DRAFT_PWS_SBIR_SUPPORT.pdf

PERFORMANCE WORK STATEMENT (PWS)

SMALL BUSINESS INNOVATION RESEARCH (SBIR)

AND

SMALL BUSINESS TECHNOLOGY TRANSFER (STTR)

PROGRAM MANAGEMENT AND TECHNICAL SERVICES SUPPORT

1.0 GENERAL

1.1 INTRODUCTION AND BACKGROUND

In 1982, Congress through the Small Business Innovation Development Act (P.L. 97-219), established the Small Business Innovation Research (SBIR) program to foster the involvement of U.S. based small businesses in federal research and development (R&D). The SBIR/STTR program is designed to increase the participation of small, high technology firms in the federal R&D endeavor. Congressional support for the initiative was predicated upon the belief that while technology-based companies under 500 employees tended to be highly innovative, and since innovation is essential to the economic well-being of the United States, these businesses were underrepresented in government R&D activities.

The ultimate objective of each SBIR/STTR project is to develop technologies and products that a small business may market to the Government or private sector, resulting in revenues from non-SBIR funding or resources. The Federal SBIR program is mandated by Title 15 of the United States Code (USC) (15 USC s.638, specifically), the Fiscal Year (FY) 2012 National Defense Authorization Act (NDAA) and in Public Laws (PL) 97-219, 99-443, 102- 564 and 106-554. The basic design of the Department of Defense (DOD) SBIR/STTR program is in accordance with (IAW) the Small Business Administration (SBA) Policy Directive, 2014. The guidelines presented in the solicitation incorporate and exploit the flexibility of the SBA Policy Directive to encourage proposals based on scientific and technical approaches most likely to yield results important to the DOD and the private sector.

The US Army Research, Development and Engineering Command (RDECOM) was established by the Army Materiel Command (AMC) Commanding General on 1 October 2003 with the primary objective of transitioning new technologies and capabilities to meet the warfighter needs. Headquarters (HQ) RDECOM is responsible for managing and executing the SBIR and STTR programs. In this capacity, HQ RDECOM directs, monitors and coordinates activities at 26 participating Army R&D organizations, covering the full spectrum of the Army’s mission. The Army SBIR Program Manager (PM) acts as a focal point for these R&D organizations and maintains overall program continuity through coordination of proposal solicitation, proposal evaluations and contract awards.

The SBIR PM also develops programs in response to new legislation, policy and management.

1.2 OBJECTIVE

The primary objective is to provide the small business community a centralized place to research small business opportunities, become informed and educated through the outreach program on the SBIR and STTR programs, and assist the participating agency with the execution of their SBIR and STTR programs.

1.3 SCOPE

This PWS describes performance of tasks required to support the Army SBIR/STTR Program Management Office (PMO) in the form of program management and technical services that provides assistance to the government in-house efforts and expertise. The deliverables will include a broad range of program and technical assistance services to include, but not limited to, programming, databases, letter reports, newsletters, briefings, presentation materials, correspondence, analyses, and documentation for record keeping and reporting. These deliverables will assist the SBIR PMO in planning, coordinating, implementing and orchestrating critical Congressional mandated SBIR functions to include current and new approaches, processes and procedures as indicated in this scope of work.

1.3.1 SBIR STRUCTURE

Each year, the Army SBIR participating organizations develop a set of research topics that represent the Army's current and anticipated warfighter technology needs. These topics are included in the Army portion of the DoD SBIR Solicitation. The Army participates in all DoD SBIR Solicitations posted on the DOD SBIR/STTR web site.

The SBIR program is structured into three phases. Phase I is to determine, insofar as possible, the scientific, technical and commercial merit and feasibility of ideas submitted under the SBIR program. SBIR Phase 1 awards are initiated by an OSD solicitation and results in a six-month $100,000 concept development effort with potential for a Phase I Option of $50,000 with an additional four month Period of Performance as a bridge to a Phase II award. STTR Phase 1 awards are initiated by an OSD solicitation and result in a six-month $150,000 concept development effort with no option period available. Phase 1 proposals should concentrate on the R&D which will significantly contribute to proving the scientific, technical and commercial feasibility of the proposed effort, the successful completion of which is a prerequisite for further DOD support. The measure of Phase 1 success includes evaluations of the extent to which Phase II results would have the potential to yield a product or process of continuing importance to DOD and the private sector. Proposers are encouraged to consider whether the R&D they are proposing to DoD Components also has private sector potential, either for the proposed application or as a base for other applications. Successful Phase I awardees may submit a Phase II proposal upon completion of the Phase I effort in accordance with solicitation instructions. If invited by the Army SBIR PMO, Phase II awardees may submit a subsequent Phase II proposal for review and possible award. Phase II awards shall not exceed a dollar value of $1.0 million or a performance period of 24 months. The contractor is encouraged to produce a prototype of the product being developed to demonstrate the potential usefulness of the research application. Under Phase III, the small business must obtain funding from the private sector and/or non-SBIR Government sources to develop the prototype into a viable product or non-R&D service for sale in military and/or private sector markets. The Army SBIR PMO manages the efforts leading to and involving Phases I and II. Phase III is facilitated through transition assistance but not managed by the PMO. However, Phase III data is tracked by the SBIR PMO to measure success of the program.

1.3.2 COMMERCIALIZATION READINESS PROGRAM (CRP)

The FY12 NDAA (P.L. 112-81) institutionalized the Commercialization Pilot Program (CPP) and named it the Commercialization Readiness Program (CRP). The purpose of the CRP is to accelerate the transition of SBIR-funded technologies to Phase III (i.e., non-SBIR funded advanced development projects, acquisition programs and commercial products), especially into systems being developed, acquired and maintained for the warfighter. This can be done through activities that enhance the connectivity among SBIR-firms, prime contractors, and DOD science & technology and acquisition communities. It can also be accomplished by improving a SBIR firm's capability to provide the identified technology to the Department, directly or as a subcontractor. Army SBIR CRP support to firms include expert advice, guidance, mentoring and analysis regarding the technology transition and commercialization of respective firms’ specific Army SBIR projects.

CRP participants may receive a variety of assistance services and/or opportunities to facilitate the transition of their projects. Participation in the CRP may also include modifications to existing Phase II contracts with additional non- SBIR funding, as well as additional SBIR funding beyond the normal SBIR funding guidelines, to enhance ongoing projects with expanded R&D to accelerate transition and commercialization. The biggest impediments to transition of SBIR technologies are funding, timing and program risk.

Under this effort, the contractor is expected to help small businesses mitigate any or all of these impediments with the goal of facilitating transition of promising technologies. Additional reporting on CRP participants and results achieved is required.

Funding issues occur when either there is not enough funding on the technology effort to meet minimum requirements of the transition partner (i.e., an acquisition program, prime contractor supporting an acquisition program or a commercialization partner) or the transition partner has not budgeted for inclusion of the technology. Timing issues occur when a technology is not prepared, either technically or programmatically, to take advantage of a window of opportunity with a transition partner.

Acquisition programs and commercial ventures are schedule driven and SBIR technology insertion must be agile enough to meet insertion points within that schedule. Program risk covers a number of issues, primarily cost, schedule and technical in nature. Technology efforts must be in a position to show potential transition partners how they address these issues. SBIR technologies also have the added issue of business risk. Many transition partners will avoid the risk of small business insertion if they feel that business does not have a sound financial or managerial basis. The contractor must demonstrate the ability to help small businesses mitigate the risk and manage the challenges through the development of a small business plan.

1.3.3 STTR STRUCTURE

The Small Business Technology Transfer (STTR) program, like SBIR, is a government-wide program, mandated by the Small Business Research and Development Enhancement Act of 1992, PL102-564. STTR was established in FY94 as a three-year pilot program and has been reauthorized to the year 2017. STTR was established as a companion program to the SBIR program, and is executed in essentially the same manner; however, there are distinct differences.

While STTR has the same objectives as SBIR regarding the involvement of small businesses in federal R&D and the commercialization of their innovative technologies, the STTR program requires participation by universities, federally funded research and development centers (FFRDCs), and other non-profit research institutions.

Each STTR proposal must be submitted by a team, which includes a small business (as the prime contractor for contracting purposes) and at least one research institution. The project must be divided such that the small business performs at least 40% of the work and the research institution(s) performs at least 30% of the work. The remainder of the work may be performed by either party or a third party.

1.4 PROGRAM OFFICE SUPPORT

1.4.1 OFFICE SPACE REQUIREMENTS

To effectively manage this SBIR investment the Army maintains a PMO using a small staff of Government personnel and a support staff of contractors. The contractor shall provide RDECOM support in planning, managing, coordinating and executing the Army SBIR program IAW the PWS. The PMO/contractor leased facility must be located within a ten mile radius of Maryland Route 715 gate entrance to Aberdeen Proving Ground, MD. While the contractor leased building need not be SBIR-exclusive, there shall a designated area within the facility that is dedicated for the Army SBIR support staff and the resident Army government personnel. Physical access to this designated area shall be limited to parties supporting the SBIR program. This facility shall be leased and maintained by the contractor and shall include dedicated office space (privately enclosed each with locking door) for hosting three (3) government personnel on a full-time basis. All contractor staff workspaces shall be open cubicle spaces. The dimension for each work area should not exceed 10x10 square feet for government personnel and 6x10 square feet for contractor personnel. This facility shall also have a dedicated enclosed space for office equipment such as printers, office shredder and other major equipment. In addition, this facility shall be equipped with a conference room with telecommunications/IT support equipment (minimum 750 square ft.) to host no greater than thirty (30) people (and fifty (50) dial-in participants) on a bi-weekly basis.

The Army will deploy ten (10) Technical Assistance Advocates (TAAs) across Army agencies to assist the Program Coordinators with providing technical assistance to small businesses with one serving as TAA Team Lead physically located at the Army SBIR PMO facility (see paragraph 2.3.3.4). The objective is to increase Army SBIR and STTR technology transition and commercialization and accelerate the fielding of capabilities to Soldiers and to benefit the nation through stimulated technological innovation, improved manufacturing capability and increased competition, productivity and economic growth. TAAs will be co-located with the participating organization with their region.

TAA’s will be provided office space at the designated Government facility. Travel shall be required of each TAA as mandated by the SBIR PM and pre-approved by the COR. With the exception of the nine (9) TAAs that are co-located with the participating organization within their region, all contractor personnel shall work on-site at the facility within a ten mile radius of Maryland Route 715 gate entrance to Aberdeen Proving Ground, MD. Contractor employees are not authorized to tele-work.

1.4.2 OFFICE FURNITURE AND EQUIPMENT REQUIREMENTS

The contractor shall procure or lease furniture for the contractor facility for all contractor personnel with cubicle-connected work area to include desks, phones, printers, network access, and other standard office equipment for the performance of the duties stated herein. In addition, the contractor shall furnish the three (3) dedicated government personnel offices with furniture and each office shall include a three-drawer safe and/or file cabinet (digital combo lock). The contractor shall include a functioning common-use break room for government and contractor personnel, to include common use of all appliances and other break room supplies.

1.4.3 GOVERNMENT FURNISHED EQUIPMENT (GFE)

The government will provide the contractor with access to GFE, as determined by the COR, to include:

1. Backup Virtual Servers located at the PMO facility as currently configured with the Army SBIR Management

Portal and the www.armysbir.army.mil and www.armysbir.com public websites, accessible via Virtual Protocol Network (VPN), with certifications and credentials required for access;

2. Office Desktop computers and monitors;

3. Exhibit display for SBIR, 10’x10’ with carrying cases. Table top display and outreach materials;

4. Current and historical information on SBIR topics, proposals, evaluations, awards, research results and known commercialization successes.

1.4.4 GOVERNMENT FURNISHED ACCESS

The Government will provide Common Access Cards (CAC) and access to facilities and systems, as required and necessary. For example, the contractor will have on a limited basis access to the Federal Procurement Data System (FPDS), System for Award Management (SAM) and the Army SBIR Management Portal.

1.4.5 OFFICE HOURS

The contractor shall provide staff during core duty hours, Monday through Friday, 0800 to 1700 each day. At the commencement of performance on this PWS, staff office hours shall be approved by the government COR. All contractor employees shall work the core hours noted above. Any deviation from these hours shall be presented to the COR with justification for the deviation and pre-approved by the COR on a PMO approved form prior to any schedule adjustments. The contractor shall notify the COR of all planned or emergency contractor personnel leave, however, contractor leave is not subject to Government approval. The Contractor shall at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within the PWS. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential to mission success.

2.0 DESCRIPTION OF TASKS

The Army SBIR PMO seeks “highly experienced” on-site functional and technical personnel to provide the capabilities associated with meeting the innovative, technological support needs of the Army SBIR program. The contractor shall provide program management support to include technical, analytical, administrative and professional services to the Army SBIR PMO. All work is subject to review and approval by the government. The contractor shall perform the following tasks to include subtasks as specified in this scope of work.

2.1 SOURCE SELECTION

2.1.1 TOPIC DEVELOPMENT

Twenty Six (26) participating Army organizations are allocated a number of research and technology topics each year.

The development of these topics follows standard operating procedures dictated by the SBA, Office of Secretary of

Defense (OSD) and the Department of the Army (DA) policy as well as federal law. The contractor shall assist these organizations through documentation and database tools in support of topic generation processes.

The contractor shall provide support to Army topic submission processes for no greater than 250 high-quality topics per year, to include refinement during topic review process. The contractor shall manage, coordinate and execute administrative portions of the Army SBIR/STTR programs and source selection processes for no greater than four (4) Phase I SBIR/STTR solicitation and evaluation cycles (managed by OSD annually) and the Phase II evaluation process on a continual year-round cycle. For a preview of the Army SBIR program and process, go to the following website:

www.armysbir.army.mil.

2.1.2 ADMINISTRATIVE SUPPORT FOR EVALUATION

The contractor shall process between 3500-5000 Phase 1, 350-500 Phase II proposals each year, ensuring proposals are compliant with solicitation instructions, maintain accurate records of proposals and proposal administrative data and distribute proposals to assigned evaluators. The contractor shall coordinate and facilitate SBIR proposal evaluations and endorsements by Government personnel through database tools hosted on Army SBIR Portal. The contractor shall collect evaluation data and prepare consolidated recommendation(s) for the US Army Source Selection Authority.

The contractor shall notify firms of final award decisions and coordinate resulting debriefing activities. The contractor shall maintain records of source selection processes and results. The contractor shall assist with the development and distribution of source selection plans and procedures IAW the OSD SBIR solicitation, to include developing and delivering required training to no greater than 100 Government personnel and support contractors per year. The contractor shall monitor and draft responses to all inquiries, including congressional inquiries and protests.

All of these actions are supported and documented in the Army SBIR Management Portal (Paragraph 2.5.1 for details).

The contractor shall support this process including storage of documents and evaluations, ensuring evaluator access to relevant data, protection of proprietary data, and update to Management Portal database to reflect disposition of all proposals.

2.1.3 DEBRIEF AND PROTEST ADMINISTRATIVE SUPPORT

The SBIR PMO must support all debrief requests through the management portal, as well as formal award protests.

The contractor shall monitor and draft responses to all inquiries, including congressional inquiries and protests. The contractor shall maintain all documentation, including evaluations, related proposals, discussions with company officials, etc. required to support any potential protest actions. This database shall include a query capability for Army PMO staff to facilitate any response. Debriefs are due back to companies within 30 days of request. Protest support is dependent on the level of protest and the decisions of supporting counsel. The contractor shall provide necessary support to meet the above requirements for all debriefs and protests IAW the terms and conditions of the solicitation, Federal Acquisition Regulation (FAR), Defense FARS (DFARS) requirements and Army Federal Acquisition Regulation (AFARS).

2.2 SMALL BUSINESS ASSISTANCE

2.2.1 SMALL BUSINESS PORTAL

SBIR Phase I proposals are submitted through OSD, and then released to the Army at the close of the solicitation.

The Army maintains a website exclusively for use by involved small businesses. This site provides access to the official proposal submissions for both Phase I and II, correspondence between the Army PMO and the small business community, award data, commercialization data, company submitted success stories and current status of submitted proposals. The Army SBIR/STTR websites/Portal, to include software changes and updates, are maintained outside of this contract by contractor personnel located at Huntsville, AL Redstone Arsenal.

While performance under this PWS does not include maintenance of these websites/portal, contractor personnel under this contract (including the programmer and other personnel) are expected to communicate with contractor personnel in Huntsville, AL, as needed and coordinated by Government personnel, to carry out the duties in this PWS.

2.2.2 ARMY SBIR PUBLIC WEBSITE

Separate from the Small Business Portal, the Army also maintains a public website to guide interested parties through the basic structure of Army SBIR program, upcoming events, solicitations, success stories, links to other SBIR organizations, and public domain information on recent awards. This site also provides the ability for anyone to recommend a future Army SBIR topic and an email address for any questions related to the SBIR program. Through previous contracts, the Army procured state of the art web based tools to support the life cycle programs, topic development, source selection and a data repository. Responses to questions (electronic or call-in) shall be provided within two (2) business days (Subparagraph 2.2.3.1).

For a better understanding of the Army SBIR public website, go to www.armysbir.army.mil.

2.2.3 SBIR HELPDESK

The Army SBIR PMO has a requirement for helpdesk support to provide assistance to small businesses, involved organizations, and interested individuals.

2.2.3.1 Contractor personnel shall maintain the service “Help Desk” in a professional manner and provide timely answers to telephonically submitted questions from small businesses and Government personnel regarding the Army SBIR programs. The contractor’s response to inquiries shall be factual and supportable. When an immediate response cannot be provided, the contractor support staff shall perform research to include, if necessary, directing the inquiry to the appropriate organization and the contractor shall provide a response to the question within two (2) business days. The contractor shall maintain and answer the telephone line from 0800-1700 EST Monday through Friday.

2.2.3.2 The contractor shall maintain a written document of all standard procedures for the Army SBIR programs to provide quick answers to common questions. The contractor shall update and improve the document as applicable laws, regulations and Army/DoD policies or procedures change. The contractor shall telephonically contact each Army Phase I awardee (up to 400 per year) after contract award with a Program Assistance call to ensure that procedural, technical or contractual concerns/questions have been addressed adequately by the appropriate agency.

2.3 TECHNICAL PROGRAM ASSISTANCE

The Army SBIR PMO takes a pro-active approach to supporting small businesses. Each small business shall be contacted within 30 days after contract award by the cognizant TAA, to include Phase I, Phase II, subsequent Phase II and Phase II Enhancement awards. At that time, they are asked if they have any questions about the program and are also made aware of the services available to them through the Army SBIR program. The contractor TAA’s shall support this function and the TAA Team Lead shall ensure compliance of the process.

2.3.1 TRANSITION AND TECHNICAL ASSISTANCE

Technical assistance services are provided to small businesses engaged in SBIR projects. The contractor shall, in accordance with the SBIR Reauthorization Act of 2000, Public Law 106-554 and the National Defense Authorization Act of 2012, Public Law 112-81, amendment of Section 9 of the Small Business Act (15 USC 638), provide technical assistance services to small business concerns engaged in SBIR projects through a network of scientists and engineers engaged in a wide range of technologies. Effective conduct of this task necessitates significant duty performance at Army Program Executive Office (PEO) facilities, with appropriate access to Army program management and technical personnel. Transition is both an important measure of SBIR success and a major goal of Army SBIR investment.

Congress also takes special interest in commercialization of SBIR technologies. Historically, Army SBIR has supported transition through a number of programs, including the Congressionally-mandated CRP.

2.3.2 TECHNICAL ASSISTANCE ADVOCATES

TAAs serve as field agents for the SBIR PM and are strategically placed at Army research facilities to cover the breadth of Army SBIR involvement. The TAA’s role involves interaction with laboratory, PEO/PM, and small business personnel to keep them informed on Army SBIR, answer questions and support ongoing SBIR efforts, and to facilitate transition opportunities.

Transition opportunities may involve various types of interaction, involving small businesses, large businesses, research facilities and Federal acquisition programs. The laws governing SBIR allow for supporting transition through technical assistance as well as through the Commercialization Readiness Program (CRP). In addition to providing general technical assistance, TAAs shall identify and recommend transition opportunities that qualify for the CRP program as outlined by law (15 USC 638) as well as by SBA Policy Directive. In addition to the roles described within this paragraph, TAA functions shall also have a role in the functions described in paragraphs 2.3.3 and 2.3.4 in order to fulfill this function. The TAA Lead shall ensure that all TAA’s are appropriately trained to perform the tasks below and that all relevant tasks are performed in their entirety throughout the Period of Performance (PoP) of the contract.

2.3.2.1 The contractor shall provide expert advice and analysis to SBIR awardees (no greater than 400 SBIR Phase I’s per year) for the purpose of assisting the firm with:

1. Improving technical decisions;

2. Solving technical problems that arise during the performance on a project;

3. Minimizing technical risks associated with the project; and

4. Developing and commercializing new commercial products and processes resulting from the project.

2.3.2.2 The contractor shall provide expert advice and analysis to the Government regarding technology transition planning through interaction with PEO and prime contractor personnel. This interaction shall result in a better understanding of PEO needs and the potential for SBIR technologies and products to address those needs, specifically to assist the SBIR PM and supported small business concerns regarding integration of SBIR derived technologies into DoD Programs of Record (POR). This shall require extensive human interface with both small businesses and potential transition customers to understand requirements, assist in the negotiation of agreements and advocate for insertion of promising SBIR technologies into POR.

2.3.2.3 The contractor shall provide reasonable efforts to increase Army SBIR technology and commercialization success and accelerate the fielding of capabilities to soldiers. These efforts are intended to advance the development of military and commercial technology for the US Army and shall include:

1. Identifying the most promising transition opportunities from Phase II companies where further SBIR investment would have the most impact;

2. Providing technology transition/commercialization services to such companies to include matchmaking with potential transition partners;

3. Serving as an advisor and/or facilitator between the company and the identified potential customer(s). This shall include, but not be limited to, understanding the needs of the transition customer, providing advice on solving customer risk or “gap” issues with SBIR technologies and facilitate investment and sales activities;

4. Serving as an advocate for the SBIR effort with the objective of developing, delivering and integrating a technology/product into a POR. As a result of this advocacy, both the SBIR company and the transition customer(s) should have a better assessment of funding issues, risks, intellectual property, communications and business practices;

5. Recommending where the Army SBIR PM shall consider investing additional funding to high producing technology companies including opportunities reportable under the CRP.

2.3.2.4 TAAs shall submit a per month summary of all transition/commercialization activities to the TAA Team Lead and to each activity Program Coordinator (PC). The TAA Team Lead shall review and ensure commercialization efforts are being made IAW the PWS and ensure the summary is submitted to the PMO in the contractor required Monthly Status Report.

2.3.3 COMMERCIALIZATION ASSISTANCE

2.3.3.1 The contractor shall provide transition assistance to an eligible pool of Phase II awardees that does not exceed 500 per year, consistent with the Phase II Enhancement Standard Operating Procedures (SOP) document and the CRP.

As a result of this assessment, the contractor shall provide recommendations on no greater than 100 firms for participation in the CRP. These recommended projects shall have the potential for rapid transitioning to Phase III, with respective PEO/PM endorsement in their acquisition processes and meet high priority Army capability gaps/requirements. With knowledge of Technology Readiness Level (TRL) and Manufacturing Readiness Level (MRL) and technology maturation processes, this task includes focused market analysis on specific military and commercial applications and end-user requirements. It necessitates an understanding of Army POR and prioritization of the applications based on operational and technical requirements, timeliness and investment considerations. These recommendations will be reviewed by the SBIR PM and only a small percentage of these will receive further support based on available budget and the potential Army benefit of the recommended effort.

2.3.3.2 The contractor shall include matchmaking of transition partner (primarily PEOs and Prime contractors) needs with Phase II potential solutions; development of documentation, including any additional SBIR funding requests, to support transition assistance opportunity; and any reporting requirements as directed by the SBIR PM or OSD Office of Small Business Programs for no greater than 100 projects per year. This task involves extensive human interface to understand requirements, negotiate agreements and to serve as advocates for small businesses. Additionally, the contractor shall identify commercialization opportunities in the private sector for dual-use technology.

2.3.3.3 The Army requires ten (10) TAAs located full-time at the following mission support areas. One of the ten is the TAA Team Lead located at the PMO facility. The contractor shall describe their plan to optimize these subject matter experts to support the SBIR PMO.

TAA Location US Army Support Organization 1 Picatinny Arsenal, NJ 1. Armaments Research, Development & Engineering Center (ARDEC)

2. Program Executive Office Ammunition (PEO AMMO) 2 Huntsville, AL

3. Aviation & Missile Research, Development & Engineering Center (AMRDEC– Missiles)

4. Space & Missile Defense Command (SMDC)

5. Program Executive Office Aviation (PEO-Aviation)

6. Program Executive Office Missiles and Space (PEO MS)

7. Aviation & Missile Research, Development & Engineering Center (AMRDEC–Aviation)

APG, MD 8. Communications-Electronics Research, Development & Engineering Center (CERDEC)

9. Program Executive Office Command, Control & Communications Tactical (PEO-C3T)

10. Program Executive Office Enterprise Information Systems (PEO EIS)

11. Program Executive Office Intelligence, Electronic Warfare & Sensors (PEO-IEW&S)

12. Army Test & Evaluation Command (ATEC)

1 Natick, MA 13. Natick Soldier Research, Development & Engineering Center (NSRDEC)

14. Program Executive Officer Soldier (PEO Soldier)

1 Adelphi, MD 15. Army Research Laboratory (ARL)

16. Army Research Office (ARO)

17. Simulation & Training Technology Center (STTC)

18. Program Executive Office for Simulation, Training & Instrumentation (PEO-STRI)

1 Fort Detrick, MD 19. Medical Research & Material Command (MRMC)

20. Defense Health Program (DHP)

1 Warren, MI 21. Tank Automotive Research, Development & Engineering Center (TARDEC)

22. Program Executive Office Combat Support & Combat Service Support (PEO-CS&CSS)

23. Program Executive Office Ground Combat System (PEO GCS)

1 Edgewood, MD or Aberdeen Proving Ground, MD

24. Edgewood Chemical Biological Center (ECBC)

25. Engineering Research and Development Center (ERDC)

26. Joint Program Executive Office for Chemical and Biological Defense (JPEO-CBD)

1 Aberdeen Proving

Ground, MD

27. TAA Team Lead-SBIR PMO

2.3.3.4 The contractor TAA Team Lead shall oversee all TAA duties. The TAA Team Lead shall be aware of transition opportunities across all TAA projects and PEO’s and shall be able to link projects with the correct customer and SBIR requirements as well as engage in monthly commercialization activities of all TAA’s. TAA Team Lead shall be responsible for training of all TAA’s and perform as a TAA when TAA vacancies exist during the PoP. The TAA Team Lead shall ensure the contractor support Team Lead and the SBIR PMO are informed of all TAA activities and serve as the bridge for the TAA’s from the technical to the program management responsibilities within the SBIR

PMO.

2.3.4 PROHIBITED ACTIVITIES—TAA ROLES & RESPONSIBILITIES

2.3.4.1 TAA’s are closely embedded with program offices, laboratories and/or transition partners and their respective daily government roles and responsibilities, therefore, the following activities are expressly prohibited from TAA’s performing any activity requested of the contractor/TAA that is interpreted to be inclusive of the activities as noted below and shall be identified to the COR/Contracting Officer immediately, as follows:

1. Any tasking specifically directed from non-SBIR PMO at the bequest of the hosting organization for the benefit of the hosting organization’s requirements unrelated to the SBIR mission.

2. Any tasking that is inherently a government function (i.e. organizing retirement/farewell activities, signing any government forms for the government, prioritizing SBIR transition projects for funding consideration, etc.).

Additionally, TAA’s shall not assist in writing/authoring small business proposals, developing actual marketing strategies or initiating transition funding package requests. TAA’s shall assist in the “how to…” educational aspects in these areas, but not specific assistance or design approaches.

3. As a general rule, the TAA functions are primarily administrative assistance but do require a strong technical background and understanding of the technologies they are providing assistance with at the various support organizations listed in the table in 2.3.3.3.

2.4 OUTREACH PROGRAM

Outreach to small businesses is an important aspect of the PMO function. Many small businesses are unaware of how the SBIR program functions and do not understand how they can participate. The Army SBIR Program actively engages small businesses through SBIR conferences, small business and entrepreneurial events, and other appropriate venues. The Army SBIR program also recognizes successful SBIR participants through an annual Commercialization Brochure. The intent of these initiatives is to market successful businesses and the Army SBIR program.

2.4.1 OUTREACH PROGRAM SUPPORT

The contractor shall conduct an aggressive, multi-faceted, multi-media outreach program designed to increase industry, academia, and DOD awareness of the Army SBIR program, promote program successes and inform SBIR constituents about program improvements and activities. It is also the intent of Congress to extend existing outreach activities to have greater impact on underrepresented States. The contractor shall provide recommendations on how the Army SBIR Program can address this issue.

Outreach also includes Government agencies outside RDECOM and specifically targets the DOD acquisition community. The contractor shall conduct administrative tasks for conferences, including ensuring that display and handout materials are shipped and assembled on-site, manning the display areas and returning all materials in good condition to storage. The contractor shall design, maintain, store and operate SBIR exhibits, displays and related equipment/materials. The contractor shall design multi-media materials including brochures, pamphlets, briefings, information papers, websites, and other informational products for program outreach.

2.4.2 OUTREACH TRANSITION SUPPORT

Promote the Transition/Commercialization Program to potential candidates, customers and other Government Agencies by providing briefings and/or attendance, contingent on the requirement by the PMO, at various Outreach and government sponsored events. The contractor shall provide a trip report to the COR which summarizes the activities and significant actions of the event, within 5 business days after the conclusion of the trip and/or event.

(Email preferred).

2.4.3 OUTREACH EVENT/VENUE SUPPORT

The contractor shall provide support to the Army SBIR program by identifying event opportunities to reach out to the small business community. The contractor shall prepare briefings and promotional materials for events/activities, arrange “one-on-one” sessions with small businesses, and oversee the Army SBIR display area. The contractor shall conduct outreach, to include exhibition at no greater than ten (10) per year Government-approved events and venues across the United States.

2.4.4 BROCHURE AND SUCCESS STORIES

Another means of recognizing successful SBIR companies, and promoting the SBIR program across industry, is through the Commercialization brochure. This is a glossy, camera-ready format, professional magazine-style brochure, no greater than 50 pages front and back sides, 8x10” page size, with content including an overview of the Army SBIR and STTR processes and program contact information. The main body of the brochure is one-page narratives on no greater than 50 companies, based on commercial success or niche products of value to the Army.

The contractor shall gather information to support this brochure annually, contingent on the needs of the PMO, and after the SBIR PM approves the content, the contractor shall produce no greater than 2000 copies, contingent on the needs of the PMO, along with an online-capable version in .pdf format, to be distributed to small businesses, Army/DoD organizations, the Army SBIR website(s), as well as distributed at conferences and other outreach events/venues.

2.5 DOCUMENTATION AND REPORTING

2.5.1 SBIR PORTAL USE

The Army SBIR Management Portal, hosted on a .mil environment, serves as both a repository of historical records on the program and as the environment where program functions, such as source selection, are executed.

2.5.1.1 The Army SBIR and Army STTR portal serves as the collaboration environment to support the entire SBIR/STTR lifecycle, to include: 1) topic generation, 2) proposal evaluation, selection, and debriefing, 3) contract administration, 4) commercialization and technology transition, 5) data archive, financial/resource management, and final reports, and 6) management of post-award data for the SBIR/STTR programs. Contractor employees are expected to understand how to navigate the portal to effectively carry out these tasks, among others, on a daily basis. The contractor shall communicate with the current portal management points of contact provided by the COR, as necessary, to ensure the portal is functional and able to perform all tasks within this PWS. The contractor shall not provide direction to the portal points of contact regarding portal activity. Portal issues shall be addressed with the

COR.

2.5.1.2 The contractor shall collect, store, validate and report relevant statistics for program monitoring, assessment, budgeting, analysis, external reporting activities for program assessment and outreach activities. The contractor shall acquire and maintain final technical reports and non-proprietary summary reports for all completed SBIR projects.

2.5.2 RECORD KEEPING

Record keeping is an essential part of the success of Army SBIR/STTR. Accurate records are required for source selection, evaluation, debriefs, protest actions, Congressional inquiries, annual reporting and verification of compliance with SBIR policy and law.

2.5.2.1 The contractor shall update, within the SBIR portal, a database of all in-development, ongoing and historical contracts, proposals, funding actions, small business profiles and contact information, participating government organizations and contact information and SBIR topics. This database is available in the SBIR portal.

2.5.3 REPORTING

As with all programs with Congressional interest, timely reporting of results is a strict requirement. The Army SBIR Program is required to report: Quarterly and Annual reports to OSD on overall investment; annual reports to Congress (through OSD), on Manufacturing and Energy Independence; budget execution reports; and bi-weekly status reports to SBIR PM. Additionally the PMO must respond to data requests from the SBIR PM, Army leadership, OSD, SBA and Congress. There is also a frequent need to generate or modify briefing materials in support of conferences, responses to leadership, and outreach events.

2.5.3.1 The contractor shall support the SBIR PM in the gathering of relevant information, formatting materials in accordance with guidance, submitting reports after the SBIR PM approval and ensuring delivered reports are accepted by the requesting organization.

2.5.3.2 The contractor shall develop and report quantitative metrics to measure the Army SBIR program success over time against set goals. Establish and monitor metrics to measure responsiveness of internal processes and external results, IAW Performance Based Standards (PBS). The contractor shall report metrics on a quarterly basis to include narrative description of lessons learned to improve the Army SBIR program and its impact on the Army’s capabilities.

The contractor shall report the impact of the transitioned SBIR technologies on Army programs and war fighter capabilities to include material improvement in terms of performance, cost and schedule.

2.5.3.3 The contractor shall generate quarterly, annual and non-recurring reports for Army reporting to DoD/OSD SBIR PMO and the SBA to account for all funds spent on the Army SBIR programs. Information in these reports include, but is not limited to, contract number, pertinent contract milestone dates, period of performance and funds obligated.

2.5.3.4 The contractor shall manage and present data for annual budget planning, prioritization and execution monitoring to facilitate decisions for the entire Army SBIR lifecycle.

2.5.3.5 The contractor shall track distribution and obligation of funds through the RDECOM G8 Resource Management team and maintain historical records in the SBIR Management Portal.

2.5.3.6 The contractor shall collect and maintain accurate data representing the sales and investment revenue from new products and non-R&D services resulting from Army SBIR Phase II technology to include additional investment from sources other than the federal SBIR program in activities that further the development and/or commercialization of the Phase II technology.

2.5.3.7 The contractor shall reconcile SBIR Phase III data monthly between Government Form DD-350 (Individual Contracting Action Report) information contained in the Federal Procurement Database System (FPDS), with the Phase III small business-reported information contained in the DoD Commercialization Achievement Index/ CCR database.

2.5.3.8 The contractor shall collect and manage data regarding the progress of all Phase III plans IAW developed milestones and risk items, for the duration of each Phase II contract. The contractor shall provide quarterly reports with adjectival descriptions and narrative support of transition readiness and risk for each Phase III plan.

3.0 PERSONNEL GENERAL INFORMATION

The contractor shall support Army SBIR PMO efforts to develop a collaborative working environment including, but not necessarily limited to, identifying organizational program requirements, integrating requirements into program implementation tasks and providing support in coordinating program management, communication and execution of tasks. The contractor shall support activities to include staff coordination and liaison, interfacing with inter and intra RDECOM organizations including, but not necessarily limited to, HQDA, HQAMC, Army Centers, Labs, Offices and other services and governmental agencies in support of the justification and development of the SBIR RDT&E Program requirements. Contractor personnel provide necessary assistance and support to the accomplishment of the SBIR mission. When representing the Army SBIR program at meetings, conferences and related forums, the contractor shall identify himself/herself as a contractor and that he/she is presenting the positions and views approved by the Army SBIR PM.

3.1 PERSONNEL EXPERIENCE

The contractor shall provide highly trained personnel to provide support and conduct the day-to-day efforts required in the PWS at the designated work facilities (APG, MD and other TAA locations as designated in Subparagraph 2.3.3.3). The contractor, as an independent agent, shall be responsible for employing technically qualified, highly trained personnel to perform the work and accomplish the tasks specified in this PWS that meet contract specifications and requirements. The employment history of contractor personnel must contain experience directly related to the task and functions he/she is intended to perform under this contract.

The contractor’s Technical/Business Proposal shall include a staffing plan that includes a matrix listing of all personnel (both key personnel and non-key personnel) of the contractor and, where appropriate, the contractor’s subcontractors;

their government-related experience, and the commitment of these personnel to the contract.

3.1.1 PERSONNEL HISTORY

The Government reserves the right, during the PoP of the contract, to request work histories on any contractor personnel for the purpose of verifying compliance with the requirements as stated in Paragraph 3.1 of this PWS.

Additionally, the Government reserves the right to review the resumes of contractor personnel proposed to be assigned to the Army SBIR PMO contract. Personnel assigned in performance of work under the Army SBIR PMO contract shall be fully capable of performing the contemplated functions of the respective labor categories in an efficient, reliable and professional manner. Individual personnel, including those in non-key personnel positions and key personnel positions, shall have relevant education, recent and relevant experience, and the overall skill mix to accomplish the tasks stated in the PWS which are relevant to that position. Comprehensively, the entire contractor workforce shall have relevant education, recent and relevant experience, and the overall skill mix to accomplish all of the tasks laid out in the PWS..

3.1.2 PERSONNEL CHANGES

The contractor shall have the right to remove his/her personnel assigned to perform the tasks hereunder and to substitute other qualified personnel provided that the Contracting Officer/COR are notified of (and in certain circumstances approves) such removal and replacement. The Contractor shall notify the Contracting Officer and COR prior to such changes, giving the new employee’s name, security clearance and technical qualifications.

Any removals or replacements for the convenience of the Contractor shall be at no additional cost to the Government.

Cost to be borne by the Contractor include but are not limited to time of travel, travel and training costs for replacement personnel.

Removals or replacements of Contractor personnel shall be considered for the convenience of the Contractor except when such removal is for:

1. Personnel removed as a result of cancellation or completion of the contract.

2. Personnel replaced due to death or incapacitating illness or injury.

3. Personnel removed or replaced at the Government’s request.

4. If any person removes him/herself from the employ of the Contractor, such removal will be at no additional cost to the Government.

3.2 KEY PERSONNELREQUIREMENTS

Certain skilled, experienced, professional and/or technical personnel are essential for successful accomplishment of the work to be performed under this contract. These are defined as “Key Personnel” and are those persons whose resumes were submitted as part of the technical/business proposal for evaluation. The Contractor agrees to use said key personnel during the performance of this contract and that they shall not be removed from the contract work or replaced unless authorized in accordance with this clause.

3.2.1 The Contractor shall not substitute key personnel assigned to perform work under this contract without the prior approval of the Contracting Officer or his/her authorized representative (COR). Requests for approval of substitutions shall be in writing and shall provide a detailed explanation of the circumstances necessitating the proposed substitutions.