Performance Work Statement - QA Program Support.pdf

FA7014‐21-C-0039

PERFORMANCE WORK STATEMENT

FOR

Quality Assurance Program Support

AT

JOINT BASE ANDREWS, MARYLAND

15 July 2021

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

1.2 Background

SECTION II

2.0 Task Descriptions

2.1 Establish Governance structure and train governing bodies

2.2 Develop Deficiency Remediation and Tracking process and Tools for Internal Findings &

Recommendations, Process Deficiencies, and a methodology/process to establish

2.3 Develop Process Tools to support and help automate QA Processes and Integration

Efforts (Interim Solution until GRC)

2.4 Metrics, Reporting, and Data Analytics

2.5 Integrate Internal Control Programs and Systems

2.6 Write Sustainment Program SOPs

2.7 Communication and Training

2.8 Improve Document Retention and Recovery

2.9 Incorporate Fraud Reduction & Data Analytics Act and Digital Accountability and

Transparency Act (DATA) Requirements

2.10 Provide Functional Management Support (FMO)

2.11 Financial Services Support

2.12 Ad-Hoc AFAFO-A Accounting Support

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, ETC

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

5.2 Contractor Acquired Property

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Kickoff Meeting/Orientation Meeting

6.3 Transition-In Plan

6.4 Transition-Out Plan

6.5 Quality Control

6.6 Emergency Operations/Mission Essential Personnel

6.7 Contractor Manpower Reporting Application (CMRA)

6.8 Security Instructions

6.9 Travel

6.10 Employee Accountability & Turnover

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The SAF/FMFC Quality Assurance Program (QAP) Management Office is responsible for effectively implementing a viable across all Financial Management offices across the Air Force covering well over 300 Wings, Direct Reporting Units, Field Operating Agencies, Major Commands (MAJCOMs), and Centers. The purpose of the QAP is to internally evaluate efficiency/effectiveness and continuous process improvement in support of QA Program requirements, as outlined in AFI65-202 ADMINISTRATION OF A BASE FINANCIAL

MANAGEMENT QUALITY ASSURANCE PROGRAM, the DoD Financial Management

Regulation (DoD FMR 7000.14-R) and numerous AFIs supporting the DoD FMR. The QAP also provides the FM with reasonable assurance that internal controls are present to ensure taxpayer’s resources are maximized and Airmen receive financial support. The QAP supports other programs such as audit, Inspector General (IG), Manager’s Internal Control Program (MICP) to include the annual Statement of Assurance, Manager’s Internal Control Toolset (MICT) self-assessment communicators, etc.

1.1.1 Scope. Obtain contractor support to effectively sustain and enhance the Air Force Quality

Assurance Program (QAP) in accordance with AFI65-202 ADMINISTRATION OF A BASE

FINANCIAL MANAGEMENT QUALITY ASSURANCE PROGRAM to include providing

Accounting and Financial Services functional support. Support required includes advisory services, data analytics, program management, SharePoint development and training. Primary

Outcome is to improve auditability of financial management business processes and procedures as a result of enhancing and institutionalizing the QAP across the enterprise. Provide the

SAF/FMFC QA Program Management Team with the technical and functional expertise to enhance the Quality Assurance Review Tool (QART) and meet Financial Improvement and

Audit Readiness (FIAR) requirements. The Contractor shall ensure Contractor personnel take action to fully integrate into the SAF/FMFC QAP Management Office, creating a seamless

Government-Contractor team. The Contractor shall manage contractor personnel. The Contractor shall interface and perform technical and programmatic liaison support with, but not limited to, the SAF/FMFC AFAFO-A (Accounting Office), SAF/FMFC AFAFO-F (Financial Services), Defense Finance Accounting Services (DFAS), Office of the Undersecretary of Defense

(Comptroller) [OUSD(C)], Air Force Installation Mission Support Center (AFIMSC), Air Force

Accounting Operations Center (AFAOC), SAF/FMFA A-123/Audit Team, all subordinate

Quality Assurance Managers (QAMs), and SAF/IG (Inspector General) Conduct or interface with program or system requirements, operations, planning, and system sustainment.

1.2 Background. The SAF/FMFC QA Program Management Office’s mission is to effectively sustain and enhance the Air Force Quality Assurance Program (QAP) in accordance with AFI65-

202 ADMINISTRATION OF A BASE FINANCIAL MANAGEMENT QUALITY

ASSURANCE PROGRAM, to include providing Accounting and Financial Services functional support. Support required includes advisory services, data analytics, program management, SharePoint development and training. Primary Outcome is to improve auditability of financial management business processes and procedures as a result of enhancing and institutionalizing the QAP across the enterprise. The purpose of the Quality Assurance Program is to internally evaluate efficiency/effectiveness and continuous process improvement in support of the DoD

Financial Management Regulation (DoD FMR 7000.14-R) and numerous AFIs supporting the

DoD FMR. The support requested provides the SAF/FMFC QA Program Management Team with the technical and functional expertise to enhance the Quality Assurance Review Tool

(QART), satisfy QA Program requirements outlined in AFI65-202, and meet Financial

Improvement and Audit Readiness (FIAR) requirements. This requirement currently exists on the Air Force Financial Improvement and Audit Remediation (FIAR) contract (FA7014-18-F-5117

Task Order 12). A decision was made not to pick up Option Year 3 (10 Sep 2021 – 9 Sep 2022) on that

Task Order and secure contract support services from another contractor.

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 Governance structure and train governing bodies.

2.1.1 The contractor shall assist to further extend the SAF/FMF Risk Framework to include the establishment of internal control governing bodies at the MAJCOM and Wing levels.

2.1.2 The contractor will focus on providing continual training and follow-on support. This process will complete the required Statement of Assurance lifecycle from a Governance perspective.

2.2 Develop Deficiency Remediation and Tracking process and Tools for Internal Findings &

Recommendations, Process Deficiencies, and a methodology/process to establish countermeasures.

2.2.1 Provide services and/or tools to integrate the deficiency remediation process across the QA

Program, SAF/IG requirements, the Enterprise Risk Management (ERM) and Managers’ Internal

Control Program (MICP), and A-123 control testing, (where applicable) and assist with standardizing the way deficiencies are documented and tracked.

2.2.2 The focus for the first fiscal year will be to ensure the USAF Quality Assurance Program and MICP deficiency remediation requirements are satisfied via a centralized SharePoint tool.

2.2.3 The long-term goal will be to integrate USAF A-123 and SAF/IG inspection requirements for deficiency remediation.

2.3 Develop Process Tools to support and help automate QA Processes and Integration Efforts

(Interim Solution until GRC).

2.3.1 Develop processes to sustain successful practices and remediate deficiencies across several programs. The goal is to provide a standardized process and supporting tools which help reduce redundancies across all four programs.

2.3.2 Standardizing processes and developing supporting tools that assist with satisfying USAF

Quality Assurance Program requirements will be the primary focus of the first fiscal year.

2.3.3 The long-term goal will be to incorporate requirements from the other major USAF FIAR programs, where possible.

2.4 Metrics, Reporting, and Data Analytics.

2.4.1 Maintain and enhance existing PowerBI Data Analytics Tool.

2.4.2 If that tool is no longer authorized for use, the contractor will by building and deploying a data analytics and business intelligence capability for the SAF/FMF FM tactical measures data sets (currently 16 Focus Metrics and 5 Financial Management Health Indicators) that provides process and data analysis improvements through automation.

2.4.3 Assist with the continued development of the SharePoint site to make standardized data elements readily available to provide real time metrics and reporting on progress, performance, participation and focus areas for training on the Quality Assurance Program, A-123, and MICP.

The data captured through the SharePoint site will also lend itself to additional resources and measures to further automate reporting to provide greater insight and data representation.

2.4.4 The goal of the first year will be to capture the Quality Assurance requirements needed for static repeatable reports, development of those reports, and setting the data library with the foundation of building ad hoc reporting capabilities.

2.5 Integrate Internal Control Programs and Systems.

2.5.1 Integrate key internal control programs and systems with a special emphasis on streamlining testing. Currently numerous internal control programs and systems are utilized to support FIAR efforts, Managers’ Internal Control Program (MICP), IG requirements, the Quality

Assurance (QA) Program, and substantive testing associated with the annual IPA audit and

SAF/FM testing.

2.6 Write Sustainment Program SOPs.

2.6.1 Develop a comprehensive document that will provide the Standard Operating Procedures

(SOP) for establishing and sustaining an effective, enterprise-wide Quality Assurance Program.

2.6.2 The Sustainment Program SOP will be leveraged to demonstrate a comprehensive internal control and sustainment program to the IPA during the annual audit.

2.7 Communication and Training.

2.7.1 The contractor will provide support to SAF/FMFC AFAFO-A Quality Assurance Program for Quality Assurance Program Training, including the development and execution of a formal

USAF QA Training Plan, training material, and reporting capabilities. The USAF QA Training

Plan will include new QA Manager On-Boarding Process/Resources; QA Manager training; QA tool-specific training such as QART; and topic specific training to QA Managers and teams (i.e.

Improper Payments, DAR-Q, Impact to Audit). The QA Training Plan would also include large scale/annual training events like the QA Worldwide Conference.

2.7.2 Perform initial and recurring QA Program training to all QA Program stakeholders, both directly and indirectly, to include:

2.7.2.1 MAJCOM/Wing/DRU, FOA, and Center QAMs in all time zones

2.7.2.2 SAF/FMFC Government and contract support staff

2.7.2.3 QART

2.7.2.4 Establish training material and an annual plan in support of monthly Topic Training sessions at monthly and ad hoc.

2.7.2.5 Support any training requirements associated with SAF/FMFA on an ad hoc basis

2.7.2.6 Provide training and communication support for the annual QA Worldwide

2.8 Improve Document Retention and Recovery.

2.8.1 Develop a document retention and recovery process so that all key supporting documents will be able to be accessed and provided in a reasonable timeframe, resulting in a sizable decrease in IPA write-ups/Notice of Findings and Recommendations (NFRs) related to document retention, recovery, and disposal.

2.9 Incorporate Fraud Reduction & Data Analytics Act and Digital Accountability and

Transparency Act (DATA) Requirements.

2.9.1 Establish guidelines on creating financial and administrative controls which assess fraud and respond to it. These guidelines must incorporate the leading practices from GAO’s report entitled “Framework for Managing Fraud risks in Federal programs”.

2.9.2 Comply with the Fraud Reduction & Data Analytics Act and Digital Accountability and

Transparency Act of 2015 and the Air Force Financial Management Quality Assurance Fraud prevention program as laid out in Air Force Instruction 65-202 Chapter 7 (Fraud Prevention) and any subsequent regulatory guidance or policy.

2.10 Provide Functional Management Support (FMO).

2.10.1 Support the SAF/FMFC QA Program Management Team by developing a Strategic Plan and 3–year Project Plan covering all activities associated with facilitating and continually implementing an effective and efficient enterprise-wide Air Force Financial Management

Quality Assurance Program (AFI 65-202 ADMINISTRATION OF A BASE LEVEL

FINANCIAL MANAGEMENT QUALITY ASSURANCE PROGRAM)

2.10.2 Develop necessary briefs, develop and maintain spreadsheets, respond to Task

Management Tool (TMT) taskers, recommend improvements to current business processes, and brief Air Force senior leaders (when necessary).

2.10.3 Collaborate with the Air Force Installation and Mission Support Center (AFIMSC), the

Air Force Accounting Operations Center (AFAOC), and service providers to ensure policy and procedures represent a unified voice to MAJCOMs/ DRUs/ FOAs, and centers

2.10.4 Assist SAF/FMFC with developing the annual Statement of Assurance

2.10.5 Assist SAF/FMFC QA Program Management Office with responding to the Office of the

Under Secretary of Defense (Comptroller) [OUSD(C)] data calls and reporting requirements

2.10.6 Assist SAF/FMFC QA Program Management Office with revising and maintaining AFI

65-202 ADMINISTRATION OF A BASE LEVEL FINANCIAL MANAGEMENT QUALITY

ASSURANCE PROGRAM, to include all attachments

2.10.7 Provide Monthly Status Report

2.11 Financial Services Support

2.11.1 The Quality Assurance contractor role in financial services is to support improving operational performance and customer service while maintaining adequate internal controls in

Military Pay, Travel Pay, Civilian Pay, Disbursing Operations, and related Comptroller

Programs. The contractor must:

2.11.1.1 Represent and fulfill FM needs of MAJCOM, AFIMSC, DRUs, FOAs, and Installation

QA Managers by answering inquires; communicating and training on QA and FMF policy and procedures; gathering, analyzing and reporting customer requirements and feedback

2.11.1.2 Collaborate with our support partners to strengthen QA support of financial services.

Partners include but not limited to OUSD(C), Defense Finance & Accounting Service (DFAS), HAF/A1, Air Force Personnel Center (AFPC), SAF/IG, Air Force Audit Agency (AFAA), DoDIG, and GAO

2.11.1.3 Support oversight of SAF/FM QA tasks, reviews, policy/procedures, projects, initiatives and AFI 65-202 requirements related to financial services

2.11.1.4 Quality Assurance Review Tool (QART). Track installation reviews, tasks, discrepancy tracking, plans, and projects to completion, consolidate results, perform trend and root cause analysis, and monitor corrective actions. Support proper tool utilization by training, assisting, and answering inquiries from installations, MAJCOMs, AFIMSC, DRUs, FOAs

2.11.1.5 Financial Services Metrics, Performance and Health Indicators. Gather data, ensure accurate and timely metric display, prepare senior leader metric briefings, train customers, gather feedback, and analyze metric performance to support process improvement

2.11.1.6 Self-Assessment Program. Utilize system reports to summarize, conduct root cause analysis, and report on installation responses to Military Pay, Travel Pay, Civilian Pay, Disbursing Operations, and related Comptroller Programs communicators (checklists). Gather installation feedback, analyze effectiveness, and suggest improvements to checklist items

2.11.1.7 Support Fraud Prevention and Detection Program in financial services

2.11.1.8 Lend QA support to MAJCOM, AFIMSC, DRU, FOA Staff Assistance Visits (SAVs)

2.11.1.9 Lend QA support to SAF/IG inspections and AFAA, DoDIG, and GAO audits

2.11.1.10 Support new FM Orientation by training newly appointed comptrollers on their QA

Program

2.11.1.11Support training new QA Managers on how to achieve a successful QA Program

2.11.1.12 Recommend process improvements and implementation strategies for financial services programs

2.12 Ad-Hoc AFAFO-A Accounting Support

2.12.1 Represent and fulfill FM needs of MAJCOM, AFIMSC, DRUs, FOAs, and Installation

QA Managers by answering inquires; communicating and training on accounting policy and procedures; gathering, analyzing and reporting customer requirements and feedback

2.12.2 Collaborate with our support partners to strengthen AFAFO-A support of accounting.

Partners to include, but not limited to, OUSD(C), Defense Finance & Accounting Service

(DFAS), HAF/A1, Air Force Audit Agency (AFAA), DoDIG, and GAO

2.12.3 DAR-Q & Advana. Track tasks, plans, and projects to completion, consolidate results, perform trend and root cause analysis, monitor corrective actions, and review/write policies.

Support proper tool utilization by training, briefings, assisting, and answering inquiries from

MAJCOMs, CCMDs, & AFIMSC. Recommend process improvement and implementation strategies.

2.12.4 G-Invoicing. Track tasks, plans, and projects to completion, consolidate results, perform trend and root cause analysis, monitor corrective actions, and review/write policies. Support proper tool utilization by training, briefings, assisting, and answering inquiries from MAJCOMs, CCMDs, & AFIMSC. Recommend process improvement and implementation strategies.

2.12.5 Miscellaneous Obligation Reimbursement Document (MORD). Track tasks, plans, and projects to completion, consolidate results, perform trend and root cause analysis, monitor corrective actions, and review/write policies. Support proper tool utilization by training, briefings, assisting, and answering inquiries from MAJCOMs, CCMDs, & AFIMSC.

Recommend process improvement and implementation strategies.

2.12.6 Notice of Findings and Recommendation (NFR). Track tasks, plans, and projects to completion, consolidate results, perform trend and root cause analysis, monitor corrective actions, and review/write policies. Support proper tool utilization by training, briefings, assisting, and answering inquiries from MAJCOMs, CCMDs, & AFIMSC. Recommend process improvement and implementation strategies.

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

Perform

Training

2.7.1 &

2.7.2

Documented Training is IAW with an approved Training Plan at least 90% of the time per quarter, meets Continuous

Education Training (CET), and includes preparation and distribution of a CET Certificate for each documented attendee. Configuration is correct except for 1 element per database per month. Re-performance must occur within 3 business days of notification. Re-performance must occur within 1 month of notification

100% Surveillance

SS – 2

Maintain

QART

SharePoint

Site

2.11.1.4 With the exception of any government

related issues, the QART SharePoint site must be available and functionally accurate to all users during stated work hours.

Customer Complaint

SS – 3

Improve auditability of the USAF

Financial

Management business processes and procedures

1.1, 1.2 &

2.10.2

Remediate existing A-123 Self-

Identified Deficiency (SID-ELC-

2020-012– Financial Management Quality Assurance Program) by the end of the Base Year POP. Zero Independent Public Accountant (IPA) NFRs. No QA Program Material Weaknesses or Significant Deficiencies.

100% Surveillance

SS – 4

Provide accurate resolutions to customer needs and agency requirements

1.1.1 &

2.n.n (All

Inclusive)

Provide at least 95% acceptable responses during the month OR

Receive no more than 2 valid complaints about service during the month

Periodic

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

Deficiency Remediation and

Tracking process and Tools for

Internal Findings &

Recommendations, Process

Deficiencies, and a methodology/process to establish countermeasures

2.2 NLT 90 days

after contract award

By email to the Project Manager in the form of a PowerPoint brief outlining the process, and a demo of the tools developed to support the process

Document Standard Operating

Procedures (SOP) for establishing and sustaining an effective, enterprise-wide

Quality Assurance Program.

2.6.1 NLT 270 days

after contract award

By email to the Project Manager in

Microsoft Word format

Establish training material and an annual plan

2.7.2.4 NLT 180 days

after contract award

By email to the Project Manager.

Training material will be in the form of PowerPoint whereas the annual Training Plan will be in the form of Microsoft Word.

Developing a Strategic Plan and 3–year Project Plan

2.10.1 NLT 60 days

after contract award

By email to the Project Manager in

Microsoft Word format

Monthly Status Report 2.10.7 10th business day of each month

By email to the COR in Microsoft

Word format

Kickoff Meeting Agenda 6.2.1 NLT 5 days after contract award

By email to the Project Manager in the form of a PowerPoint Brief

Quality Control Plan 6.5.2 Submitted at

Kickoff Meeting and annual revisions submitted 15 days after OY award.

By email to the Project Manager

Trip Reports 6.9.5 5 business days after completion of TDY

By email to the Project Manager in

MS Word IAW AFH 33-337

(Tongue and Quill)

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, ETC

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

Government reserves the option of furnishing (a) government laptop(s) to the contractor. Any laptops provided to the contractor will be distributed in accordance with 844th IT policy, to include proper hand receipt procedures.

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. Telework is permitted and encouraged.

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

6.2.1 The Contractor shall schedule and coordinate a virtual Project kick-off Meeting no later than (NLT) five (5) calendar 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

• Overview of project tasks

• Review of organization (complexity)

• Lines of communication overview (between both Contractor and Government)

• Travel notification and processes

• Government-furnished information (GFI)

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

• Analytical Support Status Accreditation (ASSA) Documentation

• Invoice procedures

• Monthly meeting dates

• Reporting Requirements, e.g. Monthly Status Report (MSR)

• POCs http://www.opm.gov/status/

• Roles and Responsibilities

• Prioritization of Contractor activities

• Any initial deliverables

• Other logistic issues

• Quality Control Plan (QCP)

• 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 4 days after contract award for review and approval by the COR prior to finalizing. The Government will provide the

Contractor with the number of participants for the kick-off meeting and the Contractor shall provide sufficient copies of the presentation for all present.

6.2.3 The Kickoff Meeting will occur virtually

6.3 Transition-In Plan

6.3.3 Incumbent employees may be interviewed for possible employment by the incoming

Contractor; however, the employees will have the first right of refusal.

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

• Provide technical, functional 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.

6.4.3 Current employees under this contract may be interviewed for possible employment by a succeeding Contractor; however, the Contractor will have the first right of refusal. The current

Contractor will release any employee who chooses to be employed by a succeeding Contractor.

The current Contract will assist by orienting assigned employees of the succeeding Contractor during the last 30 days of the period of this contract, if so directed by the CO. The Government shall make available to such employees existing Government Furnished Property listed under

Section V of this PWS. Items that are not accountable, such as desks, chairs, telephones, and other normal office equipment and office supplies during the orientation period, will only be transferred to the incoming Contractor if items were solely purchased by the current Contractor’s company.

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.

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 XX 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.

6.8.8 Contractor Identification. All Contractor personnel shall wear the Air Force issued

Common Access Card at all times when away from their immediate work area so as to distinguish themselves from Government employees. When conversing with Government personnel during business meetings, over the telephone or via electronic mail, Contractor personnel shall identify themselves as a contractor to avoid situations arising where sensitive topics might be better discussed solely between Government employees. Contractors shall identify themselves on any attendance sheet or any coordination documents they may review.

Electronic mail signature blocks shall identify their company affiliation. Where practicable, contractors occupying collocated space with their government program customer should identify their work space area with their name and company affiliation or as a minimum “Contractor” after name.

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 SAF/FMFC QA Program Management Team 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, as defined by the SAF/FMFC QA Program Management Team

Office. No positions shall remain vacant for more than 30 working days. The government shall not be billed for positions left vacant over 30 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 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:

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

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 or in writing, shall be immediately brought to the attention of the CO for forwarding to the XX

FOIA Manager to ensure proper processing and compliance with the Act.

6.11.2 Controlled Unclassified Information (CUI). The Contractor shall comply with DoD

Instruction 5200.48 and 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, documents, and tools (both manual and automated) created and received by the Contractor in the performance of this contract shall be maintained, readily accessible, and 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.

6.11.9 Professional Appearance of Work Space. If applicable, the Contractor shall keep work space areas neat and orderly and avoid conditions leading to safety violations.

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.