J.1_IT_PWS.xlsx

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Performance standards are provided for each PWS line item that requires a service delivery by the Contractor. Contractor will propose the Quality Assurance Surveillance Plan (QASP) as part of their solution. Remain flexible and responsive to changes in INL/A requirements and remain vigilant in the area of safety, personnel, and protection of property. Cost control, management control, and efficient use of resources are the cornerstone of best business operations.

1.A.1 PWS Organization PWS Organization: The PWS is organized into sections;

Section 1: Provides for general program background and mission information.

Section 2: Addresses management and administrative functions that the contractor must perform to ensure program requirements are met across the spectrum of the Global Aviation Program. The requirements of this section are crucial to proper program risk management and control of operations, safety and business functions.

Section 3: Addresses key performance requirements and tasks necessary to efficiently perform, manage, and administer the centralized headquarters components of DOS Air Wing at Patrick Air Force Base, Florida. The CONUS HQ is vital to the program management and support of OCONUS operations and serves as a key training center and supply chain hub.

Sections 4 -10: Addresses key performance requirements unique to the OCONUS sites and not addressed in Section 2.

1.A.1.a PWS Modification PWS Modification. This PWS provides the framework for the contractor and lays out the requirements, tasks, and performance standards required for success.

Requirement changes dictated by USG, process improvements, quality management, contract life-cycle management, and other systemic or programmatic changes will subsequently require changes to the PWS. These changes will be accomplished through modifications to the contract.

Operational missions may include but are not limited to: aerial eradication, manual eradication support, interdiction support, air assault, border security, external load, forward resupply, aerial transportation of personnel and cargo, Search and Rescue (SAR), SAR/MEDEVAC, disabled aircraft recovery, armed helicopter escort, maintenance test flights, aerial reconnaissance, surveillance and verification. Applicable missions are performed by contractor personnel at CONUS and OCONUS.

These operations are accomplished through multiple contracts, managed by the USG Program Office (INL/A), employing the Program Support Office (PSO) to plan, integrate, communicate, de-conflict, monitor and report on the associate Contractors who perform specialized services in the functional areas of flight operations, aircraft maintenance, logistical support, IT and communications, safety compliance, training support, acquisitions, and fleet-wide critical flight safety projects. In addition to specific goals and requirements relative to their contracted functional specialty and published standards of performance, each associate contractor on the DOS Air Wing program, including the PSO as integrator, is bound by the INL/A vision, mission, goals, and objectives in their respective contracts. Additionally, each contractor on the DOS Air Wing program is bound by an associate contractor agreement.

1.A.2.b Historical Information Historical Information: The Department of State Aviation Program, Air Wing, has been an instrument of national policy for over 30 years in drug producing countries. Aviation provides crucial mobility for reaching remote locations not accessible by other means due to poor road networks, security concerns and travel time. In many locations, the Department’s air assets provide the only means of medical evacuation, search and rescue and humanitarian support.

Historical Timeline:

• Program started in 1976 with eradication of poppy and marijuana in Mexico

• Conducted operations in Mexico, Colombia and Burma in the late 70’s

• First T-65 Turbo-Thrush procured in 1982

• Program expanded into South America in late 80’s

• Colombia expansion in mid-90’s

• Pakistan operations initiated in 2002

• Afghanistan operations initiated in 2005

• New operations in Guatemala began in 2008

• Support operations in Baghdad and Kabul in late 2009 •Operations in Honduras in 2012 •Nationalization of Bolivia in 2013 1.A.2.c INL/A Vision, Mission, Goals, and Objectives INL/A Vision, Mission, Goals, and Objectives.

Ultimately, INL/A seeks to accomplish its vision, mission and goals:

Vision: Be the provider of aviation services for the Department of State. Provide safe, secure and flexible aviation support to manage the aviation needs of the Department.

Mission: Provide aviation management, expertise and resources to strengthen law enforcement, support counter-narcotics, counter-terrorism efforts and provide safe and efficient aviation support to meet all Department of State aviation requirements.

Goal 1: Human Capital - Recruit and retain a highly adaptable, technically competent and diverse workforce. This goal focuses on the need to improve recruitment and retention of Office of Aviation technical and management personnel.

Objective 1.1: Recruit and retain exceptional aviation professionals.

Objective 1.2: Train and support incumbent professionals.

Objective 1.3: Support our professionals’ need to balance work-life with home-life.

Goal 2: Aviation Support - Provide safe and professional aviation support, while providing the best value in aircraft and technical integration services. This goal focuses on improving platform performance and cost efficiency by reducing the overall age of the fleet and providing more capabilities and upgraded technology.

Objective 2.1: Improve platform performance, reliability and cost efficiency by reducing the overall age of the fleet and providing more capabilities and upgraded technology Objective 2.2: Strengthen responsiveness, and requirements analyses for current and future programs. Continuously evaluate the fleet to best meet safety, security, responsiveness, and reliability requirements.

Objective 2.3: Act as the airworthiness authority for all Department of State titled aircraft.

Goal 3: Responsiveness to Customers - Provide high quality aviation support that responds to customers’ needs -- aircraft operations, maintenance, logistics, acquisitions and technical integration, to include outsourcing. This goal focuses on improvement of service to INL/A customers by providing all aircraft operations, including integration of technology on INL/A platforms and charter aircraft.

Objective 3.1: Improve customer satisfaction in aviation services by evaluating requirements in providing cost effective and reliable aircraft.

Objective 3.2: Recognition as the sole provider for all aviation support requirements within the Department.

Objective 3.3: Support the QDDR intent of “Preventing and Responding to Crisis and Conflict”: by providing aviation services quickly and securely to move diplomats and support personnel to global hotspots on demand.

Goal 4: Strategic Plans- Review, assess and develop plans for current and future Department of State aviation needs. This goal focuses on developing the Departments aviation requirements based on current and forecasted diplomatic missions.

Objective 4.1: Develop plans to provide aviation systems to emerging global requirements Objective 4.2: Determine the “fleet modernization” way forward to meet current and future operational needs.

Objective 4.3: Develop contingency plans (Risk Management) for Department of State aviation missions.

1.A.2.d Mission Environment Mission Environment: The mission is performed in several overseas nations under conditions which may be permissive or non-permissive, and which can be austere. INL/A may operate in denied areas under extremely hostile and very austere conditions. Operations are currently performed in Central Florida, Colombia, Honduras, Peru, Pakistan, Afghanistan, and Iraq.

1.A.2.e Rules of Engagement/Command Authority Environment Rules of Engagement/Command Authority: In most cases contractors fall under Chief of Mission (COM) authority and are required to follow all rules policies and procedures as established by resident RSO. In nearly all cases security is provided by COM, Host Nation Police or Military, or security forces contracted by same. In any case or location where INL/A is required to provide dedicated armed security, the Operations contract (SQAMMA13R0391) will undertake the provision of such.

Within that security arrangement the contractor is required to execute an internal force protection program not unlike the required, integral safety program. In cases where the arming of aircraft or personnel are required, the rules of engagement (ROE) will be established by presiding USG command authority.

Each associate contractor on the INL/A team is responsible for conducting and overseeing their respective functions to ensure overall INL/A air operations and aviation support missions are accomplished successfully and safely, while complying with all established ITAR/EAR, and other applicable regulations. Missions include conducting operations within the allocated flight hours for each aircraft, by country program. Where applicable, the goal is to transition all specified mission requirements to host-nation personnel at the earliest date possible. Due to the evolving nature of the mission, the contractor must remain flexible and be able to react to changing conditions quickly.

The Program Support Office (PSO) will augment the USG Safety staff by providing a qualified counterpart to the INL/A Safety Officer at Patrick AFB, FL to assist in management and oversight of the global INL/A Safety Program. The PSO will additionally provide a qualified Safety presence at each main operating base to ensure effective and consistent Safety oversight at all OCONUS locations in liaison with the INL/A Safety staff.

1.A.2.k DOS Air Wing Safety Program DOS Air Wing Safety Program: Implementation and management of the INL/A Safety Program will be a shared responsibility, with the Program Support Office (PSO) as lead administrators on behalf od INL/A and all associate contractors supporting and participating. The base line through all contracts will be the INL/A Safety Directives. Every associate contractor is required by its core contract and the ACA to comply with their respective responsibilities under the Safety Directives (SOP).

PSO Mission): The Program Support Office (PSO) will augment the USG Program Management Office's (PMO) capability to administer and oversee global DOS Air Wing operations by providing the integration, communication, de-confliction, planning and project management techniques required across a composite team of associate contractors, and performing comprehensive work requirements in the major categories of Program Operations; Program Office Support; Program Planning; Program Acquisition Support; Program Safety; Program Evaluation. Single Point, Program Wide Integration, Coordination and Implementation. Will provide a comprehensive safety program which includes aviation safety, FOD prevention, weapons and munitions safety, and occupational safety and industrial hygiene, including hazard communication. Comply with Department of State and other USG Directives for reporting and investigating injuries and incidents. Establish and maintain a safety program that complies with SMS requirements as required by ICAO, FAA, and ICAP. Track hazards and deficiencies, report aircraft accident facts, and assist with investigations. Track aircraft-related incidents relative to the number of hours flown. Track other safety incidents relative to man-hours worked. Establish and maintain a system to classify, evaluate, and track hazards during all phases of program and accident/incident investigations, and maintain a risk management file. The use of NTSB aircraft incident reporting criteria is explained in the INL/A Safety Directives. OSHA injury and illness rates are normally reported by Incident Rate Experience (IRE) as explained in OSHA Form 300.

Step #1 of the process is underway. DOSAW has a consultant conducting an independent analysis of the current AWIS system and its capabilities. We are also surveying the complete extent of data being carried by augmenting programs and applications, where AWIS cannot carry the data. We’ll identify cases where data in either of these columns cannot cross-talk. Closing the gap between the current capability to integrate and automate data, and future requirement to integrate and automate data will be the target of the aim of DOSAW. The mid- and high-level requirements for the MIS will be collected in advance and included in the Maintenance Services RFP. These requirements will include entries from the following organizations: Flight Operations, Logistics, PSO, IDIQ supporting contracts, Information Technology, Safety Compliance, Training, and Maintenance. Version 2 of the pillar contracts will include the results of this analysis. PSO version 3 will include those results as well.

Step #2 of the project will commence with the arrival of the PSO infrastructure architect, who will serve as the initial program manager until the Maintenance and IT partners arrive. PSO will form an integrated project team (IPT) early on consisting of DOSAW and incumbent contractor to plan the project and move it forward to the extent possible. Once the Maintenance contract is awarded, and the MIS application is known, the PSO PM will continue to push ahead with that information. If possible, DOSAW will bring on the selected software, or the Maintenance and IT Subject matter experts, or both, to join the IPT as early as possible in advance of transition commencement.

Step #3 begins with the arrival of the partner contractors. All will be represented in the IPT for this MIS project. Maintenance will become the subject matter expert for the software it proposed. IT and other arriving associate contractors will join the IPT as integral integral partners. PSO will continue to lead the IPT as project manager until project is complete. The IPT will provide guidance to the MIS Project Manager including decisions and directions as the MIS system goes through the typical project life-cycle phases to include: planning, development, implementation, monitoring & controlling, and project close-out (or transition to O&M). The government’s ability to monitor and control the appropriate milestones and activities of the vendor’s MIS Project will be accomplished via Readiness Reviews and Control Gate meetings. These meetings will be used to discuss business case solutions (or application modules within the larger MIS solution), risk analysis, availability of resources and possible changes in requirements.

The Integrated Project Team (IPT) will be comprised of working-level government employees from each of the above-mentioned INL/A organizations (i.e., functional areas) and non-government subject matter experts from the associate partner contractors. This team will work together to identify and address MIS Project-related issues and may recommend possible solutions. This working-level IPT will establish an INL/A Control Board as a forum to approve or disapprove proposed systems changes. Members of the IPT that may also participate in lab testing of use case scenarios to help verify the functional requirements are met within the new MIS system. This will be especially critical during the User Acceptance Review and Deployment Readiness Review of the MIS Project implementation effort. In essence, the Maintenance Services contract awardee will be required to provide the “how to” of the MIS Project solutions and the IPT will help monitor and control the work via readiness reviews and control gates.

AWIS will continue to be the primary MIS system during the transition while the new MIS is being developed and tested in the background. DOSAW understands the work to replace the existing Air Wing Information System (AWIS) system with a new MIS system will take more time than allowed by the 6-month transition period. While we are prepared to operate with AWIS as a primary for 1-2 years, that is not our aim. We seek to transition fully as soon as it may be safely and reliably accomplished. Once the implementation of the MIS Project is finalized and the existing AWIS application and hardware is decommissioned, the O&M services will transition to the vendor supporting the IT Services organization.

1.A.7 Government Furnished Property Government Furnished Property - Information and Documentation: USG will make available, for contractors use in planning, proposing and transitioning, all requisite information relative to continued program performance. The data sets are varied and have different levels of sensitivity. All will be released at the appropriate phase of competition, as determined by the Contracting Officer.

INL/A will provide widest possible array of data with this solicitation. This will include, but is not limited to technical manuals and drawings, maintenance manuals, operational manuals and directives. The bulk of the technical library is unclassified. As such it will be made largely available to contractors on line, via the INL/A web site at https://www.flydos.us/, or will be provided upon request of specific exhibits. Access to data posted at FBO is unhindered. Access to data at the web site, or by specific request, will be controlled by INL/A. Portions of the technical library that are affected by ITARS control would still be available at the web site, but will require the user, once granted access, to acknowledge their requirements under ITARS relative to safeguarding and controlling access and reproduction. Any portions of data restricted by copyright or other limited distribution will be posted as being in the inventory at INL/A. A contractor requiring access to these will coordinate directly with INL/A to determine if I it will be provided, and the means of transmission. Finally, a portion of technical data in the library, as much as 40%, is available in hard copy only. That will be a physical library located at INL/A facility in Melbourne, Florida.

A more sensitive data set includes historic data covering actual “burn rates” over a recent period. This would include such information as maintenance data, test data, part usage, shipping data, fuel burn rates, flight hours, and the like. The incumbent will consider all such data as sensitive. The competing companies will consider all such data as required for adequate planning and a competitive proposal. As such, the Contracting Officer will determine what data sets will be released, when, covering what level of detail, over what period of time, and to whom, and how it will be released. To best control the release, distribution, access, and monitoring of these sensitive data, they will be posted via GPE at http://www.fedbizopps.gov.

This section of the PWS addresses the specific requirements assigned to the Information Technology Office which must be performed to ensure the DoS Air Wing objectives are met program-wide at all sites. Hereafter, the term “program-wide” shall be understood to include all prime contracts and sub-contracts under the DOS Air Wing Global Aviation Program. The term “all sites” shall be understood to include every geographical location in which DoS Air Wing operates. The contractor will maintain the flexibility to perform with changing mission requirements; employ new and emerging technologies; establish effective performance standards and metrics. The contractor will utilize Small Business Hub Zone Concerns. The order of precedence for regulatory guidance will be the Contract, DoS Regulations and Directives, Federal and DoD Regulations and Directives, Industry Standards, Best Business Practices. This order of precedence delineates procedures contractor personnel will use while conducting operations affecting Government aircraft or other aircraft for which the Government assumes at least some of the risk of loss. Contractor's procedures, in conjunction with contractor Job Qualifications, will be used to establish certification of contractor and host nation personnel to perform requirements as stated throughout the PWS.

The IT Office has the responsibilities to provide a wide array of IT support to INL/A’s programs worldwide. This government owned, contractor operated accredited system sensitive but unclassified (SBU) IT network enterprise, wide area network (WAN), and applications platform that combines tactical/satellite connectivity, network monitoring, and end-point protection to provide IT and communications to multiple locations throughout six (6) countries.

• Internet

• Intranet

• Email

• Voice over IP (VoIP)

• Mobile computing

• Virtual Machines (VM)

• Application and Database hosting

• IT and Customer support

• Satellite (select locations)

• IT Security

• Cloud computing (may be a future requirement) in accordance with approved DOS standards

Temporary replacements who do not meet minimum qualification requirements will require USG approval. We define temporary incumbent lapses as, for vacation and business trips, no longer than 30 consecutive calendar days and no more than a total of 45 calendar days each year, unless approved by the USG.

Permanent replacements: In cases where incumbent lapses are not temporary, the Contractor shall provide a fully qualified replacement at Contractor expense.

Including these USG minimum requirements, plus any additional requirements you deemed necessary, consolidate these under Section J, List of Attachments, J.11, titled IT MinQuals Table.

2. DOS accreditation standards are met: 0 critical finds, no more than 5 moderate findings, 65% of the low findings must be mitigated.

(40) USG Personnel at PAFB Up to (54) USG Personnel in Colombia Up to (4) USG Personnel in Peru Up to (3) USG Personnel in Pakistan Up to (8) USG Personnel in Afghanistan Up to (8) USG Personnel in Iraq

< 1 hour = exceed > 1 but < 2 hours = Met

< 1% dropped call = exceed 1% but 5% hours = met

Colombia- 150 Peru- 50 Pakistan- 35 Afghanistan- 150 Iraq- 200 Within 2 hours of opening of receiving an e-mail < 1 hour = exceed > 1 but < 2 hours = met

Colombia- 150 Peru- 50 Pakistan- 35 Afghanistan- 150 Iraq- 200 Within during a phone call requesting service > 96% hour = exceed > 90% - 95% = met

> 96% hour = exceed > 90% - 95% = met

< 24 hour = exceed > 24 but < 72 hours = met

< 2 hour = exceed > 2 but < 4 hours = met

> 98% users contacted = exceed 95% to 98% users contacted = met < 95% = failed 2.C.2.i Resolution entered into ticket at closing Enter the resolution to the problem upon closing the ticket Must document the resolution for each service request Monthly avg estimate: 90 Every service request > 98% problems entered = exceed 95% to 98% problems entered = met < 95% = failed 2.C.2.j Customer satisfaction survey Send a customer satisfaction survey to the POC in each service request after closing the ticket. Customer Satisfaction must be measured Monthly avg estimate: 95 Every service request > 98% surveys sent = exceed 95% to 98% surveys = met < 95% = failed 2.C.2.k Notify end-users of potential changes Notify end-users of potential changes to the network that may affect their operations. Before affecting network or application changes, the end-users must be notified of the potential impact to their operations. A draft document will need to be created and provided to the government for approval or modification prior to sending to the end-users. All changes affecting users (est. 10 per month) Sending government approved text to end users before affecting change > 95% = exceed 90% to 95% = met

< 2% = exceed 2% = met

> 95% = exceed 90% to 95% within 30 minutes = met

100% = met