RFI 70T01024I6116N111 - DRAFT PWS.pdf

Performance Work Statement (PWS) Transportation Security Administration (TSA)

Law Enforcement/Federal Air Marshal Service (LE/FAMS)

LAW ENFORCEMENT COORDINATION AND ASSESSMENT INTEGRATION

1.0 INTRODUCTION

The Transportation Security Administration (TSA) Law Enforcement/Federal Air Marshal Service (LE/FAMS) office requires program support for the law enforcement, assessment, and insider threat programs to create an integrated network of law enforcement activities. Given that the definition of insider threat in the context of transportation establishes a significant and expansive landscape, it is essential to develop structures that integrate law enforcement operations to create clear lines of effort and ensure the security of the nation’s transportation system.

2.0 BACKGROUND

TSA LE/FAMS has continued to adapt its approach to the diverse set of transportation threats since the events of September 11, 2001. Recently, LE/FAMS released a comprehensive roadmap to establish a new strategic vision that enhances security through proactive and agile detection, assessment, and response capacity. This overarching driver has bolstered initiatives and activities across the organization that mitigate insider threats, unauthorized use of unmanned aircraft systems (UAS), and transportation system vulnerabilities.

3.0 SCOPE

In order to counter evolving threats and attain mission outcomes across LE/FAMS, this effort will focus on integration, capacity building, and programmatic enhancement. These will be accomplished through a variety of activities including strategic initiative design and support; revision of foundational and supporting documents; interagency coordination support; de-confliction across internal, mutual mission areas; risk mitigation and analysis; program evaluations; and data and performance metric development.

This will require access to information up to the Top Secret/Secret Compartmentalized Information (TS/SCI) level.

4.0 REQUIREMENTS

4.1 Operational Integration

LE/FAMS must ensure rapid integration of multiple law enforcement and threat assessment functions in support of organizational objectives that is supported by foundational documents and effective program oversight.

4.1.1 Assess people, process, culture, authorities, policy, and technology to develop a plan to integrate law enforcement functions, to include that of field-based liaisons and task force officers, in order to ensure a coordinated response to threats within the transportation system.

4.1.1.1 Conduct an assessment of field office areas of responsibility and avenues for increasing operational activities at and beyond contiguous transportation locations that conform to budgetary and staffing constraints.

4.1.1.2 Identify and support implementation of processes that capture and communicate outputs and outcomes and ensure timely information sharing for critical program areas.

4.1.1.3 Identify technical and operational requirements for field-based, multi-disciplinary teams that have the ability to detect, assess, and respond to threats across their geographic area of responsibility.

4.1.1.4 Identify the skills and specialized equipment required to support capability and ensure alignment to training objectives and curriculum development, and ultimately supporting career models that ensure workforce advancement.

4.1.1.5 Identify operational and programmatic activities across TSA and the interagency that support or align with existing and planned LE/FAMS activities to ensure documentation, information sharing, and efficient and effective collaboration.

4.1.1.6 Identify opportunities for information sharing and collaboration with industry to ensure regular and ad hoc methods for collective awareness and response.

4.1.2 Facilitate creation of a Concept of Operations (CONOPS) to ensure clear lines of effort within existing authorities that leverages analysis, investigation, and assessment needs across operational units.

4.1.2.1 Identify and implement mechanisms for information sharing while ensuring effective protections of sensitive information and data.

4.1.3 Evaluate internal case management and reporting systems, to include product backlogs and development priorities, to determine symbiotic pathways for future development, investment, and consolidation that are tied to strategic initiatives and achieve the greatest outcomes in advancing capability and capacity.

4.1.3.1 Conduct a scan of the TSA, DHS, and interagency law enforcement environment to determine operational and case management solutions that meet organizational needs.

4.1.4 Deliverables for 4.1

Item No.

Item Title Description Frequency Delivery Method

Delivery Date

1 Capability Assessment

Detailed assessment of the current capabilities, to include equipment and training, that identifies gaps and recommends program focus or investment.

Once Via email to COR

4 months after request by the

COR

2 Concept of Operations

Document that defines roles, responsibilities, and capabilities of operational elements.

Once Via email to COR

6 months after request by the

COR

3 Stakeholder Engagement

Plan for communicating goals and objectives to internal and

Once Via email to COR

2 months after request by the

Plan external stakeholders. and PM COR 4 System

Evaluation and Enhancement Plan

Technical assessment of existing systems currently in use throughout the enterprise and similar law enforcement organizations with recommendations for enhancement, and strategy for implementation.

Once Via email to COR and PM

6 months after request by the

COR

5 Project Update Briefing

Update on progress of deliverables and project lines of effort.

Once per month

Via email to COR and PM

The 1st Wednesday of each month

4.2 Business Analysis and Programmatic Support

As LE/FAMS increases capacity through the implementation of multi-disciplinary and decentralized law enforcement operations, expansion and/or refinement must be based in data-driven, standardized methodologies that enable qualitative and quantitative methods for conveying program results.

4.2.1 Determine available data points and reporting streams in all phases of investigative and assessment processes to develop methods for capture that support operational decision-making, programmatic direction, and a common operating picture.

4.2.1.1 Identify and implement methods for triaging information and reporting, ensuring that relevant insider threat, criminal, and/or terrorist information is assessed and referred when appropriate in a timely and effective manner.

4.2.1.2 Facilitate a single pane of glass for operators and field and headquarters leaders that ensures common understanding and recognizes critical information requirements across operational and strategic activities.

4.2.2 Evaluate current and future staffing composition and needs, and develop a data-driven and repeatable methodology for ongoing evaluation. This adaptive system-wide approach should ensure headquarters units provide robust support to decentralized operations while leveraging organizational leadership.

4.2.3 Assess mission outputs and outcomes to develop measures of performance and effectiveness that align to and/or expand upon relevant TSA, DHS and national security-related priorities.

4.2.4 Determine appropriate stakeholders and functions to ensure a stable and effective governance model that reinforces organizational goals, identifies discrepancies through audits and/or indicators, and is efficiently executed at short- and long-term intervals.

4.2.5 Deliverables for 4.2

No.

Item Title Description Frequency Delivery Method

Delivery Date

1 Investigations and Assessment Data and Reporting Package

Procedures for identifying and leveraging data and reporting throughout operational activities in

Once Via email to COR and PM

6 months after request by the

COR

order to develop and maintain a common operating picture.

2 Staffing Analysis and Plan

Assessment of operational units and a phased plan for reaching an optimal composition across all functional areas.

Once Via email to COR and PM

4 months after request by the

COR

3 Performance Measures and Procedures

Determination of performance measures across functional areas and the method for continuous gathering and evaluation.

Once Via email to COR and PM

6 months after request by the

COR

4 Governance Model

An ongoing and repeatable method for enhancing operations through evaluation of process, audit, and executive involvement.

Once Via email to COR and PM

6 months after request by the

COR

5 Project Update Briefing

Update on progress of deliverables and project lines of effort.

Once per month

Via email to COR and PM

The 1st Wednesday of each month

4.3 Participate in a Post-Award Conference

This meeting shall provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting shall provide the opportunity to discuss technical, management and security issues. The Post Award Conference will aid both the Government and Contractor in achieving a clear and mutual understanding of all requirements, and identify and resolve any potential issues. The Contractor shall be prepared to discuss any items requiring clarification and gather information as necessary to support each deliverable.

4.3.1 Deliverables for 4.3

No.

Item Title Description Frequency Delivery Method

Delivery Date

1 Post-Award Conference

Introduction of Contractor Personnel and Government personnel as described in

PWS 4.3

Once Virtual Hosted by the PM and

COR

5-days After Effective Date (all required contractor personnel have been cleared

5.0 CONTRACTOR TRAVEL

Travel is not anticipated for this requirement. Should travel become necessary, reimbursement shall be made to the Contractor in accordance with the Federal Travel Regulations. The Contractor shall be responsible for obtaining the Contracting Officer’s Representative (COR) approval (electronic mail is acceptable) for all reimbursable travel in advance of each travel event.

The TSA COR must approve the Contractor’s travel requirements in advance. The Contractor’s contract manager/program manager or alternate shall submit the travel request no later than five days prior to travel to allow for review and approval by the COR. To be considered for reimbursement, travel requests must contain:

• The purpose and destination of the trip;

• The date(s) and time(s) of travel;

• Estimated cost of travel; and

• Traveler’s name and position title.

6.0 GOVERNMENT FURNISHED PROPERTY/EQUIPMENT/INFORMATION

(GFP/GFE/GFI)

Contractors will be issued TSA laptops in order to facilitate access to the network and enable performance.

Existing versions of deliverable documents will be provided along with supporting documentation and data, when applicable.

7.0 PLACE OF PERFORMANCE

Services are to be performed at TSA Headquarters, 6595 Springfield Center Drive, Springfield, VA 20598. Contractor facilities may also be utilized, and telework will be allowed per TSA approval on an as needed basis.

8.0 QUALITY CONTROL

The contractor shall implement and maintain a Quality Control Plan (QCP) to ensure work performed conforms to the scope of work and meets the requirements under this PWS. The QCP shall, at a minimum provide a method for performing inspections; identifying, correcting and preventing problems/defective service; addressing customer complaints, and improving the quality of services over the life of the contract.

9.0 QUALITY ASSURANCE

The Government reserves the right to perform inspections and surveillance to evaluate the Contractor’s compliance to the contract terms and performance of the requirements in the PWS.

10.0 CONTRACT DISCREPANCY REPORT (CDR)

In the event of unsatisfactory contractor performance, the COR or CO will issue a CDR that will explain the circumstances and findings concerning the incomplete or unsatisfactory service. The contractor shall acknowledge receipt of the CDR and respond in writing as to how he/she shall correct the unacceptable performance and avoid a recurrence. The Government will review the contractor's corrective action response to determine acceptability and will use any completed CDR as part of an overall evaluation of Contractor performance when determining present or future contractual actions.

11.0 ORGANIZATIONAL CONFLICTS OF INTEREST

The Contractor acknowledges that it is familiar with FAR Subpart 9.5, Organizational and Consultant Conflicts of Interest, and agrees to avoid, neutralize or mitigate such conflicts of interest in accordance with the principles set forth in the FAR. If the performance requires the Contractor (to include subcontractors) to supply technical support related to systems or projects with which the Contractor is already directly concerned, either by prime or subcontract, the Contractor shall immediately inform the Contracting Officer.

The PWS may be withdrawn if a conflict is found. The Contractor shall not undertake performance of any PWS requirements which requires it to supply technical support regarding such systems until the notice is given, and written consent to proceed is issued by the Contracting Officer.

12.0 PERFORMANCE REQUIREMENT SUMMARY (PRS)

The PRS lists performance objectives for the required services the Government will surveil. The absence of any contract requirement from the PRS shall not detract from its enforceability nor limit the rights or remedies of the Government under any other provision of the contract including the clauses entitled “Inspection of Services” or “Inspection” or “Default” in Section E and Section I of the contract.

13.0 COMPONENTS

Performance Objective PWS Paragraph Performance Standard/Acceptable Quality Level

Provide qualified personnel at contract start

4.1 4.2 4.3

Performance is acceptable when qualified personnel are on the job at contract start, unless previously negotiated by the CO

Effectively maintain a stable workforce

4.1 4.2 4.3

Performance is acceptable when:

Personnel changes are anticipated and filled with qualified personnel within 14 days of vacancy, unless approved in writing or otherwise directed in advance by the CO

AND

there is no mission impact due to position vacancies or unqualified personnel

Develop and submit all required deliverables

4.1.4 4.2.5 4.3.1

Performance is acceptable when:

100% of deliverable requirements are met and received on time AND critical information is accurate

[END DRAFT PWS]