Performance Work Statement (draft).pdf

FA7014‐XX-X-XXXX

PERFORMANCE WORK STATEMENT

FOR

WINGMAN-CONNECT RESILIENCE TRAING PROGRAM:

CURRICULUM UPDATE, TRAINER PREPARATION, AND PROGRAM AWARENESS

AT

JOINT BASE ANDREWS, MARYLAND

08 August 2022

CONTENTS

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

1.2 Background

1.3 Objectives

SECTION II

2.0 TASK DESCRIPTIONS

2.1 Establish project team and management infrastrucure to ensure mission success and communication clarity

2.2. Recommend, validate, and produce updates Wingman-Connect FTAC Program

2.3. Recommend and initiate procedures, assets, and feedback systems for preparation and ongoing support for USAF facilitators

2.4 Recommend and initiate strategies and assets to promote and sustain awareness, understanding, and adoption of the program and science of Wingman-Connect among diverse AF stakeholders

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Kickoff Meeting/Orientation Meeting

6.3 Intentionally Blank

6.4 Transition-Out Plan

6.5 Quality Control

6.6 Emergency Operations/Mission Essential Personnel

6.7 Contractor Manpower Reporting Application (CMRA)

6.7.2 Subcontractor Input in CMRA

6.8 Security Instructions

6.9 Travel

6.10 Employee Accountability & Turnover

SECTION VII

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

2.0 ACRONYMS

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

The Department of the Air Force (DAF) Integrated Resilience Directorate (A1Z) is the Air Force's lead agency for the research, development, and evaluation of interpersonal and self-directed violence (ISDV) prevention and resilience programming across The Force.

1.1.1 Scope

The Contractor will update their evidence-based curriculum, develop training and implementation tools and procedures, and prepare education/information products to promote awareness of the updated program across the DAF.

1.2 Background

The Independent Review Commission (IRC) on Sexual Assault in the Military (IRC) recommended multiple initiatives to help the Services to research, develop, and assess interpersonal and self-directed violence (ISDV) prevention strategies. ISDV encompasses sexual assault, domestic violence, suicide, and resilience. IRC recommendations: 2.3a) “The Services and the NGB should resource and implement prevention strategies at organizational and community levels.” and 2.4) “Modernize prevention education and skill-building to reflect today’s generation of Service members” drive the current requirement (ESP code: S3) to update and modernize the current AF resiliency trainingby incorporating the Wingman Connect Program (W-C). In a previously DoD-funded research project with the DAF (W81XWH-14-1- 0322), the University of Rochester (UR) team (PI: Peter A. Wyman, PhD) developed and tested W-C delivered for Airmen in technical training. Results of their rigorous randomized clinical trial (RCT) conducted with 1500 Airmen showed that W-C strengthens social network integration overall, with the largest impact for Airmen already vulnerable to suicide. This finding is especially important in light of evidence that in the absence of W-C intervention the expected course for suicidal Airmen is towards increasing social isolation. Additionally, Airmen trained in W-C compared to those receiving a lecture-style stress management training reported lower suicide risk and depression at the end of tech school, and W-C trained Airmen were also 50% less likely to report corrective training or receiving a negative counseling statement. Benefits on reduced depression were maintained after transfer to first base assignment, and W-C participants were 20% less likely to report elevated depression with high probability of diagnosis at any point within 6 months following training. Furthermore, a formal test of mediation validated W-C’s underlying network health model: specifically, W-C impact on increasing Airman reports of unit cohesion, morale, positive group bonds, and healthy norms, was a mechanism that reduced individual suicide risk and depression among class members. The products from this phase are the Wingman-Connect Facilitators Guide for Technical Schools with 22 modules, each with specified objectives, key summary messages, and instructions for delivering them using a validated interactive training approach. Additionally the UR team created a W-C Fidelity Checklist.

A collaborative UR/USAF project team funded by the DoD (W81XWH-16-2-0004) tailored and tested the effects of the W-C program at operational bases. In total, W-C was delivered to 348 Airmen in 13 FTAC course cycles on three bases. The research team tailored W-C curriculum to the early operational career phase in cycles 1-4, and in cycles 5-13, W-C was tested for implementation quality, Airmen response, and trainer fidelity. Similar to the first RCT, findings from this study showed that the W-C program increased social connection for Airmen in the transition period to first base assignment. Additionally, results showed that Airmen retained W-C content, adopted skills, and that the curriculum could be delivered with fidelity at the operational base setting. This project also produced an Implementation Quality Checklist (IQC), a Trainer’s Guide (TG), and a curriculum and process for supporting new USAF trainers. These materials focus on factors of the inner implementation context, known to be critical for program sustainment. The IQC was field tested and validated at both the installation and MAJCOM levels of command. The TG contains objectives, preparation steps, scripts and sequences for every module of the W-C training. Audio and video examples of master trainers in live sessions are provided for key modules, so trainers have immediate access to modeling during initial training, and over time. The curriculum and process for selecting and preparing trainers was also developed and field tested during the 12-month pilot including qualification, foundational skills training, practice delivery of key modules during live training, and skills workshops with video review and feedback.

Trainer fidelity is further supported by an automated tool for tracking trainers’ success at facilitating broad and active participation among Airmen receiving W-C. This standardized tool was developed and tested during piloting. This tool uses well-established algorithms to automatically extract speech data from recordings of W-C trainings and calculate key metrics of W-C mechanisms foundational to resilience and psychological well-being. Preliminary work also demonstrated that these metrics are associated with Airmen retention of intervention content, training satisfaction, and the number of respected social connections in the W-C group, post-training.

W-C is an effective and efficient means to meet the Resilience Program goals of equipping Airmen with the knowledge and skills to adjust to their environment, and to maintain the necessary balance of skills, abilities, and healthy social bonds to thrive and carry out the Air Force mission. The purpose of this requirement is to ensure that the new Resilience Training Course for the DAF is updated with the latest prevention and social integration science that the University of Rochester team has obtained in their previous work.

1.3 Objectives

In light of this background, this contract requirement includes the establishment and support of the following contractor objectives:

1. Update the evidence-based Wingman-Connect Program (W-C) so that it aligns with existing Air Force Comprehensive Airman Fitness concepts and language and incorporates skills from the current DAF Resilience Skills Course while ensuring integrity and fidelity to the tested W-C model, consistent with RP goals and requirements.

2. Establish procedures, assets, tools and feedback systems to prepare and support over time USAF facilitators in delivering Wingman Connect with fidelity at scale.

3. Promote awareness and adoption of the program and science of Wingman-Connect.

SECTION II

2.0 TASK DESCRIPTIONS

The Contractor shall provide all services, materials, supplies, equipment, and project supervision, as required in connection with this Performance Work Statement (PWS).

2.1 Establish Project Team And Management Infrastrucure

The start-up and discovery phase of this project is expected to require extensive collaboration, needs assessment, planning, , and vendor support. Given time sensitive nature of this project, we recommend resourcing the project for rapid start-up including establishing vendor service contracts within the first 30 days of the contract initiation.

The Contractor is expected to:

2.1.1 Conduct kick-off meeting with A1Z COR or A1Z designated POC, key UR and subcontract personnel.

2.1.2 Hire and train staff and vendors. Orient all personnel to the mission, objectives and requirements. Given time sensitivity of project, key vendor subcontracts should be in place no later than one month from contract start date.

2.1.3 Establish meeting and communication cadences across responsible teams and contacts.

2.1.4 Conduct, with collaboration and information from A1Z COR or A1Z designated POC and stakeholders, an analysis to identify who is expected to be Responsible, Accountable, Consulted, and Informed (RACI analysis) for major tasks and outcomes in the project.

2.1.5 Integrate requirements, goals, plans into project plan and software. Plan to include workstreams, draft of major milestones, RACI chart, timelines, log for changes, risks, issue, assumptions, and decisions, and project roster (personnel, vendors, stakeholders), and glossary to ensure clear communication across workstreams.

2.1.6 Based on discovery, needs assessments, and recommendations (see Tasks 2 and 3), produce a succinct Project Charter that can serve as a briefing and transition-in document for team and stakeholders over. Project Charter expected to include, for example:

Executive Summary, Background, Project Objectives, Scope, Constraints; Team Roster, Risks and Dependencies.

2.2. Recommend, Validate, And Produce Updates Of Wingman-Connect FTAC Program

2.2.1 Conduct, as applicable, meetings, interviews, focus groups, document review to achieve detailed understanding of Comprehensive Airman Fitness framework and USAF Resiliency Training.

2.2.2 Use evidence-informed approach to identify opportunities for incorporating language, concepts, and skills from CAF and Resiliency Training into Wingman-Connect without sacrificing core components, model integrity, and fidelity.

2.2.3 Develop recommendations (conceptual draft) for curriculum updates consistent with project goals.

2.2.4 Discuss and refine recommendations with input from A1Z COR or A1Z designated POC, stakeholders, academic consultants, and educational design partners.

2.2.5 Based on extent and content of recommended updates to the W-C program, determine and recommend processes for validating curriculum changes, including if applicable, piloting, focus groups, and evaluation.

2.2.6 Conduct validation steps and refine/finalize program updates. If on-base piloting is required, AF/A1Z will assist in identifying and communicating with base(s).

2.3. Procedures, Assets, And Feedback Systems For USAF Facilitators

2.3.1 Conduct, as applicable, meetings, interviews, focus groups, document review to achieve detailed understanding of the relevant USAF stakeholders, including the roles, responsibilities, and resources of pertinent AF/A1 Directorates and Offices.

2.3.2 Conduct, as applicable, meetings, interviews, focus groups, document review to achieve detailed understanding of current state of Air Force prevention training procedures, requirements, leadership, and assets.

2.3.3 Conduct detailed discovery process with AF stakeholders and technical partners to gather requirements and specification, and make recommendations for:

2.3.4 Facilitator orientation (training of trainers), including, as applicable, pre-training e-learning, face-to-face, remote sessions

2.3.5 Online Facilitator and logistics materials, including plans for multimedia content production, access, management, and ongoing updating/version control.

2.3.6 Dynamic data and feedback systems for trainers and leaders, including plan for delivery of data obtained from diverse sources.

2.3.7 Feasible and sustainable structure for continuous coaching, support, connection, and learning among USAF trainers

2.3.8 With input from AF partners and stakeholders, provide recommendations, product briefs, and prototypes for each of the above.

2.3.9 With approval from A1Z COR or A1Z designated POC, execute design, production, and publication of online facilitaor materials that can be used in preparation and ongoing support. Materials are expected to include 5-7 brief videos (<3 min) and audio clips that can guide facilitators and on-base implementers in high quality implementation.

2.3.10 Produce detailed agenda, session materials, and communications collatoral for Wingman- Connect facilitator orientation (training for trainers). This initial preparation is expected to require 2-4 days of in-person and/or remote training or the equivalent.

2.3.11 Collaborate with A1Z COR or A1Z designated POC and Air University (AU) to determine the frequency and roles in onboarding new trainers over time. Contractor is expected to participate in all phases of preparation and support for the duration of this contract.

2.3.12 Evaluation: collaborate with A1Z COR or A1Z designated POC and to survey key stakeholders including Facilitators, on uptake of resources, and factors that promote/hinder implementation.

2.4 Recommend and initiate strategies and assets to promote and sustain awareness, understanding, and adoption of the program and science of Wingman-Connect among diverse AF stakeholders.

2.4.1 Conduct discovery process to gather requirements and specifications for web and social media assets to promote W-C awareness, disseminate evidence of impact, and facilitate broader Force engagements and a positive implementation climate.

2.4.2 Based on discovery process, recommend a sustainable communications strategy, production pace, and approval process to support this objective.

2.4.3 Together with technical and creative partners/vendors, produce the following as part of the overall communications strategy:

2.4.4 Brief engaging ‘video abstracts’ (2-5 per year in Years 2 and 3) to convey science or program highlights to lay audience of base leadership (command, community support), AF stakeholders and interested public.

2.4.5 Plan and produce sharable social media assets (1-3/month) to disseminate scientific and program related information to public and stakeholders.

2.4.6 Plan and produce 1-2 engaging online events/year (60-90 min professionally hosted webinars, Years 2 and 3) for invited leadership and stakeholders

For all creative assets and media, the contractor and its vendors will provide creative direction, marketing copy, scripting/storyboarding, coordinating and scheduling crew, actors, equipment, props, locations and crew travel; communicating creative direction to animators, illustrators and editors; filming; editing, sound mixing, music licensing, graphic design, and final production.

SECTION III

3.0 SERVICE SUMMARY

The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement and will be assessed on an “Acceptable” or “Unacceptable” basis. These thresholds are critical to mission success.

Performance Objective PWS Paragraph Performance Threshold Method of

Surveillance

SS – 1

Project documents, plan, timeline, and responsibilities well-constructed and communicated

2.1

Project plans and documents listed under 2.1 are shared with AF Contracting Officer and the COR.

Changes or updates to project documents are provided within 30 days.

100% Surveillance

SS – 2

High quality reports and recommendations

2.2 2.3

Recommendations are consistent with project goals, needs assessment, and input from AF partners and stakeholders. Final recommendations and reports require no more than 30 min of government employee rework.

100% Surveillance

SS – 3

Accessible faciliator training materials and tools

2.3 Multimedia online training materials

delivered and approved by the Governmentare accessible online .

Facilitator receives response to inquires/questions within 2-3 business days.

100% Surveillance

SS – 4

High quality communications products

2.4 Design, production, and

dissemination of communication assets (e.g. video, web, social media posts) and online events/webinars are delivered IAW industry standards in a format acceptable to the Government.

Products are accessible and sharable for target audience i.e, trainers, stakeholders, and the public.

100% Surveillance

SECTION IV

4.0 DELIVERABLES

The Contractor shall provide deliverable(s) in a format mutually agreed upon by the Government and the Contractor. The following enumerated deliverables are not expected to change. Due Date intervals are not expected to change but actual dates may need to be revised depending on actual contract start date.

DELIVERABLE PWS

PARA

DUE DATE DELIVERY

Kickoff Meeting Agenda 6.2 NLT 10 days after contract award

By email to the COR

Project Charter and Plan of Action and Milestones including dates for deliverables specified in Section 2.0 for first 12 months and for option year

2.1 Submitted for approval

NLT 90d after contract award date and 90 days prior to the first option period.

By email to the COR

Quarterly Status Update 2.1 3 months from contract award date and every 3 months thereafter in a format acceptable to the Government.

By email to the COR

Annual Summary Report of Progress and Recommendations

2.1 12 months after contract initiation and every 12 months thereafter in a format acceptable to the Government.

By email to the COR

Trip Reports 6.9.5 5 Days after completion of any travel/site visits

By email to the COR in document compliant with AFH 33-337 (T&Q)

DELIVERABLE PWS

PARA

DUE DATE DELIVERY

Transition-Out Plan 6.4 NLT 90 days prior to contract expirationin a format acceptable to the Government.

By email to the COR

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services.

The Government will not furnish property or services for this requirement.

5.2 Contractor Acquired Property.

The contractor will not be required to acquire any property.

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.1.1 Duty Hours. The Contractor shall have access to Government facility five days per week, Monday through Friday, eight hours a day, except when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings, unless otherwise approved. Contractor personnel are expected to conform to customer agency normal operating hours; however the Contractor may be required access to Government facility outside of duty hours based on the customer agency’s needs. As a baseline, Contractor personnel shall work 8 hours per day, 40 hours per week. Compensatory time arrangements are permissible for temporary spikes in worktime; but overtime pay is prohibited without COR and CO approval. Federal Holidays shall be observed in accordance with Office of Personnel Management policy.

6.1.2 Core Duty Hours and Base Shutdown/Inclement Weather. Core duty hours are 0800 - 1600, Monday through Friday (excluding federal holidays). The Contractor shall follow guidance of the installation containing their place of performance to determine reporting schedules whether due to a base closure or inclement weather. The website for guidance regarding status of performance for work to be performed in the National Capital Region (NCR) is http://www.opm.gov/status/.

6.2 Kickoff Meeting/Orientation Meeting

http://www.opm.gov/status/

6.2.1 The Contractor shall begin schedule and coordinate an online Project kick-off meeting no later than (NLT) ten (10) working days after contract award. The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will provide the opportunity to discuss technical, management, and logistic issues; travel authorization; communication process between Government and Contractor; and reporting procedures. At a minimum, the attendees shall include key Contractor personnel, key Government representatives, and the COR. The Contractor shall provide a Kick- Off Meeting Agenda that will include, but not be limited to, the following.

• Introduction of personnel and vendors

• Overview of project objectives and tasks

• Draft Schedule for Initial Stages

• Communication Plan/lines of communication overview (between both Contractor and Government)

• Security requirements (Building access, badges, Common Access Cards (CAC))

• Invoice procedures

• Meeting cadance

• Reporting Requirements, e.g. Monthly Status Update

• Roles and Responsibilities

• Sensitivity and protection of information

• Additional issues of concern (Leave/back-up support)

6.2.2 The Contractor shall provide a draft copy of the agenda NLT 5 days prior to kickoff meeting for review and approval by the COR prior to finalizing.

6.2.3 The Kickoff Meeting location will be held online.

6.3 Intentionally Blank

6.4 Transition-Out Plan

6.4.1 The Contractor shall provide a Transition-Out Plan NLT than 90 calendar days prior to expiration of the contract. The plan shall facilitate the accomplishment of a seamless transition from the incumbent to and incoming Contractor (if applicable). In addition, the Contractor will continue to accomplish all tasks as outlined in the contract during this period. The Contractor shall identify how it will coordinate with the incoming Contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of key personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

6.4.2 The Contractor shall also establish and maintain effective communication with the incoming Contractor and Government personnel for the period of the transition via weekly status meetings.

6.5 Quality Control.

6.5.1. Quality Assurance. The Government shall rely on the Contractors’ existing quality assurance system as the method to ensure that the requirements of the contract and performance thresholds are met; however, the Government reserves the right to monitor and evaluate the quality of services provided and compliance with the contract terms and conditions at any time.

6.5.2. Quality Control Plan (QCP). The Contractor shall develop and maintain an effective quality control program to ensure services are performed IAW this PWS, applicable laws and regulations, and best commercial practices. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services with special emphasis placed on those services listed in this PWS. The Contractor’s quality control program is the means by which it assures itself that the work complies with the requirement of the contract.

6.6 Emergency Operations/Mission Essential Personnel.

6.6.1. Continuation of Essential Contractor Services During Crisis. All services in this PWS HAVE NOT been defined or designated as essential services for performance during crisis IAW DFARs 252.237-7023, “Continuation of Essential Contractor Services.”

6.7 Contractor Manpower Reporting Application (CMRA)

6.7.1 The Contractor shall report ALL labor hours (including subcontractor labor hours) required for performance of services provided under this contract via the secure Contractor Manpower Reporting Application (CMRA) data collection site. The Contractor is required to completely fill in all required data fields at: http://www.ecmra.mil. Reporting inputs shall be for the labor executed during the period of performance for each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported anytime during the FY, all data shall be reported not later than 31 October of each calendar year. The Contractor may direct questions to the CMRA help desk.

6.7.2 Subcontractor Input in CMRA. Prime Contractors are responsible to ensure all subcontractor data is reported. Subcontractors will not be able to enter any data into CMRA, but will enter their information into a Bulk Loader spread sheet available from the AF CMRA helpdesk. Subcontractor shall fill in columns A-C then return it to the AF CMRA helpdesk after it's completed and a technician team will enter the information into CMRA.

6.8 Security Instructions

6.8.1 Physical Security. The Contractor shall safeguard all Government property, documents and controlled forms provided for Contractor use and adhere to the Government property requirements contained in this contract. At the end of each work day, all Government facilities, equipment, and materials shall be secured by a Government POC. Contractors are not allowed to secure Government facilities, equipment, and materials.

6.8.2 Access Control. The Contractor shall establish and implement methods of ensuring that no building access instruments issued by the Government are lost, misplaced or used by unauthorized persons. Access codes shall not be shared with any person(s) outside the organization. The Contractor shall control access to all Government provided lock combinations to preclude unauthorized entry. The Contractor is not authorized to record lock combinations without written approval by the Government COR. Records with written combinations to authorized secure storage containers, secure storage rooms, or certified vaults, shall be marked and safeguarded at the highest classification level as the classified material maintained inside the approved containers.

6.8.3 Pass and Identification Items. The Contractor shall ensure the pass and identification items required for contract performance are obtained for employees and non-government owned vehicles.

6.8.4 Retrieving Identification Media. The Contractor shall retrieve all identification media, including vehicle passes, from employees who depart for any reason before the contract expires.

6.8.5 Traffic Laws. The Contractor and its employees shall comply with base traffic regulations.

6.8.6 Weapons, Firearms, and Ammunition. Contractor employees are prohibited from possessing weapons, firearms, or ammunition, on themselves or within their Contractor-owned vehicle or privately-owned vehicle while on base or any other military facility.

6.8.7 Communications Security (COMSEC). Contractors may require access to COMSEC information on Air Force installations. The Contractor shall not require a COMSEC account.

Access shall be controlled by the sponsoring agency. Access to COMSEC material by personnel is restricted to US citizens holding final US Government clearances. Such information is not releasable to personnel holding only reciprocal clearances. If it is determined the Contractor is required to access COMSEC information, the necessary training information and courses shall be provided by the COR. The DD Form 254 shall give further instructions on safeguarding and managing COMSEC material.

6.8.9 Drug, Tobacco, and Alcohol Use Policy. The consumption of alcoholic beverages or illegal drugs by contractor personnel, while on duty, is strictly forbidden. Contractor shall immediately remove any employee who is under the influence of alcohol or drugs.

6.9 Travel

6.9.1 Local Travel. Local travel to attend meetings or events may be required at no cost to the Government. Travel within the National Capital Region commuting vicinity is considered a cost of doing business and shall not be separately reimbursed.

6.9.2 CONUS Travel: Prior to travel, the Contractor shall coordinate with, and receive approval from, the COR at least 10 business days prior to trip.

6.9.3 OCONUS Travel: (e.g., to EUCOM and/or PACOM Area of Responsibility) Prior to travel, the Contractor shall coordinate with, and receive approval from, the COR at least 20 business days prior to trip. Theater Business Clearances shall be obtained, as necessary, prior to travel.

6.9.4 Further guidance for Contractor travel can be found at

https://www.defensetravel.dod.mil/site/faqctr.cfm.

6.9.5 Trip Reports: Following each trip, the Contractor shall prepare and deliver Trip/After Action Reports to the COR IAW AFH 33-337. The trip report shall be completed in accordance with A1Z guidance.

6.10 Employee Accountability & Turnover

6.10.1 Staffing of Contractor Personnel. Contractor shall provide a stable workforce, throughout the duration of the contract, by maintaining a 50% or less employee turnover rate. No positions shall remain vacant for more than 90 working days. The government shall not be billed for positions left vacant over 90 working days unless the vacancy is due to government delay and otherwise approved by the CO.

6.10.2 List of Employees. The Contractor shall maintain a current listing of employees assigned under this contract and define who are key personnel. The list shall include the employee's name, social security number and level of security clearance. The list shall be validated and signed by the company Facility Security Officer (FSO) and provided to the Contracting Officer, Program Manager, and Servicing Security Activity. An updated listing shall be provided upon request.

6.10.3 Contractor professionalism. The contractor shall:

• Present a professional appearance and maintain professional demeanor and conduct at all times.

• Conduct their work assignments IAW project schedules

• Function effectively and efficiently during extended periods of high pressure and stress.

• Function as an integral member of a team of highly trained professionals responsible for the safety and security of USAF personnel and resources.

6.11 Miscellaneous Paragraphs.

6.11.1 Freedom of Information Act (FOIA). All official Government records affected by this contract are subject to the provisions of the FOIA (5 U.S.C. 552/DoD 5400.7-R/AF Supplement).

Any request received by the Contractor for access/release of information from these records to the public (including Government/Contractor employees acting as private citizens), whether oral https://www.defensetravel.dod.mil/site/faqctr.cfm or in writing, shall be immediately brought to the attention of the CO for forwarding to the AFDW FOIA Manager to ensure proper processing and compliance with the Act.

6.11.2 For Official Use Only (FOUO). The Contractor shall comply with DoD 5400-7-R, Chapter 4, DoD Freedom of Information Act (FOIA) Program requirements. This regulation sets policy and procedures for the disclosure of records to the public and for marking, handling, transmitting, and safeguarding FOUO material.

6.11.3 Privacy Act. Work on this contract may require that personnel have access to information protected by the Privacy Act. Contractor personnel shall adhere to the Privacy Act, Title 5 of the U.S. Code, Section 552a and applicable agency rules and regulations when handling such information.

6.11.4 Records. All records created and received by the Contractor in the performance of this contract shall be maintained and readily accessible. Records shall remain the property of the Government.

6.11.5 Safety Concerns. The Contractor is solely responsible for compliance with OSHA standards for the protection of their employees. The Government is not responsible for ensuring that Contractors comply with “personal” safety requirements that do not present the potential to damage Government resources.

6.11.6 Project Policy. The Contractor shall comply with all industry standards. All work shall be done in accordance with all federal, local, and state laws and regulations.

6.11.7 Inherently Governmental Functions. The Contractor shall not perform inherently Governmental functions as defined in the Federal Acquisition Regulation (FAR) Subpart 7.5 in relation to this PWS.

6.11.8 Ethics. The Contractor shall not employ any person who is an employee of the US Government if employing that person would create a conflict of interest. Additionally, the Contractor shall not employ any person who is an employee of the Department of the Air Force, either military or civilian, unless such person seeks and receives approval according to DoDD 5500-7, Joint Ethics Regulation.

6.11.10 Non-Personal Services. The Government shall not supervise or task Contractor employees in any manner that generates actions of the nature of personal services, or that creates the perception of personal services. It is the responsibility of the Contractor to manage its employees directly and to guard against any actions that are of the nature of personal services, or give the perception of personal services to the Government or to Government personnel. If the Contractor feels that any actions constitute, or are perceived to constitute personal services, it is the Contractor’s responsibility to notify the CO immediately. Non-personal Contractor services shall not be used to perform work of a policy/decision making or management nature.

SECTION VII

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

Contracting Officer (CO). The duly appointed Government agent authorized to award or administer contracts. The contracting officer is the only person authorized to contractually obligate the Government.

Defective Service. A service output that does not meet the standard of performance specified in the contract for that service.

Government Furnished Property (GFP). Facilities, equipment, tools, supplies, parts, or any other items furnished for the concessionaire's use by the Government. A full list, if applicable, is in Section V.

Performance Threshold. The minimum performance level of a performance objective required by the Government.

2.0 ACRONYMS

A1Z. Integrated Resilience Directorate.

AU. Air University.

CAF. Comprehensive Airman Fitness.

DAF. Department of the Air Force.

FTAC. First Term Airman’s Course.

IQC. Implementation Quality Checklist.

IRC. Independent Review Commission.

ISDV. Interpersonal and Self-Directed Violence.

MRTC. Master Resilience Trainer Course.

RACI. Responsible-Accountable-Consulted Informed. RACI is responsibility assignment matrix—is a simple tool used in project management to map task roles and responsibilities.

RCT. Randomized Clinical Trial.

RP. Resilience Program.

TG. Trainer’s Guide.

UR. University of Rochester.

W-C. Wingman-Connect.