PWS - DTO BMSS Follow On.docx

Performance Work Statement

Business Management Support Services for the Digital Transformation Office (DTO)

1. Introduction

The DTO requires specialized expertise and services for Navy Digital Transformation and Data Enablement. This effort will modernize and transition the Navy to a digital service that will significantly enhance force lethality, operational and functional agility, as well as modernize enterprise services and efficiencies.

2. Background

The Navy Digital Transformation is a holistic, end-to-end, enterprise level of effort intended to “digitally” update, modernize and streamline Navy policies, processes, technologies, and enterprise operations to more effectively support the warfighter, improve quality of service to Sailors, Fleet Commanders, and the Navy as a whole. The Chief of Naval Operations (CNO) released in January of 2021 his Navigation Plan (NAVPLAN) to the Fleet outlining how the U.S. Navy will grow its naval power to control the seas and project power across all domains, both now and in the future.

The DTO has leveraged the following lessons learned in its efforts to improve upon its Data Enablement efforts:

· Data needs are driven by the questions that data consumers want to answer. These questions can always be traced back to missions and functions.

· Data is useless without context. Any time we seek to use data for advantage – whether to develop new algorithms, test hypotheses, measure performance, or analyze trends – we create a model that relates what data is relevant.

To ensure its Data Enablement efforts provide effective support, DTO had several key insights:

· Creation of predictive and prescriptive analytics solutions that harness the power of previously siloed data towards long term operational planning, capability development, and policy shaping.

· Elevated level of confidence in the accurate interpretation of critical and sensitive data to inform decision-making through the creation of a single source of ground truth

· Increased understanding of mission progress through transparent data reporting and visualizations

· Leverages agile development practices to drive product enhancements and user adoption through stakeholder feedback, iterative refinement of wireframes and minimum viable products, and the use of defined metrics rooted in specific business questions to inform operations.

In addition to NIF objectives, the DTO supports Digital Transformation opportunities more broadly across the Navy. This support involves advice and implementation across a broad range of emerging technology topics. The intent is to have high-impact potential on the Navy’s digital maturity. Broader support can also include partnering with Navy SYSCOMs and warfighting commands to drive digital transformation to other strategic change initiatives.

The DTO has been delegated by the Vice Chief of Naval Operations (VCNO) to execute and accelerate the Digital Transformation and Data Enablement for the NAVPLAN Implementation Framework (NIF) of the Navy. NIF Data Enablement will allow DON leadership to make data-informed, real-time decisions to drive NAVPLAN outcomes. Objectives following the Data Enablement process have deployed dashboards in Jupiter that highlight progress towards their North Stars. Data Enablement for the NIF is comprised of 18 objectives under 4 major lines of efforts, Readiness (R), Capability (Ca), Capacity (Cp) and Sailors (S). The objectives under each line of efforts as follows:

· R1 - Ship, Submarine, and Aircraft Mix

· R2 - Manpower – Gaps at Sea

· R3 - End to End Supply Chain

· R4 - Critical Readiness Infrastructure

· R5 - Requirements Analysis

· Ca1 - Terminal Defense

· Ca2 - Naval Operational Architecture

· Ca3 - Contested Logistics

· Ca4 - Counter-C5ISRT

· Ca5 - Long-range Fires

· Ca6 - Artificial Intelligence

· Cp1 - Unmanned Systems

· Cp2 - Affordable Force Structure

· S1 - Inclusive and Diverse Force

· S2 Live, Virtual, and Constructive

· S3 - Ready, Relevant Learning

· S4 - Education Program

· S5 – Warrior Toughness / Resiliency Continuum

The DTO recognizes that successful digital transformation must include a repeatable and scalable process for delivering solutions that provide measurable mission and operational impact. It must also incorporate digital upskilling and capability- building elements that drive cultural change and comfort with technology-driven transformation.

To accelerate and standardize the progress of NIF objectives, the DTO team follows the process below for data enablement of pathfinder NIF objectives and other similar, non-NIF initiatives:

· Driver Tree Problem Framing

· Metrics Defined

· Required Data Discovered

· Sample Data Collected

· Data Validated & Catalogued

· Ready for Data Visualization

· Iterative Refinement

· Wireframes Designed

· Data Preparation & Intake Complete

· MVP Prototype Developed

· MVP Deployed

· Automated Data Integration (M2M connections)

3. Scope

The ultimate objective is to obtain business and technology management services to support the NIF’s Digital Transformation and Data Enablement effort. This requires support services to the DTO and all tasks associated with the office’s operations, and execution of all phases of the transformation effort. Support will consist of a broad range of activities such as data analysis, data engineering, oversight, executive management, business, organizational, process, technical management, communications, market research and consulting on digital transformation and data enablement processes, and others as directed by the DTO. This will support the Navy efforts for a successful data enablement of the NIF objectives with an emphasis on “data as a corporate asset” and analytics. This will require advising on enterprise level functions and technology as the effort progresses and as the new systems and processes are implemented.

4. Tasks

4.1 Program Management Support

4.1.1 Provide executive consulting services to the DTO on transforming organizations at scale. Required at a minimum twice monthly and as required by the COR. After each consulting service a post meeting summary will be delivered to the COR electronically within 3 days of the service completion.

4.1.2 Facilitate meetings with external stakeholders such as DoD/DON leadership; key stakeholders; resource sponsors and others to provide guidance and proposed briefs for external stakeholders. Required at a minimum weekly and as required by the COR. After each meeting a summary will be delivered to the COR electronically within 3 days of the meeting completion.

4.1.3 Maintain the Integrated Master Schedule (IMS) for cost, schedule, and performance, as well as an Executive Integrated Cost Model with work break-downs and associated structure for the lines of efforts, and updated monthly, and as otherwise required, thereafter.

4.1.4 Assess potential internal and external stakeholders based on capability and synthesize findings and propose way-ahead consistent with ongoing efforts.

4.1.5 Work with DTO to identify new key stakeholders and initiative owners across the Navy and DOD. Assist DTO and stakeholders to catalog their ongoing and future digital initiatives into the current inventory.

4.1.6 Contractor shall use data calls, surveys, interviews, and other efficient means to collect data describing each initiative.

4.1.7 Digital inventory data shall be stored and visualized in the current digital portfolio management tool.

4.1.8 Contractor shall maintain one universal data set hosted on a tool capable of analyzing the largest collection of digital initiative activity in the Navy.

4.1.9 Contractor shall update interactive dashboards of the digital inventory data to facilitate leadership, understanding, discussion, and decision-making as required. Deliver routine portfolio analysis of the data in the inventory and to identify opportunities to better leverage cross-functional opportunities and ensure alignment to Navy’s priorities.

4.2 Digital Transformation Implementation

4.2.1 Provide consulting assistance to the DTO for the NAVPLAN Implementation Framework (NIF) and other topics as directed.

4.2.2 Coordinate DTO efforts with DON CDO to support the collection, storing and consolidation of data required to for data analytics efforts, leveraging existing data and analytics platforms such as Jupiter.

4.2.3 Create interactive data visualizations in Jupiter and other platforms to improve awareness, detect patterns, and support data-driven decisions.

4.2.4 Bring modern data science and advanced analytics methods to Navy data to drive data-driven decision-making.

4.2.5 Provide analyses as a service, enabling Commands, Communities of Practice, or technology specific stakeholders to conduct their own analysis using the current dashboards, or developing requirements for their own custom visualizations.

4.2.6 Provide Insights as-a-Service to other Navy Commands and seeking detailed views of digital initiatives under their purview.

4.2.7 Identify technology concentrations/centers of excellence within Commands for enhanced collaboration, including expertise sharing, and potential areas to pilot.

4.2.8 Bring digital technologies and industry best practices to strategic infrastructure optimization initiatives to improve the Navy’s ability to return critical warfighting platforms from maintenance availabilities.

4.2.9 Provide change management, workforce strategy, and implementation support supplying methods and approaches for stakeholder management and adoption of the digital transformation. The contractor shall maintain a listing of all relevant stakeholders who are affected or shall be affected by key decisions.

4.2.10 Provide monthly updates or as required for special interest topics: Artificial Intelligence (AI), 5G, Analytics and others as directed by DTO.

4.2.11 Facilitate weekly meetings to include a status report and proposed briefings with DTO.

4.2.12 Facilitate monthly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

4.2.13 Facilitate quarterly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

4.3 NIF and other similar Data Enablement

4.3.1 For Readiness (R) Data Enablement, Capability (Ca) Data Enablement, Capacity (Cp) Data Enablement, and Sailors (S) Data Enablement, and for other data enablement efforts as directed, the following tasks apply:

4.3.1.1 Provide consulting services to translate NIF driver tree objectives into operational outcomes. Measure/estimate the current performance gap for each major segment of the driver tree.

4.3.1.2 Established a standardized Concept of Operations that includes how it will be used in enterprise decision processes and how configuration will be controlled and updated.

4.3.1.3 Develop the conceptual model of the real world phenomena that it seeks to replicate.

4.3.1.4 Establish functional requirements for the model that includes inputs, outputs, interfaces, visualizations and others as required.

4.3.1.5 Develop and publish visualizations of standard, enterprise and driver tree metrics that will begin with metrics reporting and evolve into prescriptive visualizations as the model matures.

4.3.1.6 Creating decision making tools and scenario planning tools in Jupiter, N1’s ADE, or other data environments as necessary

4.3.1.7 Facilitate and/or implement machine-to-machine using application programs instructions or other existing data pipelines within the Navy/DOD platforms.

4.3.1.8 Facilitate bi-weekly or as required meetings to objectives point of contacts.

4.3.1.9 Facilitate weekly meetings to include a status report and proposed briefings with DTO.

4.3.1.10 Facilitate monthly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

4.3.1.11 Facilitate quarterly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

4.3.2 Perform readiness (R) Data Enablement specific task(s):

4.3.2.1 Readiness (R) line of efforts includes R1, R2, R3, R4 and R5 objectives.

4.3.3 Perform capability (Ca) Data Enablement specific task(s):

4.3.3.1 Capability (Ca) line of efforts includes Ca1, Ca2, Ca3, Ca4, Ca5 and Ca6 objectives.

4.3.3.2 Advise on modern data science and AI methods for Navy missions and describe risks and benefits for those use cases.

4.3.3.3 Implement pilot projects incorporating modern data science and AI methods using Navy data.

4.3.3.4 Enable enterprise applications of data science and AI by applying and socializing Machine Learning Operations best practices including governance, controls, and monitoring to Navy use cases.

4.3.3.5 Implement scalable and mission driven AI solutions to accelerate the implementation of priority NIF objectives.

4.3.4 Perform Capacity (Cp) Data Enablement specific task(s):

4.3.4.1 Capacity (Cp) line of efforts includes Cp1 and Cp2 objectives.

4.3.5 Perform Sailors (S) Data Enablement specific task(s):

4.3.5.1 Sailors (S) line of efforts includes S1, S2, S3, S4 and S5 objectives.

4.4 AI Work

4.4.1.1 NIF Objectives Ca1, 3, 4, 5 (Defend, Resupply, Maneuver, Shoot) objectives outcomes are accelerated by the robust application and deployment of AI in support of their requirements.

4.4.1.2 Supporting NIF Objectives (LVC, Unmanned, and those focused on readiness and business applications) are accelerated by the application and deployment of AI in support of their requirements.

4.4.1.3 Navy AI pilots and initiatives already in progress need to be evaluated for applicability to accelerate NIF Defend, Resupply, Maneuver, and Shoot objectives outcomes

4.4.1.4 Determine the extent to which NIF objectives existing data and infrastructure capabilities can support AI enablement and advise on recommended solutions.

4.4.1.5 NIF Defend, Resupply, Maneuver, and Shoot objectives AI competency is not sufficient to define and develop, in house, the AI requirements necessary to expand beyond the initial use cases.

4.4.1.6 Facilitate bi-weekly or as required meetings to objectives point of contacts.

4.4.1.7 Facilitate weekly meetings to include a status report and proposed briefings with DTO.

4.4.1.8 Facilitate monthly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

4.4.1.9 Facilitate quarterly updates to DTO, the Vice Chief of Naval Operations (VCNO), and others as identified by the DTO.

5. Other Pertinent Information

5.1 Acronyms

PoP Period of Performance

QW Quick Wins

SECNAV M Secretary of the Navy Manual

SES Senior Executive Service

TO Task Order

USFF United States Fleet Forces

VCNO Vice Chief of Naval Operations

YoE Years of Experience

5.2 Ordering Period

The ordering period for the resultant Indefinite Delivery, Indefinite Quantity (IDIQ) contract is anticipated to be a five-year ordering period beginning 13 November 2023 through 12 November 2028.

NOTE: The performance period of individual task orders placed against the IDIQ contract will be established at the time of task order issuance.

5.3 Place of Performance

The place of performance may include both government site and contractor site in the following locations: Washington, DC (specifically, at the Pentagon and the contractor’s facilities), and aboard other Navy facilities, as required.

In exceptional cases, when contractor personnel work efforts and related tasks are performed outside of a Government facility (i.e. due to events that cause the facility to be inaccessible), performance of all work efforts and tasks shall remain compliant with all contractual and security requirements. Furthermore, all applicable work efforts and related tasks shall be UNCLASSIFIED to occur or be performed at any facility and/or location other than a Government facility.

Situational Telework

Telework is a work arrangement that allows contractor’s personnel to perform appropriate work efforts and tasks, during any part of the regular paid hours, at an approved alternative worksite (i.e. contractor’s facility or telework center, contractor personnel’s residence or another approved alternative worksite). It does not include any work efforts and/or related tasks performed while on official travel or mobile work. Situational telework (i.e. commonly referred to as episodic, intermittent, unscheduled or ad-hoc telework) is telework that is approved on a case-by-case basis, where the hours worked were not part of a previously approved, ongoing and regular telework schedule. Situational telework includes emergency telework and telework that often results from:

Inclement weather;

Special work assignments or tasks; and

Inaccessible, time-adjusted or closure of assigned Government’s facility (e.g. emergency dismissal due to adverse weather conditions or a natural, manmade or any other type of emergency event or situation; holiday stand-down periods with inaccessibility or time-adjusted Government space availability; and when the U.S. Office of Personnel Management (OPM) announces that Federal Offices are “Open With Option for Unscheduled Leave or Unscheduled Telework” or similar, etc.).

Situational telework is authorized under this contract but shall be used in rare situations.

All work efforts and tasks that are performed outside of the specified Government facility shall be UNCLASSIFED.

5.4 Level of Effort

The following estimated level of effort is the estimated LOE as set forth in Section B of the solicitation.

Split places of performance are listed as percentages where the first number is the percentage of work performed at the Government site, and the second number is the percentage of work performed at the Contractor site.

For ~40 FTE, Government site is Washington, DC.

5.5 Experience/Qualifications Deviations must be submitted to the contracting officer in writing for consideration/approval. Specific experience is required as follows:

Program Manager I

Degree: Bachelor’s degree required. Master’s degree preferred.

Total Years of Experience (YoE): 18 (including advanced/graduate education)

General Experience: Transformation at Scale, Strategic Decision Making, Communications, Consulting, Complex Problem Solving, Organizational Design, Management, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise and Design and Implementation of Business Processes and Controls.

Program Manager II

Degree: Bachelor’s degree required.

YoE: 15

General Experience: Transformation at Scale, Program Management, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise, Consulting, Organizational Design and Management, and Business Process Improvement

Analyst I

Degree: Bachelor’s degree required.

YoE: 10

General Experience: Strategy, Transformation at Scale, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise Data Analysis, Statistical Analysis, Business/Economics, Marketing and Public Affairs, Communications, Complex Problem Solving, Analytics, & Graphics Support.

Specific Experience: Data Science, Data Visualization (e.g., Qlik/Tableau), User Experience/Interface Design, Data & Systems Engineering (e.g., Databricks and Trifacta)

Analyst II

Degree: Bachelor’s degree preferred.

YoE: 7

General Experience: Strategy, Transformation at Scale, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise Data Analysis, Statistical Analysis, Business/Economics, Marketing and Public Affairs, Communications, Complex Problem Solving, Analytics, & Graphics Support.

Specific Experience: Data Science, Data Visualization (e.g., Qlik/Tableau), User Experience/Interface Design, Data & Systems Engineering (e.g., Databricks and Trifacta)

Analyst III

Degree: Bachelor’s degree preferred.

YoE: 5

General Experience: Strategy, Transformation at Scale, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise Data Analysis, Statistical Analysis, Business/Economics, Marketing and Public Affairs, Communications, Complex Problem Solving, Analytics, & Graphics Support.

Specific Experience: Data Science, Data Visualization (e.g., Qlik/Tableau), User Experience/Interface Design, Data & Systems Engineering (e.g., Databricks and Trifacta)

Analyst IV

Degree: Bachelor’s degree preferred.

YoE: 3

General Experience: Strategy, Transformation at Scale, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise Data Analysis, Statistical Analysis, Business/Economics, Marketing and Public Affairs, Communications, Complex Problem Solving, Analytics, & Graphics Support.

Specific Experience: Data Science, Data Visualization (e.g., Qlik/Tableau), User Experience/Interface Design, Data & Systems Engineering (e.g., Databricks and Trifacta)

Analyst V

Degree: Associate’s degree preferred. YoE: 0-3 General Experience: Strategy, Transformation at Scale, Data Engineering, Business Analysis, Data Analytics, USN Subject Matter Expertise Complex Problem Solving& Graphics Support.

Specific Experience: Data Science, Data Visualization (e.g., Qlik/Tableau), User Experience/Interface Design, Data & Systems Engineering (e.g., Databricks and Trifacta)

5.6 Government Furnished Equipment / Property / Information

The Government anticipates GFE/P in Government workspaces, to include Command Access Cards (CACs), access to NMCI computers and networks. Task order may require the provision of Virtual Desktops, NMCI laptops and access to information systems, modules, models, and databases (when work is to be performed at the Contractor site). This will be provided once all of the Information Assurance and Training Requirements (as defined by the individual task orders) are met. The Government will furnish local, Defense Switched Network (DSN), and long distance telephone service on-site for direct performance of the Task Order. The Government will also provide Common Access Cards (CAC), access to computers, terminals, common use software, communications networks, and other resources owned or leased and operated by the Government.

5.7 Security Requirements

5.7.1. Contractor employees are required to be citizens of the United States and must be cleared to handle business sensitive, unclassified data IAW federal government security regulations for contractor personnel.

5.7.2. User access requires completion of mandated training, completion and submission of an End User Agreement, DD Form 2875, privileged user agreements where appropriate and a System Authorization Access Request (SAAR), DD Form 2875.

5.7.3. Contractor employees requiring IT-I level access require a favorably completed Single Scope Background Investigation (SSBI) or T5 or T5R equivalent investigation. Contractor employees requiring IT-II level access require a favorably completed National Agency Check with Law and Credit (NACLC) or T3 or T3R equivalent investigation.

5.7.4. The maximum that is required in performance of this Task Order will be a TOP SECRET / SENSITIVE COMPARTMENTED INFORMATION (SCI) clearance. The contractor must comply with SECNAV M-5510.30 series instructions.

5.7.5. Secret clearances are required for personnel working in a classified environment or assigned IT Level II privileged user access as defined in SECNAVINST 5510.30 (Series). All contractor employees under this Task Order who require access to Privacy Act protected information are categorized no lower than IT Level II.

5.7.6. All contract personnel are bound by the rules as provided in the Privacy Act of 1974.

5.7.7. All contractor personnel must have a CAC to perform under this Order if working at a federally controlled base, facility or activity, require access to DoN or DoD networks, and/or require access to information protected under the Privacy Act, to include Protected Health Information (PHI).

5.8 Travel

All travel should be in accordance with the Government’s Joint Travel Regulations (JTR) or Federal Travel Regulations (FTR). A trip report shall be submitted no later than 10 working days following the completion of required travel. Report shall include as a minimum, the purpose of the trip, date of travel, labor category, and significant outcome of the trip.

Travel is not-to-exceed $250,000.00 for the five-year ordering period.

5.9 Other Direct Costs

ODCs are incidental costs that are necessary and consumable in any given contract period through the primary purpose (services) of the contract. The estimated ODCs are not-to-exceed $125,000.00 for the five-year ordering period.

6. List of Deliverables

PWS

Section

7. Performance Standards.

Criteria for Acceptance — The Contractor is responsible for reviewing all work for proper accuracy and content. The Contractor shall document progress and produce required status reports that itemize and explain applicable deliverables. The COR/ACOR and/or TA will review contractor deliverables and reports to validate end products were delivered IAW specifications found herein. The TA will provide his/her assessment of contractor deliverables to the COR/ACOR who have sole authority to inspect and accept or reject contractor deliverables. The acceptance of deliverables and satisfactory work performance required herein shall be based on the timeliness and accuracy of the products requested via Service Requests.

Performance Element

Performance Requirement

Surveillance Method

Frequency

Acceptable Quality Level

Contract Deliverables

Contract deliverables furnished as prescribed in the PWS, attachments, CDRLs, Task Orders, etc., as applicable.

Inspection by the COR

100% inspection of all contract deliverables.

>95% of deliverables submitted timely and without rework required.

Overall Contract Performance

Overall contract performance of sufficient quality to earn a Satisfactory (or higher) rating in the COR’s annual report on Contractor Performance

Assessment by the COR

Annual

All performance elements rated Satisfactory (or higher)

Invoicing

Monthly invoices per contract procedures are timely and accurate.

Review & acceptance of the invoice

Monthly

100% accuracy

8. Points of Contact

COR – [TO BE IDENTIFIED AT TIME OF AWARD]

Contracting Office POC – Gerald Bowne - Contracting Officer, gerald.l.bowne.civ@us.navy.mil Austin Waller - Contract Specialist, austin.p.waller.civ@us.navy.mil

REIMBURSEMENT OF TRAVEL COST

(a) Travel

(1) Area of Travel. Performance under this contract may require travel by contractor personnel. If travel, domestic or overseas, is required, the contractor is responsible for making all needed arrangements for his personnel. This includes but is not limited to the following:

Medical Examinations Immunization Passports, visas, etc. Security Clearances

All contractor personnel required to perform work on any U.S. Navy vessel will have to obtain boarding authorization from the Commanding Officer of the vessel prior to boarding.

(2) Travel Policy. The Government will reimburse the contractor for allowable travel costs incurred by the contractor in performance of the contract and determined to be in accordance with FAR subpart 31.2, subject to the following provisions: Travel required for tasks assigned under this contract shall be governed in accordance with rules set forth for temporary duty travel in FAR 31.205-46.

(3) Travel. Travel, subsistence, and associated labor charges for travel time are authorized, whenever a task assignment requires work to be accomplished at a temporary alternate worksite. Travel performed for personal convenience and daily travel to and from work at contractor’s facility will not be reimbursed.

(4) Per Diem. Per diem for travel on work assigned under this contract will be reimbursed to employees consistent with company policy, but not to exceed the amount authorized in the Department of Defense Joint Travel Regulations.

(5) Shipboard Stays. Whenever work assignments require temporary duty aboard a Government ship, the contractor will be reimbursed at the per diem rates identified in paragraphs C8101.2C or C81181.3B(6) of the DOD Joint Travel Regulations, Volume 2.

(6) Air/Rail Travel. In rendering the services, the contractor shall be reimbursed for the actual costs of transportation incurred by its personnel not to exceed the cost of tourist class rail, or plane fare, to the extent that such transportation is necessary for the performance of the services hereunder and is authorized by the Ordering Officer. Such authorization by the Ordering Officer shall be indicated in the order or in some other suitable written form.

NOTE: To the maximum extent practicable without the impairment of the effectiveness of the mission, transportation shall be tourist class. In the event that only first class travel is available, it will be allowed, provided justification therefore is fully documented and warranted.

(7) Private Automobile. The use of privately owned conveyance within the continental United States by the traveler will be reimbursed to the contractor at the mileage rate allowed by Joint Travel Regulations. Authorization for the use of privately owned conveyance shall be indicated on the order. Distances traveled between points shall be shown in standard highway mileage guides. Any deviations from distance shown in such standard mileage guides shall be explained by the traveler on his expense sheet.

(8) Car Rental. The contractor shall be entitled to reimbursement for car rental, exclusive of mileage charges, as authorized by each order, when the services are required to be performed outside the normal commuting distance from the contractor’s facilities. Car rental for TDY teams will be limited to a rate of one car for every four (4) persons on TDY at one site.