Attach__1_Initial_T-O.docx

DLA J5 CONTINUOUS PROCESS IMPROVEMENT / LEAN SIX SIGMA SUPPORT SERVICES

RFP #SP4703--17-R-5002 – 1st Task Order

2.0: PERFORMANCE WORK STATEMENT

2.1 BACKGROUND

In accordance with the Indefinite Delivery / Indefinite Quantity (IDIQ) contract, this Performance Work Statement for this first task order describes the work required in providing analytical, operational, and technical assistance to support the DLA Enterprise.

2.2 OBJECTIVES

The purpose of this contract is to obtain vendor support for Continuous Process Improvement (CPI) deployment, growth and sustainment at the Enterprise and organizational levels, and coaching and execution of CPI Projects at all levels. With the vendor’s support, the Government intends to improve the support delivered to the Agency and its customers, engage leadership, deliver on high-level/visibility projects, and ensure organic resources and candidates are coached to develop a culture of problem solvers. The anticipated period of performance will be for (12) months, from 1 June 2017 to 31 May 2018.

2.3 SCOPE OF WORK/TASK AREAS

The scope of this contract covers an estimated 1880 hours of Program Manager (PM)/Master Black Belt (MBB) support and 13160 hours of MBB support. The support sought under this contract includes expert project execution of CPI projects, coaching and advisory services for CPI and associated methodologies to include Lean Six Sigma (LSS), Lean, Design for Six Sigma, Theory of Constraints (ToC), and Business Process Reengineering (BPR), etc. The vendor will leverage proven industry knowledge, experience, and innovative approaches to improve the effectiveness and efficiency across the full spectrum of the DLA business mission area. The vendor may be required to manage multiple high priority projects in an environment with changing organizational needs. The vendor may be required to engage Executive Leadership for various tasks under this contract. The vendor will work through HQ DLA CPI PMO to coordinate these activities. The vendor will be expected to apply a wide range of methodologies such as strategic planning, performance management, analytics and data mining, LSS, ToC, as well as modeling and simulation, development of measures and metrics, and application of industry best practices as necessary. Vendor will apply advanced knowledge of applicable principles and integrate institutional knowledge and experience of associated concepts and practices. The vendor will identify opportunities to reduce waste, avoid and/or mitigate costs, promote agility, and improve efficiencies.

This includes identification of key performance indicators and the methods to capture, evaluate, and report performance in broad categories of enterprise business operations. Project execution will include specific, pre-identified projects, as well as projects to be identified over the period of performance.

2.3.1 Specific Tasks

2.3.1.1 Project Identification and Development: The vendor will work through the HQ DLA CPI PMO to engage leadership in high-level project and pipeline development. The candidate will work to interpret the voice of the customer, process and business, and proactively identify opportunities relevant to leadership and strategic priorities. These projects may be executed by the vendor, or packaged and passed off to the owning office. These considerations will be made based on the needs of the project, capability of the office, and direction from the governance forums, and HQ DLA CPI PMO. The following is a list of prospective sub-tasks:

· Conduct reviews of the DLA Strategic Plan, Annual Operating Plans and previous projects.

· Facilitate Project Identification and Selection Workshops.

· Ensure Lean Six Sigma efforts are linked to the high-level goals and targets for the organization.

· Compare desired performance with actual performance for the organization.

· Understand the local or departmental goals and targets for business functions.

· Recommend/suggest potential project ideas or opportunities.

2.3.1.2 Project Execution: The vendor will execute and facilitate projects, from local to Enterprise-level. These projects may be executed/facilitated with the vendor as the lead CPI resource or by a mix of vendor and organic resources. These considerations will be made based on the needs of the project, capability of the office, and direction from governance forums, and HQ DLA CPI PMO. The vendor may execute multiple concurrent CPI projects at all levels. The vendor will transition any ongoing work to new facilitators if necessary before the end of the period of performance. Specific projects will be identified on an on-going basis and resourced accordingly. The following is a list of prospective sub-tasks:

· Identify project principals (Champion, Sponsor, Team Members, etc.).

· Develop Project Charter.

· Conduct a project kickoff meeting.

· Develop Project milestones and meeting schedules.

· Facilitate and/or coach organic resources through project execution.

· Follow established guidance regarding project types from HQ DLA CPI PMO.

2.3.1.2.1 CAPER: In all cases where the vendor is the primary facilitator, they will document project progress and results in the CPI Administrative Project & Event Repository (CAPER). Vendor and organic resources will work together to ensure CAPER documentation is current and accurate when both are assigned to a project. In all cases when the vendor is in a coaching role, the vendor will be responsible for ensuring organic resources (belt and/or lead) manage projects in CAPER from development through closeout. As a coach, the vendor will ensure CAPER documents enough documentation to support an auditable historical record and other supporting documents as required by HQ DLA CPI PMO and project team. The following is a list of prospective sub-tasks:

· Monitor and assist in accurate documentation of project requirements and deliverables (Charter, A3, etc.).

· Be familiar with navigation of, templates, and reports within CAPER.

· Ensure project information is accurate and timely.

2.3.1.3 Coaching: The vendor will coach government resources, where necessary, to support CPI programmatic development and project success as well as development of self-sustained organic capability in the future. Coaching may cover a range of government personnel, from project members and Subject Matter Experts (SMEs) through process owners and Executive leadership. The following is a list of prospective sub-tasks:

· Meet with belts to understand project and level of coaching needed.

· Clarify proper use of CPI tools and techniques.

· Ensure project stays on track and assist belt in progress updates to Champion/Sponsor.

2.3.1.4 CPI Maturity Assessment: The vendor will conduct CPI maturity assessments across the Agency in coordination with HQ DLA CPI PMO. The vendor will develop a plan of action and milestones for each assessment and collaborate with the organizational leadership. The vendor will provide change management and communication plan strategies to maximize relevant inputs. Follow-on assessments will occur as needed. The following is a list of prospective sub-tasks:

· Benchmark DLA and external programs (government agencies, industry, etc.).

· Review and provide recommendations for the maturity assessment tool utilized by DLA.

· Assess areas of strength and performance gaps in DLA’s CPI efforts.

· Document early successes to garner executive level support.

· CPI Maturity assessments will occur at both the organizational and enterprise levels.

2.3.1.5 CPI Deployment Plan: The vendor will develop a deployment plan (implementation strategy) based on CPI maturity assessment findings. The vendor will work with HQ DLA CPI PMO, the individual organization, and their leadership to create the plan and supporting communication and change management strategy. Refresh of plan and strategy will occur as needed. The following is a list of prospective sub-tasks:

· Identify plan to address areas of opportunity and improvement.

· Develop strategies to grow organic resources to advance the agency’s CPI efforts.

· Develop plan to promote program growth.

· Develop Communication Plan for CPI program.

· CPI Deployment and Communication Plans will occur at both the organizational and enterprise levels.

2.3.1.6 Monthly Status Reports (MSR): The vendor will provide a MSR of all activities performed in the previous month. The report is due within fifteen (15) working days after the end of each month to the Contracting Officer’s Representative (COR). The following is a list of prospective sub-tasks:

· Ensure project timelines are being met and provide mitigation plans when they are behind schedule.

· Identify areas of concern to the DLA HQ CPI PMO when roadblocks threaten the progress of a project.

· Identify organic resource shortfalls.

· Identify coaching opportunities.

· Provide overall project status and milestones.

2.3.1.7 Quality Control Plan (QCP): The vendor shall prepare and adhere to a Quality Control Plan (QCP) in accordance with the Project Management Professional Standards. The QCP will document how the vendor will meet and comply with the quality standards specified in the PWS, and Quality Assurance Surveillance Plan (QASP). At a minimum, the QCP must include a self-inspection plan, an internal staffing plan, and an outline of the procedures that the vendor will use to maintain quality, timeliness, responsiveness, customer satisfaction and any other requirements set forth in this PWS. The vendor will submit a QCP within ten (10) days after award to the KO and COR. Proposed changes to the QCP will be submitted within five (5) working days thereafter. After receipt of the QCP, the vendor shall receive the KO’s acceptance in writing, along with of any proposed change(s) to the QCP. The following is a list of prospective sub-tasks:

· Develop self-inspection plan.

· Develop internal staffing plan.

· Outline of the procedures that the vendor will use to maintain quality, timeliness, responsiveness, customer satisfaction.

2.3.1.8 CPI Metrics Development and Adherence: The vendor shall execute projects and coach with the rigor commensurate to the established CPI metrics by the government. CAPER is the source for metrics data. The following is a list of sub-tasks:

· Review CPI program metrics and provide recommendations for changes, as appropriate.

· Ensure metrics are designed to drive the behavior of creating a culture of problem solvers.

· Review and recommend changes to metrics reporting capabilities and templates.

The current agency program metrics are defined as follows:

Opportunity Development: Measures the number of ideas that have a sponsor. Are we as an agency generating ideas and assigning sponsorship in a timely manner? Encourages endorsed ideas coming into the pipeline and assigning sponsors in a timely manner.

Pipeline: Measures the number of sponsored ideas approved to charter. Are we as an agency refining and assessing supported ideas for charter development? Encourages sponsor support for chartering ideas and for inclusion in the pipeline.

Capacity: Measures the number of active belts (available, trained, organic assets) against the CPI workload. Are we as an agency balancing our resources and workload? Encourages a balance between practitioners and projects/opportunities.

On Schedule: Measures projects against their charter end date. Are we as an agency adhering to project schedules? Encourages setting reasonable schedules and resourcing projects to meet them.

On Charter: Measures charter amendments (adjusted goals, timelines, etc.). Are we as an agency changing our charters? Encourages deliberate chartering. Helps identify scope creep.

Expected Delivery: Measures completed projects within the last 365 days that achieved chartered goal(s). Are we as an agency achieving project goals? Encourages setting and meeting reasonable goals.

Program Build: Measures the number of active belts (available, trained, organic assets) who are certified. Are we as an agency certifying trained belts? Encourages use of trained belts to work projects to grow organic resources.

2.3.1.9 CPI Training Development: The vendor will develop CPI training in coordination with HQ DLA CPI PMO. Vendor will develop the necessary training materials to include handouts and presentation. HQ DLA CPI PMO must approve any training developed prior to dissemination or delivery. The following is a list of prospective sub-tasks:

· Coordinate with the HQ DLA CPI PMO to determine training needs.

· Develop training materials (employee awareness, executive overview, just in time, etc.).

· Ensure developed training is in accordance with the HQ DLA CPI PMO guidelines.

· Develop proposed changes to established curriculum.

· Develop metrics to measure the effectiveness of the training.

2.3.1.10 CPI Training Delivery: The vendor will deliver training both developed by vendor or government. The location of training may be classroom, one-on-one, or distance learning methods such as telephone and video teleconference. HQ DLA CPI PMO must approve training prior to scheduling delivery. The following is a list of prospective sub-tasks:

· Ensure training materials are in accordance with DLA HQ CPI PMO standards.

· Provide training materials, as needed.

· Coordinate with DLA HQ CPI PMO and/or organization for facility reservations when conducting classroom training.

2.3.1.11 CPI Articles and Marketing: The vendor will develop draft outreach deliverables (blog, newsletter, article, video, email, etc.) for HQ DLA CPI PMO to disseminate to the Agency. Content of the deliverables may include CPI project spotlights, CPI program information, CPI knowledge sharing, etc. HQ DLA CPI PMO must approve any marketing materials developed prior to dissemination. The following is a list of prospective sub-tasks:

· Develop blogs, articles, videos, etc. to communicate CPI efforts to the agency.

· Submit products to the HQ DLA CPI PMO for approval prior to dissemination.

· Coordinate all media driven efforts designed public release with the appropriate approving authorities including, but not limited to: DLA Director, General Counsel, etc.

2.3.1.12 CPI Tools and Templates: The vendor will assess the current HQ DLA CPI PMO tools and templates. The vendor will compare this assessment against industry best practices. The vendor will present recommended changes to HQ DLA CPI PMO. The vendor will adapt and create tools and templates for use in projects based on approval from HQ DLA CPI PMO in advance of deploying them. The following is a list of prospective sub-tasks:

· Develop and modify tools and templates for project execution.

· Provide recommendations on industry best practices.

· Coordinate with the HQ DLA CPI PMO for approval of templates not currently used at DLA.

2.3.2 Applicable Directives/References. The vendor shall comply with the following documents for existing policy, and adhere to the style and conventions in the performance of tasks assigned in accordance with Performance Requirements specified in associated guidance. The reference list below is not all-inclusive.

· DoD Directive 5010.42, “DoD-Wide Continuous Process Improvement (CPI)/Lean Six Sigma (LSS)Program,” May 15, 2008;

· DoD Instruction 5010.43, “Continuous Process Improvement (CPI),” 17 July 2009;

· DLA Issuance 5310.43, “Continuous Process Improvement (CPI),” 23 January 2017;

· Directive Type Memorandum 17-001 – “Continuous Process Improvement (CPI) Certification Standards,” 23 December 2016;

· DLA Manual 5309, “Standards for Validating Financial Benefits for Continuous Process Improvement Projects,” 18 September 2012 (Administrative Update February 2013).

2.4 QUALITY ASSURANCE SURVEILLANCE PLAN (QASP). All deliverables will be submitted to the COR if a COTR is not appointed. Unless otherwise specified the Government will have a maximum of ten (10) business days from the day the draft deliverable is received to review the document, provide comments back to the vendor, approve or disapprove the deliverables. The vendor will have a maximum of ten (10) business days from the day comments are received to incorporate all changes and submit the final deliverable to the Government. All days identified below are intended to be business days unless otherwise specified.

Final inspection and acceptance of all work performed, reports, and other deliverables will be performed at the place of delivery by the COR. The format for the individual deliverables will be determined through consultation between the COR and the vendor. Products that reflect the vendor’s analysis and opinion (e.g. studies or analyses) may be in vendor format. All documents will be provided in either hard copy or electronically as requested by the COR. Electronic documents will be provided in the appropriate Microsoft Office format (e.g. Word or PowerPoint). If appropriate, the Government may ask that they be provided in compressed or PDF format.

2.4.1 Performance Measurement. For specific tasks identified in each PWS, the agreed to completion date will be agreed to by HQ DLA CPI PMO and the vendor. Progress will be tracked based on the milestones. Performance evaluation will be based on the complexity and completion of the tasking. The number of completed actions will be balanced against the quality of the output. Vendor produced documentation and procedures will comply with all major regulatory, process requirements, and agency policies and procedures. Receipt and completion of taskings will be tracked through email between the vendor, HQ DLA CPI PMO, and COR. Additional information about the deliverables produced from the identified tasks are listed in Table 1. The standard set for all tasks is 100% Satisfactory Completion, and 100% COR Inspection is the surveillance method which will be utilized. This information is detailed in Table 2.

The incentive for all tasks will be pursuant to a performance measurement that ties performance goals and acceptable quality levels to an overall monthly Performance Rating of Good, Fair, Poor or Unacceptable.

2.4.2 Inspection and Acceptance Criteria. Final inspection and acceptance of all work performed, reports, and other deliverables will be performed at the place of delivery by the COR.

2.4.3 Surveillance Schedule. Specific surveillance schedules for tasks will be found in Table 2.

The surveillance staff has two components:

CONTRACTING OFFICER (KO): The primary function of the KO, with regard to the surveillance activity, is to authorize changes to the PWS. The KO is responsible for ensuring the completion of all work in accordance with the PWS, and the QASP provides a means to accomplish this. The KO will rely on the COR to provide information and recommendations.

COR: The COR’s responsibility is to monitor and inspect, report, and make recommendations to the KO regarding the quality of vendor work performed or not performed.

2.4.4 Performance Standards and Payments. Below are the Performance Standards that will be used in evaluating contract performance on a monthly basis and in determining the amount of the payment owed to the vendor.

Performance standards and ratings are designed to determine if performance exceeds, meets, or does not meet a given metric and acceptable quality level.

Note: The application of these performance ratings or failure of the Government to apply these performance ratings does not waive any of the Government’s rights to damages. The following ratings will be used:

Good – Performance meets or exceeds contract requirements in terms of timeliness and quality. COR will make a recommendation and the KO will make the determination to pay the contract 100% of the invoice amount.

Fair – Performance meets contract requirements with only minor issues and the issues do not adversely affect the mission of the Agency. Performance is satisfactory and has been timely. The COR will make a recommendation and the KO will make the determination to pay the vendor 95% of the invoice amount.

Poor – Performance narrowly meets contract requirements and borders on unacceptability in terms of timeliness and/or quality or performance may have an adverse impact on the mission of the Agency. The COR will make a recommendation and the KO will make the determination to pay the vendor 80% of the invoice amount.

Unacceptable – Performance has been at a less than acceptable level in terms of timeliness or quality. Possible issues include, but are not limited to missed milestones; low quality documents requiring multiple reviews and rewrites, significant or serious complaints submitted by the customers, documents that do not comply with acquisition or policy regulations, or one or more cure notices have been issued. Payment will be withheld pending resolution of cure notice(s). When payment is made, it will be decremented by a minimum of 30% (payment at 70% of invoice amount) additional remedies (up to and including Termination for Default) may be initiated by the KO.

The performance will be rated each month by the COR. These findings will be the basis for the amount paid for that month. The ratings, as described in the table above, will be based on the performance of the vendor on the timeliness and quality of the services provided using the rating scale for each criterion as shown below.

Timeliness

Note: A deliverable is either on time or not on time.

Quality

2.4.5 Deliverables & Performance. Deliverables & Performance Requirement Summary Table. The Table below is a matrix table listing a summary of the performance objectives and performance thresholds required by the government as defined in Section 2.3.1 Specific Tasks.

TABLE 1: DELIVERABLES: The table below (Table 1) identifies the Deliverables resulting from the above-defined tasks:

Contract Kickoff Meeting

TABLE 2: PERFORMANCE REQUIREMENTS: The table below (Table 2) identifies the Performance Requirements resulting from the above-defined tasks:

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

Acceptable QL – see Section 2.4.1

2.5 PERSONNNEL

2.5.1 Personnel Qualifications, Labor Categories and Key Personnel Minimum Requirements

The vendor shall ensure all personnel (including key and non-key personnel) possess the skills, knowledge, training, experience, and certification(s) required to perform the services required by the contract. Although key personnel may have cross-functional training, the vendor shall identify a single full time individual personnel or equivalent. The government may allow, at its discretion, certain combinations of unique skills and experience in lieu of some specific personnel qualifications that the government finds valuable and desirable. This allowance will only be considered if the government judges the applicant capable of fulfilling all aspects of the contract as required by the role and must fulfill a specific requirement that the government identifies. All personnel must have excellent written and spoken English communication skills. Any hiring or other personnel action taken on candidates whose resumes do not meet all stated criteria prior to government approval is done so at the risk of the vendor.

For key personnel not currently under the vendor’s/sub vendor’s employment, the resume must indicate "pending." At a minimum, for any key personnel who do not currently work for the vendor /sub vendor, the vendor must provide documentary evidence of the individual's availability to support these requirements in the form of a signed "letter of intent" with an agreed upon start date. Only contingency hires with "letters of intent" will be considered in the evaluation. For follow-on efforts where the vendor is not the incumbent, a proposed plan to hire incumbent personnel is not acceptable without "letters of intent."

As part of the technical proposal, the vendor shall, provide resumes for proposed key personnel: one for the Program Manager LSS MBB, one for each of the LSS MBB positions and one for the LSS BB. The specialized experiences listed are minimal requirements for this effort. The vendor will conduct all work under this effort using these (or GSA equivalent) labor categories. The anticipated key personnel labor categories are as follows:

Program Manager LSS MBB (KEY PERSONNEL)

Characteristics: The vendor shall provide program management (PM) support to assist the HQ DLA CPI PMO and organizational CPI Offices as they develop processes, procedures and information products and tools for tracking, reporting, and implementing strategic-level actions for the DoD. Support includes the following services:

· Assess the performance of the CPI program against the stated and intended goals through the development and maintenance of program evaluation and measurement criteria;

· Provide leadership support for project planning, goal-setting, prioritization and scheduling, process mapping, data collection, focus group construction, surveys, project management, and risk mitigation/management;

· Provide recommendations for CPI and organizational CPI Offices evaluation, assistance executing approved recommendations, and directed periodic evaluation;

· Ensure appropriate program documentation is reflected and in DLA’s CAPER system; and

· Submit timely reports from implementation to completion.

Minimum Education:

Must have at least a BA/BS and a minimum of 120 hours of training in LSS with a valid/recognized third party LSS MBB certification.

Experience:

Must have CPI and PM expertise, to include a minimum of five (5) years of certified LSS MBB and five (5) years of certified PM experience and proven record of delivering Return on Investment (ROI) to clients. Experience with CPI deployment and CPI PM for an organization of equivalent size to DLA. Must have at least three (3) years consulting, advising, and working with Federal Government Senior Leaders (Flag Rank Officers and Senior Executive Services). Be familiar with process management methods. Evidence of an IT-II clearance or a favorably adjudicated National Agency Credit and Local Agency and Credit Check (NACLC) investigation at time of proposal.

Lean Six Sigma Master Black Belt (LSS MBB) (KEY PERSONNEL)

Characteristics: The vendor shall provide expert advice, assistance, guidance, coaching or counseling to improve DoD’s mission-oriented business functions. Support includes the following services:

· Provide management and strategy consulting;

· Provide program planning, change management, auditing, assessments and evaluations;

· Assist with, and conduct, studies, analyses, scenarios, modeling, and reports relating to an agency's mission-oriented business programs or initiatives;

· Conduct CPI projects using a variety of improvement methodologies (e.g., LSS, BPR, QFD, TRIZ, TOC, and DFSS);

· Provide pre-investment BPR and BPM analysis;

· Provide advanced statistical analysis;

· Provide modeling, simulation, and other applicable approaches to support a robust approach to improving processes;

· Conduct coaching sessions with LSS MBBs, BBs and GBs throughout the life of their project(s);

· Provide coaching to DLA and project leadership;

· Develop and conduct organizational CPI maturity assessments;

· Provide CPI deployment advising and execution assistance;

· Support and assist execution of enterprise and organizational CPI deployments to include assistance with government CPI governance, management and strategy;

· Expert assessment, reporting, and preparation of organizations to achieve recognition in nationally accepted performance quality award programs (e.g. Baldrige and Shingo awards);

· Provide specific actionable recommendations to improve DLA enterprise and organizational process performance, and issuance improvements;

· Execute recommended process improvements, and provide draft issuance improvements for government review and acceptance.

· Maintain and utilize CAPER as the authoritative source for CPI projects;

· Develop and/or deliver CPI training;

· Develop CPI tools and templates; and

· Develop marketing materials specific to CPI goals and objectives.

Minimum Education:

Must have at least a BA/BS and a minimum of 120 hours of training in LSS with a valid/recognized third party MBB certification.

Experience:

Must have LSS MBB expertise, to include at least five (5) years of certified LSS MBB experience including the completion of strategic level projects with measurable results. Must have at least three (3) years coaching DoD LSS MBB candidates, and Federal Government Senior Leaders (Flag Rank Officers and Senior Executive Services). Evidence of an IT-II clearance or a favorably adjudicated NACLC investigation.

Lean Six Sigma Black Belt (LSS BB) (KEY PERSONNEL)

Characteristics: The vendor shall provide facilitation and related decision services using innovative, progressive, and results-oriented approaches for DoD engaged in collaboration efforts, working groups, or teams. Support includes but is not limited to the following services:

· Define, refine, and resolve disputes, disagreements, and divergent views;

· Lead or facilitate group briefings and discussions, enabling focused decision-making, and issue resolution using a variety of improvement methodologies;

· Perform analytic and administrative duties related to project execution and implementation of recommendations;

· Provide modeling, simulation, and other applicable approaches to support a robust approach to improving processes;

· Record discussion content and related facilitation support services with supporting reports;

· Debrief stakeholders and draft/finalize reports relating to the facilitated issues.

· Maintain and utilize CAPER as the authoritative source for CPI projects;

· Conduct coaching sessions with LSS BBs and Green Belt(s) (GBs) throughout the life of their project(s);

· Provide coaching to DLA and project leadership;

· Develop and/or deliver CPI training;

· Develop CPI tools and templates; and

· Develop marketing materials specific to CPI goals and objectives.

Minimum Education:

Must have at least a BA/BS and a minimum of 120 hours of training in LSS and valid/recognized third party LSS BB certification.

Experience:

Must have BB expertise, to include at least five (5) years of certified LSS BB experience including the completion of strategic-level projects with measurable results. Have at least three (3) years coaching GB candidates, senior leaders, their managers, and supervisors. Evidence of an IT-II clearance or a favorably adjudicated NACLC investigation.

2.5.2 Liaison Officer. The vendor shall designate a liaison officer to act as the principle point of contact with the KO and his/her designated representative. Such individual shall have full authority to act on the vendor’s behalf on all aspects of the contract including, but not limited to, preparing estimates, receiving contract documentation, signing receipts, discussing contract status, and performing other related administration functions. The vendor shall designate an alternate liaison officer to act on behalf of the liaison officer during temporary absences.

2.5.3 Personnel Replacement. Certain skilled, experienced, professional, and/or technical personnel are essential for successful accomplishment of the work to be performed under the resultant contract. These are defined as “Key Personnel” and are those persons whose resumes are to be submitted as part of the technical proposal for evaluation purposes. The vendor agrees to use proposed personnel or equally qualified personnel during the performance of the resultant contract. Key personnel shall not be removed from the contract work, replaced, or supplemented with additional personnel, unless authorized in accordance with the following provisions:

· Vendor shall not substitute key personnel assigned to perform work under on this contract without prior written approval of the KO. All vendor requests for key personnel substitution shall be in writing and shall provide for a detailed explanation of the circumstances necessitating the proposed substitution(s). Requests must contain a complete resume for the proposed substitute and any other information as requested by the KO. Proposed substitutions must have qualifications that are equal to or greater than the key personnel being replaced. The KO shall evaluate all such requests and within fifteen (15) business days of receipt, promptly notify the vendor in writing whether the proposed substitution is acceptable.

· If the failure to supply an acceptable replacement for key personnel affects contract performance, the Government will take action.

· These provisions shall be fully applicable to any subcontract, at any tier, which the prime vendor may enter into.

· Key personnel, including all replacements, are subject to the vendor security requirements stated in the PWS.

Travel to and from the DC Metropolitan Area will not be reimbursed except for those vendors whose primary place of performance is outside the D.C. Metropolitan area and travel required by the Government. Total estimated travel costs for this task order is $50,000.00.

2.5.16.1 Federal Holidays. The vendor is not required to provide services on the ten Federal holidays unless approved by the COR. The following holidays are observed:

New Year's Day (January 1st), Martin Luther King's Birthday (Third Monday in January), President' Day (Third Monday in February, Memorial Day (last Monday in May), Independence Day (July 4th), Labor Day (first Monday in September), Columbus Day (Second Monday in October), Veteran's Day (November 11th), Thanksgiving Day (Fourth Thursday in November), Christmas Day (December 25th).

When one of the above holidays falls on Sunday, the following Monday will be observed as a legal holiday. When the legal holiday falls on a Saturday, the preceding Friday is observed as the holiday.

2.5.16.2 Other days of Installation Closure. If the vendor is working on-site at a Government facility which is closed by the Installation Commander for any reason, including but not limited to inclement weather, the vendor is not required to provide services unless approved by the COTR or COR.

2.5.17 PERIOD OF PERFORMANCE

The anticipated period of performance for this task order will be twelve (12) months, from date of award.

2.5.17.1 Other Direct Costs. The Government does not project Other Direct Costs for this requirement.

2.5.18 Phase In/Out Orientation. The successful awardee shall provide phase in/out orientation if there is a change in vendor or if the operation reverts to the Department of Defense. Phase in/out orientation or transition plan shall begin as soon as possible after new contract award or changeover is directed. During the phase in/out orientation period, the incumbent vendor shall be fully responsible for performance requirements and cooperate to the extent required to permit an orderly changeover to the successor. Weekly status reporting will be required of each vendor. Project lead will be kept informed of any problems or issues and their status.

Should the contract be terminated for any reason, five (5) days after notification of termination the incumbent will submit for approval to the COR a transition plan outlining how knowledge transfer from the incumbent to government and/or contract personnel will take place. This plan must, at a minimum, include details on:

1. How all procedures and operating processes will be communicated to the personnel taking over the duties

1. Describe all documentation that will be turned over and described where it is maintained

1. Include a timetable on when all transaction events will occur

Describe how overall knowledge transfer will occur to the personnel taking over those duties.

2.5.19 INVOICING AND PAYMENT SCHEDULE: The Vendor shall invoice no more frequently than MONTHLY. All invoicing must be submitted through Wide Area Workflow (WAWF) in accordance with DFARS 252.232-7003. Inaccurate invoices shall be returned to the vendor within seven (7) days for corrections. Attachments created in a Microsoft Office product may be attached to the WAWF invoice with maximum limit for size. Additional information regarding WAWF may be found at https:\\wawf.eb.mil.

Email Notifications: Vaughn.Thompson@dla.mil, Ellen.Steinmetz@dla.mil

2.5.20 POINTS OF CONTACT

2.5.21 Government COTR

To be determined at a later date (if applicable).

2.5.22 Contracting Officer’s Representative:

Mr. Vaughn Thompson Continuous Process Improvement J5, Strategic Plans and Policy DLA HQ, McNamara Complex 8725 John J. Kingman Road Ft. Belvoir, VA 22060-6221

Email: Vaughn.Thompson@dla.mil Telephone: 703-767-5306

PRICING SUMMARY SHEET – Rough Order of Magnitude (ROM)

For evaluation purposes, the table below lists the estimates of the labor categories and hours that may be needed during the 12-month performance period for this task order. Vendor is required to provide pricing that will be used for evaluation purposes. The labor categories and rates will be included in the IDIQ serve as the hourly rate basis ceiling for this and subsequent task orders. The vendor shall provide pricing on the Rough Order of Magnitude (ROM) on an excel spreadsheet.

Travel Expenses (Estimated)

$ 75,000.00

“Source Selection Information – See FAR 2.101 and 3.104” 1