Attachment_1_PWS_Amendment_1.pdf

PERFORMANCE WORK STATEMENT

FOR

Intelligence Surveillance Reconnaissance Mobile Advisory Team (ISRMAT) Support to Resolute

Training and Doctrine Command Deputy Chief of Staff for Intelligence

As of 01 March 2018

TABLE OF CONTENTS

SECTION C-1 GENERAL

SECTION C-2 ACRONYMS

SECTION C-3 GOVERNMENT FURNISHED PROPERTY AND SERVICES

SECTION C-4 CONTRACTOR FURNISHED PROPERTY AND SERVICES

SECTION C-5 SERVICES REQUIRED/SPECIFIC TASKS

SECTION C-6 PROGRAM MANAGEMENT SUPPORT/DELIVERABLES

SECTION C-7 DELIVERY, INSPECTION/ACCEPTANCE BY GOVT

SECION C-8 ANTI-TERRORISM/ SECURITY

SECTION C-9 ARMING FOR PERSONAL PROTECTION

SECTION C-10 DELIVERABLES

SECTION C -11 ATTACHMENTS AND FORMS

ATTACHMENT A NON-DISCLOSURE AGREEMENT FOR CONTRACTORS

ATTACHMENT B SENSITIVE DATA NON-DISCLOSURE AGREEMENT

ATTACHMENT C TRAVEL AUTHORIZATION REQUEST FORM

ATTACHMENT D CUSTOMER FEEDBACK FORM

ATTACHMENT E PERFORMANCE REQUIREMENTS SUMMARY (PRS)

C-1 GENERAL

1.0 Background. TRADOC’s Deputy Chief of Staff for Intelligence (G2) studies, designs, coordinates, and applies current and future Operational Environment (OE) in support of joint and Army programs for training and leader development, concept development, experimentation, and requirements determination. As part of executing this mission, TRADOC G2’s Intelligence, Surveillance, and Reconnaissance (ISR) Integration Directorate develops and provisions ISR integration training, aimed at Area of Responsibility (AOR)-focused, operating force unit-tailored training in employment of organic and non-organic ISR capabilities.

1.1 Scope. The mission of the TRADOC G-2 ISR Integration Directorate is to coordinate, integrate and deconflict TRADOC and Army ISR concepts and capabilities to include staff coordination with Deputy Director Joint Staff J-7, Joint and Coalition Warfighting (JCW), United States Strategic Command, and other service and United States national intelligence agencies.

The ISR Integration Directorate, led by an Army civilian, is responsible for researching, developing, and characterizing current and future threat signatures, patterns, and processes for application in the development of ISR concepts, systems, doctrine, force design, and training development and in support of all Modeling and Simulation (M&S) efforts; coordinates with JCW and other agencies to integrate Army ISR and battle space awareness concepts into experimentation, concepts, and developmental; advises TRADOC Major Subordinate Organizations and Headquarters Department of the Army (HQDA) on the development of bridging strategies between current and future ISR capabilities to include staff processes. ISR integration work includes deployable requirements. ISRMAT has a proven capability to rapidly deploy small teams of personnel, with little life support requirements, providing direct over-the-shoulder advising/coaching/mentoring assistance to tactical U.S. and Coalition units. Deployed teams provide support to the Resolute Support Mission (RSM) Joint Command (Afghanistan), Combined Joint Land Forces Component Command-Iraq (CJFLCC-I) and within other Combatant Commands (COCOM) as required, with government oversight through the TRADOC G-2.

1.2 General Information.

1.2.1 Period of Performance.

Phase In: 10 July 2018 to 09 September 2018 Base: 10 September 2018 to 09 July 2019 Option 1: 10 July 2019 to 09 July 2020 Option 2: 10 July 2020 to 09 July 2021 Option 3: 10 July 2021 to 09 July 2022 (includes phase out)

1.2.2 Phase-in Period/Transition. The phase-in period consists of 60 days. During the phase-in period, the Contractor shall prepare to assume full responsibility for all areas of operation in accordance with (IAW) the terms and conditions of this contract. The Contractor shall take all actions necessary for a smooth transition of the contracted operations. The Government will make all facilities and equipment accessible to the Contractor during the phase-in period and throughout the period of performance. During the phase-in period, the Contractor shall, at a minimum:

a. Establish the Project Management Office.

b. Recruit and hire all necessary personnel.

c. 100% of the contractor work force shall be in-processed and have completed mandatory training, badges and Common Access Identification Card (CAC) issued.

Travel costs during transition are factored into travel amounts provided by the Government.

d. Obtain all required certifications and clearances, including personnel security clearances.

e. Participate in joint inventories and sign for Government-furnished property (GFP).

f. Develop and submit any deliverables.

g. Attend post award meetings.

h. Accomplish any necessary training to support the functions listed in the PWS.

i. It will take approximately 32 hours to complete required DOD and Army mandatory in-processing requirements for facility access badges, CAC ID and entry into contractor verification systems.

j. Reporting contractors shall have the following documents on day one of in-processing:

i. Two valid/current forms of photo identification.

ii. Passport that is good for at least six months of starting the base period of the

ISRMAT program (passport may be one of the forms of photo identification).

iii. Certificates awarded at completion of required on-line in-processing training already completed.

iv. Verification of valid Army Knowledge On-Line contractor account.

v. The Contractor, in coordination with TRADAOC G-2 COR, is responsible for preparing and processing: Letters of Authorization (LOA) and Synchronized Pre-deployment and Operational Tracker (SPOT) - approximately two days in length; Rules for Use of Force (RUF) packet construction - not less than three days to complete; Arming Memorandum - approximately two weeks turn-around after receipt by Theater.

1.2.3 Phase-Out Period. During the 45-day phase-out period, employees of the incoming Contractor may observe operations and performance methods of the incumbent Contractor. This will allow for orderly turnover of facilities, equipment, and records and will help to ensure the continuity of service. The Contractor shall not defer any requirements for the purpose of avoiding the responsibility or to transfer such responsibility to the succeeding Contractor. The incumbent Contractor shall fully cooperate with the succeeding Contractor and the Government so as not to interfere with their work or duties. In addition, during the Phase-out period, the incumbent Contractor shall develop and submit a close-out report and Transition Plan to TRADOC leadership detailing the incumbent Contractor’s plans to left-seat/right-seat with the incoming Contractor personnel for the purpose of transitioning current workload, so as to ensure continuity of effort (see Section 6.1.1 for Transition Plan specifications).

During the phase-out period, the Contractor shall also complete the following: employee notification; retention of key personnel; turn-over of work-in-progress, inventories, and Government property; removal of Contractor property; data and information transfer; and any other actions required to ensure continuity of operations as designated herein.

1.2.4 Non-disclosure Requirements. All Contractor personnel (to include subcontractors, teaming partners, and consultants) personally and substantially involved in the performance of this contract shall execute and submit a “Non-Disclosure Agreement for Contractor Employees” Form (see Attachment A). Execution of this agreement by Contractor personnel (employee and supervisor) is required prior to the commencement of any work on this contract and whenever replacement Contractor personnel are proposed. Any information obtained or provided in the performance of this contract shall only to be used in the performance of this contract.

Additionally, the Contractor (and any subcontractors, consultants or teaming partners) is required to complete and sign a “Sensitive Data Non-Disclosure Agreement” (see Attachment B).

Execution of this agreement is required prior to the commencement of any work under this contract.

1.2.5 Personnel. The Contractor shall provide all necessary personnel, administrative, financial, and managerial resources necessary for support of this contract.

1.2.6 Supervision. Contractor personnel are employees of the Contractor and under the administrative control and supervision of the Contractor. The Contractor shall select, supervise, and exercise control and direction over its employees. The Contractor shall provide sufficient supervision of its workforce as necessitated by their staffing plan. However the Contractor shall not supervise, direct, or control activities of Government personnel or the employees of other Contractors. The Contractor is accountable to the Government for the actions of its personnel and shall follow installation and Army regulations.

1.2.7 Key personnel. Certain experienced professional and/or technical personnel are essential for successful accomplishment of the work to be performed under this contract. The following personnel are identified as Key Personnel for the performance of this contract:

1.2.7.1 Contract Program Manager (PM). The Contractor shall provide complete program management support that shall fully integrate, manage, control, and document all phases of the PWS requirements. The Contractor shall be the focal point for all issues in the ISRMAT effort and shall keep the Government fully informed on ISRMAT status and events in theater and CONUS, both verbally and in writing. PM shall have:

a. Minimum of 6 years of demonstrated program and personnel management experience

b. Experience in deployed environments with high degree of expertise in operations and intelligence support to tactical ground forces

c. Demonstrated understanding of intelligences processes and capabilities in order to evaluate candidates and performance

d. Personal and written communications skills appropriate for senior level audiences

e. TS/SCI clearance

f. Duty location at Fort Eustis

1.2.8 Hours of Operation and Location. The principal place of performance for support is Fort Eustis, Virginia; however other locations, including OCONUS, will be required in order to provide flexibility for the emerging and unique mission. The Contractor shall ensure adequate capability is available to provide responses to specific tasks. A business day is defined as Monday through Friday, except the legal public holidays specified below or any other day declared to be a holiday by federal statute or executive order. Federal Government holidays are as follows:

New Year’s Day Labor Day

Martin Luther King, Jr. Day Columbus Day

Presidents’ Day Veterans Day

Memorial Day Thanksgiving Day

Independence Day Christmas Day

1.2.9 Privacy Requirements. Work on this contract shall require that Contractor personnel have access to sensitive, privileged, or Privacy Act information. Personnel shall adhere to the Privacy Act, (5 U.S.C. § 552a) and applicable Agency rules and regulations. Contractor personnel shall not divulge or release privacy data or information developed or obtained in the performance of this contract award, until made public or specifically authorized by the Government. Contract personnel are required to sign Non-Disclosure Agreements and Organizational Conflict of Interest statements (copies shall be provided to the Government). The Contractor shall not use, disclose, or reproduce a third party company’s proprietary data, other than as authorized and required in the performance of this contract award. The Contractor shall notify the COR within 24 hours, identifying personnel that no longer require access to Government information systems.

1.2.10 Contractor Identification. The Contractor’s personnel shall conspicuously display on their person a Contractor-furnished photo identification badge while on duty, as well as a Government-issued photo identification badge. The badge shall display, at a minimum, the employee’s full name and legal name under which the Contractor is doing business. Contractor personnel shall wear badges at all times, above the waist and shall identify themselves as Contractors at meetings, in emails (signature block shall include the company name and the word ‘contractor’), when answering government telephones, etc.

1.2.11 Travel

1.2.11.1 The Contractor shall perform temporary duty (TDY) to CONUS and OCONUS locations as required in this contract. Contractor shall demonstrate capability to expeditiously obtain Host Nation authority to arm, deploy and sustain contractors in hostile fire zones and uncertain threat environments conducting embedded tactical through operational advisement to Army and Joint Forces. Additionally, the Contractor shall be able to maintain any required host nation authority, licenses, or other permission to operate within the country. Note: Afghanistan and Iraq Business Licenses are REQUIRED and shall be MAINTAINED through the life of the contract. All travel required and approved will be paid IAW with provisions in this contract, by reimbursement to the Contractor. Only travel previously approved by the Contracting Officer or COR will be reimbursed. Guidance for Contractor travel may be found in Federal Acquisition Regulation (FAR) 31.205-46, the General Services Administration Federal Travel Regulations (FTR), Department of Defense Joint Travel Regulations (JTR) and Department of State Standardized Regulations (DSSR).

1.2.11.2 Travel Requests. All requests for travel shall be submitted on the TRADOC G-2 SharePoint for review within 48 hours of travel (see Attachment C) and approved by the contracting officer or COR prior to incurring cost, as travel will be reimbursed in accordance with the FTR, JTR, DSSR, and/or the provisions set forth in this contract. Contractors shall minimize the number of travelers and rental cars, and travel shall be scheduled to minimize payment of overtime whenever possible. Requests shall include a description of proposed travel, a list of travelers, the contract number, and contract line item number (CLIN).

1.2.12 Data Rights. The Government has unlimited rights to all documents and materials produced. All documents and materials, to include the source codes of any software, produced shall be Government owned and are the property of the Government with all rights and privileges of the ownership and copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the Contractor without written permission from the contracting officer. All materials supplied to the Government will be the sole property of the Government and may not be used for any other purpose.

The right does not abrogate any other Government rights under the applicable Data Rights clause(s). The Contractor shall ensure that all hardware and software agreements entered into are transferable to the Government and to other Contractors at the discretion of the Government.

1.2.13 Organizational Conflict of Interest. Contractor and subcontractor personnel performing work under this contract may receive, have access to, or participate in the development of proprietary or source selection information (e.g., cost or pricing information, budget information or analyses, specifications or work statements, etc.) or perform evaluation services which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI, and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI. The Contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the Contracting Officer, in the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may affect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

1.2.14 Contracting Officer Representative. The COR will be identified by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration. The COR is authorized to perform the following functions: approve Contractor travel, assure that the Contractor performs the technical requirements of the contract: perform inspections necessary in connection with contract performance: maintain written and oral communications with the Contractor concerning technical aspects of the contract: issue written interpretations of technical requirements, including Government drawings, designs, specifications: monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies;

coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the contract.

1.2.15 Other Direct Costs (ODCs). The contractor may be required to provide other direct materials in support of this PWS. Other direct materials/costs are costs not previously identified as direct material cost or indirect costs that can be identified specifically with a final cost objective. All contractor furnished materials requires Government approval and will be authorized to the extent that is necessary for performance of this requirement. Labor is not permitted to be proposed as an ODC. For proposal purposes, a Contract Line Item Number (CLIN) shall be established at an estimated Not-to-Exceed (NTE) amount for each year. Some typical ODCs are:

medical exams, DBA insurance, internet costs for communications while deployed, and uplifts on pay, danger/post hardship.

SECTION C-2 ACRONYMS

2.0 Acronyms and Definitions. The following terms, as used throughout this Operational Environment/Core Functions PWS, have the meaning set forth below.

Acronyms Definition

AAR After Action Report

AKO Army Knowledge Online

AOR Area of Responsibility

AR Army Regulation

AT Anti-Terrorism

ATCTS Army Training Certification Tracking System

ATO Antiterrorism Officer

CAC Common Access Card

CAOC Combined Air Operations Center

CENTCOM United States Central Command

CI Counter-Intelligence

CJFLCC-I Combined Joint Land Forces Component Command - Iraq

CJOA Combined Joint Operations Area

CJSOTF Combined Joint Special Operations Task Force

CLIN Contract Line Item Number

CMR Contractor Manpower Reporting

CMRA Contractor Manpower Reporting Application

COCOM Combatant Commands

CONOC Contractor Operations Cell

CONUS Continental United States

COR Contracting Officers Representative

CPARS Contractor Performance Assessment Reporting System

DBA Defense Base Act Insurance

DFARS Defense Federal Acquisition Regulation Supplement

DoD Department of Defense

DSSR Department of State Standardized Regulations

EUCOM United States European Command

FAR Federal Acquisition Regulation The principal set of rules established to govern the acquisition process of the Government purchasing goods and services.

FPCON Force Protection Condition

FSO Facility Security Officers

FTR Federal Travel Regulations Prescribed by the General Services Administration for travel in the contiguous United States.

G-2 Deputy Chief of Staff for Intelligence

GEOINT Geospatial Intelligence

GFP Government Furnished Property

HQDA Headquarters, Department of the Army

HSPD-12 Homeland Security Presidential Directive-12

IA Information Assurance

IAW In Accordance With

IED Improvised Explosive Device

INT Intelligence

ISR Intelligence Surveillance and Reconnaissance

ISRMAT Intelligence Surveillance and Reconnaissance Mobile Advisory Team

IT Information Technology

JCW Joint and Coalition Warfighting

JOC Joint Operations Cell

JPAS Joint Personnel Adjudication System

JTR Joint Travel Regulations Prescribed by the DoD, for travel in Alaska, Hawaii, and outlying areas of the United States.

KO Contracting Officer

LOA Letters of Authorization

M&S Modeling and Simulation

MC-12 U.S Army reconnaissance aircraft

MSR Monthly Status Report

NACI National Agency Check with Inquiries

NACLC National Agency Check with Law and Credit

NLT No later than

NTE Not-to-Exceed

OCI Organizational Conflict of Interests

OCONUS Outside the Contiguous United States

ODC Other Direct Costs

OE Operational Environment

OPFOR Opposing Force(s)

OPSEC Operations Security

OSD Office of the Secretary of Defense

OSINT Open Source Intelligence

PED Processing, Exploitation and Dissemination

PM Program Manager

PMP Project Management Plan

POP Period of Performance

PRS Performance Requirement Summary

PWS Performance Work Statement Explains concisely what is to be accomplished in terms of results so that the Government can monitor and evaluate the progress and final result of the project effectively.

QA Quality Assurance

QASP Quality Assurance Surveillance Plan Establishes performance standards and measures how the performance standards will be identified.

QCP Quality Control Plan

RSM Resolute Support Mission

RSM-SOF Resolute Support Mission – Special Operations Forces

RUF Rules for Use of Force

SIGINT Signals Intelligence

SME Subject Matter Expert

SOCEUR Special Operations Command, Europe

SOJTF-A Special Operations Joint Task force – Afghanistan

SOJTF-I Special Operations Joint Task force – Iraq

SOP Standing Operating Procedure

SPOT Synchronized Predeployment & Operational Tasker

SSBI Single Scope Background Investigation

TAAC Train Advise and Assist Command

TARP Threat Awareness and Reporting Program

TDY Temporary Duty

TRADOC Training and Doctrine Command

U2 American single-jet engine

USFOR-A US Forces Afghanistan

VAL Visit Authorization Letter

VR Visit Request

WAWF Wide Area Workflow A web-based application that allows Contractors to electronically submit invoices and receiving reports and the Government to inspect, accept, receive, and pay electronically.

WBS Work Breakdown Structure

SECTION C-3 GOVERNMENT FURNISHED PROPERTY AND SERVICES

3.0 Government-Furnished Property (GFP) and Services. The Government will provide workspaces/desks, chairs, and office automation to include computer(s), telephones, printers, etc.

as necessary by the work performed for up to 20 contractor personnel. Tactical field equipment will be provided as necessary to each individual depending upon the deployment requirements for each individual. The Contractor shall provide a method of tracking and managing GFP. TRADOC G-2 Government personnel will determine property disposition, acquisitions, and final acceptance of deliveries of services/supplies. The Contractor shall not engage in inherently governmental functions associated with service/supply acquisition management (see FAR Subpart 7.5).

SECTION C- 4 CONTRACTOR-FURNISHED PROPERTY AND SERVICES

4.0 Contractor-Furnished Property and Services. The Contractor shall be responsible for providing management, labor, materials, equipment, and facilities, not otherwise provided as Government-furnished. The costs for contractor-furnished property shall be included in the contractor’s quoted proposal. No contractor-furnished property shall be separately charged to the Government except as specifically authorized/required by Government Contracting Officer/COR.

At contract completion, the contractor shall remove all contractor-furnished property from Government facilities unless title has vested in the Government.

SECTION C-5 SERVICES REQUIRED/SPECIFIC TASKS

5.0 Tasks. This PWS requires trained and certified and properly cleared ISRMAT personnel to provide advice and assistance on the Operational Environment to US/Coalition forces on the use of ISR at every echelon as required by the RSM Joint Command, and CJFLCC-I. This currently includes Train Advise and Assist Commands (TAACs), Combined Joint Special Operations Task Force (CJSOTF), Special Operations Joint Task force – Afghanistan and Iraq (SOJTF-A, SOJTF-I), and Resolute Support Mission – Special Operations Force (RSM-SOF), focusing on improving staff communication, processes, refinement of planning and requirements, and increasing ISR effectiveness from all aspects of ISR integration for units assigned to the CENTCOM AOR’s. Additionally, the ISRMAT shall highlight those actions necessary to improve staff functionality and efficiency by identifying internal and external friction points and gaps in communication, assisting units with process development, and refining staff planning cycles.

The ISRMAT shall advise units on Collection Management and intelligence synchronization best practices; this includes assistance with intelligence requirements generation and refinement, ISR utilization assessments, and maximizing the use of organic, theater, and national level assets to best support the intelligence collection cycle and boots on the ground.

5.1. ISR Mobile Advisory Team (ISRMAT). Numerous advanced-technology ISR capabilities have been rapidly acquired and deployed to multiple Combatant Command (COCOM) operational areas in recent years. Examples of these systems include Quick Reaction Capabilities such as Saturn Arch, Night Eagle, Highlighter, Constant Hawk, as well as Joint and Theater capabilities such as Rivet Joint, U2 and the MC-12. Although some training on the systems' capabilities is provided in various venues prior to deployment, the number and diversity of capabilities is difficult to train during pre- deployment exercises, training is often incomplete (particularly for new-technology capabilities), and some systems arrive after personnel have deployed. Additionally, units deploy with significantly smaller staffs and without specific Combat Training Center Mission Rehearsal Exercises, leaving them less prepared to plan, prepare and execute sophisticated Theater and organic ISR operations. OSD, Joint Staff, and TRADOC have determined that the most effective method to mitigate this problem is through in-theater ISRMATs that deploy to operational environments (OEs) and provide specialized training on staff processes and communications, collection planning and requirements processes, and ISR systems' capabilities. Theater commands will determine the content and type of specialized training to be provided by ISRMATs. The primary customers will be tactical U.S. units and (when specifically funded and authorized) Coalition units preparing to and conducting operations in support of COCOM objectives. ISRMATs shall provide advising/coaching/mentoring to the tactical units identified by Headquarter staffs (COCOM, Combined Air Operations Center (CAOC), and tactical level) to improve overall ISR effectiveness. Additionally, ISRMATs shall be capable of providing assessments of ISR systems' effectiveness, as requested by Joint Headquarter staffs. Because the Teams support levels of command from Four Star down to small units, they must have the maturity and experience to interact effectively at all of these levels; their operating conditions force them to work with a high degree of initiative; and they must be able to understand and advise and assist with ISR subjects ranging from detailed staff process and products, up to Theater level policy and procedures. As such, ISRMAT contractors shall have no less than 6 years of direct operational ISR experience, and at least two related deployed tours in order to meet the numerous and varied demands for expertise placed on them.

5.1.1 For Afghanistan, at the direction of USAFOR-A Commander the contractor shall provide ISR Mobile Advisory Teams (ISRMATs), consisting of seven ISRMAT SMEs in theater (Mission Manager plus three teams of two which are located in 3 separate areas in theater), plus seven ISRMAT SMEs in CONUS. Both teams shall rotate every 6 months in theater. For support in

Iraq, the contractor shall provide one personnel in Iraq, and one in CONUS (shall rotate every 6 months in theater). While CONUS, SMEs will be located where the training or need is to support the Intelligence Community. CONUS SMEs are responsible for training units prior to their deployment; assisting the Intelligence Community with assessments of ISR processes and capabilities in theater; assisting TRADOC Centers of Excellence in the development of training and doctrine; and documenting lessons learned and best practices for the Army and Joint communities. In total there will be (seven) 7 SME’s in Afghanistan, seven (7) SME’s CONUS, one (1) SME in IRAQ, and one (1) SME in CONUS who will deploy to IRAQ, plus a program manager in CONUS to bring total to 16 SME’s and one (1) Program Manager.

5.1.2 The contractor shall respond to additional CONUS/global training requirements using CONUS-based ISRMAT personnel as requested by the Director, TRADOC G-2 ISR Integration Directorate. This includes support to typically 10-15 events per year at the TRADOC schools and centers, Combat Training Centers, conventional/unconventional Home Station Training, and joint training initiatives.

5.1.3 Each ISRMAT shall include multi-INT expertise (i.e. the ability to integrate multiple intelligence discipline to support operational activities such as Targeting and Force Protection.)

Examples of integrated disciplines include GEOINT, SIGINT, OSINT, ISR synch and mission management) found in the Afghanistan and CENTCOM Joint Operating Area, as well as other COCOMs as required.

5.1.4 ISRMAT team members shall deploy forward on theater transportation, if available, throughout the CENTCOM Combined Joint Operations Area (CJOA) directed by the RSM Joint command or CJFLCC-I to provide requisite training and advice to CJOA based units.

Teams may also deploy to and support other COCOMs as directed.

5.1.5 ISRMAT teams shall provide ISR training and ISR Interoperability training to U.S. forces in Afghanistan as required. The ISRMATs shall deploy throughout the CJOAs (which includes Afghanistan and Iraq, as well as all supporting CENTCOM locations such as Al Udeid Air Base, Qatar, and supporting U.S. bases in Kuwait) in support of the RSM Joint Command and CJLCC-I, and provide ISR training as determined and supporting RSM. Training and assistance varies considerably from unit to unit and over time, as mission priorities and threat activities change. ISRMAT shall support all ISR integration requirements of units including:

a. Unit tailored training that assists units in requesting and employing all capabilities deployed to theater;

b. Staff Communication and Integration Processes (ISR synchronization) that integrate ISR into Mission Command functions such as: ISR Support to Targeting, ISR Support to Force Protection, ISR Support to Retrograde Operations, ISR Support to Counter-IED operations, ISR support to Convoy Operations, and ISR Support to Situational Awareness.

c. ISR-related communications and collaboration between Conventional and Special Operations Forces including: Sharing of ISR capabilities; sharing of targeting information; de-confliction of collection activities; and cooperative ISR execution.

d. Understanding and executing Theater Collection Planning and Requirements Processes, including use of request of tools; timing for requests and approvals; ad hoc request processes; integration with unit and higher operations planning processes; and coordination with special operations forces and higher headquarters for collaborative collection operations.

e. Effective all-source intelligence integration, including coordination between current operations and collection management; de-confliction and coordination between echelons within the unit; dissemination of collected intelligence between intelligence staffs and between intelligence and operations functions; and internal staff processes for tasking and collecting against the commander’s priority requirements.

f. Signatures training in order to understand and collect data against Improvised Explosive Devices (IEDs); threat direct fire engagements; threat indirect fire engagements; insider threats; and complex attacks against U.S. Coalition and Host Nation Security Forces.

g. Targeting Operations.

5.1.6 Direct, non-incidental training, non-interoperability to Coalition or Allied Foreign forces shall not be provided unless specific authority and funding are provided.

5.1.7 ISRMAT Teams shall provide in-theater training and advisory assistance to military units assigned to the CENTCOM area of responsibility, or other COCOMs as required. The ISRMATs, as required, shall deploy to operational areas within CENTCOM to provide coordinated, tailored ISR training Staffs including:

a. Unit tailored training on specific capabilities deployed to theater,

b. Staff Communication and Integration Processes (ISR synchronization)

c. Conventional and Special Operations Forces Communication and

Integration Processes (ISR synchronization)

d. Collection Planning and Requirements Processes,

e. Effective all-source intelligence integration,

f. Signatures training, and

g. Targeting.

5.1.8 ISRMAT Teams shall be capable of assessing and evaluating the effectiveness of ISR Systems operating in Theaters of Operation which includes providing specific items of information that must be collected. These items of information shall vary depending on the requirement levied on the TRADOC G-2, but shall generally include:

a. Assessing and evaluating the range of systems deployed to operational areas

b. Confirming or denying sensor, platform and processing, exploitation, and dissemination (PED) effectiveness.

c. Identifying best practices and provide immediate feedback to affected units and key theater and DOD stakeholders.

d. Providing input on which platforms and sensors should be retained in theater and better enable and integrate ISR operations in theater.

5.2 Optional Support. The following tasks are considered optional and will be used to accomplish projects within the scope of the contract. The work is considered by the government to be separate from the above requirements as the level of need and funding have yet to be determined. To execute the below tasks, the COR shall request the KO activate the specified optional requirement in advance before any work is started. The KO will coordinate the COR requests with the Contractor and issue a contract modification.

5.2.1 ISR Tactical Controller (ITC) Support. Two (2) ISRMAT SME’s to conduct ITC training for incoming Command and Staff for all subordinate units in Afghanistan.

a. The contractor shall provide one two-person ISR Mobile Advisory Team, in theater.

ISRMAT SMEs are responsible for training units in Theater; assisting TRADOC Centers of Excellence in the development of training and doctrine; and documenting lessons learned and best practices for the Army and Joint communities.

b. The ISRMAT team shall provide ISR training and ISR Interoperability training to U.S.

forces as directed, including:

i. Unit tailored training that assists units in employing all capabilities deployed to theater that operate in direct support of deployed units.

ii. Staff Communication and Integration Processes (ISR synchronization) to develop and execute ISR Employment schemes in support of Mission Command functions such as: ISR Support to Targeting, ISR Support to Force Protection, and ISR Support to Situational Awareness.

iii. ISR-related communications and collaboration between the supporting ISR unit or organization and the supported unit.

iv. Coordination between Conventional and Special Operations Forces including:

Sharing of ISR capabilities; de-confliction of collection activities; and cooperative ISR execution.

v. Understanding and executing Theater Collection Planning and Requirements Processes, including ISR Schemes of Maneuver; ad hoc request processes;

and coordination with special operations forces and higher headquarters for collaborative collection operations.

vi. Effective all-source intelligence integration during ISR planning and execution, including coordination between current operations and collection management; de-confliction and coordination between echelons within the unit; dissemination of collected intelligence between intelligence staffs and between intelligence and operations functions; and internal staff processes for collecting against the commander’s priority requirements.

vii. Targeting Operations.

5.2.2 Special Operations Command Europe (SOCEUR) Support. Two (2) ISRMAT SMEs on permanent assignment to the EUCOM theater to assist with SOCEUR’s initiation of an ISR architecture in theater.

a. The contractor shall provide one ISR Mobile Advisory Team, consisting of two SMEs in theater. ISRMAT SMEs are responsible for training units in Theater; assisting the Intelligence Community with assessments of ISR processes and capabilities in Theater; assisting TRADOC Centers of Excellence in the development of training and doctrine; and documenting lessons learned and best practices for the Army and Joint communities.

b. Each ISRMAT shall include multi-INT expertise (i.e. the ability to integrate multiple intelligence discipline to support operational activities such as Targeting and Force Protection.) Examples of integrated disciplines include GEOINT, SIGINT, OSINT, ISR synch and mission management) found in the Afghanistan and CENTCOM Joint Operating Area, as well as other COCOMs as required.

c. ISRMAT team members shall deploy forward on theater transportation, if available, throughout the EUCOM Area of Operations to provide requisite training and advice to CJOA based units.

d. ISRMAT teams shall provide ISR training and ISR Interoperability training to U.S.

forces as directed, including:

i. Unit tailored training that assists units in requesting and employing all capabilities deployed to theater;

ii. Staff Communication and Integration Processes (ISR synchronization) that integrate ISR into Mission Command functions such as: ISR Support to Targeting, ISR Support to Force Protection, and ISR Support to Situational Awareness.

iii. ISR-related communications and collaboration between Conventional and Special Operations Forces including: Sharing of ISR capabilities; sharing of targeting information; de-confliction of collection activities; and cooperative ISR execution.

iv. Understanding and executing Theater Collection Planning and Requirements Processes, including use of request of request tools; timing for requests and approvals; ad hoc request processes; integration with unit and higher operations planning processes; and coordination with special operations forces and higher headquarters for collaborative collection operations.

v. Effective all-source intelligence integration, including coordination between current operations and collection management; de-confliction and coordination between echelons within the unit; dissemination of collected intelligence between intelligence staffs and between intelligence and operations functions;

and internal staff processes for tasking and collecting against the commander’s priority requirements.

vi. Targeting Operations.

e. Direct, non-incidental training, non-interoperability to Coalition or Allied Foreign forces shall not be provided unless specific authority and funding are provided.

f. ISRMAT Teams shall be capable of assessing and evaluating the effectiveness of ISR Systems operating in Theaters of Operation which includes providing specific items of information that must be collected. These items of information shall vary depending on the requirement levied on the TRADOC G-2, but shall generally include:

i. Emerging or trending Operational Environment Variables.

ii. Assessing and evaluating the range of systems deployed to operational areas.

iii. Confirming or denying sensor, platform and processing, exploitation, and dissemination (PED) effectiveness.

iv. Identifying best practices and provide immediate feedback to affected units and key theater and DOD stakeholders.

v. Providing input on which platforms and sensors should be retained in theater and better enable and integrate ISR operations in theater.

SECTION C-6 PROGRAM MANAGEMENT SUPPORT/DELIVERABLES

6.0 Program Management Support

The Contractor shall provide complete program management support that shall fully integrate, manage, control, and document all phases of the PWS requirements. The Contractor shall provide all necessary personnel, administrative, financial, systems analysis, special operations, technical, and managerial resources necessary for the support of this contract. The Contractor's technical effort shall be under the direction of a Contractor PM. The Contractor PM shall be on site at Fort Eustis, and provide the overall management of program, personnel, planning, quality control, direction, coordination, and reviews necessary to assure effective contract performance.

It is the Contractor’s responsibility to provide and maintain a state-of-the-art trained workforce capable of providing the services specified herein.

The Contractor shall participate in a Government-scheduled Kick-off Meeting after contract award. The Government will schedule the Kick-Off Meeting following contract award. The purpose of the Kick-off Meeting is to: (1) aid both the Government and Contractor personnel in achieving a clear and mutual understanding of all requirements; and, (2) identify and resolve potential problems. The Contractor shall be prepared to discuss any issues requiring clarification and gather information necessary for the Project Management Plan (PMP), as discussed below.

6.1 Project Management Plan (PMP). The Contractor shall develop, maintain, and update a PMP that defines a management system to plan and control work efforts under this contract.

The PMP shall be used as a foundation for information and resource management planning and guidance. The Contractor shall deliver the initial PMP within 45 days after start of the Phase-In period.

The PMP shall delineate how the Contractor plans to accomplish the effort supporting the specific contract, to include, but not be limited to, the following:

a. Project Transition Plan and Schedule (see para 6.1.1).

b. Process Management and Control.

c. Contractor Organizational Structure (including subcontractors).

i. Personnel Staffing Plan (assignments, duration)

ii. Software / Hardware

d. Project responsibilities.

i. Task dependencies and interrelationships.

ii. Project Management Deliverables.

iii. Operations Security Plan.

iv. Quality Control Plan.

v. Monthly Status Reports.

vi. After Action Report (AAR).

vii. Meetings/Briefings/Publications.

e. Milestone scheduling (mission support, schedule accountability, and management).

f. Travel (management of expense tracking, reporting, and invoicing).

g. Contingency Plans (where appropriate).

h. Monitoring mechanisms for CONUS and OCONUS.

i. Automated Tools, Techniques, and Methods.

The Contractor shall keep the PMP up-to-date and accessible electronically at all times on a secure storage location (such as AKO or SharePoint portals) by designating individuals with controlled passwords. The Contractor shall respond to Government business relations requests

(changes in technical and contractual needs and data calls) within one work-day. The Contractor shall be prepared to brief any PMP content to the Government at short notice (within 24 hours).

6.1.1 Transition Plan. The Transition Plan shall detail the plan, staffing, and other information necessary to seamlessly transition the work performed to the Government at the conclusion of this contract. The transition activities shall minimize both loss of support and cost to the Government, and shall be performed without any interruption or degradation of any services.

Transition Plan is due 30 days before phase-out begins/ 60 days before contract conclusion. The Transition Plan shall address, at a minimum, the following areas:

a. Transition of Program Management Support and other personnel.

b. Transition of task requirements in the contract.

c. Resource requirements (personnel and budget).

d. Security Clearance actions and status.

e. Transition milestones and timeline.

f. Risk mitigation practices.

6.2 Quality Control Plan (QCP). The Contractor shall develop, implement, and maintain a quality control system which includes a written QCP. The QCP shall address methods for meeting contract performance standards and requirements delineated in section C-5, Specific Tasks. The basic principle of the QCP is to assign the Contractor responsibility for quality control.

The Contractor shall institute and maintain a capability to ensure the quality of the services required, which is articulated in its QCP. The Contractor shall apply industry standards and best practices to develop a plan that describes the inspection system to cover services listed in the PWS including, at a minimum, the method of inspection, the specific areas to be inspected, frequency of inspections, the title and organization placement of the inspection, and a baseline performance criteria for Contractor support. Quality assurance practices in program management include, at a minimum, identification of quality control factors and processes, evaluation methods, process improvement, and risk management. Initial QCP is due within 10 days after contract start date and updated throughout contract performance.

6.2.1 Satisfaction Survey. The Contractor shall include in its QCP a satisfaction survey form.

On a quarterly basis, the Contractor shall administer its QCP satisfaction survey. The Contractor shall include survey results in the next reporting period.

6.2.2 Problem Notification Report. The Contractor shall include in its QCP a plan to report problems or potential problems to the COR that affect performance under the contract within 24 hours. The report shall address, at a minimum, the nature and source of the problem;

Government action required; the impact on delivery schedules; corrective action(s) needed; and whether or not there are anticipated increases to Government costs. All Program Notification Reports shall be incorporated into the Monthly Status Report (MSR) for the next reporting period.

6.2.3 Customer Complaints. The Contractor shall include in the QCP procedures for responding to customer complaints. The Government will request customer feedback using an internal Customer Feedback Form (see Attachment D). Upon receipt of a customer complaint, the COR will immediately forward the form to the Contractor. The Contractor shall address any complaints. The Contractor shall provide appropriate response and submit to the COR.

6.3 Monthly Status Report (MSR). The Contractor shall provide the COR an MSR that analyzes the current contract status and provides current and projected contract accounting information.

The MSR shall be submitted by the 5th work-day after the close of the monthly accounting period.

The MSR shall include, at a minimum, the following elements:

a. A summary of work performed by each specific task area for the reporting period.

b. Contract Labor:

c. A summary of ODCs.

d. A summary of Travel (traveler, destination, dates, purpose and cost).

e. A summary of problems encountered and recommended solutions (see para 6.2.2).

f. A summary of problems anticipated and preventative measures.

Additionally, the Contractor shall attend a monthly program management review which discusses the MSR with the COR and Contracting Officer.

6.3.1 After Action Report (AAR). The Contractor shall provide an AAR for meetings and events attended and briefings given within five workdays of the event completion. The AARs serve as a documentation of meetings, briefings, and events and provides an overall synopsis of the discussion. The AARs shall include, at a minimum, an executive summary, objectives, and any resulting issues, resolutions, or outcomes.

6.3.2 Tactical Trip Reports. The Contractor shall provide tactical trip reports within five days of each mission completion (regardless of the trip length, purpose, or cost). Tactical trip reports shall be classified and used for OCONUS trips only. Tactical trip reports are normally completed as a team effort by the Government/Contractor field team members assigned to the mission. The Contractor shall participate in the team reporting effort. However, if a specific mission is executed by a Contractor-only team or individual, the Contractor is solely responsible for providing the tactical trip report and submitting to Government. The tactical trip reports shall include, at a minimum, the following information:

a. Executive Summary—briefly discusses purpose, support provided, observations, and mission conclusion (success).

b. Key observations—list key observations identified during the mission.

c. Mission—state mission purpose.

d. Tasks Conducted-list the tasks conducted during the mission trip (possibly identify tasks conducted by Contractor).

e. Personnel performing the tactical trip. Identify all team members with rank and position.

f. Dates and locations of the mission.

g. Mission Results: for each key observation, provide a description of the observation and any recommendations. Observations shall precisely describe what is occurring.

Assessments shall describe G2’s assessment of the situation, any support/information provided, and any issues discussed and resolved or outstanding.

Recommendations shall discuss future outlooks of the situation, dissemination of information, and potential solutions.

h. Points of Contact: Identify any key personnel met and from whom information was gathered.

i. Results achieved (i.e., synopsis of meetings, issues discussed and resolved or outstanding, tasks performed, mission accomplished).

6.3.3 Trip Reports. The Contractor shall provide trip reports within five days of each CONUS trip/mission completion (regardless of the trip length, purpose, or cost). Trip reports shall be classified or unclassified depending on nature of trip/mission purpose. The trip reports shall include, at a minimum, the following information:

a. Executive Summary—briefly discusses purpose, support provided, observations, and…