Solicitation - N0018926QB036.pdf

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NOTE: OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, AND 30.

Created On:

23 Mar 2026, 14:21 PM Greenwich Mean Time

Solicitation/Contract Form Continuation

Improvement Sciences

N0018926QB036

Continuation of Supplies or Services and Prices/Costs

Additional Information/Notes

Item Supplies/Service Quantity Unit Unit Price Amount

0001 Improvement Sciences

Pricing Arrangement: Firm Fixed Price

12 Months

0002 Travel NTE $25,000

Pricing Arrangement: Cost No Fee

1 Lot

1001 Improvement Sciences

Pricing Arrangement: Firm Fixed Price

12 Months

1002 Travel NTE $25,000

Pricing Arrangement: Cost No Fee

1 Lot

2001 Improvement Sciences

Pricing Arrangement: Firm Fixed Price

12 Months

2002 Travel NTE $18,750

Pricing Arrangement: Cost No Fee

1 Lot

Continuation of Description

Performance-Based Work Statement (PWS) for

Bureau of Medicine and Surgery (BUMED) Improvement Sciences Directorate

1. Introduction

The Bureau of Medicine and Surgery (BUMED) has a requirement to implement Lean Six Sigma, Process Improvement, and Project Management Support under the leadership of the Surgeon General. This support encompasses Continuous Process Improvement (CPI), Project Management (PM), and Knowledge Management (KM) capabilities not organic to the Navy Medicine culture to streamline efforts to optimize medical readiness and operational capabilities across Navy Medicine. This support includes implementing Continuous Process Improvement, Knowledge Management, and Project Management methodologies, to drive change and achieve strategic operational and tactical to improve efficiency of medical operations across all Navy Medicine support of Navy.

2. Background

Navy Medicine is committed to providing exceptional healthcare and ensuring an operational medically ready force. To achieve this, BUMED initiated a transformation focused on improving decision-making and communication. At the heart of this transformation lies the Improvement Sciences (IS) program. This program synchronizes efforts across operational commands, headquarters, and BSO-18 lower echelon commands to advance Navy Medicine's mission in support of the warfighter. This is achieved by implementing project improvement initiatives through various means, such as Lean Six Sigma, Project Management, Knowledge Management, and Get Real Get Better (GRGB) and others. In essence, the Improvement Sciences program is the engine driving strategy by implementing continuous improvement and change management within Navy Medicine, ensuring it remains at the forefront of medical excellence and readiness.

3. Scope

The contractor shall provide comprehensive technical and functional support to BUMED, Naval Medical Forces Command Pacific (NMFP), Naval Medical Forces Command Atlantic (NMFL) and Naval Medical Forces Development Command (NMFDC). The work encompasses the full project lifecycle management of approved Navy Medicine projects, from initiation and development through implementation and sustainment. This support will align with operational medicine priorities and adhere to Lean Six Sigma (LSS), Project Management Institute (PMI) and American Society of Quality (ASQ) guidelines. The contractor will facilitate effective and efficient execution of the following work streams: Continuous Process Improvement, Project Management, Periodic Performance Reporting, and Knowledge Management. This support will enable BUMED, NMFL, NMFP, and NMFDC to concurrently manage complex operational projects. The contractor will leverage industry best practices and collaborate with relevant stakeholders to ensure successful project outcomes and contribute to the overall improvement of Navy Medicine operations both CONUS and OCONUS.

4. Tasks

4.1. Performance Improvement (PI). The contractor will support process/performance improvement projects utilizing Lean Six Sigma (LSS) and Get Real Get Better (GRGB) methodologies and tools such as DMAIC (Define, Measure, Analyze, Improve, Control) for reducing variability and standardizing processes, DMADV (Define, Measure, Analyze, Design, Verify) for new processes or enabling growth within new technologies, and RIE (Rapid Improvement Events - Pre-Event, Event, Post-Event) for eliminating waste. All projects will integrate GRGB methodologies and LSS principles will adhere to the American Society of Quality (ASQ) Black Belt Book of Knowledge.

4.1.1. Project Support. Review, assist, coordinate, train, and mentor BUMED, NMFDC, NMFL, NMFP, and all lower echelon commands withing BSO-18 with the command's PI program.

4.1.1.1. The key objectives using LSS methodologies above are to:

4.1.1.1.1. Analyze existing workflows to identify inefficiencies and bottlenecks.

4.1.1.1.2. Develop and implement process improvement strategies.

4.1.1.1.3. Enhance operational efficiency to reduce costs & increase stakeholder satisfaction.

4.1.1.1.4. Foster a culture of continuous process improvement within the organizations at all echelons.

4.1.1.2. The tasks included in the various methodologies described above are:

4.1.1.2.1. Conduct comprehensive process mapping and analysis.

4.1.1.2.2. Identify key areas of inefficiency and recommend improvement actions.

4.1.1.2.3. Provide a detailed report documenting current workflows or processes, identified inefficiencies and recommended improvements.

4.1.1.2.4. Develop optimized workflows.

4.1.1.2.5. Work with stakeholders to implement changes.

4.1.1.2.6. Deliver professional development courses via in-person or in virtual/asynchronous modalities.

4.1.1.3. Assigned Lean Six Sigma Certified personnel, Master Black Belt (MBB), Black Belt (BB) and Green Belt (GB), shall conduct monthly mentoring sessions and verify knowledge transfer of belts that apply for certification.

4.1.1.3.1. Review submissions for technical accuracy and alignment with Navy Medicine strategic initiatives.

4.1.1.3.2. Validate project scope, measurable results, and adherence to Navy Medicine's uniform documentation methodology.

4.1.1.3.3. Certification will be by government personnel after reviewing documentation.

4.2. Portfolio/Project Management. Mature and standardize portfolio and project, functions and processes. Improved and standardized portfolio management processes, procedures, and protocols, including updated templates, policies, SOPs, memos, charters, and presentations. This deliverable should reflect best practices and promote a common understanding of project and portfolio management across stakeholders.

4.2.1. The contractor will support the government in incorporating industry best practices and ensuring alignment with a systemic approach to project management. This includes being tasked with demonstrating and performing enhanced project management methodologies and tools supporting execution.

4.2.1.1. The key objectives are to:

4.2.1.1.1. Establish a standardized project management framework and methodology.

4.2.1.1.2. Train staff on project management with best practices and tools from PMI guidelines.

4.2.1.1.3. Enhance project tracking, documentation, and reporting processes.

4.2.1.1.4. Improve project workflow and deliverables through systematic oversight.

4.2.1.1.5. Ensure compliance with organizational policies and standards.

4.2.1.2. The tasks include:

4.2.1.2.1. Assessing current project management practices within a directorate or department.

4.2.1.2.2. Designing and developing a tailored project management framework.

4.2.1.2.3. Ensuring integration occurs with existing organizational processes and standards.

4.2.1.2.4. Conducting training sessions for staff on project management tools and methodologies.

4.2.1.2.5. Providing continuous support and mentorship to staff post-training.

4.2.1.2.6. Establishing metrics and Key Performance Indicators (KPIs) for project performance evaluation.

4.2.1.2.7. Developing and enhance templates and documentation standards for project tracking.

4.2.1.2.8. Monitoring ongoing projects to ensure adherence to the framework.

4.2.1.2.9. Generating monthly reports on project status, risks and performance.

4.2.1.2.10. Evaluating the effectiveness of implemented project management framework.

4.2.1.2.11. Recommend and implement improvements based on feedback and performance data.

4.2.1.2.12. Deliver monthly compliance monitoring reports via designated Microsoft Applications, save to the government share drive and BUMED SharePoint site collection, and/or upload to SPIDR.

4.2.1.2.13. Configure portfolio management tools and software to meet the organization's needs.

4.2.1.2.14. Develop standardized processes for portfolio management including project intake, prioritization, resource allocation, and performance monitoring.

4.3. Conduct post-implementation reviews to assess the effectiveness of the portfolio management system. Knowledge Management (KM). KM helps organizations and individuals learn, adapt, innovate, and thrive in a rapidly changing world. It leverages the collective intelligence of an organization to achieve its goals and create value. Without a robust KM strategy, organizations risk losing valuable knowledge, making poor decisions, and falling behind their competitors.

4.3.1. The key objective is:

4.3.1.1. Communicate data requirements to system specialists from project leads, sponsors, performance improvement practitioners, and team members.

4.3.1.2. Develop solution sets to provide automation of various manual or time-consuming administrative processes to improve efficiency and reduce variation. These solutions improve predictability and improve time management by ensuring end-users follow a predetermined process that maintains standards.

4.3.2. The key tasks are:

4.3.2.1. Create instructional materials, deliver training, and provide guidance to users of SPIDR and other system solutions on application usage, data input, project, business rules, & project tracking in applications report generation and metric development.

4.3.2.2. Create libraries for standard content (text, graphics, audio, and video).

4.3.2.3. Test and verify applications and webpages prior to publishing on the web.

4.3.2.4. Create and test hyperlinks to connect pages of related information.

4.3.2.5. Manage the incorporation of text, graphics, audio, video, scripts, applets, or applications as needed for display of performance improvement information.

4.3.2.6. Maintain the user system structures and permission groups/ levels within SharePoint or the network shared drive.

4.3.2.7. Provide input to the NAVMED IS SPIDR Configuration Control Board.

4.3.2.8. Consult with customers to refine functional requirements, translate them into design specifications, determine optimal implementation approaches, and collaborate with application developers to troubleshoot design issues.

4.3.2.9. Identify and propose SPIDR system software improvements to enhance operational efficiency and effectiveness, coordinating changes with Navy Medicine activities and other Navy organizations.

4.3.2.10. Identify and consult on business rules that may impact any Navy Medicine automated system and coordinate new system requirements or business rules with other SPIDR computer system specialists for resolution.

4.4. Contract Management Plan (CMP): The CMP outlines the procedures to effectively manage the contract and ensures compliance with stipulated requirements and objectives. This includes:

4.4.1. Monthly Status Reports: Submitted by the 10th of each month, covering the previous calendar month's activities.

The report should include but not limited to:

4.4.1.1. Contract Status

4.4.1.2. Action Items (Complete/Current/Upcoming)

4.4.1.3. Accomplishments

4.4.1.4. Upcoming Activities (such as 30, 60, 90 days)

4.4.1.5. Project Schedules and Status

4.4.1.6. Risks & Issues

4.4.1.7. Quality Assurance Results

4.4.1.8. Staffing and Team Composition

4.4.1.9. Financial Performance / Analysis

4.4.1.10. Recommendations to Optimize Performance

4.4.2. Weekly Status Update: A concise communication submitted to the Contracting Officer's Representative (COR) and Directors of Improvement Sciences (BUMED, NMFP, NMFL, NMFDC) providing basic updates on all projects worked and deliverables submitted for the previous week.

4.4.3. Transition Plan: A comprehensive plan outlining the transfer of all work and responsibilities to a successor (i.e.

the Government). This plan is subject to Government approval. This plan must include:

4.4.3.1.1. A training program

4.4.3.1.2. A date for transferring responsibilities

4.4.3.1.3. Details on the project includes transfer of all data, code, and documentation necessary for the successor to maintain the same level of quality and service.

5. Deliverables

Item

Deliverable Description

PWS

Reference

Frequency

Process Analysis Report

A detailed report documenting current workflows, identified inefficiencies, and recommended improvements.

4.1 As required

Optimized Workflow Plans

Documentation of revised workflows with clear implementation guidelines. 4.1 As required

Training Materials and Reports

Comprehensive training materials and detailed training session reports, to include but not limited to training rosters of personnel completing courses, provide certificates of completion for personnel

4.1

Upon training completion, as required

Continuous Improvement Framework

A robust framework outlining the methods and tools for continuous process improvement.

4.1 Upon project completion

Initial portfolio assessment report

Report on all existing PM projects with recommendations. 4.2

Within first 3 months of contract award

Configuration and integration of portfolio management tools

The setup and integration of software and tools used to manage a project portfolio.

4.2 As required

Documentation of standardized processes

Formal documentation outlining the approved, standard methods for conducting processes.

4.2 As required

Training materials and conducted training sessions

The materials used for training and the records of the training sessions that were held.

4.2 Upon training completion

Monthly progress reports

Progress reports on the overall portfolio. 4.2 Monthly

Post-implementation review report

A report created after a project is completed to evaluate its success and lessons learned.

4.2

1 week after project completion

Mentorship: Mentee Competency Assessment

Pre- and post-mentorship assessments evaluating the mentee's proficiency against the established Improvement Science Competency Framework.

4.2 Pre- and post-mentorship

Mentorship: Final Program ROI Report

A report analyzing the outcomes of the mentees' improvement projects, quantifying the results against their Aim Statements

4.2 Post mentorship

Mentorship: Return on Investment (ROI) Analysis

An analysis tying the mentorship program to tangible organizational outcomes achieved through the mentees' improvement projects (e.g., reduced waste, increased efficiency, improved quality metrics).

4.2 Post mentorship

System change documents

Official documents that record any changes made to a system's configuration or code.

4.3

1 week after system change

Technical documentation: Code implemented

The final, working code that has been developed and deployed as part of the project.

4.3 Upon project completion

16 Training lessons The content and structure of lessons designed to train individuals on a new system or process.

4.3 Upon training completion

17 Technical reports Detailed reports that cover the technical aspects, progress, or results of a project.

4.3 Upon project completion

18 Status reports Progress reports on the overall portfolio. 4.4 monthly

19 Status emails Emails providing a summary of the contract's status and progress, delivered weekly.

4.4 weekly

20 Transition plans A comprehensive plan outlining the strategy and procedures for transitioning a project or service.

4.4 Upon project completion

21 Trip reports Reports detailing the purpose, activities, and outcomes of any travel conducted for the contract.

6.3

As required, 2 business days after travel.

5.1. From LSS activities (4.1):

5.1.1. Process Analysis Report - a detailed report documenting current workflows, identified inefficiencies, and recommended improvements.

5.1.2. Optimized Workflow Plans - documentation of revised workflows with clear implementation guidelines.

5.1.3. Training Materials and Reports - comprehensive training materials and detailed training session reports.

5.1.4. Continuous Improvement Framework - a robust framework outlining the methods and tools for continuous process improvement.

5.2. From Project and Portfolio activities (4.2):

5.2.1. Initial portfolio assessment report of all existing PM projects with recommendations.

5.2.2. Configuration and integration of portfolio management tools.

5.2.3. Documentation of standardized processes.

5.2.4. Training materials and conducted training sessions.

5.2.5. Monthly progress reports on overall portfolio.

5.2.6. Post-implementation review report.

5.3. From Knowledge Management activities (4.3):

5.3.1. System change documents

5.3.2. Code implemented

5.3.3. Training lessons

5.3.4. Technical Reports

5.4. From Contract Management Plan (4.4):

5.4.1. Monthly status reports

5.4.2. Weekly status emails

5.4.3. Transition plans

5.4.4. Trip reports when travel is conducted (see 6.3)

6. Other Pertinent Information

6.1. Period of Performance:

Base: 01 June 2026- 31 May 2027

Option I: 01 June 2027- 31 May 2028

Option II: 01 June 2028- 01 March 2029

6.2. Place of Performance

All work shall be conducted in accordance with the requirement of the government project and office program, or project supported.

On-site locations are identified as but not limited to:

- Bureau of Medicine and Surgery (BUMED) located at 7700 Arlington Blvd, Suite 5134, Falls Church, VA 22042.

- Naval Medical Forces Pacific (NMFP) located at 4170 Norman Scott Road, Suite 5, San Diego, CA 92136.

- Naval Medical Forces Atlantic (NMFL) located at 620 John Paul Jones Circle, Bldg 3, Suite 1400, Portsmouth, VA 23708.

- Naval Medical Forces Development Command (NMFDC) located at 4075 Dickman Rd, San Antonio, TX 78234.

The normal hours of operation at these facilities will typically be from Monday to Friday 0730 to 1630, but hours may flex given global communication requirements across various time zones. Contractors will work 60% at a government facility and 40% at the contractor site or virtually. Non-suitable services may include access within government-controlled facilities, access to material that cannot be removed from the government-controlled facilities, and if direct interactions are required with clients. For taskings that require on-site work and that are explicitly restricted from tele-work, situational tele-work may be permitted due to unforeseen circumstances (e.g. on-site network outages, weather conditions, etc.), but shall only be permitted by the COR/COR-

TA.

6.3. Travel

Travel shall be conducted to support initiatives within the scope of this contract to include site visits, training, initiative implementation, and other requirements identified.

Possible Locations of Travel. Travel may be required to but not limited to the following locations:

- Naval Medical Forces Atlantic (NMFL), Portsmouth, VA

- Naval Medical Forces Pacific (NMFP), San Diego, CA

- Naval Medical Forces Development Command (NMFDC), San Antonio, TX

- NMRTC/Us in the continental United States or overseas.

- Echelon 4 and 5 locations as required. A full list of possible locations can be found here: https://www.med.navy.mil /Navy-Medicine-Commands/

Anticipated travel is not to exceed a total amount of $25,000 per year for all travelers.

Expectations of Contractor for travel planning, reporting, and deliverables. The contractor shall ensure authorization is received from the Travel Site, the COR, and the COR-TA to travel planning. The contractor shall collaborate with the Travel Site to prior secure site access. The contractor is responsible for making all needed arrangements to include, but not be limited to mode of travel and lodging. A trip report is required within 5 business days after trip is completed, unless task order requirements identify otherwise. The trip report will include all expenses incurred, as well as a summation of the trip, to include but not be limited to Context, Purpose, Outcomes, Lessons Learned, and Deliverables resulting from the trip.

6.4. Minimum Qualifications

Personnel assigned to or utilized by the contractor in the performance of this contract shall, as a minimum, meet the experience, educational, or other background requirements set forth below and shall be fully capable of performing in an efficient, reliable, and professional manner.

If the Contracting Officer questions the qualifications or competence of any person performing under the task order, the burden of proof to sustain that the person is qualified as prescribed herein shall be upon the Contractor.

The contractor must have the personnel, organization, and administrative control necessary to ensure that the services performed meet all requirements. The work history of each contractor employee shall contain experience directly related to the tasks and functions to be assigned. The Contracting Officer reserves the right to determine if a given work history contains necessary and sufficiently detailed, related experience to reasonably ensure the ability for effective and efficient performance.

The contractor, at a minimum, shall be proficient in Microsoft (MS) TEAMS, MS Office including MS Word, MS PowerPoint, MS Excel, MS Project, MS Access, Power BI, and Adobe Acrobat. The contractor will be required to produce briefing slides, metric charts, progress reviews, program schedules, technical reports, and organizational charts, as necessary.

6.4.1. Project Management Professional/ Program Manager (PMP)

6.4.1.1. Project Management Professional (PMP) certification

6.4.1.2. Possess a minimum of 7 years of relevant experience after receiving PMP certification

6.4.1.3. Demonstrate knowledge and experience associated with successfully accomplishing all tasks

6.4.1.4. Working knowledge of Navy and Marine Corps Operational Environments

6.4.2. Master Black Belt.

6.4.2.1. Possess at least a Bachelor's degree such as Business Administration or Engineering.

6.4.2.2. Possess a minimum of 5 years of relevant field experience. CPI/LSS experience in the health care industry.

6.4.2.3. Practice continuously as a Master Black Belt since certification.

6.4.2.4. Possess experience in all elements of ASQ MBB Book of Knowledge (BOK) or equivalent industry recognized quality organization (i.e., NCQA and others).

6.4.3. Black Belt.

6.4.3.1. Possess at least a Bachelor's degree such as Business Administration or Engineering.

6.4.3.2. Possess a minimum of 3 years of relevant field experience. CPI/LSS experience in the health care industry.

6.4.3.3. Practice continuously as a Black Belt since certification.

6.4.3.4. Possess experience in all elements of ASQ MBB Book of Knowledge (BOK) or equivalent industry recognized quality organization (i.e., NCQA and others).

6.4.3.5. Demonstrate knowledge and experience associated with successfully accomplishing the requirements in paragraph 4.1.

6.4.4. Improvement Sciences Specialist

6.4.4.1. Bachelor's degree in a relevant field (e.g., Healthcare Administration, Statistics, or related scientific field). Master's degree be preferred.

6.4.4.2. 6+ years of experience applying improvement methodologies and leading projects, ideally in a relevant industry. Experience requirements scale with seniority of the role.

6.4.4.3. Strong understanding of improvement methodologies (e.g., Lean, Six Sigma, PDSA/PDCA, Change Management).

6.4.4.4. Proficiency in data analysis (statistical software), problem-solving, and root cause analysis.

6.4.4.5. Excellent communication (written and verbal), facilitation, and training skills.

6.4.4.6. Project management skills.

6.4.4.7. Ability to work collaboratively with diverse teams.

6.4.4.8. Certifications preferred: Lean Six Sigma Green Belt or Black Belt, PMP, or other relevant certifications.

6.5. Government Furnished Equipment/Property/Information

The Government will supply office workspace to the extent possible, and per the Task Orders. The Government will supply office supplies, computer and equipment, telephone, and reproduction resources when the contractor is working on-site to the extent permitted by the Government and contractor. If the contractor is working off-site, he/she will be permitted to have GFE should determination between the client and the contractor deem it is in the best interests to do so (e.g. access to data in secured servers are necessary for duties).

The Government will provide the contractor copies of, or access to, all required directives, publications, documents, files, and systems as available. If the contractor requires additional copies of such documents, the Government will, with the COR's concurrence, provide the contractor access to Government reproduction resources to produce these copies. The Government will also provide necessary, available and reasonable access to functional personnel; all contact with Government personnel shall be coordinated through the COR. The Government will coordinate joint meetings between functional, technical, and management personnel from various sites and contractor personnel.

The government requires all contractor personnel who require CAC, GFE, or network access to be checked in (i.e. onboarded) via the processes outlined by the COR and local command to which the work is performed. To initiate this process, contractor personnel must either have a pre-existing clearance or submit for a background investigation and be eligible for an interim access (see below for further details). The Contractor shall collaborate with the COR/COR-TA and appropriate Security Office to achieve eligibility for onboarding. The Contractor shall support the on-boarding process of all contract staff, to include (when authorized) creating profiles and uploading documents and collaborate with COR/COR-TA to ensure all Contractor employees complete their on-boarding process in a timely manner. The Contractor shall provide a staffing tracker of all Contractor and sub-Contractor personnel of the task order, and an update to the COR/COR-TA regarding any delays in the on-boarding process and the mitigation plans to ensure deliverables within this PWS remain on time.

6.6. Security Requirements

The highest level of security required for this requirement is Secret, see the attached DD254 for details. Department of Defense Contract Security Classification Specification (DD-254)- The contractor shall complete the designated DD From 254.

6.7. Identification of Contractor Employees

All Contractor personnel attending meetings, answering Government telephones, and working in other situations where their Contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by Contractors are suitably marked as Contractor products or that Contractor participation is appropriately disclosed. Further, it is a Defense Health Agency (DHA) requirement that all Contractors indicate their contracting company in addition to the government client supported in the signature block of all email communication while conducting business for the command. Contractor personnel shall be required to obtain and wear badges in the performance of this service.

6.8. Personally Identifiable Information, Protected Health Information, and Federal Information Requirements (as of 16 July 2025)

7. Quality Assurance Surveillance Plan (QASP)

Purpose: To ensure that the Government has an effective and systematic method of surveillance for the services in the PWS. The QASP will be used primarily as a tool to verify that the contractor is performing all services required by the PWS in a timely, accurate and complete fashion.

Critical performance processes and requirements. Critical to the performance of this contract is the timely, accurate and thorough completion of all contract/task order requirements.

Performance Standards

Schedule - The due dates for deliverables and the actual accomplishment of the schedule will be assessed against original due dates and milestones established for the contract or task order(s).

Deliverables - The deliverables required to be submitted will be assessed against the specifications for the deliverables detailed in the contract/task order(s) and the Quality Control Plan (QCP), if required by the contract, for the required content, quality, timeliness, and accuracy.

Cost - The COR will review monthly cost vouchers to monitor the contractor's expenditures throughout the contract and/or task order performance period(s). Also, the COR will analyze the impact on cost of any inaccurate management assertions, acceleration of the due dates for the financial reports, or the lack of personnel.

Past Performance - In addition to any schedule, deliverables, and cost aspects of performance discussed above, pursuant to FAR 42.15, the Government will assess the contractor's record of conforming to contract requirements and to standards of good workmanship, the contractor's record of forecasting and controlling costs, the contractor's adherence to contract schedules including the administrative aspects of performance, the contractor's history of reasonable and cooperative behavior and commitment to customer satisfaction, and the contractor's business-like concern for the interest of the customer.

Surveillance methods: The primary methods of surveillance used to monitor performance of this contract will include, but not be limited to, random or planned sampling, periodic or inspection, and validated customer complaints.

Performance Measurement: Performance will be measured in accordance with the following table:

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

If performance is within acceptable levels, it will be considered to be satisfactory. If not, overall performance may be considered unsatisfactory.

Incentives/Disincentives:

The COR's makes an annual report on Contractor Performance (CPARS or other annual report). The contractor's failure to achieve satisfactory performance under the contract/task order, reflected in the COR's annual report, may result in termination of the contract /task order and may also result in the loss of future Government contracts/task orders. The contractor's failure to achieve satisfactory performance under the contract/task order may result in the non-exercise of available options

For each item that does not meet acceptable levels, the Government may issue a Contract Discrepancy Report (CDR). CDRs will be forwarded to the Contracting Officer with a copy sent to the contractor. The contractor must reply in writing within 5 days of receipt identifying how future occurrences of the problem will be prevented. Based upon the contractor's past performance and plan to solve the problem, the Contracting Officer will determine if any further action will be taken.

In accordance with inspection of services provisions of the contract, the contractor will be incentivized to provide quality products in a timely manner since the Government can require the Contractor, at no additional fee, to replace or correct work that fails to meet contract requirements. To maximize the profit earned on costs incurred, the contractor is incentivized to ensure that quality products are provided in a timely manner.

8. Points of Contact

COR

LT Heather Lancellotti

Bureau of Medicine and Surgery nathalie.n.jackson.civ@health.mil

Contracting Office POC:

Megan Emery

Contract Specialist

NAVSUP FLC Norfolk, BUMED/FM&C Directorate

Megan.p.emery.civ@us.navy.mil

Requirements This support is to implement Lean Six Sigma, Process Improvement, and Project Management Support under the leadership of the Surgeon General.

N0018926QB036

mailto:nathalie.n.jackson.civ@health.mil mailto:Megan.p.emery.civ@us.navy.mil

Continuation of Packaging and Marking

Continuation of Inspection and Acceptance

Overall Contract Inspection/Acceptance Locations

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 301-807-9192

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 3018079192

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 301-807-9192

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 3018079192

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 301-807-9192

Inspection and Acceptance Location

Both Other Instructions: See Performance Work Statement (PWS) for Acceptance/inspection criteria.

DoDAAC: N00018 CountryCode: USA

BUREAU OF MEDICINE AND SURGERY

NAVY DEPARTMENT, 7700 ARLINGTON BLVD

FALLS CHURCH, VA 22042

UNITED STATES

Dana Hamblett, Contract Support Supervisor Telephone: 3018079192

Continuation of Deliveries or Performance

Overall Contract Delivery Period

Contractor Destination

Line Item Delivery Schedule Quantity Address and POC

Period of Performance From 01 Jun 2026 To 31 May 2027

12 Months

Period of Performance From 01 Jun 2026 To 31 May 2027

1 Lot

Period of Performance From 01 Jun 2027 To 31 May 2028

12 Months

Period of Performance From 01 Jun 2027 To 31 May 2028

1 Lot

Period of Performance From 01 Jun 2028 To 01 Mar 2029

12 Months

Period of Performance From 01 Jun 2028 To 01 Mar 2029

1 Lot

Continuation of Accounting and Appropriation Data

Contract Clauses

FAR Clauses Incorporated by Reference

Number Title Effective Date

Alternate/ Deviation

Variation Effective Date

52.204-13 System for Award Management Maintenance. Oct 2018 52.212-4 Contract Terms and Conditions-Commercial Products and Commercial Services. Nov 2023 52.203-3 Gratuities. Apr 1984

DFARS Clauses Incorporated by Reference

Number Title Effective Date

Alternate/ Deviation

Variation Effective Date

252.203-7000 Requirements Relating to Compensation of Former DoD Officials. Sep 2011 252.203-7002 Requirement to Inform Employees of Whistleblower Rights. Dec 2022 252.204-7004 Antiterrorism Awareness Training for Contractors. Jan 2023 252.204-7015 Notice of Authorized Disclosure of Information for Litigation Support. Jan 2023 252.232-7003 Electronic Submission of Payment Requests and Receiving Reports. Dec 2018 252.232-7010 Levies on Contract Payments. Dec 2006 252.243-7002 Requests for Equitable Adjustment. Dec 2022 252.244-7000 Subcontracts for Commercial Products or Commercial Services. Nov 2023 252.247-7023 Transportation of Supplies by Sea. Oct 2024

252.209-7004 Subcontracting with Firms that are Owned or Controlled by the Government of a Country that is a State Sponsor of Terrorism.

May 2019

252.245-7005 Management and Reporting of Government Property. Jan 2024

DFARS Clauses Incorporated by Full Text

252.232-7006 Wide Area WorkFlow Payment Instructions. (Jan 2023)

WIDE AREA WORKFLOW PAYMENT INSTRUCTIONS (JAN 2023)

(a) As used in this clause- Definitions.

"Department of Defense Activity Address Code (DoDAAC)" is a six position code that uniquely identifies a unit, activity, or organization.

"Document type" means the type of payment request or receiving report available for creation in Wide Area WorkFlow (WAWF).

"Local processing office (LPO)" is the office responsible for payment certification when payment certification is done external to the entitlement system.

"Payment request" and "receiving report" are defined in the clause at 252.232-7003, Electronic Submission of Payment Requests and Receiving Reports.

(b) The WAWF system provides the method to electronically process vendor payment requests and receiving reports, as Electronic invoicing.

authorized by Defense Federal Acquisition Regulation Supplement (DFARS) 252.232-7003, Electronic Submission of Payment Requests and Receiving Reports.

(c) To access WAWF, the Contractor shall- WAWF access.

(1) Have a designated electronic business point of contact in the System for Award Management at https://www.sam.gov; and

(2) Be registered to use WAWF at https://wawf.eb.mil/ following the step-by-step procedures for self-registration available at this web site.

(d) The Contractor should follow the training instructions of the WAWF Web-Based Training Course and use the Practice WAWF training.

Training Site before submitting payment requests through WAWF. Both can be accessed by selecting the "Web Based Training" link on the WAWF home page at https://wawf.eb.mil/

(e) Document submissions may be via web entry, Electronic Data Interchange, or File Transfer WAWF methods of document submission.

Protocol.

(f) The Contractor shall use the following information when submitting payment requests and receiving reports WAWF payment instructions.

in WAWF for this contract or task or delivery order:

(1) The Contractor shall submit payment requests using the following document type(s): Document type.

(i) For cost-type line items, including labor-hour or time-and-materials, submit a cost voucher.

(ii) For fixed price line items-

(A) That require shipment of a deliverable, submit the invoice and receiving report specified by the Contracting Officer.

(Contracting Officer: Insert applicable invoice and receiving report document type(s) for fixed price line items that require shipment of a deliverable.)

(B) For services that do not require shipment of a deliverable, submit either the Invoice 2in1, which meets the requirements for the invoice and receiving report, or the applicable invoice and receiving report, as specified by the Contracting Officer.

(Contracting Officer: Insert either "Invoice 2in1" or the applicable invoice and receiving report document type(s) for fixed price line items for services.)

(iii) For customary progress payments based on costs incurred, submit a progress payment request.

(iv) For performance based payments, submit a performance based payment request.

(v) For commercial financing, submit a commercial financing request.

(2) ) Fast Pay requests are only permitted when Federal Acquisition Regulation (FAR) 52.213-1 is included in the contract.

[Note: The Contractor may use a WAWF "combo" document type to create some combinations of invoice and receiving report in one step.]

(3) The Contractor shall use the information in the Routing Data Table below only to fill in applicable fields in Document routing.

WAWF when creating payment requests and receiving reports in the system.

Routing Data Table*

Field Name in WAWF Data to be entered in WAWF

Pay Official DoDAAC ____

Issue By DoDAAC ____

Admin DoDAAC ____

Inspect By DoDAAC ____

Ship To Code ____

Ship From Code ____

Mark For Code ____

Service Approver (DoDAAC) ____

Service Acceptor (DoDAAC) ____

Accept at Other DoDAAC ____

LPO DoDAAC ____

DCAA Auditor DoDAAC ____

Other DoDAAC(s) ____

(*Contracting Officer: Insert applicable DoDAAC information. If multiple ship to/acceptance locations apply, insert "See Schedule" or "Not applicable.")

(**Contracting Officer: If the contract provides for progress payments or performance-based payments, insert the DoDAAC for the contract administration office assigned the functions under FAR 42.302(a)(13).)

(4) The Contractor shall ensure a payment request includes documentation appropriate to the type of payment request in Payment request.

accordance with the payment clause, contract financing clause, or Federal Acquisition Regulation 52.216-7, Allowable Cost and Payment, as applicable.

(5) The Contractor shall ensure a receiving report meets the requirements of DFARS Appendix F. Receiving report.

(g) WAWF point of contact.

(1) The Contractor may obtain clarification regarding invoicing in WAWF from the following contracting activity's WAWF point of contact.

(Contracting Officer: Insert applicable information or "Not applicable.")

(2) Contact the WAWF helpdesk at 866-618-5988, if assistance is needed.

(End of clause)

Addendum to 52.212-4, Contract Terms and Conditions - Commercial Products and Commercial Services

Contract Terms and Conditions Required To Implement Statutes or Executive Orders — Commercial Products and Commercial Services

Addendum to Contract Clauses

Contract Clauses

FAR Clauses Incorporated by Reference

Number Title Effective Date

Alternate/ Deviation

Variation Effective Date

52.232-39 Unenforceability of Unauthorized Obligations. Jun 2013 52.203-12 Limitation on Payments to Influence Certain Federal Transactions. Jun 2020 52.204-9 Personal Identity Verification of Contractor Personnel. Jan 2011 52.223-5 Pollution Prevention and Right-to-Know Information. May 2024 52.237-2 Protection of Government Buildings, Equipment, and Vegetation. Apr 1984 52.242-13 Bankruptcy. Jul 1995 52.245-1 Government Property. Sep 2021 52.245-9 Use and Charges. Apr 2012 52.247-34 F.o.b. Destination. Jan 1991

DFARS Clauses Incorporated by Reference

Number Title Effective Date

Alternate/ Deviation

Variation Effective Date

252.225-7048 Export-Controlled Items. Jun 2013 252.237-7010 Prohibition on Interrogation of Detainees by Contractor Personnel. Jan 2023

252.225-7972 Prohibition on the Procurement of Foreign-Made Unmanned Aircraft Systems. (DEVIATION 2024-O0014)

Aug 2024 Deviation 2024-O0014 Aug 2024

252.201-7000 Contracting Officer's Representative. Dec 1991 252.204-7023 Reporting Requirements for Contracted Services. Jul 2021

252.223-7006 Prohibition on Storage, Treatment, and Disposal of Toxic or Hazardous Materials.

Sep 2014

252.245-7003 Contractor Property Management System Administration Jan 2025

FAR Clauses Incorporated by Full Text

52.219-14 Limitations on Subcontracting (DEVIATION 2021-O0008) (Oct 2022) Deviation 2021-O0008 (Feb 2023)

LIMITATIONS ON SUBCONTRACTING (FEB 2023) (DEVIATION 2021-O0008)

(a) This clause does not apply to the unrestricted portion of a partial set-aside.

(b) , as used in this clause, means a first-tier subcontractor, including an independent contractor, that--Definition. Similarly situated entity

(1) Has the same small business program status as that which qualified the prime contractor for the award (e.g., for a small business set-aside contract, any small business concern, without regard to its socioeconomic status); and

(2) Is considered small for the size standard under the North American Industry Classification System (NAICS) code the prime contractor assigned to the subcontract.

(c) This clause applies only to--Applicability.

(1) Contracts that have been set aside for any of the small business concerns identified in 19.000(a)(3);

(2) Part or parts of a multiple-award contract that have been set aside for any of the small business concerns identified in 19.000(a)(3);

(3) Contracts that have been awarded on a sole-source basis in accordance with subparts 19.8, 19.13, 19.14, and 19.15;

(4) Orders expected to exceed the simplified acquisition threshold and that are--

(i) Set aside for small business concerns under multiple-award contracts, as described in 8.405-5 and 16.505(b)(2)(i)(F); or

(ii) Issued directly to small business concerns under multiple-award contracts as described in 19.504(c)(1)(ii);

(5) Orders, regardless of dollar value, that are--

(i) Set aside in accordance with subparts 19.8, 19.13, 19.14, or 19.15 under multiple-award contracts, as described in 8.405-5 and 16.505(b) (2)(i)(F); or

(ii) Issued directly to concerns that qualify for the programs described in subparts 19.8, 19.13, 19.14, or 19.15 under multiple-award contracts, as described in 19.504(c)(1)(ii); and

(6) Contracts using the HUBZone price evaluation preference to award to a HUBZone small business concern unless the concern waived the evaluation preference.

(d) An independent contractor shall be considered a subcontractor.Independent contractors.

(e) By submission of an offer and execution of a contract, the Contractor agrees that in performance of a contract Limitations on subcontracting.

assigned a North American Industry Classification System (NAICS) code for--

(1) Services (except construction), it will not pay more than 50 percent of the amount paid by the Government for contract performance, excluding certain other direct costs and certain work performed outside the United States (see paragraph (e)(1)(i)), to subcontractors that are not similarly situated entities. Any work that a similarly situated entity further subcontracts will count towards the prime contractor's 50 percent subcontract amount that cannot be exceeded. When a contract includes both services and supplies, the 50 percent limitation shall apply only to the service portion of the contract. The following services may be excluded from the 50 percent limitation:

(i) Other direct costs, to the extent they are not the principal purpose of the acquisition and small business concerns do not provide the service. Examples include airline travel, work performed by a transportation or disposal entity under a contract assigned the environmental remediation NAICS code 562910), cloud computing services, or mass media purchases.

(ii) Work performed outside the United States on awards made pursuant to the Foreign Assistance Act of 1961, or work performed outside the United States required to be performed by a local contractor.

(2) Supplies (other than procurement from a nonmanufacturer of such supplies), it will not pay more than 50 percent of the amount paid by the Government for contract performance, excluding the cost of materials, to subcontractors that are not similarly situated entities. Any work that a similarly situated entity further subcontracts will count towards the prime contractor's 50 percent subcontract amount that cannot be exceeded. When a contract includes both supplies and services, the 50 percent limitation shall apply only to the supply portion of the contract;

(3) General construction, it will not pay more than 85 percent of the amount paid by the Government for contract performance, excluding the cost of materials, to subcontractors that are not similarly situated entities.