DRAFT Performance Work Statement (PWS).docx

Attachment 1

FA5000‐XX-X-XXXX

CUI FA7014‐XX-X-XXXX

PERFORMANCE WORK STATEMENT

FOR

Workforce Development and Executive Support

AT

Secretary of the Air Force (SAF) Financial Management and Comptroller (FM) Financial Management

18 SEPTEMBER 2024

DRAFT

Controlled by: AFDW/PK CUI Categories: PROCURE Distribution/Dissemination Controls: FEDCON AFTER AWARD POC: Christine Dolan, christine.dolan@us.af.mil

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The Secretary of the Air Force (SAF) Financial Management and Comptroller (FM) Financial Management.

1.1.1 Scope. The objective of the requirement is to achieve a more efficient organization by leveraging continuous process improvements and innovation that focuses on developing and executing the workforce strategy of recruiting and retaining top talent; building a high-performing team working together providing outstanding services; creating digital solutions to manual processes, and tools to best support FM workforce enterprise.

1.2 Background. The SAF/FM Workforce Management and Executive Services Directorate (SAF/FME) is responsible for a wide range of strategic, operational and tactical level workforce management/development, and executive support functions in support of the Assistant Secretary of the Air Force (Financial Management and Comptroller). SAF/FME’s mission is to deliver first rate customer service, putting people first, through efficient & effective use of resources & personnel. SAF/FME does this through strategic planning, human capital management, force development and financial career field management across the enterprise, which includes establishment and maintenance of workforce career planning, management oversight and sustainment of DoD FM Certification program, and functional HR health. SAF/FME is responsible for management of enterprise-wide strategic workforce initiatives in supporting ~13K civilian and military personnel. The directorate provides oversight of FM deployment, development, and contingency training. It maintains strategic communications to include the development, production, distribution, marketing, and maintenance on behalf of the enterprise. SAF/FME also maintains and administers robust platforms and products to include functional website advancement and sustainment, as well as the provision of professional development opportunities, system accesses and licenses to support a collaborative and engaged FM workforce to carry FM into the future. Additionally, SAF/FME develops, maintains, and supports the DAF FM Strategic Plan, and subsequent workforce/ Human Capital initiatives including goal and objective tracking and reporting. It provides Strategic communication and briefings to the Executive board of directors and other strategic level engagements with DoD/FM entities. To do this, SAF/FM must remain agile and fully capable of effective and efficient engagement on workforce management, development, education, human capital management as well as strategic planning for the functional enterprise.

SECTION II

2.0 TASK

2.1 Program Management

The contractor shall provide program management to integrate, coordinate, and manage activities needed to deliver the services required by this contract. The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to this effort. The contractor shall identify a Program Manager (PM) to make work assignments, manage the efforts of contractor personnel, and to act as the single point of contact between contractor personnel assigned to support this effort and the Government.

2.1.1 Through the PM, the contractor shall provide cross-cutting task deliverables and manage timeliness, completeness, and quality of services. The PM shall provide effective supervision and management of all contractor personnel, including subcontractors; quality control of products; timely identification of issues; and effective corrective action plans.

2.1.2 The contractor shall deliver a Monthly Status Report (MSR). (Deliverable 1.1) The purpose of the MSR is to assist the Government with contract surveillance and to provide support for the monthly invoice. As approved by the Government, the MSR shall include, but is not limited to, a summary of accomplishments and work in progress for the reporting period; a listing of contractor employees, work assignments, and level of effort to support accomplishments and work in progress during the reporting period; and identification of any issues or challenges with completed or proposed courses of action. The MSR shall include a Contractor Control List (CCL). The purpose of the CCL is to assist the Government in controlling access to the Government’s environment and to ensure timely removal/disablement of contractor physical or logical access. The CCL shall provide a listing of all contractor employees who are currently supporting or who have supported DAF and their status as compared to the previous CCL.

2.1.3 The contractor shall deliver, maintain, and follow a Contract Management Standard Operating Procedure (CMSOP) (Deliverable 1.2). The CMSOP shall document the internal business processes used by the contractor and Government to manage and administer the contract. The CMSOP shall include the following processes:

1. Onboarding, to include all actions starting with submission of Visitor Access Request (VAR) and Non-Disclosure Agreement (NDA) then ending with contractor employee in place and fully provisioned with required workspace, physical access, and logical access. The onboarding process shall include submission of DD 2875, System Authorization Access Request, completion of required Cyber Awareness training, and notification/coordination with appropriate Government personnel such as COR and FME security manager.

2. Off-boarding. The contractor’s off-boarding process shall ensure timely out-processing with Government security to discontinue physical and logical access for employees who no longer require access. This process shall include notification and/or coordination with the COR, submission of deactivation DD2875, and turn-in of contractor’s Common Access Card (CAC) and any GFE to appropriate Government personnel.

3. GFE issuance, turn-in, accountability, and other related processes (e.g. laptop image updates)

4. Invoice submission and acceptance.

5. Procedures associated with Other Direct Costs, to include the purchasing approval process.

6. Access to additional systems, such as the Secret Internet Protocol Router network.

7. Work locations and notification procedures during Government closures or inclement weather.

8. Other business processes as identified by the Government.

The intent of the Government is to have well-defined, commonly understood, repeatable contract management business processes.

2.1.4 The contractor shall schedule and conduct a Post-Award Orientation (PAO) (Deliverable 1.3) within seven calendar days of the start of performance. The purpose of the PAO is to ensure a shared understanding of the contractor’s approach to the requirement and to open the lines of communication between the Government and contractor. The PAO shall include an overview of the contractor’s technical approach, a milestone schedule showing base period activities and deliverables, and an organization chart showing proposed personnel. The contractor shall provide draft PAO slides three calendar days prior to the event. The contractor shall provide minutes of the PAO with a list of attendees for Government approval within two business days after the event.

2.1.5 The contractor shall attend meetings, as needed, to discuss contract performance and staffing with the Contracting Officer, COR, FME Director, and/or other Government officials. The contractor shall also provide In-Progress Reviews (IPR), as, required by the Government. (Deliverable 1.4)

2.1.6 The contractor shall develop and execute a Transition-Out Plan (Deliverable 1.5) to facilitate the accomplishment of a seamless transition from the incumbent to incoming contractor and/or Government personnel at the end of the contract.

The contractor shall convene weekly or as required Transition Out meetings to report transition status. The Transition-Out Plan shall include the following:

• Points of contact for Government, and incoming and outgoing contractors

• Transition schedule and milestones

• Status of Work In Progress

• Location of technical, program and project management documentation

• Disposition of GFE

2.2 Strategic Planning and Analysis

SAF/FME provides strategic planning, communications, decision support and program management support for the development, implementation and sustainment of FM strategic initiatives that support DoD/DAF Strategic Plans, innovation and capabilities world-wide. The contractor shall:

2.2.1 Provide strategic level analysis and develop recommendations to support the construct of FM Strategic Plans as required. This support includes strategic communications, facilitation/recording at various boards/groups, monitoring and reporting on progress towards goals and objectives. Provide reports and updates as required for the above-mentioned output including any recommended changes to potentially be incorporated into the next issuance of the Department of the Air Force FM Strategic Plan. (Deliverable 2.1)

2.2.2 The contractor will support and prepare strategic level initiatives, recommend changes, briefing slides/templates, scheduling, and pre-briefs to support senior level strategic meetings conducted at a minimum of four times annually. To include recording minutes and due outs for each session. Additionally, the contractors are to provide a certified facilitator for Executive Sessions and other strategic level events as required. (Deliverable 2.2)

2.3 Workforce Development

SAF/FM provides the development, implementation, and sustainment of workforce development projects of varying scope across the DAF Financial Management enterprise. Projects/programs are cradle to grave consistent with current and future DAF capability requirements which impacts the development of the FM workforce. The contractor shall:

2.3.1 Assist in the development, launch and sustainment of a wide range of directed FM initiatives, FM competencies, vectoring, projects and products (e.g., FM Force Development Primer, Validation of FM Competencies, website/platform tools etc.) to ensure success of SAF/FM goals and objectives in workforce development.

2.3.1.1 Provide decision support and assistance with tracking, assessing, capability analysis, and measuring/reporting for each directed initiative or project.

2.3.1.2 Provide analysis of learning systems capability and management of data generated from automated interfaces including required learning management systems (LMS) or training and education warehousing, documentation or delivery mediums including system interface troubleshooting.

2.3.2 Assist with FM Competency development, review and validation efforts related to the FM workforce. Provide assessments of DAF competencies that may need to be added or deleted and proficiency levels that based on changes in the Department of the Air Force Financial Management strategy, require adjustment. Maintain and update FM career roadmaps at least bi-annually or when determined by SAF/FME leadership. (Deliverable 3.1)

2.3.3 Provide analysis to support SAF/FME identification of training/competency/skill gaps and provide recommendations to the education and training board for consideration. (Deliverable 3.2)

2.3.4 Provide complete analysis and support in the development of policy and procedures related to workforce development activities or projects as required. (Deliverable 3.3)

2.4 DoD FM Certification

The Department of the Air Force (DAF) requires capabilities to operationalize policy and procedures including implementation and sustainment of the DoD FM Certification Program for the financial management enterprise. The contractor shall provide DoD FM Certification Program (DFMCP) expertise for the Department of the Air Force in support of this requirement. The contractor shall provide professional expert personnel, to establish and implement these objective and initiatives across the DAF enterprise.

2.4.1 Perform Lead Component Administrator (CA) duties in accordance with DoDI 1300.26, AFI 65-117 and OUSD(C) policy, to include tracking initial certification and continuing education and training (CET) status for the entire Department of the Air Force. Assist Command and Field Level CAs and provide Assessment and Approval (A2) support for headquarters level personnel. Provide complete analysis and development of metrics associated with each project or initiative related to workforce development and report results and solutions to government leadership through SAF/FME. Assist SAF/FME in training the Department of the Air Force workforce on imperatives of the FM Certification program.

2.4.1.1 The contractor shall respond to inquiries sent to SAF/FME established mailbox concerning FM Certification. (Deliverable 4.1)

2.4.1.2 The contractor shall manage and update DAF FM Certification SharePoint information and TEAMS Page. (Deliverable 4.2)

2.4.2 Assist SAF/FME project leads with communications, briefings and training with stakeholders (MAJCOM/FLDCOM/COCOMs, OSD, AFRC, ANG, AFAA, or other FM customers) within established OSD and DAF guidelines. Conduct FM Certification training sessions at least once per quarter or as directed by SAF/FME (initiative or project specific) for the Department of the Air Force Enterprise to ensure FM member familiarization with specific program requirements of workforce development initiatives. Training may require travel. (Deliverable 4.3)

2.4.3 Perform course mapping duties in accordance with DoDI 1300.26, AFI65-117 and OUSD(C) policy. Submit Course-to-Competency (C2C) alignment for all component developed courses or those submitted by the workforce, to include submitting required documentation to OSD for academic or commercial courses. Sustain DAF FM course inventory to include completing revisions, or component course inventories/inquiries as required by OSD or DAF.

2.4.4 Perform Workforce Development (WFD) FM Certification monthly status meetings with FMEW personnel, prepare slides/agenda to support meeting with FME leadership. Maintain documentation on provided share drives. (Deliverable 4.4)

2.5 Workforce Education and Training

SAF/FME develops education and training plans; proposes education and training opportunities to sustain and improve DAF FM workforce members at a high-level; fully develops, tests, fields and sustains high quality SAF/FM approved training initiatives in the correct format for web-based deployment and execution; works with FM training requirement owners to provide for the widest distribution and availability of developed training courses in concert with SAF/FM goals and objectives to include maximizing successful completion of developed training courses by FM members. The Contractor Shall:

2.5.1 Draft fully coordinate and submit thru SAF/FME for approval an Annual Training Plan in support of educating and training the DAF FM workforce. Include an analysis of training availability gaps and training needs as directed by SAF/FME and workforce usage of training courses provided. Also advise and provide recommendations for deletion, addition or change in all training courses available (Deliverable 5.1).

2.5.2 Fully develop (draft storyboards, mockups, builds and ensure 508 compliance), test, deploy in the correct format for web-based deployment on a variety of DAF or DoD training delivery platforms, sustain and report on all approved education and training initiatives for use Department of the Air Force wide. Develop FM approved topics and coursework to include develop course syllabus, update and maintain training plans/curriculum, develop scenarios, provide handouts, and training aids in support of workforce education and training. Review content on an annual basis, provide recommendations and update as required by SAF/FME (Deliverable 5.2).

2.5.2.1 Assist SAF/FM with marketing fielded education and training courses to maximize usage, ensure a high level of successful completions and measure effectiveness of completed and fielded training initiatives to inform and focus future sustainment efforts and new initiatives. Conduct student surveys of active training courses under the preview of SAF/FME.

2.5.2.2 Maintain SAF/FM created and deployed courses on any DoD training delivery platform or learning hub to ensure that the deployed courses remain viable and ensure adjudication of user identified course deficiencies and assist with user online interface issues. To include convert written, graphic, audio, and video components to compatible Web formats by using software designed to facilitate the creation of Web and multimedia content.

2.5.2.3 Adhere to all DAF network policies, updates and deliverables of maintenance while maintaining sites.

2.5.2.4 Provide analysis of learning system(s) capability and management of data generated from automated interfaces including required learning management systems (LMS) or training and education warehousing, documentation or delivery mediums including system interface troubleshooting.

2.5.2.5 Assist SAF/FME in the performance of Department of the Air Force led curriculum refresh and or rebuild duties and provide analysis to support SAF/FME identification of gaps and provide recommendations for changes in workforce development initiatives or projects designed to improve development of the DAF FM Workforce.

2.5.3 Perform a complete review and statistical analysis on all training courses developed and deployed by SAF/FME to include a complete analysis of training availability, FM member and other member usage, successful and unsuccessful training completions, user identified deficiencies, user interface issues identified/resolved to determine if we are meeting DAF needs. Include an analysis of courses developed and deployed by other sources to ensure minimum duplication and to ensure relevance of SAF/FME developed courses remains high (Deliverable 5.3).

2.5.3.1 Provide data gathering, analysis and recommendations for an optimal set of delivery methods for all FM education and training materials, including platform of delivery (classroom based or virtual learning), performance support materials and/or blends of various methods related to workforce education and training.

2.5.3.2 Provide assistance with decision support, tracking, assessment, capability analysis, and measurement/reporting for each directed initiative or project.

2.5.4 Assist in the coordination, management, and integration of FM functional policies and procedures ensuring that SAF/FM goals and objectives are being met in terms of training delivery by DAF enterprise stakeholders and cross-functional partners (i.e. Financial Management Learning Center (FMLC), FM Career Field Team (FM CFT), Resource Training Center (RTC), Defense Financial Management & Comptroller School (DFM&CS) etc.). This includes close coordination and analysis throughout the planning and execution phases with Financial Management Learning Center (FMLC), SAF/FM and stakeholders across the DAF/FM enterprise.

2.5.4.1 Assist SAF/FME project leads with communications, briefings and training with stakeholders (MAJCOM/FLDCOM/COCOMs, OSD, AFRC, ANG, AFAA, or other FM customers as identified by the government) within established OUSD(C) and DAF guidelines.

2.5.4.2 Provide the tactical level support, analysis, and recommendations for the Department of the Air Force Education and Training Working Group conducted four times annually.

2.5.5 Provide input to the WFD Education and Training monthly status meetings with FMEW personnel to support meeting with FME leadership.

2.6 Communications and Events Support

SAF/FME provides a myriad of Events and Communication products to the field, that require development, as well as the use and maintenance of several different delivery options or platforms for the warehousing or dissemination of Communications to the FM Workforce. SAF/FME also provides for the ability of customer communications and event activities in support of workforce development requirements. (Deliverable 6.1). The Contractor Shall:

2.6.1 Draft and provide a comprehensive communication plan/strategy, perform an analysis of current environment, assess what is missing and needs to be addressed enhance communications, work with FME team on message conveyance, address delivery mediums, identify key audience and create a plan on when and how to share information. Provide a timeline for plan completion and a list of people responsible for these tasks. Review and update yearly.

2.6.2 Provide efficient and effective communication processes, procedures and products to support SAF/FM and other SAF/FME affiliated offices including external customers such as but not limited to the Air Force Audit Agency (AFAA), FM Career Field Team (CFT), and US Space Force (USSF) that have applicability to support of DAF FM communications initiatives.

2.6.3 Draft, develop, gain approval for, disseminate and track readership or usage metrics for approved communications and event resources including publications, brochures, flyers, social media, videos, or webcasts/podcasts, teleconferencing events via all platforms available to the DAF FM Community or other customers such as AFAA, ANG, AFR, USSF or OUSD(C).

2.6.3.1 Draft, develop, edit, coordinate, gain approval for and distribute the digital Air Force Comptroller Magazine (three times per year) and the SAF/FM online newsletter (9 times per year) consistent with SAF/FME direction.

2.6.3.2 Review, edit, update, produce and publish/distribute the FM Development Primer as directed by SAF/FME.

2.6.3.3 Maintain SAF/FM websites, social media sites, and share point drives as appropriate to ensure continuous and effective communications to the FM workforce.

2.6.3.4 Support SAF/FM in facilitating webcasts and broadcasts that support FM development programs.

2.6.3.5 Prepares input for SAF/FMEW contribution to SAF/FME portion of the annual history report. Input chronicles significant events and accomplishments of the directorate, which documents information on key events, especially those that might normally go unnoticed for Work Force Development.

2.6.4 Coordinates with SAF/FMEW along with the Career Field Manager(s) (CFM) and the CFT on development, production, and publishing of DAF FM Officer, FM Enlisted and FM Civilian career field developmental road maps and other developmental products as required. Assist in the creation, dissemination, and tracking of products to include recommendations for updates, revision, or replacement as required.

2.6.5 Provide cutting edge management support for events (Executive Sessions, National Society of Defense Financial Managers (SDFM) PDI etc.). Provide support and coordination with event coordinators and government lead on all activities leading up to and including the day and week of all events (Deliverable 6.2) (in person and virtual support). Will require travel and ODCs which must be pre-approved.

2.6.5.1 Provide a certified facilitator for Executive Sessions and other strategic level events as required. Contractor shall be responsible for the logistics leading up to the event to include working directly with the on-site points of contact to ensure facility, meals, lodging, room set-up and other requirements are met. Contractor will develop templates for briefings, draft communication to participants, track registration/attendance and assist in resolving issues (Deliverable 6.3).

2.6.5.2 The contractor is responsible for overall planning and operational support for DAF participation in SDFM PDI DAF Community Day. Support includes event pre-planning, speaker assignment, workshop development, audio/video support, registration activities, award presentation, development and review of workshop presentation and day of events activities and operations (Deliverable 6.4).

2.6.5.3 Provide a licenses/Certified Special Events Professional, or CSEP to handle all SAF/FME event activities leading up to and including the day and week of events, including but not limited to coordinating with SDFM National chapter representatives in planning and executing. This includes but not limited to development of brochures, posters, creation and operation of the SAF/FM Workforce Development display booth and associated video and graphic development as well as transportation of materials, set up, and tear down in support of events.

2.6.5.4 Contractor will be responsible for obtaining all the necessary materials to support events. This includes products, equipment, internet, utilities, rooms, booth necessities, AV, hardware, poster, programs, registration, printing, shipping of other PDI materials etc… in connection with providing conference coordinator support. Expenses will be invoiced to the Government and supported by valid itemized receipts from purchasing vendor.

2.6.6 Draft, develop, and gain approval for a marketing strategy to promote SAF/FME platforms, websites, products and services to the workforce. Improve FME’s online presence using the Internet and other methods of marketing. Also using expertise to reach different demographics, geographic locations, age or education levels, military etc.… using social media, search engines, blogging, videos, email and more.

2.6.7 Perform WFD Communications and Events monthly status meetings with FMEW personnel, prepare slides/agenda to support meeting with FME leadership.

2.7 FM Hub

SAF/FME is the host of information Hub for FM personnel to share and access FM-related information. It includes resources for major functional areas including Accounting, Budget, Cost, Financial Operations, Education and Training, and Quality Assurance, workforce development tools, and continuum of learning information. Users can search for resources by topic area, read news and periodicals, access the Key Personnel digital directory, review strategic crosswalk, access training resources, and more. The Contractor shall provide frontend and backend support for entire site (Deliverable 7.1):

2.7.1 Maintain website using DAF platform to edit, revise, update and/or create new textual/minor graphical content. Be responsible for consultation and guidance on use of website to FM workforce (tutorial videos, demos, and handouts/guides), regular monitoring and updating to ensure impeccable performance across all major browsers, protect and update website code as needed, work with DAF network personnel to ensure regular backups of site information so that it may be fully restored in case of loss. Provide consultation, advice, and data analytics (the collection, reporting and analysis of the website) to SAF/FME in the monthly status report and a yearend all-inclusive report (site visit, discrepancy reports, search data, etc.). Translate capabilities requests into requirements, coordinate activities/state priorities, content management and helpdesk support. Implement ideas for marketing website to FMers to gain increased participation and site visits. Provide continuous monitoring of website functionality to ensure that everything is working as it should and update when necessary.

2.7.1.2 Respond to all maintenance requests from client within 24 hours, via email or phone, with a confirmation that request was received, and an estimated completion date for each action item in the request.

2.7.1.3 Adhere to all DAF network policies, updates and deliverables of maintenance while maintaining of the site

2.7.1.4 Design user interface throughout the site, focus on user experience through UI/UX application, 508 Compliance, upload coded content including “flip book” news features, performs content sustainment, and iterative testing

2.7.1.5 Develop and implement application logic, develop database(s), synchronize update activities with database administrators, checks security compliance, performs updates based on security requirements, Tier 2 helpdesk (coding), and iterative testing.

2.7.1.6 Perform Hub monthly status meetings with FMEW personnel, prepare slides/agenda to support meeting with FME leadership.

2.8 Data Analytics

The contractor shall use technology-driven processes to analyze raw technical data and integrate, compile, and display meaningful results through multi-media presentations that support mission initiatives and provide for informed business decisions. The contractor shall use data platforms such as ADVANA, POWER BI, TABLEAU or as directed by the government and other industry state-of-the-art tools to provide data analytics and metrics support.

2.8.1. The contractor shall identify, define, and group critical data resources for organizational analytic and integration needs. (Deliverable 8.1) Typical tasks include, but are not limited to:

2.8.1.1 Supporting the identification and on-going collection of necessary federal workforce management data sources as well as relevant commercial sources.

2.8.1.2 Researching and analyzing FM workforce statistics such as, but not limited to, composition, status, credentials, and projections of workforce trends and risks on the Department's ability to meet mission requirements.

2.8.1.3 Identifying data quality issues along with potential causes and recommended remediation actions.

2.8.1.4 Providing recommendations for updates to data standards, policies, and processes.

2.8.2 The contractor shall maintain the FM Workforce Dashboard (Deliverable 8.2) to include but not limited to:

2.8.2.1 Updating data points on a regular and reoccurring basis as directed by the government.

2.8.2.2 Adding new requirements/functions to the existing platform as needs evolve.

2.9 Surge Support (Temporary)

Workforce Development and Executive Support Projects for SAF/FME only. SAF/FME, from time to time, is required to support workforce development initiatives/projects, short term studies, exercises, pilot programs, intended to improve the FM workforce or improve processes used by the workforce, establish policy or respond to GAO or DAF Audit findings that may impact the development of the FM workforce of the future. Projects are short term (typically less than one year) in nature and may or may not result in permanent changes to training requirements or programs, processes or policy impacting the FM Workforce. The Contractor shall provide surge support within three business days after receipt of written or electronic notice from the Contracting Officer on the following basis.

2.9.1 The Government may require the Contractor to provide surge support in multiple increments, and at multiple times during the task order period of performance. The combined and cumulative value of surge support shall not exceed twenty-five percent (25.0 %) above the value of the Base Period and all Option Periods established with award of the original order.

2.9.2 As the Contractor provides surge support, it shall do so in a cost effective and efficient manner consistent with the scale and complexity of the required surge services. More complex or manpower intensive surge support efforts may be structured to accommodate reasonable staffing capabilities and availability, but the Contractor shall not unreasonably delay performing the substance of the surge effort.

2.9.3 The Contractor bears the risk for all costs incurred in performance of any required surge support within the funding and value limits in accordance with the procedures of this PWS. If the Contractor’s actual costs of performing the surge support exceeds the value limits, the Contracting Officer may determine such costs to be unallowable.

2.9.4 Perform Surge support monthly status meetings with FMEW personnel, prepare slides/agenda to support meeting with FME leadership. Provide copies to the COR for documentation and store on share drive.

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.

a) Vacancies are filled with qualified personnel within 14 days of vacancy, unless approved in writing by the CO AND b) there is no impact to mission 100% Surveillance

Contractor brings forward three ideas each year to improve services and technology within the FME portfolio and implements one of those ideas each year.

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.

or requested

Overall logistic and operational support for DAF events,

4.1 SAF/FM Annual Reports

The contractor will provide a format for these reports within seven (7) business days of task start date for COR approval. After format is approved a copy must be provided to the COR and SAF/FMEW in draft – By 15 January for each year of task order performance and in final not later than ten (10) business days after receipt of Government comments on Draft Report. Updated reports will be due on 15 January of each year after contract award. These reports must include a summary of contractor efforts in support of each task to include a detailed list of any recommendations, supporting logic and an outline of development, implementation, execution, and sustainment requirements for each recommendation (Deliverable 9.1).

4.2 SAF/FM Monthly Status Reports

The contractor will provide a format for these reports within seven (7) business days of task start date for COR approval. After format is approved a draft copy must be provided to the COR and SAF/FME within five (5) business days after the close of each month beginning with the end of the first month after contract award. A final copy of the monthly report will be provided within 5 business days following receipt of government comments. If no government comments are received prior to issuance of the next monthly draft report, then the draft report will be considered as final. Six month (mid-year) monthly status report review will provide significant events, accomplishments and government benefits year to date for all tasks. All reports will be cross referenced to a PWS requirements. The report shall also contain a column available for Government comments on each status being reported and a column for final contractor resolution on government comments.

4.3 Annual Education and Training Forward/Backward Look Summary Report The contractor format for this report will be determined within forty-five (45) days of contract award date. A copy must be provided to the COR and SAF/FMEW in draft within 45 days following contract award and by 1 February for each year of task order performance and in final not later than ten (10) business days after receipt of Government comments on draft report. Report will include a comprehensive plan depicting each ongoing education and training Project (for pre-deployment activities, FM Certification, FMLC programs, etc.), goals of the program, benefits to DAF/FM, scheduled and time phased SAF/FM approved activities (including course development). The following information will be added to the report in option year one after contract award. A comprehensive re-cap of each education and training project or initiative (such as pre-deployment activities, FM Certification, FMLC programs, etc.) will be focused on results of each undertaking in terms of the goals of each project or initiative, schedule performance and benefits to DAF/FM as depicted in the SAF/FM Annual Education and Training Plan. Report must include comprehensive market information regarding the return on investment of each education and training and course development undertaking. Focus should be on usage (individuals and organizations), successful completion rates, course assessments and customer satisfaction and an assessment of future training requirements and proposed solutions addressing any gaps that may be evident in the market analysis.

4.4 Problem Reports

The Contractor must bring problems or potential problems affecting performance to the attention of the COR and PM as soon as possible. Email reports will be followed up with written reports within 3 days of email problem identification.

4.5 Ad Hoc Reports, Presentations, Graphics, and Whitepapers

In addition to the specific deliverables otherwise included in Table 1, the Contractor will provide written or electronic delivery of various reports, presentations, graphics, whitepapers, history documentation and other documents as required in performance of tasks under this PWS.

4.6 Billing

Labor, travel and other direct costs (ODC) invoices must be delivered timely through WAWF and contain at least the following information.

4.6.1 Invoice will show Contract number, issued purchase order number, task, CLIN/SubCLIN, invoice number, invoice date, timeframe covered by invoice, period of performance, option year, and total value of invoice. Identify hours worked (current and cumulative), dollar amounts (current and cumulative) labor category (description and employee), rate. OCDs and travel invoices will be billed individually within 10 days of trip completion and separate from labor, and ODCs.

4.7 The Standard Operating Procedure Folder (SOF)

The Standard Operating Procedure Folder (SOF) will house all written documents for each task’s performance to include: Title page, Table of Contents, Purpose, Procedures, Quality Assurance/Quality Control, and References.

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 provide contractor personnel sitting in Government workspace a workstation, phone and voice mail system, computer equipment and peripherals, government-standard software suite, access to DAF-specific software tools, the appropriate NIPRNET, the SIPRNET (where required), the Department of the Air Force portal, and PEO-specific local area networks. The Government does not anticipate providing Government Furnished Property (GFP) for use in contractor workspaces. In the event that the Government does supply GFP to the contractor, the contractor shall maintain a GFP list and provide it to the Government on an annual basis. GFP for contract employees who are not at least 50% employed under the Workforce Development Contract will be assessed on a case-by-case basis, this includes: CAC Card, government laptop and to access to facilities including NCR/ Pentagon building.

5.1.1 Government Provided Equipment/Office. The Contractor will be provided, based on space availability, workspace (desk, chair, laptop computer, internet access, and phone) for each employee who will accomplish work under this contract at an onsite location. It shall be the responsibility of the functional customer’s home organization.

5.1.2 Contractors shall properly account for and manage all new and existing Government Furnished Equipment and/or Government Furnished Products procured and utilized at the installations in accordance with the applicable FAR and task order requirements. All DAF-owned property must be maintained by the Contractor in accordance with applicable maintenance requirements. The Contractor shall safeguard all Government property provided for its use and adhere to the Government property requirements contained in this task order. At the end of each workday, all Government facilities, equipment and materials shall be secured as required by local security procedures and regulations.

5.1.3 Issuance and Turn in. Government provided equipment will be provided to each contractor employee with a hand-receipt using the same formal procedures that are applicable to all contract employees working with SAF/FM. Contractors shall return laptops (if issued) to the Government at the end of the contract period of performance, or within three (3) business days following notification of termination of employment or three days prior to final departure from the contract location or alternate work location where the government furnished equipment is being used

5.1.4 Laptop Use. Only Government-furnished laptops shall be used on the government network. The Contractor must obtain CAC and Contractor email addresses for use in the Global Address List (GAL). All Contractor’s Government email accounts must be kept current and operational during contract period of performance. The laptops will be used primarily at the Government duty locations, or approved alternate locations as approved in writing by the organization and the COR.

5.1.5 Government Provided Information. Information provided by the government is to be used only for the purposes of completing work under this PWS and the government retains the…