ONA PWS.docx

PERFORMANCE WORK STATEMENT

FOR

Organizational Network Analysis and Leadership Seminar

PURCHASE REQUEST: FA4460-__-_____

Jan 15 2026

Table of Contents

SECTION I:

1.0. DESCRIPTION OF SERVICES

1.1 General Scope. This is a nonpersonal services contract to provide Organizational Network Analysis (ONA) and leadership seminars. The government shall not exercise any supervision or control over the contract service providers performing the services herein. Such contract service providers shall be accountable solely to the contractor who, in turn, is responsible to the government

1.1.1 Description of Services/Objectives. The contractor shall provide all management, personnel, equipment, supplies, facilities, transportation, tools, materials, supervision, and other items and nonpersonal services necessary to perform ONA as defined in this Performance Work Statement (PWS) except for those items specified as Government Furnished Property and services. The contractor shall meet the standards in this contract. This includes the planning, coordination, and surveillance of the activities necessary to ensure disciplined work performance and timely resources application to accomplish all tasks under the contract. The contractor shall be responsible for maintaining communication with the contracting officer (CO) and the contracting officer’s representative (COR), and to immediately notify both the CO and the COR of any problems that would prevent the timely performance of this contract. The contractor is responsible for and required to implement, and maintain management control systems necessary to plan, organize, direct, and control all activities under this contract. These services include surveys and seminars that comprehensively cover organizational leadership to develop coaching skills and create a winning team.

1.2 Background: Little Rock Air Force Base (LRAFB) is centrally located in Arkansas, approximately seventeen (17) miles northeast of Little Rock. The facility covers 6,217 acres with a resident population of over 3,300 and a working population of approximately 7,200. The host unit at Little Rock AFB is the 19th Airlift Wing (19 AW), assigned to the Air Mobility Command. The wing provides the Department of Defense with the largest C-130 Hercules transport fleet in the world, supplying humanitarian airlift relief to victims of disasters, as well as airdropping supplies and troops into the heart of contingency operations in hostile areas. Other organizations at Little Rock AFB include the 314th Airlift Wing, assigned to the Air Education and Training Command, and the 189th Airlift Wing of the Arkansas Air National Guard. All of these organizations fly the C-130 Hercules. Little Rock AFB is the fourth largest employer in the state of Arkansas, with a local economic impact of $813.6 million.

The 314 Maintenance Group (MXG) at Little Rock Air Force Base (AFB) wishes to assess their organization to identify areas for targeted interventions. This is in response to unacceptable increases in safety mishaps and disciplinary concerns across the force. 314 MXG leadership is especially interested in disciplined mission execution, investment in junior leaders, and enabling/leading change in units to combat known patterns of conduct/discipline, safety concerns, and complacent attitudes.

1.3. Inherently Governmental Function. The contractor shall not perform inherently governmental functions as defined in FAR Subpart 7.5 in relationship to this PWS.

1.4. Period of Performance. The period of performance shall be for one (1) Base Year of 12 months and four (4) 12-month option years, from the date of the award.

1.5 Place of Performance. The contractor shall perform the services in the PWS at Little Rock AFB, AR.

1.6 Specific Tasks. The contractor shall conduct an extensive and comprehensive ONA and use the results of the ONA to inform adaptation of a military-specific cultural change training designed to improve the interpersonal skills, virtue, and team building within the ranks of Little Rock AFB. The ONA must include measures of social influence and network centrality, as well as measures of individual wellbeing. The ONA shall utilize statistical analysis capable of generating advanced regressions, multivariate analyses, and statistics to interpret initial raw data. The statistical analysis process must include utilization of programs leveraging machine learning. Proprietary data analysis systems are acceptable but must be of comparable capacity to modern software programs such as R, Python, SAS, SPSS, etc. The contractor shall develop a comprehensive report regarding the 314 MXG which includes insights and analyses of the informal communication and culture within the assessed unit. These contractor-generated reports shall include sections such as diagrams of social network mapping and metrics in a format that is understandable to lay persons, and which will aid leadership in gaining a better understanding of the way work is conducted in their organization. The report must be compatible with Microsoft Office products. However, simple statistics conducted through MS Excel will not meet the Government needs (ergo: mean and standard deviation are not sufficient on their own). The report shall highlight key individuals and organizational factors requiring collaboration within the team and across functions, locations, and levels. The contractor shall adapt or develop a customized training course based on the ONA which is fully available for delivery within 30 days of completing the ONA. The contractor shall develop training that improves communication between Airmen, Non-Commissioned Officers (NCO), and Senior Non-Commissioned Officers (SNCO) through identifying and leveraging patterns and trends observed in the ONA. The contractor shall incorporate group open discussion to advance Air Force interpersonal skills previously taught in Military Professional Education to practical real world and current scenarios in the life of maintainers. More specifically, this shall include a focus on the unique leadership challenges and culture norms experienced by Junior Airmen, NCOs, and SNCOs in and around aircraft maintenance career fields. The contractor shall train personnel in the skills needed to coach, develop, and increase communication with junior team members– navigating the attainment of critical life skills and developmental milestones unique to their generation. Trained personnel shall provide learning skills in initiating and sustaining change around the areas of safety, discipline, resilience, and professional development.

1.6.2 Organizational Network Analysis Objectives: Measure internal working conditions, group dynamics, and individual wellbeing, then use advanced statistical measures and machine learning to transform that data into visual and written representations of Litle Rock AFB military as a network; identify key individuals and work centers contributing to success and concerns. The contractor shall assess 100% of the 314 MXG personnel, up to 300 personnel, as part of network assessment and utilize highly qualified data analysis professionals and data management tools to ensure data quality and generalizability across the formation. The contractor shall debrief the results to the MXG leaders, The contractor shall debrief the results to the MXG leaders in accordance with Table 1 Deliverables. The contractor shall use the ONA to aid the command in measuring and understanding the 314 MXG internal structure and identify key individuals and suborganizations for strategic intervention. The contractor shall ensure that the ONA and its reports are sufficiently specific to identify the assessed unit’s most and least influential individuals (goal clear identification of clusters of Airmen with combined social capital impacting at least 25% of an identified formation). The ONA must include pre and post measurements based off Table one used to tailor and assess effectiveness of targeted leadership development seminars as well as all visuals for instruction sessions. Comment by CLINGENPEEL, ERIC R Capt USAF AMC 19 CONS/PKA: If you want reports to be given pre and post class, I would specifically say that in the "Specific Tasks" section above Comment by DRACKETTE, CAMILLE CIV USAF AMC 19 CONS/PKA: Put all deliverables in the table.

1.6.2.1 To conduct the ONA, the contractor shall assess personnel from the 314 MXG. The contractor shall ensure assessment responses are anonymous and no personal identifiable information (PII) is retained aside from names and emails and shall be confidentially handled by the contractor’s data management and seminar development teams. The contractor may utilize in-person or virtual assessments to complete the ONA. During the open assessment period, the contractor shall maintain an open assessment window shall last for 2 weeks, with the aim of exceeding a 75% completion rate for a robust analysis of the organization’s culture and communication. Regardless of the assessment completion rate, the assessment process shall allow for indirect assessment of all unit members. Following the collection period, the contractor shall comprehensively analyze the data to extract key insights, and they shall synthesize this information into written reports and actionable recommendations. These findings shall be presented to 314 MXG leadership, with the format—remote or in person—being at the Command's discretion. The leadership team shall receive a tailored report, and the 314 MXG Commander shall receive an overarching executive summary. The contractor shall coordinate with command leadership to schedule the debriefing session, which shall be at least one hour and no more than four hours long. The contractor shall provide a comprehensive report to the unit, which includes insights and analyses of the informal communication and culture within the surveyed groups. These contractor-generated survey reports include sections such as diagrams of social network mapping and metrics to aid leadership in gaining a better understanding of the way work is conducted in their organization.

1.6.2.2 Upon completion of the ONA, the contractor shall tailor and deliver professional development seminars described in paragraph 1.6.2.3. The contractor’s travel expenses shall be included in the cost of the contract and follow the Federal Travel Regulations (FTR).

1.6.2.3 Leadership Seminar Objectives: Upon completion of the ONA, the contractor shall deliver four (4) separate customized seminars targeting NCOs, and SNCOs within 180 days of concluding the ONA. The contractor shall prioritize highly influential individuals identified in the ONA for seminar attendance. These seminars must incorporate key findings of the ONA and be tailored to the audience’s experiences and responsibility levels. Seminar topics must be adapted to address concerns raised in the ONA, but at a minimum must address organizational leadership, self and social awareness, emotional intelligence, coaching and developing, balancing individual goals with organizational mission, mental wellness, virtue building, and creation of effective and disciplined organizational cultures. The contractor shall ensure materials are based upon established best practices in business, industry, or academia, and shall deliver seminar training only with fully trained facilitators. The Contracting Officer Representative (COR) will adjudicate the leadership experience prior to commencing performance. The seminar must be developed by a fully trained experts or team of experts with at least three years’ experience in producing and delivering leadership training. The contractor shall propose a timeline to complete seminars, out-briefs, and reports starting from date of award through ultimate completion. The Government desires a 12-month timeline. During performance, the contractor is expected to proactively work with squadron command teams to ensure deconfliction with unit training and operations/mission schedules. The actual dates of seminar execution will be mutually agreed upon between the unit commander, contractor and COR. The contractor shall deliver the four seminars using a cohort model, with each cohort comprised of approximately 20 members per cohort. The seminars shall be conducted for up to 100 members. Seminars should be separate for NCOs and SNCOs. There should be three NCO seminars and one additional seminar tailored toward more experienced SNCOs. The contractor shall ensure all seminars directed toward NCOs and SNCOs include at least 16 hours of in-person learning, delivered across at least one but no more than three sequential days. Upon completion of each session, the contractor shall provide command leadership with the anonymous and unfiltered participant feedback collected at the conclusion of instruction. This feedback shall be focused on the contractor’s internal product improvement processes as well as providing command leadership with sufficient data to measure program impact.

1.7 Minimum Qualifications. The developer must have at least three years’ experience in producing and delivering leadership or training in a military environment based on evidence-based leadership development practices. Fully trained facilitators must lead seminars by a(an) individual(s) with at least one year of experience in delivering, producing, or overseeing military-specific leadership training. Furthermore, individual(s) delivering seminars shall have five or more years with actual leadership experience in military, law enforcement, intelligence community, or similar Governmental position.

Table 1 – DELIVERABLES

ONA Charts and visuals 1.6.1

Seminars 1.6.2.3

1.8.2 Data. The government has unlimited rights to all deliverables of this contract.

1.8.3 Inspection. Deliverables will be inspected by the government within 14 workdays of receipt. Progress meetings may be held as required.

SECTION II:

2.0. SERVICE SUMMARY (SS)

2.1 General

The contractor service requirements are summarized as performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success but do not represent all contract performance requirements. All contract performance requirements in this PWS will be monitored.

2.2 Performance Evaluation

The performance of this service shall be evaluated to determine whether or not it meets the performance requirements of this contract. The re-performance of unacceptable services at no additional cost is the preferred course of action when appropriate. In the case of issued Corrective Action Reports (CARs), the Contracting Officer shall take appropriate measures according to inspection of services clauses in the contract, i.e., FAR 52.246-4, 52.246-5, or 52.212-4(a). Corrective Action Reports may categorize nonconformance as minor, major or critical IAW the following FAR 46.101 definitions:

“Minor nonconformance” means a nonconformance that is not likely to materially reduce the usability of the supplies or services for their intended purpose or is a departure from established standards having little bearing on the effective use or operation of the supplies or services.

“Major nonconformance” means a nonconformance, other than critical, that is likely to result in failure of the supplies or services, or to materially reduce the usability of the supplies or services for their intended purpose.

“Critical nonconformance” means a nonconformance that is likely to result in hazardous or unsafe conditions for individuals using, maintaining, or depending upon the supplies or services; or is likely to prevent performance of a vital agency mission.

Table 2 – Services Summary

2.3 Government Quality Assurance. The government shall inspect and evaluate the contractors’ performance to ensure services are received in accordance with the requirements set forth in this contract and will use the contractor’s work schedule, or modified version thereof, to record validation results. Results of the validation then become the official Air Force record of the contractor’s performance. Government surveillance of tasks not listed in the PWS or by methods other than those listed in the PWS (such as provided for by the Inspection of Services clause) may occur during the performance period of this contract. Such surveillance will be done according to standard inspection procedures or other contract provisions. Any action taken by the CO as a result of surveillance will be according to the terms of this contract.

2.3.1 The government will periodically evaluate the contractor’s performance in accordance with the Quality Assurance Surveillance Plan (QASP). The government may inspect each task as completed and increase the number of quality assurance inspections if deemed appropriate because of repeated failures discovered during surveillance inspections or because of repeated customer complaints. Likewise, the government may decrease the number of quality assurance inspections if performance dictates.

2.3.2 When an observation indicates defective contractor performance, the COR will require the contractor’s Contract Manager or representative at the site to initial the observation. The formal process is, when a performance threshold has not been met or contractor performance has not been accomplished, the COR will initiate and provide the CO with CAR for issuance to the contactor. The contractor shall respond to the CAR IAW instructions provided and in the CAR. While the formal process of this paragraph addressing unacceptable contractor performance is always available, the Government reserves the right to initiate a less formal process involving the contractor, the COR and the CO meeting together at no additional cost to the Government regarding unacceptable contractor performance.

2.4 Performance Assessment.

2.4.1 Periodic Surveillance. This method requires the COR to employ a “spot check” style of evaluation based on the contractor’s services. Periodic surveillance will be conducted on a scheduled basis (daily, weekly, monthly, quarterly, semi-annual or annually) and may be adjusted, based on quality trends.

2.4.2 Customer Complaints. The COR will receive and investigate all complaints. The COR will be responsible for validating customer complaints. The CO shall make final determination of the validity of customer complaint(s) in cases of disagreement with the COR and the contractor. Validated customer complaints shall be reperformed, if possible, within 3 business days of notification at no additional cost to the Government IAW the inspection clause of the contract and the direction of the Contracting Officer.

2.4.3 Review of Audits. COR reviews results of the contractor’s accepted quality management system audits and related quality metrics.

2.4.4 100 Percent Inspection. This method requires the COR to do 100 percent inspection on all tasks performed. Appropriate for tasks that occur infrequently. Usually only deals with Safety and/or Security, unless mandated by an Air Force Instruction (AFI) or industry standard.

2.5 Quarterly Progress Meetings. The CO, Government’s Program Manager (PM), /Functional Services Manager (FMS), COR, other government personnel as appropriate, and the contractor shall meet quarterly to discuss the contractor’s performance.

The following issues, at a minimum, shall be discussed:

- Opportunities to improve the contract,

- Any modifications required of the contract,

- Unsatisfactory inspections,

- Valid customer complaints against each performance objective observed, and

- Steps taken by the contractor to prevent occurrences in the future.

The contractor shall provide a summation of unsatisfactory inspections and customer complaints and provide insight into any identified trends.

2.5.1 The minutes of these meetings will be reduced to writing, signed by the CO and any other signatures as deemed appropriate, distributed to the functional area and the contractor. Should the contractor not concur with the minutes, the contractor will provide a written notification within 5 working days to the CO identifying areas of non-concurrence for resolution.

2.6 Contracting Officer Representative (COR). CORs are representatives of the CO and will participate in the administration of this contract. After the award of the contract, the contractor will be provided with a letter identifying the COR and setting forth their duties and authorities. The COR is not authorized to change any of the terms and conditions of the contract/task order.

2.6.1 Acquisition Team Meetings. The contractor’s Contact Manager (CM) with the CO, Contract Administrator (CA), COR, and other government personnel constitute an acquisition team [See FAR 1.102 (c)] and shall meet on a regular basis. The Acquisition Team will establish how often meetings are needed based on contract complexity. As a subset of the Acquisition Team, Government members of the Acquisition Team are often referred to as the Multi-Functional Team (MFT) and may meet as determined by the MFT. The contractor may request a meeting with the CO when the contractor believes such a meeting is necessary. If the CO or CA deems necessary, written minutes of any such meetings shall be recorded by the CA in the contract file and signed by the PM and the CO or CA. If the contractor does not concur with any portion of the minutes, such nonoccurrence shall be provided in writing to the CO within 10 calendar days following receipt of the minutes.

a. The inspection system to cover all services. Description shall include specific details as to the areas to be inspected on a scheduled and unscheduled basis, frequency of inspections, and the title and organizational placement of the inspector(s).

b. The methods to be used for identifying and preventing defects in the quality of services performed.

c. How the records will be kept. Records must document all inspections and corrective or preventive actions taken.

2.7 Contractor’s Performance. The government assesses a contractor’s performance on an on-going basis, both positive and negative, and provides a record on a given contract during a specified period of time.

2.7.1 Past Performance Information (PPI). PPI can be provided to other government agencies, as requested.

2.7.2 Contractor Performance Assessment Report (CPARS). Depending on the estimated value of the contract, formal assessment and reporting of contractor performance is required and is documented using the CPARS system. An assessment usually provided on an annual basis is sent to the contractor’s representative for their comment. The contractor will have up to 60 days to review and comment on the assessment.

SECTION III:

3.0. GOVERNMENT FURNISHED PROPERTY

3.1 Government Property:

3.1.1 Facilities: The Government will provide the necessary workspace for the contractor to conduct training sessions and “classes” of Airmen. Facilities will be adequate to comfortably seat up to 20 participants and temporarily store instructional materials and aids. Facilities will include adequate audiovisual and information technology resources, restrooms, climate control, and break areas as mutually determined by the COR and contractor.

3.1.2 Equipment: Government will provide access to multimedia equipment for presentation purposes of any slides that need to be shown at the contractor’s request. Media must be conveyed using email with backup optical disks. USB drives are not acceptable.

3.1.3 Materials: The contractor shall furnish all training materials as required for participants during the course of program delivery.

3.2 Reporting of Government Property: The Contractor shall have a system of internal controls to manage (control, use, preserve, protect, repair, and maintain) Government property in its possession in accordance with FAR 52.245-1, and its property management system shall be adequate to satisfy the requirements of this clause. The contractor shall record receipt and return of all Government Furnished Property (GFP), as well as the reporting of shipment, consumption, disposal, or transfer to another contract, in the GFP Module in Procurement Integrated Enterprise Environment (PIEE), https://piee.eb.mil, as stipulated by DFARS 252.245-7005. This reporting requirement does not change any liability provisions or other reporting requirements that may exist under the contract. GFP training and guidance is located at the DoD Procurement Toolbox at https://dodprocurementtoolbox.com/.

3.3 Loss of Government Property

3.3.1 Definition of Loss of Government Property: “Loss of Government property” means unintended loss of or damage to Government property including property that cannot be found after a reasonable search, loss due to inadequate storage, loss due to lack of security, theft, damage requiring repair to restore the item to usable condition, or damage that renders the property useless for its intended purpose or Beyond Economical Repair (BER). Loss of Government property does not include manufacturing defects, obsolescence, normal wear and tear, or purposeful destructive testing. Unless otherwise stated in the contract/order, loss of Government property does not include normal and reasonable inventory adjustments, i.e. losses of low priority consumable material, such as common hardware, as agreed to by the Contractor and the Government Property Administrator.

3.3.2 Reporting Loss of Government Property: The Contractor shall report loss of Government property in the GFP Module located in PIEE, https://piee.eb.mil/piee-landing/.

3.4 Return or Retention of Government Property: All property provided by the Government remains the property of the Government and shall be returned to the Government as directed, but no later than completion of the contract/order, unless the Procuring Contracting Officer (PCO) directs the Contractor to retain the property for continued use under a successor contract. All Government property shall be returned to the Government in the condition provided unless approved in advance by the PCO. All material generated under the contract/order becomes the property of the Government and shall be returned to the Government as directed, but no later than completion of the contract/order, unless the PCO directs the Contractor to retain the material for continued use under a successor contract.

SECTION IV:

4.0.: GENERAL INFORMATION

4.1. Hours of Operation. The contractor shall perform the services required under this contract during the following hours: [0700-1600] Monday through Friday except Federal holidays or when the government facility is closed due to local or national emergencies, administrative closings, or similar government directed facility closings. For other than firm fixed price contracts, the contractor will not be reimbursed when the government facility is closed for the above reasons.

4.1.1 Recognized Federal Holidays. The contractor is not expected to work on Federal Holidays.

4.1.2 Holidays and Facility Closings: Contractor/subcontractor personnel shall observe holidays and facility closings as authorized for government personnel. Contractor/subcontractor personnel shall only be permitted access to Government facilities when Government personnel are present.

4.2. Contract Personnel

4.2.1. Personnel Roster. The contractor may be required to provide a personnel roster consisting of names and other pertinent personnel data to the requiring activity for the purposes of 100% accountability real-world and exercise situations. The personnel roster should be updated as individuals are removed and added.

4.2.2. Use of Government Employees. The contractor shall not employ any person who is an employee of the U.S. Government if employing that person would create a conflict of interest. In addition, the contractor shall not employ any person who is an employee of the Department of the Defense if such employment would be contrary to the policies contained in AFI 64-106, Chapter 1, Industrial Labor Relations Activities.

4.2.3.1 Employment of Spouses/Dependents. The contractor shall not employ any person who is a spouse or dependent child of a Department of Defense employee (either military or civilian) when such employee would be placed in a conflict of interest or appearance of a conflict of interest by virtue of such employment.

4.2.3.2. Off-duty Military Personnel. The contractor is cautioned that off-duty active military personnel hired under this contract may be subject to permanent change of station, change in duty hours, or deployment. Military Reservists and National Guard members may be subject to reorder to active duty. The abrupt absence of these personnel could adversely affect the contractor's ability to perform. However, their absence at any time shall not constitute an excuse for nonperformance under this contract.

4.3. Security Requirements

4.3.1. Security Regulations: The Contractor shall ensure personnel, information, system, property, facility and, if applicable, international security requirements are met. The Contractor shall ensure contractor/subcontractor personnel who perform work on a Government facility comply with the security requirements of the facility.

4.3.2. Operations Security (OPSEC): The purpose of OPSEC is to reduce the vulnerability of USAF missions to adversary collection and exploitation of critical information. DoDD 5205.02E and DoD Manual 5205.02-M require contractors supporting DoD activities to use OPSEC to protect critical information for specified contracts, subcontracts, and information used in the performance of duties in support of Air Force requirements/missions. The Contractor shall ensure Contractor personnel who perform work on (or in) a Government facility comply with the OPSEC procedures and training requirements of the facility as specified in AFI 10-701.

4.4 Security Clearance: It is not expected contractor/subcontractor personnel will require security clearances for proper accomplishment of contract/order requirements. Contractor/subcontractor personnel shall not be authorized access to classified information and/or Controlled Unclassified Information (CUI) and classified items or be permitted to work on classified projects and/or programs without an appropriate security clearance and a need-to-know.

4.4.1. Access to Little Rock AFB: The Contractor shall ensure contractor/subcontractor personnel who require access to Little Rock AFB comply with the security requirements of the installation. The Contractor shall provide the CO with a list of all contractor/subcontractor personnel requiring access to Little Rock AFB, the contract/order number and the period of performance. The Contractor shall also provide, if possible, the location of the work site and the days/hours during which the contractor/subcontractor personnel will require access to Little Rock AFB.

4.4.2. Identification (ID) Card/Badge

4.4.2.1. The Contractor shall ensure an ID card is obtained by all contractor/subcontractor personnel who require recurring access to a Government facility, but not local area network (LAN) access. The Contractor shall submit a letter to the CO listing all contractor/subcontractor personnel requiring access to the facility. The CO will approve the request and forward it to the issuing/registration office for processing. Contractor/subcontractor personnel shall report to the issuing/registration office to obtain the ID card(s).

4.4.2.2. The Contractor shall submit a letter to the CO immediately if contractor/subcontractor personnel no longer require access, upon transfer/termination of contractor/subcontractor personnel or upon completion/termination of the contract/order. The letter shall identify the name(s) and social security number(s) of the contractor/subcontractor personnel. The Contractor shall return the ID card(s) to the issuing/registration office upon expiration, upon transfer/termination of contractor/subcontractor personnel, or once contractor/subcontractor personnel no longer require access to the facility. The Contractor shall return any and all ID cards to the issuing/registration office upon completion/termination of the contract.

4.5. Agency Affirmative Procurement Programs: This acquisition does not require the purchase of Environmental Protection Agency (EPA)-designated products or United States Department of Agriculture (USDA)-designated products; therefore, the requirement does not apply.

4.6. Inspection of Services: In accordance with the Inspection of Supply/Services clause(s) identified in the contract/order, the Government reserves the right to inspect Contractor performance.

4.7. Service Contract Reporting (SCR): The contract does not meet the DoD Contract Reporting criteria or reporting dollar threshold; therefore, SCR does not apply.

4.8. Invoicing/Payment and Receipt/Acceptance: The Contractor shall submit/process payment requests and receipt/acceptance documents via WAWF.

4.9. Contractor’s Quality Program: The Contractor's Quality Management System (QMS) shall meet the requirements of AS9100, Quality Management Systems Requirements for Aviation, Space, and Defense Organizations, which is based on the standards of ISO 9001. The contractor must establish an AS9100 compliant quality management system, ensure its functionality and compliance through internal auditing, and undergo a certification audit conducted by an external registrar. The Contractor shall allow the Government access to the records and data collected to demonstrate the suitability and effectiveness of the quality management system. The Government reserves the right to request corrective action if the quality system fails to meet objectives. The Contractor shall permit the program office or its designated representative to periodically review its quality program.

4.10. Trafficking in Persons: The Contractor shall comply in accordance with the FAR and applicable supplements and shall be in compliance with all applicable guidance and clauses listed in the contract as it relates to Trafficking in Persons. Additional information about Trafficking in Persons is available at the site for the Department of State’s Office to Monitor and Combat Trafficking in Persons. http://www.state.gov/j/tip

SECTION V

5.0. APPENDICES & EXHIBITS

APPENDIX 1

ACRONYMS

ADPE—Automated Data Processing Equipment AFB – Air Force Base AFI—Air Force Instruction AFPD—Air Force Policy Directive AFOSH—Air Force Occupational Safety and Health AP—Acquisition Plan CA—Contract Administrator CAR—Corrective Action Report CC—Commander CM—Contractor’s Contract Manager CO—Contracting Officer COR—Contracting Officer’s Representative CPAR—Contract Performance Assessment Report CPARS—Contract Performance Assessment Reporting System CS—Contract Specialist CUI—Controlled Unclassified Information DAFFARS—Department of the Air Force Federal Acquisition Regulation Supplement DAFI—Department of the Air Force Instruction DFARS—Defense Federal Acquisition Regulation Supplement DoD—Department of Defense FAR—Federal Acquisition Regulation FMS—Functional Service Manager GFP—Government Furnished Property MXG—Maintenance Group NCO – Non-Commissioned Officer ONA – Organizational Network Analysis PIEE—Procurement Integrated Enterprise Environment PII—Personal Identifiable Information PM—Program Manager OPSEC—Operations Security PCO—Procuring Contracting Officer PWS—Performance Work Statement QASP—Quality Assurance Surveillance Plan SCR—Service Contractor Reporting SNCO—Senior Non-Commissioned Officer