facility in support of such Federal employees shall follow their parent company’s policies.

While generally contractor personnel may not perform work on-site at a Government facility without oversight from Federal personnel, in very limited circumstances, work being performed by contractor personnel may be deemed mission essential and performance of such mission essential work may be authorized to continue at the Government facility despite the facility being otherwise closed for normal operations. The circumstances permitting work being performed by contractor personnel to be deemed mission essential are extremely limited and generally only apply to performance of efforts related to public health, safety, or matters related to national security. The cognizant Contracting Officer must concur with any determination that work being performed by contractor personnel is mission essential.

4.6 Management of Contractor Personnel

The Government will neither supervise contractor employees nor control the method by which the contractor performs the required tasks. Under no circumstances will the Government assign tasks to, or prepare work schedules for, individual contractor employees. The contractor shall manage its employees and guard against any actions that are of the nature of personal services, or give the perception of personal services.

4.7 Subcontract Management

The Contractor shall be responsible for any subcontract management necessary to integrate work performed on this contract and shall be responsible and accountable for Sub-Contractor performance on each contract.

Provisions stated herein shall be clearly and effectively communicated to all subcontractors providing support under this contract. All provisions of this SOW shall flow down to subcontractors providing support under this contract.

4.8 Quality Control

The Contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this SOW and the Surveillance Activity Checklist (SAC), Section J, Attachment 1. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractor’s quality control program is the means by which the Contractor assures that work complies with the requirement of the SOW.

4.9 Quality Assurance

The Government shall evaluate the Contractor’s performance under this contract in accordance with the SAC, Section J, Attachment 1. The principal evaluator of Contractor work quality is the Government COR/ACOR in coordination with TPOC/ATPOC. This plan is primarily focused on what the Government must do to ensure that the Contractor has performed in accordance with the performance standards. It defines how the plan will survey, observe, test, sample, evaluate, and document the Contractor’s performance standards identified in the contract.

5.0 Personnel Qualifications

5.1 The Contractor shall be responsible for employing personnel having at least the minimum level of education, training, and experience, and security clearance as stated under each labor category specified herein and the Workforce Qualification Staffing Plan, Section J, Attachment 2.

5.2 Key Personnel: Positions as indicated in Section J, Attachment 2 are designated as key positions.

5.3 College Degree: All degrees shall be obtained from an “accredited college or university” as recognized by the U.S. Department of Education. This includes Associate’s and Bachelor’s degrees.

5.4 Degree Majors: As indicated in section 5.6, with the exception of:

Information Assurance Manager: Bachelor’s degree in computer science, information systems management, mathematics, physics, operations research, statistics, or engineering from an accredited college or university, or equivalent specialized experience directly related to the requirements for this position.

System Analyst: Bachelor’s degree in computer science, information systems management, mathematics, physics, operations research, statistics, or engineering from an accredited college or university, or equivalent specialized experience.

5.5 Technical Certification Training:

Information Assurance Manager, Senior: Possess an IAM Level II Information Assurance Certification as defined by DoD Instruction 85700.01-M or be willing and able to obtain within 2 months of hire.

5.6 Professional employee Experience and Education Level definitions:

JUNIOR: A Junior level person within a labor category has less than 3 years experience and a BA/BS degree in a related field. A Junior level person is responsible for assisting more senior positions and/or performing functional duties under the oversight of more senior positions.

JOURNEYMAN: A Journeyman level person within a labor category has 3 to 15 years of experience and a BA/BS degree in a related field. A Journeyman level person typically performs all functional duties independently.

SENIOR: A Senior level person is a Subject Matter Expert (SME) within a labor category and has more than 15 years of experience and a BA/BS degree in a related field. A Senior level person typically works on high-visibility or mission critical aspects of a given program and performs all functional duties independently. A Senior level person may oversee the efforts of less senior staff and/or be responsible for the efforts of all staff assigned to a specific job.

Additionally, the following qualification substitution chart provides standard experience/education substitutions:

“Years of experience” shall mean full, productive years of participation.

“Productive years” shall mean 52 weeks of work reduced by reasonable amounts of time for holidays, annual and sick leave.

If participation was part-time, or if less than one-half of the standard work week was spent performing qualifying functions, the actual time spent performing qualifying functions may be accumulated to arrive at full years of experience.

5.7 NAE Concentration Areas:

C5I: Supports C5I readiness and modernization, cyber security policy and governance, and afloat and ashore computing architectures.

CAT/CFO: Supports the PPB&E/POM cycle, Cost Performance Index (CPI), Schedule Performance Index (SPI) and Execution Index (EI), O&S/enabler cost accounts, and the Strategic Cost Management (SCM) tools and models in use by OPNAV N83.

Communications: Generates written/oral forms of communication, and all forms of media to include social media.

Cost (CVN or TMS): Analyzes the cost of generating readiness for CVNs or TMSs, using earned value analysis, O&S cost accounts, and their relationship to the generation of readiness.

CPI: Supports process improvement as it applies to the generation of readiness.

Equipment (CVN or TMS): Supports the generation of equipment readiness for CVNs or TMSs. Working knowledge of the training and provider processes that generate equipment readiness.

Future Readiness: Supports all levels of aviation maintenance and logistics, to include the Navy budget system (PBIS), Base Operation and Working Capital accounts and the interaction of aviation components from the Resource Sponsor to the fleet to the System Commands. Provides guidance and leadership to the other concentration areas.

MPTE: Supports the applicable military and/or government and/or civilian contractor manpower, personnel, education and training field.

NAAC: (1) Develops analytic products and practices that create measurable improvement for processes and decision support across Naval Aviation, (2) Provides the Enterprise with actionable and sustainable analytics products that enable data-supported decision aides, requirements and policy development, (3) Identifies and establishes data handling best practices, submits policy and/or requirements recommendations as appropriate, (4) Prioritizes gaps in analytical products to maximize readiness outcomes – achieving common goals, (5) Endorses and governs Naval Aviation analytical metrics – creating standardization, (6) Facilitates data literacy within Naval Aviation through intuitive products promoting best practices. Proficiency with Python, R, SQL, statistical methods, visualization development (Tableau, Qlik, PowerBI), and /or PowerApps development highly desired.

People (CVN or TMS): Supports the generation of people readiness for CVNs or TMSs. Working knowledge of the training and provider processes that generate people readiness.

Readiness (CVN or TMS): Supports the generation of readiness for CVNs or TMSs. Working knowledge of the training and provider processes that generate PESTO readiness.

RCT: Supports the systems engineering processes (Engineering), logistics and industrial repair processes (Maintenance), and supply chain management (Supply) leadership (NAVAIR Sustainment, NAVAIR Engineering, NAVSUP, DLA-R, COMFRC, and CNAF). Working knowledge of the training of Naval Aviation maintenance and supply processes and their data systems (i.e., NAMP, P-485, OOMA/DECKPLATE, AMSRR, RSUPPLY, AFAST, ACES, TABLEAU, QLIK, TFMMS, SHARP/MSHARP, PSILS, and ASM).

Strategic Planning: Supports common strategic planning models and their applications. Working knowledge of strategic planning processes/disciplines in use across organizations in corporate/industry and military.

TMS Team: Supports the generation of readiness for TMSs. Working knowledge of the training and provider organization processes that generate PESTO readiness. Supports TMS Team leadership, including Commodore/MAG CO, PMA, IWST/WSM, FRC, etc. Working knowledge of the training of Naval Aviation maintenance and supply processes and their data systems (i.e., NAMP, P-485, OOMA/DECKPLATE, AMSRR, RSUPPLY, AFAST, ACES, TFMMS, SHARP/MSHARP, PSILS, and ASM). Capable of statistical analysis and able to produce supporting charts in Qlik, Tableau, or PowerBI.

5.8 Labor Qualifications: The following lists the labor category with experience requirements and functional descriptions for each labor category:

Functional Descriptions:

Administrative Assistant, Junior: Provides administrative and project management support for meetings, schedules video teleconferences, develops briefing materials, prepares and tracks correspondence and meeting minutes, provides budget support, mail services, records management, agenda development, data input, data call support, and other office administration functions. Prepares and compiles documentation. Coordinates assigned documents from initial outline stage through final distribution. Coordinates meetings, travel/lodging planning, and other project/task team activities. Must be proficient in all Microsoft Office programs.

Advisor, Journeyman: Enterprise-wide knowledge and experience in one or more designated functional and/or concentration areas. Participates in the strategic planning, defining long range goals/initiatives, establishing/maintaining a corporate vision, outlining objectives and developing tactical plans for a component or subteam of the enterprise (similar to a TMS Team). Serves as an advisor to the Government and provides support to the customer on program/project operations. Experience developing and executing successful strategic plans. Possesses demonstrated knowledge, extensive experience in the development of solutions, recommendations, or outcomes across multiple complex tasks in multiple organizations. Defines problems, analyzes and develops strategies and plans to achieve assigned objectives. Manages the preparation of analyses, evaluations, and recommendations for proper implementation of programs and systems specifications in integrated systems. Provides complex statistical modeling and analysis. Evaluates existing business goals, team functionality, and cross-discipline cooperation. Develops plans to improve internal performance, shorten throughput time, and minimize internal costs, while increasing the overall quality of work, product, or service output. Develops operational concepts, plans, and instructions. Identifies alternative courses of action and recommendations. Implementing improved systems, procedures and organizational changes. Employs analysis techniques, such as work breakdown structures, activity-based costing, process and productivity improvement measurements, and program audits/evaluations and performance testing to achieve stated objectives. Plans the study of work problems and procedures. A minimum of nine (9) years of direct experience in the applicable concentration area required as defined in SOW 5.7 and as it relates to the NAE Team (SOW 2.0) as defined in Section J-Attachment 2 “NAE Workforce Qualifications Staffing Plan for the corresponding position. Prior military experience as a Commissioned Officer and/or senior level DoD government experience (GS14-15, O5-O6) may be considered favorably.

Advisor, Senior: Responsible for working to develop the strategic direction, vision, and mission for the program. Provides insight and advice concerning strategic direction and applicability of up to date, industry standard practices. Is responsible for developing high-level vision with program/project manager and senior client leadership to influence objectives of complex efforts. Serves as a senior advisor to the Government and provides support to the customer on program/project operations. Determines the adequacy and acceptability of evolving program/project plans and change management strategies, and molds processes and operations to improve the customer business methodology. Applies knowledge of business management principles, organizational structures, and information management techniques to formulate long- and short-term management plans designed to achieve the outcomes desired by the organization. Analyzes in-place business, operational, and financial processes and management relationships. Identifies and recommends programmatic approaches to re-define, plan, organize, design, develop, and modify current practices and processes. Develop program/project plans, guidelines, and controls. Performs tasks that require both practical experience and theoretical, state-of-the-art, technical knowledge in specialty area. A minimum of twelve (12) years of direct experience in the applicable concentration area required and as defined in SOW 5.7 and as it relates to the NAE Team (SOW 2.0) as defined in Section J-Attachment 2 “NAE Workforce Qualifications Staffing Plan” for the corresponding position.