SOL_W15QKN16R0002_PLS_ATTACH_0001_BASIC_PWS_06_MAR2017.pdf

Solicitation W15QKN-16-R-0002

Personnel Life-Cycle Support (PLS)

Attachment 0001 – Basic PWS

Performance Work Statement (PWS) HR Solutions

Personnel Life Cycle Support Services (PLS) 06 March 2017

Table of Contents

Vision Statement

1 Introduction

1.1 Background

1.2 Objectives

1.3 Mission Statement

2 General Requirements

2.1 Scope

2.2 Description of Services

2.2.1 Personnel Life Cycle Support

2.2.1.1 Personnel Structure

2.2.1.1.1 Organizing

2.2.1.1.2 Life Cycle Research, Analysis, and Predictive Modeling

2.2.1.1.3 Proof of Concept Studies

2.2.1.1.4 Support for Policy Analysis and Policy Development

2.2.1.1.5 Program Analysis and Process Reengineering

2.2.1.1.6 Operational Business Application

2.2.1.1.7 Risk Management and Mitigation

2.2.1.2 Distribution

2.2.1.2.1 Manpower, Requirements, and Trend Analysis

2.2.1.2.2 Forecasting Manpower

2.2.1.3 Training and Development

2.2.1.4 Deployment

2.2.1.4.1 Personnel System Support

2.2.1.5 Compensation

2.2.1.5.1 Benefits and Entitlements

2.2.1.5.2 Boards

2.2.1.5.3 Awards

2.2.1.5.4 Honors

2.2.1.6 Sustainment

2.2.1.6.1 Well Being Programs

2.2.1.6.2 Family and Morale, Welfare and Recreation Support Services

2.2.1.6.3 Drug and Alcohol Programs

2.2.1.6.4 Counseling

2.2.1.6.5 Wounded Warrior Programs

2.2.1.6.6 Family Community Programs

2.2.1.6.7 Personnel Safety

2.2.1.6.8 Tracking and Monitoring

2.2.1.6.9 Call-in Programs

2.2.1.6.10 Help Desk

2.2.1.6.11 Library

2.2.1.6.12 Routing and Distribution of Correspondence

2.2.1.7 Transition

2.2.1.7.1 Transition Support

2.2.1.7.2 Employment Assistance

2.2.1.7.3 Transition Processing

2.2.2 Data Administration

2.2.2.1 Content Management

2.2.2.2 Data Modeling and Management

2.2.2.3 Communication Systems Enhancement

2.3 General Information

2.4 Location and Hours of Work

2.4.1 Surge Support

2.5 Recognized Government Holidays

2.6 Contractor Travel and Other Direct Costs

2.6.1 Long Distance Travel

2.6.2 Germany TDY Travel Guidance

2.6.3 Local Travel

2.6.4 Other Direct Costs (ODCs)

2.7 Emergency Services

2.8.2 Cooperation

2.8.4 Contract and Task Order Management

2.8.4.1 Status Review Process

2.8.4.2 Continuity of Performance

2.8.4.3 Program Management Forums

2.8.4.4 Customer Satisfaction

2.9 Quality Control/Quality Assurance

2.9.1 Quality Control

2.9.2 Quality Assurance

2.10 Contracting Officer's Representative (COR)

2.10.2 COR-HRS

2.10.3 Government Technical Monitor (GTM)

2.11 Subcontract Management

2.12 Contractor Personnel

2.12.1 General

2.12.1.1 Non-Personal Services

2.12.1.2 Employee Relationship

2.12.2 Standards of Conduct

2.12.2.1 Employee Conduct

2.12.2.2 Removal of Employees

2.12.3 Contractor Employee Identification Requirements

2.12.4 Personnel Administration

2.12.5 Contractor Personnel Qualifications

2.12.5.1 Contractor Key Personnel

2.12.5.2 Minimum Qualifications for Contractor Personnel

2.13 Business Relations

3 Performance Requirements and Standards

3.1 Proposal Submission

3.2 Proposal Quality

3.3 Task Order Invoicing

3.4 Service Quality

3.5 Service Delivery

3.6 Cost Control

3.7 Business Relations

3.8 Key Personnel

3.9 Socio-Economic Goal Achievement

3.10 Personnel Recruitment and Retention

4 Special Requirements

4.1 Security and Safety

4.1.1 Anti-Terrorism (AT)

4.1.1.1 Anti-Terrorism Training

4.1.1.2 AT Awareness Training

4.1.1.3 iWATCH (See Something, Say Something)Training

4.1.1.4 Threat Awareness and Reporting Training

4.1.1.5 Sexual Harassment and Assault Response Prevention (SHARP)

Training

4.1.1.6 Combatting Trafficking in Persons (CTIP) Training

4.1.2 Operational Security (OPSEC)

4.1.3.1 CAC Return

4.1.4 Personally Identifiable Information (PII)

4.1.4.1 PII Systems Access

4.1.4.2 PII Systems Security

4.1.4.3 PII Data Security

4.1.4.4 PII Data Breach Response and Notification

4.1.5 Communications Security (COMSEC)

4.1.6 Cybersecurity

4.1.6.1 Contractor-Owned and Operated Information Systems

4.1.6.2 Data Security

4.1.6.2 Access to Government Systems by Foreign Nationals

4.1.7 Physical Security

4.1.7.1 Key Control

4.1.7.2 Key Use

4.1.7.3 Lock Combinations

4.1.8 Special Requirements for OCONUS Performance

4.1.8.1 Pre-OCONUS Travel File (PRO-FILE)

4.1.8.2 Defense Base Act Insurance

4.1.8.3 Defense Base Act Insurance Claims

4.1.8.4 Status of Forces Agreements (SOFA)

4.2 Task Order Management Planning

4.3 Environmental and Occupational Safety and Health Act (OSHA)

Requirements

4.4 Transition Management

4.4.1 Transition Management Activities

4.4.2 Exit Transition Activities

4.5 Data Rights

4.5.1 Contract Data Requirements

4.6 Organizational Conflict of Interest

4.7 Contractor Manpower Reporting Application (CMRA)

4.8 Health Insurance Portability And Accountability Act Of 1996, Privacy And

Security Of Protected Health Information (HIPAA)

4.8.1 Definitions

4.8.2 Policy and Procedures

4.8.3 General Use and Disclosure Provisions

4.8.4 Specific Use and Disclosure Provisions

4.8.5 Obligations of the Government

4.8.6 Permissible Requests by the Government

4.8.7 Termination

4.8.8 Miscellaneous

4.9 Section 508 Compliance Requirements

5 Deliverables

6 Related Documents

6.1 Applicable Directives

6.2 Definitions and Acronyms

6.2.1 Definitions

6.2.2 Acronyms

6.3 Government Furnished Material/Property/Equipment

Performance Work Statement (PWS)

HR Solutions Personnel Life Cycle Support Services (PLS)

Vision Statement

To operate as the Army’s Preferred Strategic Source providing the Army, the Department of Defense (DoD), and other Federal Agency customers assisted acquisition services to acquire cost efficient and effective Human Resource Services through enterprise-level performance-based contracts using streamlined acquisition processes that deliver quality services supporting our Soldiers, civilians, and their families.

1 Introduction

1.1 Background

Human Resource (HR) Solutions is a chartered Army Project Office aligned under the Program Executive Office Enterprise Information Systems (PEO EIS). HR Solutions provides a strategic source for centrally-managed full life-cycle acquisition support for enterprise level human resource services for the DoD and other Federal Agencies. The HR Solutions program office provides contractor support services to the full life-cycle of non-personal personnel services, in support of defense personnel communities, including Military Members (Active, Guard and Reserve), Military Families, Defense Civilian Employees, Veterans, and Retirees worldwide. The HR Solutions program has been designated as a preferred source for acquiring and managing human resource service contracts in the Army. The HR Solutions program office focuses on the importance of developing and maintaining sound service acquisition strategies by centralizing policy and technical expertise in an office with senior leader visibility. This business model supports the Defense Procurement Acquisition Policy (DPAP) intent that "acquisitions for services support and enhance the war fighting capabilities of the DoD." HR Solutions supports the Secretary of the Army’s Optimization of Army Service Acquisitions Implementation Plan. The program office is staffed with Army acquisition professionals and provides DoD with centralized acquisition management and support for human resource knowledge-based services. This program provides consistent, efficient, and streamlined acquisition support services which results in cost savings for requiring activities. This contract is part of a multiple award indefinite delivery indefinite quantity (IDIQ) suite of contracts managed by HR Solutions that support the personnel life cycle functional area.

1.2 Objectives

The objectives of the resulting contract is to obtain qualified contractors to provide support to DoD and other Federal Agency HR programs and systems with a focus on policies, programs, and systems in the functional area of Personnel Life Cycle Support Services. The following are specific objectives of this contract:

Acquire services based on clear, performance-based requirements.

Expect cost, schedule, and performance outcomes to be identifiable and measurable at the contract and task order level.

Acquire services using a strategic, enterprise-wide approach, which is applied to both the planning and the execution of the acquisition and will enable streamlined acquisition and cost savings for services contracts to achieve outcomes consistent with customer need(s).

Services are acquired by business arrangements which are in the best interest of the DoD and other Federal Agencies and are in compliance with applicable statutes, regulations, policies, and other requirements.

1.3 Mission Statement

As an Army Preferred Source, HR Solutions provides centralized acquisition management of enterprise-level, human resource, knowledge-based services and training to DoD and other Federal Agency requiring activities. The contractor's role is to support the HR Solutions project directorate in accomplishing this mission.

2 General Requirements

2.1 Scope

The contractor shall provide Personnel Life Cycle Support Services (PLS) for Army, DoD, and other Federal Agency HR programs and activities. Services shall include ancillary support services needed to provide a total support solution for the HR program to include Information Technology (IT) support. Each specific HR service requirement that requires support for IT operations will be evaluated to ensure that the ancillary IT requirements comply with the certification requirements of 10 USC 2222. All requirements will be submitted to the program office for processing and the contractor shall support these requirements through the issuance of task orders (TOs) under this contract unless decentralized ordering is authorized by the HR Solutions program office.

2.2 Description of Services

The following general task descriptions are provided to demonstrate the requirements that may require contractor support in order to facilitate the execution of the HR Solutions program office's mission. The definition for each of the functional elements is provided as a general scope of work that may be required. Support will be further defined in each individual TO.

2.2.1 Personnel Life Cycle Support

The contractor shall provide support to all facets of the personnel management life cycle. The contractor shall support the HR Support core competencies to 1) man the force; 2) provide HR services; 3) coordinate personnel support; and 4) conduct HR planning. This includes planning, analysis, and program assistance for:

2.2.1.1 Personnel Structure

This phase of the personnel life cycle includes activities needed to determine and distribute manpower requirements. Contractor tasks may include:

2.2.1.1.1 Organizing

Support for streamlining or transforming the overall organization such as providing management approaches aimed at improvements by means of elevating efficiency and effectiveness of processes that exist within and across organizations.

2.2.1.1.2 Life Cycle Research, Analysis, and Predictive Modeling

Development of life cycle models and methodologies or to develop models that predict the outcome of something, e.g., implementation of a new HR project or policy.

2.2.1.1.3 Proof of Concept Studies (to include prototype design and testing)

Providing proofs of concept which are short and/or incomplete realization (or synopsis) of methods or ideas to demonstrate feasibility, or a demonstration in principle. The purpose is to verify that a concept or theory is probably capable of exploitation in a useful manner. The proof of concept is usually considered a milestone on the way of a fully funct ioning prototype.

2.2.1.1.4 Support for Policy Analysis and Policy Development

Study and assessment of projects, policies, and programs and determining their effectiveness and also to assist in the creation of a deliberate plan of action to guide decisions and achieve rational outcomes (policy).

2.2.1.1.5 Program Analysis and Process Reengineering

Identification, study, analysis, and/or improvement of new or existing programs/processes within an organization to 1) prediction of an outcome or impact, 2) determination of feasibility or functionality, or 3) to meet new goals and objectives. These actions often follow a specific methodology or strategy to create successful results. Tasks may include tracking to assess progress, location, and impacts of HR policies and action reference customers and programs.

2.2.1.1.6 Operational Business Application

Implementation of new or existing business processes or software programs.

2.2.1.1.7 Risk Management and Mitigation

Integration of recognition of risk, risk assessment, developing strategies to manage it, and mitigation of risk using managerial resources. Risk management is a philosophy that attempts to integrate the entire spectrum of exposures that can affect an organization, to include operational and financial risks. It examines the effects of risk on the organization, rather than from the source of the exposure and identifies solutions to minimize their effect.

2.2.1.2 Distribution

This phase of the personnel life cycle involves assigning Soldiers based on requirements and priorities and civilians at command discretion and based on resource availability. Contractor tasks may include:

2.2.1.2.1 Manpower, Requirements, and Trend Analysis

Collection of information and identify a pattern or trend in manpower or requirements.

2.2.1.2.2 Forecasting Manpower, MANPRINT, Strength Requirement, Distribution, and Utilization

Projection of manpower needs.

2.2.1.3 Training and Development

This phase of the personnel life cycle involves Individual and institutional training, self and leader development, education and support programs. Contractor tasks may include actions to develop familiarization training as it relates to understanding and use of a developed product. It also includes training that focuses on developing, coordinating training programs and conducting the actual training aimed at benefiting the total workforce.

2.2.1.4 Deployment

This phase of the personnel life cycle involves mobilizing, demobilizing, reconfiguring, non-combatant evacuation, and repatriating military members, civilian employees, and contractors. Contractor tasks may include:

2.2.1.4.1 Personnel System Support

Coordination of overall personnel support at the program level such as, but not limited to, Military Personnel Office (MILPO), and Defense Military Pay Office (DMPO), Mobilization and Demobilization support services, and casualty affairs services.

2.2.1.5 Compensation

This phase of the personnel life cycle involves managing pay, allowances, benefits, and financial entitlements of Soldiers and civilian retirees; and pay and incentives for civilian employees and contractors. Contractor tasks may include:

2.2.1.5.1 Benefits and Entitlements

Providing information on and education of Soldiers, civilian personnel and their family members on available benefits and entitlements programs such as, but not limited to, retirement, education, and medical.

2.2.1.5.2 Boards

Providing support in scheduling, establishing, collecting data, implementing, and recording results of boards for promotion, medical, assignment, and other services in support of board activities.

2.2.1.5.3 Awards

Providing support to activities in the processing of awards and related documents recognizing military and civilian service. Functions could include but are not limited to researching individual personnel records, award cases, and making recommendations for award.

2.2.1.5.4 Honors

Planning and preparation for military honors and ceremonies.

2.2.1.6 Sustainment

This phase of the personnel life cycle involves managing programs to maintain and advance the well-being and work-life balance of Soldiers, civilians, family members, and veterans.

2.2.1.6.1 Well Being Programs

The contractor shall provide support for program development, information preparation and delivery, assistance and referral services on well-being programs relating to, but is not limited to, health care and prevention, pay compensation, housing, fitness, workplace environment, religious programs, investments education, and family member employment, etc.

2.2.1.6.2 Family and Morale, Welfare and Recreation Support Services

Support for Family and Morale, Welfare and Recreation (FMWR) programs and activities.

2.2.1.6.3 Drug and Alcohol Programs

Coordination and implementation of drug and alcohol abuse prevention programs. This may include developing, distributing, and presenting training or seminars.

2.2.1.6.4 Counseling

Providing education and counseling resources for Soldiers, civilian personnel and their family member, e.g., substance abuse, stress, etc. and other job related problems.

2.2.1.6.5 Wounded Warrior Programs

Providing a system of advocacy and follow-up to severely injured and ill Soldiers and their families with individual support during their rehabilitation and transition back to military service or into the civilian community. This may include monitoring and tracking individual usage, follow-up of individuals utilizing the programs, and providing feedback regarding the overall effectiveness of the program.

2.2.1.6.6 Family Community Programs

Providing support as needed to ensure continued improvement and operation of the various "family welfare organizations, e.g., Community and Family Support Center, Army Community Services, Family Advocacy, Well-Being, and New Parent Support Program. This may involve maintaining day-to-day operations.

2.2.1.6.7 Personnel Safety

Recommending, designing and establishing various safety-focused programs, e.g., Risk Reduction, Child Advocacy, and Family Advocacy. Actions may also include review and analysis of incident reports.

2.2.1.6.8 Tracking and Monitoring

Quality control, quality assurance, and data collection and analysis, e.g., monitoring expenses, and adherence to schedules.

2.2.1.6.9 Call-in Programs

Recommending, designing and establishing various "call center operations through which Soldiers and family members and civilian personnel can call a toll-free phone number for assistance in a particular situation, e.g., suicide prevention, accident reporting, deployment support, relocation support, and Wounded Warrior (AW2) support.

2.2.1.6.10 Help Desk

The help desk may be the first point of entry for Soldiers, their family members, and civilian personnel who are requesting additional information or guidance on HR-related issues. Tasks will include operation of help desks, generally for 7 days per week, 24 hours per day.

2.2.1.6.11 Library

Operation and maintenance of a reference library at DoD or Federal locations that makes available printed materials and generic employment research/information and internet resources. In addition, the library may include reference materials that cover such subjects as personal appraisal, career decision making, resumes, and application preparation.

2.2.1.6.12 Routing and Distribution of Correspondence

Processing incoming and outgoing mail and correspondence.

2.2.1.7 Transition

This phase of the personnel life cycle involves moving military and civilian employees among military components and to non-military related civilian status. Contractor tasks may include:

2.2.1.7.1 Transition Support

Providing transitioning Soldiers, civilian personnel and their families with needs such as, but not limited to, identification cards, forms processing, individual counseling in the area of transition services and benefits etc.

2.2.1.7.2 Employment Assistance

Assisting individual(s)/ Soldiers with job search and job placement agencies. Discussing the benefits of reenlistment to acquire additional experience, education, and certification. Providing resume development assistance and interviewing techniques.

2.2.1.7.3 Transition Processing

Coordinating Soldier/civilian personnel transition from one phase of their career or from one duty location to another such as, but not limited to classification processes, employee relation programs, entitlement programs such as retirement and benefits, development of position descriptions, and preparation of vacancy announcements.

2.2.2 Data Administration

Data administration tasks support information needs of all phase of the personnel life cycle.

Contractor task may include:

2.2.2.1 Content Management

Performing content management (CM). CM is a set of processes and technologies that support the evolutionary life cycle of digital information. This digital information is often referred to as digital content. Digital content may take the form of text, such as documents, multimedia files, such as audio or video files or any other file type which follows a content lifecycle which requires management.

2.2.2.2 Data Modeling and Management

Structuring and organizing data which is then typically implemented in a database management system. In addition to defining and organizing the data, data modeling will impose (implicitly or explicitly) constraints or limitations on the data placed within the structure.

2.2.2.3 Communication Systems Enhancement

Developing recommendations for upgrading, purchasing, and/or projecting enhancements to communications systems.

2.3 General Information

This is a non-personal services requirement to provide streamlined acquisition of Human Resource (HR) services for Personnel Life Cycle Support Services utilizing a competitive, efficient, standardized, and well-managed process. The Government shall not exercise any supervision or control over contractor or subcontractor personnel performing services herein or under any TO issued against this contract. Contractor employees shall be accountable solely to the contractor who, in turn, is responsible to the Government.

2.4 Location and Hours of Work

The place of performance shall be determined in each TO and may include both (1) contractor-owned or leased facility and (2) Government owned or leased facility, supporting the requirements in both Continental United States (CONUS) and other than Continental United States (OCONUS).

Specific hours for support and core hours will be identified in individual TOs. Some TOs may require work outside normal duty hours including 24-hour operations and shift work.

2.4.1 Surge Support

Periodically, the Government may require that additional work be accomplished over and above the planned level of support. TOs that require surge support will specify surge procedures and any applicable overtime payment procedures. Contractor reimbursement for surge support will be in accordance with the TO terms and conditions. The contractor shall obtain advance approval from the Contracting Officer’s Representative at the HR Solutions enterprise-level (COR-HRS) prior to implementing surge support.

2.5 Recognized Government Holidays

In general, contractor employees are not required to perform services on legal United States (US) federal holidays, nor will Government facilities operate during these yearly approved days;

however, occasionally contract employees may be required to perform services during recognized US federal holidays and Government facilities be open on these days. Any of the US federal holidays falling on a Saturday will be observed on the preceding Friday, holidays falling on a Sunday will be observed on the following Monday. US federal holidays generally include, but are not limited to:

New Years Day 1st day in January Martin Luther King, Jr. Birthday 3rd Monday of January Presidents Day 3rd Monday of February Memorial Day Last Monday of May Independence Day 4th day in July Labor Day 1st Monday of September Columbus Day 2nd Monday of October

Veterans Day 11th day of November Thanksgiving Day 4th Thursday of November Christmas Day 25th day of December

OCONUS locations may require observance of different holidays than those annotated above.

Individual TOs for OCONUS performance will specify deviations from the above stated holidays and delineate applicable holidays for that duty location.

2.6 Contractor Travel and Other Direct Costs

Travel may be required and will be specified in the individual TO PWS. The contractor shall arrange individual contractor and subcontractor employee travel. In instances where the Government is unable to define travel requirements in sufficient detail to include as part of the firm fixed price (FFP) of a TO, the Government may allow travel on a cost reimbursement basis.

When travel is allowed on a cost reimbursement basis at the TO level, all travel requirements (including plans, agenda, itinerary, or dates) shall be pre-approved by the Government. Travel that is not approved by an authorized Government representative will not be reimbursed and will be at the contractor's expense. No profit, material handling fees, or G&A is allowable on travel costs. Costs for travel shall be billed in accordance with the regulatory implementation of Public Law 99-234 and Federal Acquisition Regulations (FAR) 31.205-46 Travel Costs.

2.6.1 Long Distance Travel

If required, long distance travel will be specified in individual TOs. Travel is considered long distance when it requires overnight stay or air travel. The following procedures for approval and payment of long distance travel will be used for any TOs centrally issued through the HR Solutions Program Office. These procedures may also be used for orders that are issued using decentralized ordering procedures through other contracting offices.

Any long distance travel required in the performance of TOs shall be approved in advance by the Contracting Officer’s Representative at the requiring activity program office level (COR-RA) or other authorized Government representative identified in the TO. Travel requests shall be sent to the COR-RA and the authorized Government representative for approval not later than 2 weeks prior to the required travel. Requests for travel shall be submitted in the format provided in Attachment-Travel Request Form, and shall include all estimated travel costs to include: per diem rate, lodging, air fare, rental car, and any other miscellaneous expenses. After travel is completed, the contractor shall complete Attachment-Travel Claim Form, and submit it to the authorized Government representative for approval. The contractor shall provide a copy of an approved Travel Claim Form, and receipts for all airfare and associated costs, taxi, lodging, auto rental, rental car fuel, and any miscellaneous expenses exceeding $75.00 with the next invoice due after travel is completed. Travel requirements submitted outside of the two week window will be reviewed on a case by case basis to determine if approval is warranted.

2.6.2 Germany TDY Travel Guidance

Contracted employees traveling to Germany, on official TDY travel are subject to the provisions of Army in Europe Regulation (AE) 715-9, Section VI, paragraphs 27 & 28 respectively entitled "FAX-BACK" and "TESA/ASSA TDY. This process requires that the contractor employees receive approval from the German Federal Ministry of Labor prior to their arrival in Germany. This regulation and the applicable request forms can be accessed online on the civilian human resource management agency headquarters, U.S. Army, Europe, web at: http://www.aschq.army.mil/gc/files/AR715-9.pdf

2.6.3 Local Travel

If required, payment for local travel will be authorized in individual TOs. The following procedures for approval and payment of local travel will be used for any TOs centrally issued through the HR Solutions Program Office. These procedures may also be used for orders that are issued using decentralized ordering procedures through other contracting offices.

If the contractor is required to travel within a 50-mile radius of the assigned place of performance to perform duties and payment for local travel is authorized, the contractor shall provide a report with all local travel in privately owned vehicles (POVs) when mileage reimbursement is sought. The report shall contain, at a minimum, where the travel was performed, actual mileage of the travel, and cost per traveler. The contractor shall submit the report to the COR-RA and the authorized Government representative identified in the TO for approval in accordance with TO instructions. Invoices seeking local travel reimbursement shall include a copy of the approved local mileage report. The contractor shall orchestrate travel arrangements; track the travel and travel budget, and prepare travel invoices.

2.6.4 Other Direct Costs (ODCs)

Only allowable services or materials as specified in individual TOs will be billed against the TO ODC contract line item number (CLIN). Specific allowable items that may be billed against the ODC CLIN will be identified in each individual TO. The contractor shall submit a written request to the COR-HRS or COR-RA and receive approval from the COR-HRS or COR-RA for any ODC charge unless specifically identified in the TO. The contractor shall not exceed established ODC ceilings specified in each TO ODC CLINs.

2.7 Emergency Services

2.7.1 Employee Emergency Care

Emergency vehicles and medical personnel will be provided when a contractor employee working under any associated TO suffers a serious injury or illness on a Government installation. Government facilities and emergency treatment will be provided in these instances as the first point of medical care. Transfer to other than Government medical treatment facilities shall be effected as soon as possible and as determined by attending medical authorities. Medical charges will be made to the contractor employee.

2.7.2 Emergency/Incident Police Services

The Government will provide the services of the installation police for on-installation emergencies/incidents.

2.8 Contract Administration and Management

The contractor shall establish clear organizational lines of authority and responsibility to ensure effective management of the resources assigned to this requirement and associated TOs. The contractor shall maintain continuous communication and workflow continuity between the HR Solutions Program Office and the contractor's corporate offices.

2.8.1 Contract Administration

The contractor shall establish processes and assign appropriate resources to effectively administer this contract and associated TOs. The contractor shall have a single point of contact between the Government and contractor personnel assigned to support contracts or TOs (see paragraph 2.12.5.1).

Notwithstanding any of the provisions of this requirement and associated TOs, the Contracting Officer (KO) shall be the only individual with the authority to act on behalf of the Government to direct/redirect contractor efforts, or in any way amend or change any contract/TO terms or conditions. If the contractor believes there have been any changes made to this requirement or an associated TO by unauthorized personnel, the contractor shall notify the contract/TO KO in writing as soon as possible, but not later than five (5) business days after the occurrence of any potential change. The contractor may submit a request for an equitable adjustment within 30 calendar days of receipt of written change order, per FAR 52.243-4 Changes. Unless otherwise indicated, the KO will be the formal contractor notification authority for contract/TO deliverable approval/rejection.

2.8.2 Cooperation with Other Contractor and Government Personnel

The contractor shall maintain a cooperative work environment with other Government contractors and personnel so as not to cause interference, disagreement or delays to work to be performed while not compromising health, safety or security. The contractor shall make every attempt to execute an Associate Contractor Agreement (ACA) with contractor(s) performing work under contracts or TOs not issued by HR Solutions requiring joint participation in the accomplishment of the Government’s requirement. The agreements should include the basis for sharing information, data, technical knowledge, expertise, and/or resources essential to the integration of the efforts which shall ensure the greatest degree of cooperation for the development of the program to meet the terms of the TO. The contractor shall be responsible for adapting schedules and performance to accommodate additional support work and provide an environment to foster completion of TO requirements under this and other contracts. Conflicts or cause for delays shall be brought to the attention of the COR-HRS and the Government requiring activity's program manager. Issues that cannot be resolved at this level shall be elevated to the KO for resolution. The Contractor is not relieved of any task order requirements or entitled to any adjustments to the TO terms because of failure to resolve a disagreement with an associate Contractor

2.8.3 Post Award and In Process Review (IPR) Meetings

The contractor shall attend any post award contract or TO meetings convened by the contracting activity or the HR Solutions program management office in accordance with FAR

42.5. The KO, CORs, and other Government personnel, as appropriate, will meet periodically with the contractor to conduct in process review meetings designed to highlight the contractor's performance and associated contract and/or TO issues. At these meetings the KO will apprise the contractor of how the Government views the contractor's performance and the contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings will be conducted when needed as indicated by quarterly quality assurance reviews.

2.8.4 Contract and Task Order Management

The contractor shall provide contract oversight to capture and ensure accountability, increased efficiencies, innovations and cost savings, and identify and accommodate performance trends in systemic issues while performing TOs for support services as described in paragraph 2.2 and in each individual TO. The contractor shall ensure reliability of data by using a performance management system that enables information sharing for planning purposes; identification of increased/decreased efficiencies, innovations and cost savings or avoidances; identification of performance trends including systemic issues; and other related value analysis. The contractor will also develop procedures used to in-process and train employees on expected professional conduct and contractor identification requirements. The contractor shall report the information described in this paragraph and associated subparagraphs in the Contract Management Oversight Report (See DID OT-16-10020 in Section J Exhibits of the contract).

2.8.4.1 Status Review Process

The contractor shall maintain a status review process for planning and controlling all activities to ensure completion of all requirements under this contract and any TOs issued. A description of the status review process shall be included in the Contract Management Oversight Report (Deliverable D001). The contractor shall submit a Contract Status Report (Deliverable D002) which includes: Results for each contract performance requirement for the quarter for the contract and associated TOs; Results of quality control inspections performed for the contract and associated TOs; Problems encountered, actual or recommended corrective action;

Customer satisfaction results (see para 2.8.4.4); and Employee training status & completions.

2.8.4.2 Continuity of Performance

The contractor shall ensure adequate qualified staffing is provided and maintained to support each TO awarded. The contractor shall maintain an adequate work force to ensure uninterrupted performance of requirements to meet the standards specified in Performance Requirements Summary (PRS) 3.10 detailed below. Performance standards shall be met at all times unless the Government facility is closed as specified in paragraph 2.4 when performance is on a Government installation.

The contractor shall ensure it has proven methodologies for continuity of services during unusual circumstances such as war, terrorist activity, declared emergency, contingency operations, and/or military exercises, as required. During these unusual circumstances, the contractor shall implement its proven methodologies and put forth its best effort to ensure continuity of services. The contractor shall include a description of its processes and methodologies for continuity of services in the Contract Management Oversight Report (Deliverable D001).

2.8.4.3 Program Management Forums

The contractor shall participate in a Program Management Forum (PMF) hosted by the HR Solutions program office. The PMF is the platform by which all awardees will be provided program specific information that is essential to future involvement in TO competitions and the award process. The first PMF will be conducted in conjunction with the Post Award meeting. An additional PMF will be conducted annually thereafter. The contractor is encouraged to attend all PMFs to ensure receipt of the most current program information and for the opportunity to provide the program office with feedback.

2.8.4.4 Customer Satisfaction

The contractor shall maintain a proven process for customer satisfaction tracking and reporting and include a description of this process in the Quality Control Plan. The contractor shall include a report on the level of satisfaction of the end users of the services provided under awarded TOs. Customer satisfaction with the quality and timeliness of services shall be measured and reported in the Contract Status Report (Deliverable D002). The reporting process shall also include the number and percentage of customer complaints received for the reporting period. If negative trends are apparent, the contractor shall develop and implement a corrective action plan. A corrective action plan is a step by step plan of action that is developed to achieve targeted outcomes for resolution of identified errors or issues to be corrected. Contractor format is acceptable.

2.9 Quality Control/Quality Assurance

2.9.1 Quality Control

The contractor shall develop, implement, and maintain an effective quality control (QC) program to ensure services are performed in accordance with this PWS and subsequent TOs. The contractor shall be responsible for the inspection and quality control of all work performed in the course of accomplishing all activities defined in this PWS and required by all TOs awarded to the contractor. The contractor shall ensure subcontractors understand and comply with flow down provisions. The contractor shall develop, implement, and maintain a written Quality Control Plan (QCP) for this contract and each awarded TO (Data Item Description (DID) ISO- 10005). The QCP shall implement standardized procedures/ methodologies for monitoring performance and document contract performance to ensure all contract requirements are met. The contractor’s QC procedures shall address the areas identified in Attachment- Performance Requirements Summary. The QCP shall also address how the contractor will ensure proper contractor employee identification and badging. The initial QCP shall be submitted with the contractor's proposal and will be reviewed prior to award. The contractor shall submit an electronic copy of the final comprehensive written QCP to the COR and the KO not later than five (5) business days after contract award and within five (5) business days after changes are made thereafter.

2.9.2 Quality Assurance

The Government will monitor and evaluate the contractor’s performance under this contract through a Quality Assurance Surveillance Plan (QASP). The QASP will provide a methodology by which the contractor’s performance will be monitored to determine compliance with critical and standard performance objectives in this PWS (see Attachment-Performance Requirements

Summary). A tailored TO specific QASP will be developed for each TO and will define how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable quality levels.

2.10 Contracting Officer's Representative (COR)

The COR-HRS and the COR-RA will be appointed at time of contract award and will monitor all technical aspects of the TO and assist in TO administration. A copy of the letter designating the COR-HRS/COR-RA and outlining their responsibilities will be provided to the contractor. The COR-HRS monitors all technical aspects of the contract and assists in contract administration. The COR is authorized to perform the following functions: 1) assure that the contractor performs the technical requirements of the contract, 2) performs inspections necessary in connection with contract performance, 3) maintains written and oral communications with the contractor concerning technical aspects of the contract, 4) issues written interpretations of technical requirements; including Government drawings, designs, and specifications, 5) monitors contractor 's performance, 6) notifies both the KO and contractor of any deficiencies, 7) reviews and ensures invoice accuracy, 8) coordinates availability of Government furnished property, and 9) provides site entry for contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the contract and any resulting TO. For each TO issued under this contract, a minimum of two CORs will be identified by separate letter.

2.10.1 COR-RA

The COR-RA is the Government’s technical expert and will be appointed by the KO identified by separate letter. Within the limitations of the appointment, the COR-RA shall provide technical assistance to the COR-HRS, and is authorized to perform the functions as identified in the KO appointment letter. These functions may include: perform or cause to be performed inspections necessary in connection with TO performance and verify that the Contractor has corrected all deficiencies; monitor Contractor's performance and notify the KO, COR-HRS, and Contractor of any deficiencies; coordinate availability of Government furnished property; and provide site entry of Contractor personnel. The COR-RA will participate in “Interim Progress Reviews” (IPR) with the Contractor and HR Solutions staff. A letter of designation issued to the COR-RA, a copy of which is provided to the Contractor, states the responsibilities and limitations of the COR-RA. The COR-RA is not authorized to change any of the terms and conditions of the resulting TO

2.10.2 COR-HRS

The COR-HRS will be appointed by the KO by separate letter. Within the limitations of the appointment the COR-HRS is authorized to perform the functions as identified in said appointment. These functions may include: assure that the Contractor performs the technical requirements of the TO; perform or cause to be performed inspections necessary in connection with TO performance and verify that the Contractor has corrected all deficiencies; maintain written and oral communications with the Contractor concerning technical aspects of the TO;

issue written interpretations of technical requirements, including Government drawings, designs, specifications; monitor Contractor's performance and notify both the KO and Contractor of any deficiencies. A letter of designation issued to the COR-HRS, a copy of which is sent to the Contractor, states the responsibilities and limitations of this COR-HRS, specifically with regard to changes in cost or price, estimates or changes in delivery dates. The COR-HRS is not authorized to change any of the terms and conditions of the resulting order.

2.10.3 Government Technical Monitor (GTM))

While a COR is the only officially appointed representative of the KO, given the scope and complexity of some service contracts, other individuals may assist the COR in monitoring a Contractor’s performance against the requirements in the TO. These individuals will be identified as Government Technical Monitors. The most common reason for designating additional technical monitors to support the COR is physical proximity to the Contractor’s worksite, although they may also be appointed because of special skills or knowledge necessary for effective monitoring of the Contractor’s work. When appropriate, the requiring activity will designate GTMs necessary to aid the COR-RA in observing a Contractor’s performance and reporting discrepancies to the COR-RA and/or COR-HRS. The GTM is not authorized to change any of the terms and conditions of the TO.

2.11 Subcontract Management

The privity of contract for this requirement resides with the Government and prime contractor. It is the responsibility of the prime contractor to manage subcontractor performance and to ensure compliance with the Federal Acquisition Regulation Part 44, Subcontracting Policies and Procedure. Additionally, the prime contractor is responsible for performance and management of subcontractors to ensure the flow down provisions are understood, prime and subcontractor perform cohesively, and that the prime manages its subcontracts to ensure that the Government is not adversely impacted by team members performance or management. The prime contractor shall manage work distribution to ensure there are no Organizational Conflict of Interest (OCI) considerations. Contractors may add subcontractors to their team after notification to the KO. Prime contractors may establish subcontractor arrangements with other prime contractors under this contract.

2.12 Contractor Personnel

2.12.1 General

Services to be delivered under this requirement are non-personal services and no employer-employee relationship exists or will exist between the Government and the contractor’s personnel. It is, therefore, in the best interest of the Government to afford both parties a full understanding of their respective obligations.

2.12.1.1 Non-Personal Services

To ensure that services provided under this contract are non-personal in nature, employees shall be controlled, directed and supervised at all times by management personnel of the contractor. TOs issued under this requirement will stipulate and serve to notify the contractor’s management of all tasks that require completion. The contractor’s management shall assign those tasks to the appropriate contractor personnel under TOs. The contractor’s management shall ensure that employees comply with the performance standards outlined in this PWS and associated TOs.

2.12.1.2 Employee Relationship

Contractor personnel performing under TOs issued against this requirement shall not: (1) be placed in a position where they are under the supervision, direction, or evaluation of Government employees; (2) be placed in a position of command, supervision, administration or control over Government personnel, over personnel of other contractors under other Government contracts, or become a part of the Government organization; or (3) be used in administration or supervision of Government procurement activities. The services to be performed under this requirement or associated TOs do not require the contractor or his/her personnel to exercise personal judgment and discretion on behalf of the Government. Rules, regulations, and requirements that are issued by the Government under its responsibility for good order, administration, and security are applicable to all personnel who enter a Government installation, Government leased property, or travel on Government transportation. This is not to be construed or interpreted to establish any degree of Government control inconsistent with a non-personal services contract. If the contractor believes there is a situation that violates the non-personal services nature of this contract or any associated TOs, the contractor shall notify the contract/TO KO in writing as soon as possible, but not later than two (2) business days after the contractor becomes aware of the situation.

2.12.2 Standards of Conduct

2.12.2.1 Employee Conduct

The contractor’s employees shall observe and comply with all applicable departmental and agency regulations, policies and procedures (e.g., fire, safety, sanitation, environmental protection, sexual harassment prevention, security, flag officer courtesy, "off limits areas, and possession of firearms). The contractor shall ensure that all contractor employees conduct themselves in a professional manner (exhibiting a courteous, conscientious, and generally businesslike manner in the workplace) and present a professional appearance (reasonable dress and grooming standards based on comfort, productivity, health, safety, and type of position occupied) while performing work under this contract and under any associated TO.

2.12.2.2 Removal of Employees for Misconduct or Security Reasons

The Government may, at its sole discretion, direct the contractor to remove any contractor employee from Government facilities or performance under contracts/TOs for misconduct or security reasons. Upon direction, the contractor shall promptly remove the employee. Such removal does not relieve the contractor of the responsibility to provide sufficient qualified personnel for adequate and timely service. The KO will provide the contractor with a written rationale for removal of the employee within one (1) business day.

2.12.3 Contractor Employee Identification Requirements

All contract personnel attending meetings, answering Government telephones, and/or working on the contract/TO shall identify themselves as contractor employees to avoid creating an impression that they are Government officials. This includes telephone and email communications. When Contractor or subcontractor personnel send e-mail messages as part of TO performance, each sender shall include his/her first and last name, e-mail address and name of employer. Accounts established in Government e-mail systems for Contractor and subcontractor personnel shall identify individuals as Contractor personnel in the address book display and on individuals’ e- mail. Detailed properties for the account shall include name of employer and customer’s name for the contract. Email accounts shall follow guidance in accordance with FAR 37.114(c).