Exhibit_AG_PWS.pdf

Performance Work Statement Exhibit AG

W91151-18-R-0005

TABLE OF CONTENTS

C.1 GENERAL INFORMATION

C.1.1 HISTORY

C.1.1.1 TRI-SERVICE MAJOR RANGE AND TEST FACILITY BASE

C.1.1.2 WSMR CAPABILITIES

C.1.2 SCOPE OF WORK

C.1.2.1 PRIMARY SERVICE LOCATION AND WORKING ENVIRONMENT

C.1.2.2 OFF-RANGE SITES

C.1.3 CONTRACT TRANSITION AND PHASE IN/OUT

C.1.3.1 TRANSITION PLAN

C.1.3.2 CONTINUITY OF OPERATIONS

C.1.3.3 INITIAL REQUIREMENTS

C.1.3.4 ACCESS AND CLEARANCE

C.1.3.5 WORKLOAD TRANSITION

C.1.3.6 PROPERTY TRANSFER

C.1.3.6.1 PROPERTY ACCEPTANCE

C.1.3.6.2 PROPERTY MANAGEMENT

C.1.3.7 PROCUREMENTS

C.1.3.8 INCUMBENT PHASE-OUT PERIOD

C.1.3.8.1 PROPERTY JOINT INVENTORY

C.1.3.8.2 KNOWLEDGE TRANSFER

C.1.3.8.3 COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM (CMMS)

C.1.3.8.4 LONG-LEAD ITEMS, LEASES, AND LICENSES

C.1.3.8.5 SEPARATION PROCEDURES

C.1.4 QUALITY CONTROL PROGRAM

C.1.4.1 QUALITY CONTROL MANAGEMENT

C.1.4.2 QUALITY CONTROL PLAN

C.1.4.3 BEST INDUSTRY PRACTICES

C.1.4.4 SELF-ASSESSMENT

C.1.4.5 STANDARDS OF CONDUCT

C.1.4.5.1 IDENTIFICATION AS CONTRACTORS

C.1.4.5.2 UNIFORMS AND PERSONAL APPEARANCE

C.1.4.5.3 COORDINATION WITH OTHER GOVERNMENT CONTRACTORS

C.1.4.5.4 CONFLICT RESOLUTION

C.1.5 CONTRACTING OFFICER’S REPRESENTATIVE

C.1.5.1 GOVERNMENT MONITORING

C.1.5.2 PERFORMANCE EVALUATION MEETINGS

C.1.5.3 GOVERNMENT OBSERVATIONS AND INTERFACE

C.1.5.4 AUTHORIZED GOVERNMENT OFFICIALS

C.1.5.5 AUTHORITY TO HALT OPERATIONS

C.1.6 COST MANAGEMENT

C.1.6.1 GOVERNMENT FUNDING

C.1.6.2 COST TRACKING NOMENCLATURE

C.1.6.3 FINANCIAL TRACKING AND REPORTING

C.1.6.4 ELECTRONIC INVOICING

C.1.7 PROJECT SUPPORT CODES (PSCs)

C.1.7.1 REIMBURSABLE PSCs

C.1.7.1.2 MISSION SUPPORT PLANS

C.1.7.2 OVERHEAD SUPPORT FUNCTIONS

C.1.7.3 CONTRACTOR PSC ACCEPTANCE

C.1.7.3.1 CONTRACTOR EXECUTION PLANS

C.1.7.3.2 CONTRACTOR SPEND PLANS

C.1.7.3.3 PSC MONITORING, REPORTING, AND NOTIFICATION

C.1.8. PREVENTIVE MAINTENANCE AND PROFICIENCY (PMP)

C.1.8.1 MAINTENANCE TRACKING

C.1.8.2 PREVENTIVE MAINTENANCE

C.1.8.3 PROFICIENCY PROGRAM

C.1.8.4 CORRECTIVE MAINTENANCE

C.1.8.5 REPAIR PARTS OR REPLACEMENT EQUIPMENT

C.1.8.6 TEST MEASUREMENT DIAGNOSTIC EQUIPMENT (TMDE)

C.1.9 GOVERNMENT VEHICLE OPERATIONS AND MAINTENANCE

C.1.9.1 GOVERNMENT VEHICLE OPERATIONS

C.1.9.2 GOVERNMENT VEHICLE MAINTENANCE

C.1.10 LOGISTICS

C.1.10.1 STANDARD MAINTENANCE SYSTEM

C.1.10.2 SUPPLY INVENTORY MANAGEMENT

C.1.10.3 REQUISITIONING REPLACEMENT STOCK

C.1.10.4 MAINTENANCE AND SHOPS

C.1.11 TRAVEL MANAGEMENT

C.1.11.1 CONFERENCES, MEETINGS, AND WORKSHOPS

C.1.12 PURCHASE OF MATERIALS

C.1.12.1 PURCHASING SYSTEMS AND DOCUMENTATION

C.1.12.2 CONTRACT PURCHASE PROCEDURE

C.1.12.3 PROCUREMENT THRESHOLDS

C.1.12.4 ARMY SUPPLY SOURCES

C.1.12.4.1 COMPLIANCE REQUIREMENTS

C.1.12.4.2 ITEM MANAGED AND MOBILE EQUIPMENT

C.1.12.4.3 RADIATION AND HAZMAT

C.1.13 RECORD MANAGEMENT

C.1.14 FRAUD, WASTE, AND ABUSE

C.1.15 DISCLOSURE OF INFORMATION

C.1.16 DATA RIGHTS

C.1.17 ORGANIZATIONAL CONFLICT OF INTEREST (OCI)

C.2 DEFINITIONS AND ACRONYMS

C.2.1 STANDARD DEFINITIONS

C.2.2 ACRONYMS

C.3 GOVERNMENT FURNISHED ITEMS

C.3.1 GOVERNMENT FURNISHED PROPERTY

C.3.2 VEHICLES

C.3.2.1 GOVERNMENT VEHICLE OPERATION

C.3.2.2 GOVERNMENT OWNED VEHICLES

C.3.2.3 GOVERNMENT SERVICES ADMINISTRATION VEHICLES

C.3.2.4 USER RESPONSIBILITIES

C.3.3 TOOL ROOM

C.3.4 SUPPLIES

C.3.5 PETROLEUM, OILS, AND LUBRICANTS (POL)

C.3.5.1 POL-RELATED NOTIFICATIONS

C.3.5.2 POL LOGS

C.3.6 GOVERNMENT FURNISHED FACILITIES

C.3.6.1 CONTRACTOR RESPONSIBILITIES IN GOVERNMENT FACILITIES

C.3.7 GOVERNMENT FURNISHED SERVICES

C.3.7.1 FIRE PROTECTION

C.3.7.2 POLICE PROTECTION

C.3.7.3 ACCESS CONTROL SERVICES

C.3.7.4 UTILITIES

C.3.7.4.1 CONSERVATION OF UTILITIES

C.3.7.5 COMMUNICATIONS

C.3.7.5.1 TELEPHONE SERVICE – LAND LINES

C.3.7.5.2 NETWORK ACCESS

C.3.7.6 COPYING, PRINTING, AND REPRODUCTION

C.3.7.7 CUSTODIAL SERVICES

C.3.7.8 REFUSE COLLECTION

C.3.7.9 MAIL DISTRIBUTION

C.3.7.10 POTABLE WATER

C.3.7.11 SNOW AND ICE REMOVAL

C.4 CONTRACTOR-FURNISHED ITEMS

C.4.1 OFFICE/ADMINISTRATIVE SUPPLIES

C.4.2 TELEPHONES SERVICES – CELLULAR LINES

C.4.3 COURIER

C.4.4 DELIVERY AND DISTRIBUTION

C.5 PERFORMANCE REQUIREMENTS

C.5.1 MANAGEMENT PLAN

C.5.1.1 SAFETY AND ACCIDENT PREVENTION REQUIREMENTS

C.5.1.1.1 MATERIAL HANDLING EQUIPMENT

C.5.1.1.2 ACCIDENT INVESTIGATION AND RECORDKEEPING PROGRAM

C.5.1.1.3 PROCESS FOR REPORTING AN ACCIDENT

C.5.1.1.4 TRAVERSING RANGE AREAS

C.5.1.1.5 SAFETY PROGRAM

C.5.1.1.5.1 HAZARDOUS CONDITIONS

C.5.1.2 ENVIRONMENTAL REQUIREMENTS

C.5.1.2.1 ENVIRONMENTAL OFFICER

C.5.1.2.2 ENVIRONMENTAL MANAGEMENT SYSTEM

C.5.1.2.3 HAZARDOUS MATERIALS

C.5.1.2.3.1 MANAGEMENT OF HAZARDOUS MATERIAL

C.5.1.2.4 SATELLITE ACCUMULATION POINTS

C.5.1.2.5 INSPECTIONS

C.5.1.2.6 SPILLS

C.5.1.2.7 RECYCLING

C.5.1.2.8 POLS, ANTIFREEZE, RECYCLABLES, AND UNIVERSAL WASTES

C.5.1.2.9 POLLUTION PREVENTION

C.5.1.2.10 AIR QUALITY

C.5.1.2.11 HANTAVIRUS DISEASE VECTORS

C.5.1.3 SECURITY REQUIREMENTS

C.5.1.3.1 ACCESS AND IDENTIFICATION

C.5.1.3.2 INSTALLATION EXERCISES AND SCHEDULING

C.5.1.3.3 UNAUTHORIZED WEAPONS/FIREARMS

C.5.1.3.4 SEARCH AND SEIZURE

C.5.1.3.5 COMMON ACCESS CARD ISSUANCE AND RETRIEVAL

C.5.1.3.5.1 ISSUING NEW CACs

C.5.1.3.5.2 PERSONNEL SECURITY CLEARANCE

C.5.1.4.5.3 OWNING/SERVICING RELATIONSHIPS

C.5.1.4.5.4 ACCESS WITHOUT A CAC

C.5.1.4.5.5 DEPARTING EMPLOYEES

C.5.1.4.6 FACILITY CLEARANCE

C.5.1.4.7 PHYSICAL PROTECTION OF GOVERNMENT ASSETS

C.5.1.4.7.1 KEY, CIPHER, AND COMBINATION CONTROL

C.5.1.4.7.2 LOCKSMITH SERVICES

C.5.1.4.7.3 RANGE SECURITY – AUTOMATED GATES AND BARRIERS

C.5.1.4.8 PERFORMANCE OR DELIVERY IN A FOREIGN COUNTRY

C.5.1.4.8.1 FOREIGN INTERACTION AND/OR DISCLOSURE

C.5.1.4.8.2 QUALIFICATIONS FOR ACCESS AND ESCORT SUPPORT

C.5.1.4.9 ANTITERRORISM REQUIREMENTS

C.5.1.4.10 OPERATIONS SECURITY (OPSEC) REQUIREMENTS

C.5.1.4.11 ARMS, AMMUNITION, AND EXPLOSIVES MATERIAL

C.5.1.4.12 COMMUNICATIONS SECURITY (COMSEC)

C.5.1.5 INFORMATION TECHNOLOGY (IT) SYSTEMS

C.5.1.5.1 INFORMATION ASSURANCE WORKFORCE SPECIALTY

C.5.1.5.1.1 IA POSITIONS

C.5.1.5.1.2 INFORMATION ASSURANCE VULNERABILITY MANAGEMENT (IAVM)

C.5.1.5.1.3 IT POSITIONS

C.5.1.5.2 NON-GOVERNMENT-OWNED COMPUTING SYSTEMS OR DEVICES

C.5.1.5.3 PROTECTION OF DATA.

C.5.1.5.3.1 PROTECTING “FOR OFFICIAL USE ONLY” (FOUO) INFORMATION

C.5.1.5.3.2 MARKINGS

C.5.1.5.3.3 DISSEMINATION

C.5.1.5.3.4 STORAGE

C.5.1.5.3.5 TRANSMISSION

C.5.1.5.3.6 DISPOSITION

C.5.1.5.3.7 UNAUTHORIZED DISCLOSURE

C.5.1.5.4 CONFIGURATION MANAGEMENT

C.5.2 HOURS OF OPERATION

C.5.2.1 MISSION SCHEDULE IMPACTS

C.5.2.2 RECOGNIZED HOLIDAYS

C.5.2.3 GOVERNMENT ACTIVITIES

C.5.2.4 MISSION ROADBLOCKS

C.5.2.5 OVERTIME

C.5.2.6 OPERATIONAL DELAYS

C.5.2.6.1 HOST INSTALLATION (BASE/POST) CLOSURE

C.5.2.6.2 HOST INSTALLATION CLOSURES DUE TO EMERGENCIES

C.5.2.6.3 HOST INSTALLATION CLOSURE CONTRACTOR ACTIONS

C.5.2.6.4 HOST INSTALLATION CLOSURE GOVERNMENT ACTIONS OR NON-EMERGENCIES.

C.5.2.6.5 HOST INSTALLATION CLOSURE NOTIFICATION PROCEDURES

C.5.2.6.6 EMERGENCY PLANS/OPERATIONS

C.5.2.6.7 RECALL OR ACCOUNTABILITY ROSTER

C.5.3 PROGRAM MANAGEMENT

C.5.3.1 TASK MANAGEMENT

C.5.3.2 WORKFORCE MANAGEMENT

C.5.3.2.1 QUALIFICATIONS AND RELEVANCE

C.5.3.2.2 WORKLOAD RESOURCE REQUIREMENTS

C.5.3.2.2.1 INCORPORATION OF ADDITIONAL LABOR CATEGORIES

C.5.3.2.2.2 STAFFING SKILL LEVELS AND EXPERIENCE

C.5.3.2.2.3 REDUCTIONS IN CONTRACTOR PERSONNEL

C.5.3.3 PERSONNEL MANAGEMENT

C.5.3.3.1 KEY POSITIONS

C.5.3.3.1.1 KEY PERSONNEL REPLACEMENT

C.5.3.3.1.2 PROGRAM MANAGER POSITION

C.5.3.3.1.2.1 PROGRAM MANAGER FUNCTIONS

C.5.3.3.1.2.2 PROGRAM MANAGER MINIMUM QUALIFICATIONS

C.5.3.3.1.3 DEPUTY PROGRAM MANAGER MINIMUM QUALIFICATIONS

C.5.3.3.1.4 ENGINEERING MANAGER MINIMUM QUALIFICATIONS

C.5.3.3.2 IMPORTANT FUNCTIONAL AREAS

C.5.3.3.2.1 SAFETY MANAGER MINIMUM QUALIFICATIONS

C.5.3.3.2.2 ENVIRONMENTAL OFFICER MINIMUM QUALIFICATIONS

C.5.3.3.2.3 RESOURCE OR FINANCIAL MANAGEMENT AND CONTRACTS ADMINISTRATION

C.5.3.3.2.4 ADMINISTRATIVE OR PERSONNEL MANAGEMENT

C.5.3.3.2.5 LOGISTICS OR PROCUREMENT MANAGEMENT

C.5.3.3.2.6 FACILITY SECURITY OFFICER

C.5.3.3.2.7 INFORMATION ASSURANCE AND SYSTEM ADMINISTRATION

C.5.3.3.3 WORKFORCE METRICS

C.5.3.3.4 LABOR RATES

C.5.3.3.5 JOB DESCRIPTION DATABASE

C.5.3.3.6 SKILL LEVELS

C.5.3.3.6.1 TRAINING, CERTIFICATIONS, AND EXPERIENCE

C.5.3.3.6.2 TECHNICAL QUALIFICATIONS

C.5.3.3.6.3 SPECIFIC EXPERIENCE

C.5.4 TEST OPERATIONS AND SUPPORT FUNCTIONS

C.5.4.1 ENGINEERING SUPPORT

C.5.4.1.1 DESIGN ENGINEERING

C.5.4.1.2 ENGINEERING FOR TEST COMMODITY AREAS

C.5.4.1.3 MEDIA SERVICES

C.5.4.1.4 SOFTWARE DEVELOPMENT TASKS

C.5.4.1.5 LEGACY CAPABILITY SUSTAINMENT

C.5.4.1.6 MODERNIZATION AND LIFE CYCLE SUPPORT

C.5.4.1.7 EMERGING TECHNOLOGIES OBJECTIVE

C.5.4.2 FABRICATION SERVICES

C.5.4.2.1 TEST ARTICLES

C.5.4.2.2 MACHINE SHOP

C.5.4.2.3 MAINTENANCE AND REPAIR SHOP

C.5.4.2.4 LOAD TESTING

C.5.4.2.5 GENERATOR MAINTENANCE

C.5.4.3 AMMUNITION SUPPLY POINT

C.5.4.4 GROUND TARGETS OPERATION (GTO)

C.5.4.4.1 GTO MISSION SUPPORT

C.5.4.4.2 GTO LOGISTICS SUPPORT

C.5.4.5 FIELD TELECOMMUNICATIONS SUPPORT

C.5.4.6 VISUAL INFORMATION DOCUMENTARY PHOTOGRAPHIC SUPPORT

C.5.4.7 FREQUENCY SURVEILLANCE

C.5.4.8 SPECTRUM MANAGEMENT

C.5.5 OPEN-AIR OPERATIONS SUPPORT SERVICES

C.5.5.1 NON DAY-OF-TEST SUPPORT

C.5.5.2 DAY-OF-TEST SUPPORT

C.5.5.3 OPERATION SUPPORT COMMODITIES

C.5.5.3.1 RADAR

C.5.5.3.2 OPTICS

C.5.5.3.2.1 OPTICS GENERAL SUPPORT

C.5.5.3.3 TELEMETRY

C.5.5.3.3.1 TELEMETRY DATA CENTER (TDC)

C.5.5.3.4 FLIGHT SAFETY AND FLIGHT TERMINATION

C.5.5.3.5 TIMING

C.5.5.3.6 AIR TRAFFIC SYSTEMS

C.5.6 FIELD WORKING CONDITIONS

C.5.7 SUPPORT BY TEST FACILITY

C.5.7.1 AERIAL CABLE RANGE

C.5.7.1.1 ACR LOGISTICS

C.5.7.1.2 ACR MAINTENANCE SERVICES

C.5.7.1.3 ACR ENGINEERING SERVICES

C.5.7.2 TEMPERATURE TEST FACILITY (TTF)

C.5.7.3 ENVIRONMENTAL TEST AREA - II

C.5.7.4 ENVIRONMENTAL TEST CHAMBERS (ETCs)

C.5.7.5 MOBILE FIELD CONDITIONING EQUIPMENT (MFCE)

C.5.7.5.1 MOBILE FIELD CONDITIONING EQUIPMENT

C.5.7.6 LAUNCHER DYNAMICS EQUIPMENT

C.5.7.7 NONDESTRUCTIVE TEST LABORATORY

C.5.7.8 CHEMISTRY and MICROBIOLOGY LABORATORIES

C.5.7.9 300K DYNAMIC FACILITY

C.5.7.10 ELECTROMAGNETIC RADIATION EFFECTS (EMRE) SITE

C.5.7.11 HIGH ENERGY LASER SYSTEMS TEST FACILITY (HELSTF)

C.5.7.12 LINEAR ACCELERATOR (LINAC) AND THERMAL FACILITIES

C.5.7.13 HIGH POWER ELECTROMAGNETIC (HPEM) FACILITIES

C.5.7.14 GAMMA RADIATION FACILITIES

C.5.7.15 DOSIMETRY METROLOGY LABORATORY

C.5.7.16 SEMICONDUCTOR TEST LABORATORY

C.5.7.17 RAPID RESPONSE LABORATORY (RRL)

C.5.7.18 RADIATION TOLERANCE ASSURED SUPPORT AND SUPPLY CENTER (RTASSC)

C.5.7.19 NUCLEAR, ELECTROMAGNETIC, AND APPLIED ENVIRONMENT TEST PROGRAMS

(NEAEPs)

C.5.7.20 COX RANGE CONTROL CENTER VISITOR CONTROL

C.5.7.21 MISSION COMMAND AND CONTROL IT SERVICES

C.5.7.22 FACILITY MAINTENANCE

C.5.7.22.1 DATA REDUCTION FACILITY

C.5.7.22.2 INTER-RANGE COMMAND AND CONTROL FACILITY

C.5.7.22.3 WSMR NETWORK OPERATIONS CENTER (NOC)

C.5.8 NON-MRTFB TEST CAPABILITIES AND FACILITIES

C.5.8.1 ELECTRONIC ATTACK TEST CAPABILITY (EATC)

C.5.8.2 LARGE BLAST THERMAL SIMULATOR (LBTS) MISSION SUPPORT

C.5.9 AIR FORCE

C.5.9.1 HOLLOMAN HIGH SPEED TEST TRACK

C.5.9.2 HHSTT MISSION SUPPORT

C.5.9.3 HHSTT TASKING PROCESS

C.5.10 NAVY

C.5.10.1 NAVY ANALYSIS

C.5.10.2. NAVY PLANNING

C.5.10.3 NAVY DATA PROCESSING

C.5.10.4 NAVY SCHEDULING

C.5.10.5 NAVY TEST SUPPORT

C.5.10.6 NAVY DEVELOPMENT

C.5.10.7 NAVY LOGISTICS

C.5.10.8 NAVY DOCUMENTATION

C.5.11. CENTER FOR COUNTERMEASURES (CCM) SUPPORT

C.5.11.1 CENTER FOR COUNTERMEASURES TEST COMMODITY AREAS

C.5.11.2 CCM LEGACY SYSTEM SUSTAINMENT

MISSION SUPPORT SERVICES

PERFORMANCE WORK STATEMENT (PWS)

C.1 GENERAL INFORMATION

C.1.1 HISTORY. In 1952, the Secretary of Defense established a plan for operations of the White

Sands and Holloman Ranges titled the White Sands Proving Ground. The Department of Defense

(DOD) purpose was to provide for the operation of an integrated guided missile range under the command, management, and operational responsibility of the Army.

C.1.1.1 TRI-SERVICE MAJOR RANGE AND TEST FACILITY BASE. The White Sands Missile

Range (WSMR) (aka the Range) possesses extensive capabilities and infrastructure utilized by the Army, Navy, Air Force, NASA and other government agencies as well as universities, private industry and foreign militaries. WSMR supports National Security interests by providing the warfighter with data collection and analysis, instrumentation development, modeling and simulation, research, assessment, and technical services. In accordance with (IAW) DOD Directive (DODD) 3200.11, Major Range and Test

Facility Base (MRTFB) and DOD Instruction (DODI) 3200.18, Management and Operation of the Major

Range and Test Facility Base (MRTFB), WSMR is an MRTFB dedicated to the Test and Evaluation

(T&E) process, research, and the assessment of military weapon systems and commercial products through testing and training. The Test Resource Management Center preserves the MRTFB infrastructure and associated workforce as national assets to provide T&E capabilities to support DOD acquisitions.

The National Defense Authorization Act of 2003, and several annual iterations thereafter, define the method by which MRTFB’s operate and fund sustainment. The reason this information is significant is the reimbursable nature of the Range and requirement for personnel on both the contract and civilian teams to track their work products (hours, purchases, etc.) against project codes and/or cost tracking nomenclature.

C.1.1.2 WSMR CAPABILITIES. WSMR successfully performs and sustains a wide range of capabilities, facilities, and technical expertise. WSMR is the largest open-air land test range in the DOD.

The large land mass, controlled airspace and conventional munitions, unmanned systems, distributed testing, countermeasures, space systems and sensors, directed energy, high and low altitude missile systems testing, explosives testing, ground and aerial targets flights, and low observable precision strikes contribute to military readiness. Sustained capabilities include state-of-the-art environmental testing chambers, an extensive suite of data collection instrumentation, advanced data processing, and modeling and simulation facilities.

The Range controls its electromagnetic radiation, conducts research and development (R&D) involving

Range instrumentation, and operates nuclear, high-energy laser, and aerial cable test facilities. This places WSMR in a unique position to address present and future challenges to National security. Other capabilities include providing timing signals, target support, telemetry, flight safety, hazardous explosive tests, calibration and standards, photography and film processing, trajectory, attitude, and event measurements, communications throughout the Range, recovery of components, report preparation, and data evaluation. Additional capabilities include storage of ordnance and propellants and providing environments for controlled, simulated, or static testing.

Populated by over 3,000 instrumentation sites, WSMR leverages a diverse array of test facilities, laboratories, launch, and impact sites in support of customers. WSMR professionals operate unique instrumentation, conduct diverse operational, developmental, and laboratory tests and experiments, perform a wide range of studies, analysis, and technical evaluations, support range operations, and proffer a data processing facility for real time and deferred test data processing. Customers leverage the broad span of capabilities offered by WSMR’s tenant organizations, WSMR-controlled restricted airspace protects testing, and training missions conducted over the Range to maximize cost efficiencies.

C.1.2 SCOPE OF WORK. The Contractor shall provide non-personal services to support the planning, logistics, operation, maintenance, research, and development of systems, equipment, and facilities for the

WSMR T&E mission. The Contractor shall furnish engineering, technical, administrative, maintenance, and support services necessary for and incidental to performance of the requirements set forth IAW

(IAW) this PWS and priorities established by the Government. The Government shall not exercise any supervision or conduct business under an employee-employer relationship with contractor personnel in the performance of the services herein. Such contract service providers shall be accountable solely to the

Contractor who, in turn is responsible to the Government. (Exhibit A, Test Business Process Diagram)

C.1.2.1 PRIMARY SERVICE LOCATION AND WORKING ENVIRONMENT. WSMR is located about 25 miles east of Las Cruces, New Mexico, 50 miles southwest of Alamogordo, New Mexico, and

35 miles north of El Paso, Texas. The range is about 40 miles wide and 100 miles long, not including ranching communities to the west and north that accommodate call-ups for long-range mission operations.

WSMR is the largest overland testing facility in the DOD, stretching across the northern Chihuahuan

Desert. At over 2.2 million acres, the terrain consists of mountains, grasslands, shrub lands, alkali flats, gypsum dunes and lava flows. The Range is located in south-central New Mexico at an altitude of approximately 4,000 ft. Mean Sea Level. The landscape is varied, complex, and the diverse topography supports thousands of animals (e.g., coyote, oryx and pronghorn, and protected aquatic species) and plants (e.g., natives, grasslands, shrubbery, etc.). Mountains rising 8,000 feet host telemetry, Radio

Detection and Ranging (radar), or optics instrumentation. Mountains of 5,000 to 12,000 ft. parallel

WSMR on the east and west crossing the range in a northeasterly direction, about 75 miles north of the main launch complexes. These elements influence the operational environment in which the Contractor performs. The Contractor shall provide and manage support personnel at duty stations including main post or headquarters region, Stallion Range Center, mid-range Tularosa Gate, Holloman Air Force Base

(HAFB) area and Fort Bliss on a regular basis and in an efficient and effective manner.

C.1.2.2 OFF-RANGE SITES. Additional WSMR launch areas are located in northwest New Mexico

(Ft. Wingate just east of Gallup), ranch sites west and north of the Range (e.g., Launch Complex, LC94) and other remote off-site locations (TE 2 – Potential Locations (Off-Range Work or Temporary Duty

(TDY) Sites)). These areas provide an overland flight corridor up to 500 miles. Additional off-site support occurs in overseas locations including ships at sea. In some cases, extended travel accompanies support to these off-range and customer support locations. The Government requires overland corridors to support potential long-range air and missile operations. As these locations (e.g., Green River, Utah or

Dugway Proving Ground, Utah) materialize, the Government will provide notification for Contractor travel or test site preparations should testing occur along these future routes. Optical facilities and other instrumentation support vehicles are located on or staged from HAFB, near Alamogordo, New Mexico.

All operations conducted on HAFB will be IAW the applicable support agreement (W81C39-09103-009 or most current version), but not limited to: environmental compliance, explosive ordnance support, facility maintenance, emergency services, safety, security (access controls), refuse collection and disposal, etc. The Government will provide the most updated agreement during transition. There may http://www.thefreedictionary.com/Radio+Detection+And+Ranging http://www.thefreedictionary.com/Radio+Detection+And+Ranging also be other DOD customers supported by WSMR, but located outside of the WSMR area. Although

WSMR provides services and support to a wide array of customers, the Contractors support the organizations and functions identified and funded in this contract.

C.1.3 CONTRACT TRANSITION AND PHASE IN/OUT.

C.1.3.1 TRANSITION PLAN. Within seven (7) calendar days of award, the Contractor shall submit a transition plan to the Contracting Officer (KO) outlining the various elements of and procedural approaches to address a smooth and seamless transition, including both phase-in and phase-out procedures. The Contractor shall conduct phase-in procedures beginning 90 calendar days prior to the full performance date specified in the contract. The phase-in shall require coordination with the incumbent Contractor for acceptance of the project. The Contractor shall address the following areas during phase-in and keep the Government fully informed of status throughout the transition period:

C.1.3.2 CONTINUITY OF OPERATIONS. Transition planning shall consider and document approaches for personnel recruitment, retention, and transfer (e.g., benefits, security clearances, training records, etc.). The Contractor shall work with the incumbent contractor and Contracting Officer’s

Representatives (CORs) to ensure smooth transition of personnel through the recruitment, hiring, and reassignment or realignment of personnel necessary to provide continuity of operations. This includes reporting and notification to identify incoming or continuing employees, prime contractor, and subcontractor, full-time and part-time, for Common Access Card (CAC) and Army Knowledge Online

(AKO) sponsorship, badging and access (Visitor Access Requests (VARs)), manning and staffing, and geographical and organizational dispersion of work. It is essential that the Contractor minimize interruptions or delays to work in progress that would impact the mission. The transition period, in which high turnover has potentially devastating results on mission execution, demonstrates the effectiveness of the Contractor’s recruiting and retention plan. The Contractor shall plan for the transfer of work control, delineating the method for processing and assigning tasks during contract phase-in or phase-out periods.

C.1.3.3 INITIAL REQUIREMENTS. During the transition period, the Government will provide all applicable governing directives, a command brief, a technical requirements overview, a tour of facilities, and procedural review for day-to-day operations. The Government will provide a Range control orientation, roadblock information, unexploded ordnance and safety procedures, and communication requirements. At the end of the transition period, the Contractor will receive and perform supporting services under the initial or initial set of Project Support Codes (PSCs). The PWS includes PSCs in section C.1.7.

C.1.3.4 ACCESS AND CLEARANCE. The Contractor shall coordinate access to the installation and personnel clearances through the Contracting Officer’s Representative (COR) and the WSMR Security

Office in order to support manning and staffing readiness requirements, physical on-site presence, and transition plan execution.

C.1.3.5 WORKLOAD TRANSITION. The Contractor shall identify the process and communication method and frequency associated with transitioning the following critical activities and documents:

training status and completeness records; certifications/licenses/permits; customer, test, or WSMR organizational information; Standard Operating Procedures (SOPs); workload data (databases, logs, checklists, smart books, plans, procedures, etc.); maintenance records; work-in progress and test execution hand-off; and administrative hand-off procedures, COR signatures shall be required for handoffs of various processes and documentation. The Contractor shall develop procedures for phasing in Contractor performance to the level prescribed and within the time allowed under the terms of this

PWS.

C.1.3.6 PROPERTY TRANSFER. During the phase-in period, the Contractor shall perform a joint physical inventory of Government Property (GP) with the incumbent Contractor, the designated COR(s), the Installation Property Book Officer (PBO), and the Government Property Administrator (GPA). This inspection establishes a mutual agreement as to the condition of Government Furnished Property (GFP) provided for use in performance under this contract. The Contractor shall complete the joint inventory of

Government-furnished equipment within two weeks after the contract effective date. The Contractor shall sign a DD Form 1149 for all equipment provided by the Government. Items of equipment missing or not in working order shall be recorded and the COR shall be notified in writing. The Contractor and the

Government representative shall jointly determine the working order and condition of all equipment and document their findings. Rejection of GFP by the Contractor shall not relieve the Contractor of responsibility in performance of this contract. The Contractor shall not use property provided by the

Government for any purpose other than the performance of this contract. This GP inventory shall include:

Government Furnished Property (GFP) listed in Attachment 3, GFP

Government Property not currently included in the Attachment 3, GFP

Contractor Acquired Property (CAP) transferred to the incoming Contractor

C.1.3.6.1 PROPERTY ACCEPTANCE. The Contractor shall identify GFP it will not accept IAW directions from the GPA or KO. The Contractor shall complete this joint inventory by end of phase-in noting and submitting all discrepancies and problems to the GPA for resolution. It is the responsibility of the outgoing Contractor to rectify the noted discrepancies or problems to include disposal of GFP rejected by the incoming contractor to the satisfaction of the GPA. Upon completion of these actions, ALL

Government property identified in the final inventory will take on the status of GFP and the KO will modify the contract and the GFP Attachment 3, GFP.

C.1.3.6.2 PROPERTY MANAGEMENT. The Contractor shall develop a Property Management Plan

IAW Federal Acquisition Regulation (FAR) Part 45 and FAR 52.245. The Property Management Plan shall be submitted at time of proposal submission. The Property Management System Procedures shall be submitted thirty (30) days after full contract performance.

C.1.3.7 PROCUREMENTS. In cases where on-going contracts/procurements exist, the incumbent and incoming Contractors shall address handoff to ensure continuity of services, support, or contract requirements. This includes long-lead items, service agreements, warranties, and leases or rentals. These items shall be identified and presented to the COR for concurrence of continuation and documentation of hand-off procedures.

C.1.3.8 INCUMBENT PHASE-OUT PERIOD. At least 120 calendar days prior to contract completion, the COR will notify the incumbent Contractor of all outstanding requirements which shall be completed prior to completion of the contract. At this time, the incumbent Contractor shall submit its phase-out plan for Government approval. Once approved by the Government, the contractor shall initiate the plan, maintaining staff and equipment on site until the Government determines completion of all phase-out actions. Final disposition will not occur until Government and Contractor agree on completion status of actions. Any requirements identified by the COR that are not completed prior to the contract expiration date will result in a deduction of the value of the service IAW the FAR clauses listed in the contract.

C.1.3.8.1 PROPERTY JOINT INVENTORY. At the completion of the contract, the Contractor and

Government representative(s), including a Government Property Book representative, shall conduct a joint inventory. The Contractor shall account for all GFP, whether excess or damaged, complete all turn-in actions, and close all property loss cases in preparation for transition. The Contractor shall resolve all

GFP prior to transitioning property back to the Government, to include disposal. The Contractor shall deliver a current, accurate, and complete GFP and Contractor Acquired Property (CAP) list to the KO at the end of the contract. The Contractor shall complete and submit the annual GFP and CAP inspection and property master report to the KO 90 days prior to the contract’s period of performance end date.

C.1.3.8.2 KNOWLEDGE TRANSFER. The Contractor shall provide to the successor, and the COR, all required and necessary documentation in an orderly and logical manner to ensure a smooth phase-out process to include training documents, certifications/licenses/permits, information, SOPs, workload data

(databases, logs, checklists, smart books, plans, procedures, and related documents), work-in progress status, test hand-off, administrative hand-off. The Contractor shall permit the designated employees of the succeeding Contractor to observe functions, procedures, and operations under this contract. The

Contractor shall complete ongoing work and otherwise prepare for an orderly transition to the successor.

During transition, the outgoing Contractor shall conduct orientation sessions with the incoming

Contractor especially for highly technical, WSMR-unique, or heavily customized functions or requirements.

C.1.3.8.3 COMPUTERIZED MAINTENANCE MANAGEMENT SYSTEM (CMMS). Several of

WSMR’s functional histories remain archived in commercial-off-the-shelf (COTS) systems or internal

CMMS software applications. The incoming and outgoing Contractors shall provide a secure and comprehensive data transfer strategy to the KO and COR during the first week of phase-in for all such databases and data sources. The strategy shall identify all data necessary to archive and transfer to ensure continuity of operations, the software applications and licenses necessary to support the transfer and on-going operations under the new contract, and the timeline to effect a complete and accurate transfer of data. (Cross-reference Maintenance section, C1.8)

C.1.3.8.4 LONG-LEAD ITEMS, LEASES, AND LICENSES. The Contractor shall provide to the successor and the COR all purchases not yet received, current leases to which financial liability will transfer, and licenses supporting software applications, hardware, or firmware necessary to ensure continuity of services and access to data, information, and on-going work products.

C.1.3.8.5 SEPARATION PROCEDURES. The incumbent Contractor shall ensure a clean and orderly departure. All contractor occupied work areas (e.g., labs, offices, vehicles, or instrumentation sites) shall be cleaned out of paperwork, shredding shall be completed, archival documents submitted to the successor or the COR, proper destruction of media adhered to, personal items removed and facilities returned to the Government in the same condition as received. The Contractor shall submit termination

VARs for prime and subcontracts at least 48 hours prior to vacating premises. The Contractor shall clear the installation by turning in keys, CACs, access badges, and other accountable items to the COR. The

Contractor shall receive KO release prior to submitting their final invoice.

C.1.4 QUALITY CONTROL PROGRAM. The Contractor shall implement and maintain a complete quality control program capable of identifying potential and actual problem areas encountered during performance and results in corrective action.

C.1.4.1 QUALITY CONTROL MANAGEMENT. Quality Control (QC) is the responsibility of the

Contractor. The Contractor is responsible for the delivery of quality services and supplies to the

Government. The Contractor shall develop, implement, and maintain an effective Quality Control System that includes a written Quality Control Plan (QCP). The QCP shall implement standardized procedures and methodology for monitoring and documenting contract performance to ensure the Contractor meets all contract requirements. The Contractor’s QCP shall contain a systematic approach to monitor operations and ensure the Government receives acceptable services and products. Prior to, or on the last day of, the phase-in transition period, the Contractor shall provide to the Government their quality control documentation. The KO will review and accept or reject the Contractor’s QCP. If rejected, the KO will provide value-added narrative to aid the Contractor in rectifying corrective actions. Thereafter, the

Contractor shall require the KO’s acceptance in writing of any proposed change to their QC system.

Recommended changes to the plan shall be submitted to the KO through the COR no later than ten (10) workdays prior to the proposed effective date of change. The KO will make final review and acceptance of the QCP within five (5) workdays after receipt of changes. Annual updates will be required from the onset of the contract award date.

C.1.4.2 QUALITY CONTROL PLAN. The QCP shall:

Be structured to assure independence from any other parts of the Contractor organization; and have direct accountability to the Contractor’s top management

Be a comprehensive program to plan and deliver quality services

Include metrics the Contractor uses to measure the effectiveness of cost management controls

Cover all services described in the contract, prioritize services, and concentrate on the most important services as defined by the Government through its strategic plan, mission critical requirements (e.g., instrumentation operations for radar or maintenance of optics systems, retention of mission critical occupations, retention of key leaders, etc.), and PSCs assigned to the

Contractor

Describe a method of identifying deficiencies and address processes for corrective action

Establish an inspection system covering all services

Describe procedures for scheduling, conducting and documentation of inspections

Contain specific quality control techniques for contract services

Require documentation of all control inspections and corrective actions

Describe procedures for addressing Government discovered non-conformances

Describe procedures for root cause analysis to identify the root cause and corrective action to prevent re-occurrence

Describe procedures for trend analysis

Verify key-process integrity via random quality assurance audit

Describe methods for collecting and addressing supported activities or services feedback/complaints

Address continuous process improvement (quality assurance processes, process improvement initiatives, procedures, and measurement programs)

C.1.4.3 BEST INDUSTRY PRACTICES. The Contractor shall periodically survey industry and identify methods and practices that will result in more effective or efficient technical execution. The

Contractor shall provide recommendations to the COR in their semiannual Self-Assessment Report.

Areas of consideration include systems engineering methods, operational procedures, emerging technology in test equipment, instrumentation, or automation techniques, productivity and throughput process improvements, transportation methods, and cost management measures.

C.1.4.4 SELF-ASSESSMENT. The Contractor shall continuously evaluate the adequacy and effectiveness of all areas of the operation. The Contractor shall define the terms adequacy and effectiveness and provide the metrics by which it measures its performance to these standards. This shall include appraisals of all company elements to assure the effective safeguarding, control and utilization of resources. The Contractor shall provide the data resulting from the evaluation efforts to the Government upon request. The Contractor shall place special emphasis on achieving and maintaining the proper mix of appropriately qualified managerial, professional, technical, craft, and support personnel to accomplish the contractual objectives economically. All proposed substitutes to key management personnel shall be approved by the KO and shall have qualifications that are equal to or higher than the qualifications of the person or sub-contractor to be replaced. The Contractor shall provide clearly defined policies and procedures for effective and responsive project management. The Contractor shall provide a management system that incorporates continuing quality and process improvement.

C.1.4.5 STANDARDS OF CONDUCT. The contractor shall enforce standards of employee conduct and take disciplinary action, as necessary. Employees shall not participate in disruptive activities or interfere with operations. Additionally, the Contractor, to include subcontractors, shall observe and support all policies, rules, and regulations issued by the local installation commander pertaining to safety, fire prevention, sanitation, inclement weather, tobacco use (Army Regulation (AR) 600-63, Army Health

Promotion), installation access, and conduct of operations. The Contractor is responsible for the performance and conduct of its employees at all times while on a military installation or a work site. The

Government may require the Contractor to remove any employees from the work site based on misconduct, security violations, use of incapacitating agents, instances jeopardizing customer relations, or any other reason determined to be in the Government’s best interest. The Installation Commander has the authority under 18 US Code (USC) 1382 (1972) to bar individuals from the installation. The removal from the job site, dismissal from the premises or denial of installation access, shall not relieve the

Contractor of the requirement to provide sufficient personnel to perform the required services.

C.1.4.5.1 IDENTIFICATION AS CONTRACTORS. Contractor workspace (office, laboratory, and desk) shall display identifying signage such as “Contractor employee(s)” to ensure that Federal employees and the public know that they are not Federal employees. When answering the telephone, presenting briefings, conducting or attending meetings/seminars or any other situations, Contractor employees shall identify themselves by name and company affiliation (where their contractor status may not be obvious). Furthermore, all Contractor correspondence (written documents, briefings, oral presentations, and email display) shall include their company name and disclose when documents are

Contractor products or include Contractor participation.

C.1.4.5.2 UNIFORMS AND PERSONAL APPEARANCE. Contractor personnel are not required to wear uniforms; however, they shall be dressed appropriately for a professional workplace. Contractor personnel shall practice high standards of personal hygiene and maintain a clean, neat appearance while on duty.

C.1.4.5.3 COORDINATION WITH OTHER GOVERNMENT CONTRACTORS. The Government has other test support contracts and the contractor shall work cooperatively with these service providers, to include occasionally sharing Government-furnished facilities and equipment. Additional direction regarding interface with other Contractors will be provided by the COR as needed. The Contractor shall notify the COR of disputes with other Contractors within two (2) hours from the time the dispute occurs.

C.1.4.5.4 CONFLICT RESOLUTION. While both Government and Contractor personnel are encouraged to resolve conflict at the lowest level possible, some issues or concerns may need to be elevated. In the case of security or safety, immediate notification is warranted to the appropriate party

(e.g., WSMR Commander, WSMR Security Office, and/or WSMR Safety and Surety Office, as applicable); however, notification to the COR shall follow within 24 hours or the next business day. The

Contractor chain of command shall handle personnel issues that arise during the course of testing or project execution. Should the conduct interrupt operations, influence customer relations, or impact mission success, the Contractor Program Manager shall meet with the COR and KO to discuss their immediate actions to resolve the situation.

C.1.5 CONTRACTING OFFICER’S REPRESENTATIVE. CORs serve as the primary Government liaison with the Contractor. As the Requiring Activity, WSMR nominates a COR(s) to monitor and evaluate Contractor performance. The KO appoints the COR to a set of duties. CORs may also inspect, accept, or reject defective goods and services as delegated in their appointment letter. The KO provides, in writing, the name and telephone number of each COR under the contract. The Contractor receives a copy of the COR(s) appointment letter(s) which will identify the role, the responsibilities, and the limits of each COR’s authority.

C.1.5.1 GOVERNMENT MONITORING. The Government will monitor the contractor’s performance under this contract using the quality assurance method(s) of surveillance specified in the Performance

Requirements Summary (PRS) (Exhibit S - PRS) and the PWS. The Government will record all monitoring observations. When an observation indicates defective performance, the KO will request the

Contractor conform defective work and perform corrective work.

C.1.5.2 PERFORMANCE EVALUATION MEETINGS. A Contractor designated representative shall meet with the KO and/or COR in person or telephonically at least once a month during the first six-months of the contract to discuss performance. Thereafter, the KO will schedule meetings as determined necessary. The Contractor shall continue to meet with the COR on a regular basis.

C.1.5.3 GOVERNMENT OBSERVATIONS AND INTERFACE. The Contractor shall provide access to Government owned facilities the Contractor operates for observation or inspection by any Government agency or individual authorized access by the KO. Government personnel will not interfere with

Contractor performance of duties. Likewise, performance of work by Contractor personnel under the terms of the contract shall not interfere with the Government’s regularly scheduled operational activities.

C.1.5.4 AUTHORIZED GOVERNMENT OFFICIALS. Due to the nature, dynamics, safety requirements, remoteness, and the Operational tempo (OPTEMPO) as driven by the Government’s mission schedule, Government Officials provide occasional, temporary on-site technical direction as the situation dictates. Government officials provide the PSC documentation, the Government Work

Breakdown Structure (WBS) code (if applicable), an overview of the project requirements, and the test start and end dates.

C.1.5.5 AUTHORITY TO HALT OPERATIONS. All personnel shall have the authority to stop operations for safety, health, security, or environmental reasons: The individual who stops an operation shall notify the COR when a Contractor action may resolve the concern. The COR will contact the

Contractor regarding corrective actions that shall be taken before the operation resumes. Where necessary, contact with both the Contractor and the COR may occur simultaneously to ensure safe and effective mission execution.

C.1.6 COST MANAGEMENT. The Contractor shall conduct a continuing cost management program that incorporates intensive appraisal of all elements influencing the cost of contract performance. The

Contractor shall reduce expenditures to the minimum necessary for satisfactory performance IAW normally acceptable engineering or industrial practices and standards. The Contractor may highlight cost saving initiatives during the semi-annual self-assessment. The Contractor shall place special emphasis on achieving and maintaining the proper mix of appropriately qualified managerial, professional, technical, craft, and support personnel to accomplish the contractual objectives economically.

C.1.6.1 GOVERNMENT FUNDING. Project cost accounting is required to maintain separate accounting for reimbursable customers versus those efforts resourced through institutional funding.

ATEC has established a workload tracking system entitled ATEC Decision Support System (ADSS).

Users populate Requests for Test Services within ATEC’s ADSS application and the resultant effort is an assignment to an ATEC subordinate Test Center to perform the required reimbursable work. The direct costs associated with mission execution are the responsibility of the customer. These parameters derive cost tracking requirements and subsequently impact Contractor financial management and reporting deliverables. Costs charged to reimbursable PSCs shall comply with United States Law and the applicable MRTFB DODFMR references. For accounting purposes, the Contractor shall record and invoice labor, ODC, travel, and commitments (pending actuals) against each PSC. When notified by the

Resource Management Directorate, the COR, in writing, may authorize the Contractor to report labor against an institutionally funded PSC/WBS in advance of reimbursable customer funding.

C.1.6.2 COST TRACKING NOMENCLATURE. The WSMR Budget Office and COR provide applicable funding via Government WBSs. The Contractor shall track Contractor charges by project against the Government’s funded obligations in order to ensure invoices do not exceed available funding.

Likewise, Contractor leads and managers shall monitor the automated tracking system (reference C.1.6.3) to ensure costs do not exceed allocations. Government project cost tracking nomenclature includes the

ADSS reimbursable mission project assignments to WSMR, the General Fund Enterprise Business

Systems (GFEBS) WBS, and the PSC.

C.1.6.3 FINANCIAL TRACKING AND REPORTING. The Contractor shall provide a standalone cost tracking and management system that incorporates continuing quality and process improvement. The

Contractor shall establish and maintain an automated, web-based financial tracking system in order to meet reporting requirements within the PWS. The Government refers to this tracking program as a

Project Cost Management System (PCMS).

The Government’s current enterprise financial systems are GFEBS, ADSS, Program Management

Module (PMM), and the Contractor Information Management System (CIMS). These are not Contractor-accessible systems. In the event the Government’s financial systems change (e.g., process or cost coding structures) during the life of the contract, the Contractor shall align their cost tracking and management systems to satisfy reporting requirements. The Contractor shall maintain the cost reporting information

(justifications, approvals, and supporting documentation for work assignments, travel, overtime, and purchases) such that the Government has an auditable record of all contractor-incurred costs billed against this contract.

The Contractor shall provide hardware and software necessary to sustain and archive the PCMS. The

Contractor shall provide a quarterly archive or backup of cost and project data. The Contractor shall provide, at a minimum, “read only” access to real-time data for inspections, audits, and data research or review. The KO will provide, to the Contractor, a list of the designated Government personnel requiring access thirty (30) days after contract start and update as necessary thereafter.

C.1.6.4 ELECTRONIC INVOICING. The Contractor shall provide real-time cost data on work assignments daily, complying with a file format provided by the Government during the phase-in period.

The file shall include Mod # for line of accounting, ACRN, SubCLIN, PSC, WBS, Internal Order (Test

Facility code, commonly called “TESTFAC”), Obligated dollar amount, pay period expense, cumulative cost for account, balance of account, cost year to date, and percentage spent. The Contractor shall align its invoice submission cycles with its pay periods in order to effect ease of reconciliation. A file that identifies work performed by PSC shall accompany the voucher.

C.1.7 PROJECT SUPPORT CODES (PSCs). All work efforts performed by the Contractor flow through the Government in the form of individual PSCs. PSCs describe the requirements, end user

(customer (reimbursable or direct) or internal (overhead or institutional), deliverables, and timetables necessary to execute work. The Government’s mission (reimbursable and overhead) and investment requirements encompass the total number of estimated hours executed against this contract. Exhibit T

Workload Distribution by Labor Categories provides the distribution of workload across labor categories and estimated hours. The following guidelines establish the procedures for initializing, accepting, and performing against PSCs.

The PSCs do not change the scope or terms and conditions of the contract. PSCs do not increase the staffing authorized in the basic contract. The PSC provides a written, detailed tasking to allow the contractor to satisfy WSMR’s mission requirements. The PSC initiation, tracking, review, and approval process occurs within the Contractor’s automated PCMS (reference C.1.6.3). The Government reviews the Contractors work package (reference C.1.7.1.1) and clarifies requirements or negotiates Contractor resource proposals.

The Government develops and groups PSCs by commodity or function to track institutional expenditures by work assignment. The Government documents work assignment details within the Contractor’s automated system. The Government Budget Office negotiates the institutional budget requirements prior to the beginning of each fiscal year and allocates institutional overhead funds to support budgeting planning and execution requirements.

Upon receipt of customer funding (associated with an ADSS) the Government establishes PSCs for efforts requiring contractor support to reach completion. A PSC defines the terms and conditions of the effort and the general requirements for contractor support by phase (planning, execution, reporting, and recovery). Where Contractor personnel support development efforts, PSCs include the applicable development methodology and process descriptions.

C.1.7.1 REIMBURSABLE PSCs. The Contractor shall support WSMR missions as defined in test mission or test operation PSCs. The PSC is a focused, abbreviated document continuing the anticipated period of performance of the test effort (e.g., one week, three months, one year), the specific task requirements, and any applicable specifications, designs and drawings, data requirements, milestones, budget allocation, and deliverables. The Government enters PSCs into the Contractor’s automated tracking system (reference C.1.6.3). The Government will provide updates regarding changes in schedule or test requirements. The Contractor shall communicate information (e.g., change in task requirements, deliverables, or milestones) that may impact or influence mission execution and subsequent cost or schedule changes. The automated tracking system (reference C.1.6.3) will enable the COR to manage the various elements of the PSC details to include posting a revised PSC document, references, etc.

C.1.7.1.2 MISSION SUPPORT PLANS. Customers to the Range work through the Materiel Test

Directorate Test Officers (TO), Range Operations Range Engineers (RE), and Information Management or Survivability, Vulnerability, and Assessment Project Officers.