Sources_Sought_PWS-ATLD.doc

*****DRAFT PWS*****

Performance Work Statement (PWS) for Army Training and Leader Development, Office of the Deputy Chief of Staff G-3/5/7, Directorate of Training

GENERAL INFORMATION

1.1 Description of Services/Introduction: The Contractor shall provide all personnel, equipment, tools, materials, supervision, and other items and non-personal services necessary to provide Contractor Staff Support for the Office of The Director of Training, Army G-3/5/7 as defined in this PWS except as specified in section Part 3 as government furnished property and services. The Contractor shall perform to the standards in this contract.

1.2 Background:

The operating environment for the Army is complex and dynamic with the Army being both a force in transition and a force at war. The Army Training and Leader Development contract supports numerous critical training programs to include Collective Training, Training Mission Area, Functional Area Assessment, Army School System, training policy and analysis. Additionally, the Training Directorate has primary programming and budgeting responsibility for training resources within the Army. In this capacity the Training Directorate provides oversight and management for the training resource management components of applications developed and supported by HQDA.

1.3 Objectives: The Contractor shall provide subject matter experts with a focus and emphasis to providing long-term continuity with specific emphases on the planning, programming, budgeting, and execution of the programs that support resource training, and leader development requirements for the Army.

1.3.1 The Contractor shall provide technical and programmatic support for the Training Directorate. Support includes but is not limited to programmatic and analytical support for the Army Transformation, The Army School System, Leader Development, and Collective Training.

1.3.2 The Contractor shall also provide consulting and subject matter expertise to assist the Director of Training on special projects, studies and other initiatives.

1.4 Scope: The Contractor shall provide services for various activities required to ensure that the ability and means needed to support Army Training and Leader Development requirements are adequately defined, resourced and managed. This effort incorporates requirements from the Director of Training, Army G-3/5/7 for programmatic and analytical support for the Integration and Transformation, Training Mission Area (TMA), the Leader Development Program, Collective Training.

1.5 Period of Performance: The period of performance shall be for one (1) Base Year of 12 months, plus four (4) 12 month option periods.

Base Year 15 December 2015 – 14 December 2016

Option Year 1 15 December 2016 – 14 December 2017

Option Year 2 15 December 2017 – 14 December 2018

Option Year 3 15 December 2018 – 14 December 2019

Option Year 4 15 December 2019 – 14 December 2020

1.6 General Information

1.6.1 Quality Control: The contractor must submit their quality control procedures for contracting officer acceptance with their proposal, and maintain a quality program to ensure services are performed in accordance with this contract and established commercial and regulatory standards. The quality control plan must reflect the remedies offered by the contractor for non-performance. Government personnel will monitor the success of the quality program. The contractor shall effectively retain personnel with the appropriate levels of education, experience and expertise to accomplish the range of tasks described in PART 5, SPECIFIC TASKS, in order to reduce and minimize the need for the government to expend time/money/effort to retrain and re-orient new contractor personnel.

1.6.2 Quality Assurance: The government must rely on the contractor to provide quality service through maintaining an effective quality control program. However, the government representative will evaluate the contractor’s performance through various methods of surveillance. Government personnel will record all surveillance observations. When an observation indicates defective performance, the quality assurance personnel will require the contract manager on site to initial the observation. Government surveillance of tasks not listed in the PWS or by methods other than those listed in the PWS may occur during the performance period of this contract. Government Supervisors will provide monthly status reports to the COR for this project. Additionally, the government shall coordinate any necessary command clearances, approvals, and sponsorship for travel performed under this task order. The primary control mechanism for the work performed under this task order will be the COR. The contractor shall provide the COR with a monthly status report that covers what was accomplished over the last 30 days and work planned for the next 90 days for each employee. The status report is due by the 15th of the month following the month being reported.

1.6.3 Recognized Holidays: Unless otherwise directed by the customer, the Contractor is not required to work on the following Federal holidays.

Christmas Day

New Year’s Day

Martin Luther King Jr Birthday

Washington’s Birthday

Memorial Day

Independence Day

Labor Day

Columbus Day Veteran’s Day

Thanksgiving Day

1.6.4 Hours of Operation/Place of Performance: The work under this contract will be performed at a Government facility in the National Capital Region (NCR) and the Hampton Roads area. Contractor personnel are expected to conform to normal operating hours. The normal duty hours of 0800 to 1700 hours with a one hour lunch period Monday thru Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings.

The Contractor must at all times maintain an adequate work force for the uninterrupted performance of all tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the work force are essential.

1.6.5 Type of Contract: The Government anticipates award of a Firm Fixed Price contract.

1.6.6 Privacy Requirements: Privacy Act: Contractor personnel performing work under this contract may have access to information, which may be subject to the Privacy Act of 1974. The Contractor shall ensure that personnel agree to adhere to the Privacy Act of 1974, Title 5 of the U.S. Code, Section 552a and applicable agency rules and regulations. All personnel shall hold and maintain a secret level clearance. See attached DD Form 254 (Department of Defense Contract Security Classification Specification).

1.6.7. Security Requirements

1.6.7.1 Personnel Clearance. IAW DD From 254

Classification Specification: Contractor personnel working on this contract must be able to obtain a Secret Clearance. Contractor personnel will be required to complete associated security paperwork and comply with associated policies. Contractor personnel may be required to access data and information proprietary to the Government while performing on this contract. Contractor personnel may also have information of such a nature that its dissemination or use, other than in performance of this contract would be adverse to the interest of the Government or others. The Contractor shall not divulge or release data or information developed or obtained in performance of this contract except to authorized Government personnel or upon written approval of the Contracting Officer’s Representative (COR). The Contractor shall not use, disclose, or reproduce proprietary data, other than as required in the performance of this contract. The limitations above do not apply to data or information that has been made public by the Government. Further, this provision does not preclude the use of any data independently acquired by the Contractor without such limitations or prohibit an agreement at no cost to the Government between the Contractor and the data owner, which provides for greater rights to the Contractor. All products produced and their associated work papers are to be considered the property of the Government. Contractor will be responsible for completing a DD Form 254.

Contractor shall be responsible for safeguarding all Government property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured.

1.6.7.2 Physical Security. Key Control. The Contractor shall establish and implement methods of making sure all keys/key cards issued to the Contractor by the Government are not lost or misplaced and are not used by unauthorized persons. NOTE: All references to keys include key cards. No keys issued to the Contractor by the Government shall be duplicated. The Contractor shall develop procedures covering key control that shall be included in the Quality Control Plan. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The Contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the COR. Also, contractor personnel assigned to this contract on a full-time or close to full-time basis will be expected to acquire a Pentagon badge for access to the building and must be able to obtain a badge allowing unescorted access.

1.6.7.2.1. In the event keys, other than master keys, are lost or duplicated, the Contractor shall, upon direction of the Contracting Officer Representative (COR), re-key or replace the affected lock or locks; however, the Government, at its option, may replace the affected lock or locks or perform re-keying. When the replacement of locks or re-keying is performed by the Government, the total cost of re-keying or the replacement of the lock or locks shall be deducted from the monthly payment due the Contractor. In the event a master key is lost or duplicated, all locks and keys for that system shall be replaced by the Government and the total cost deducted from the monthly payment due the Contractor.

1.6.7.2.2. The Contractor shall prohibit the use of Government issued keys/key cards by any persons other than the Contractor’s employees. The Contractor shall prohibit the opening of locked areas by Contractor employees to permit entrance of persons other than Contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the COR.

1.6.7.3 Lock Combinations. The Contractor shall establish and implement methods of ensuring that all lock combinations are not revealed to unauthorized persons. The Contractor shall ensure that lock combinations are changed when personnel having access to the combinations no longer have a need to know such combinations. These procedures shall be included in the Contractor’s Quality Control Plan.

1.6.8 Key Personnel; Program Manager: The Contractor shall provide a Program Manager who shall be responsible for the performance of the work. The name of this person and an alternate who shall act for the contractor when the manager is absent shall be designated in writing to the contracting officer and the Contracting Officer Representative. The Program Manager is considered a key personnel under this contract and must comply with security requirement IAW

1.6.7.1. The Program Manager or alternate shall have full authority to act for the Contractor on all contract matters relating to daily operation of this contract. The Program Manager or alternate shall be available between the hours of 0800 to 1700 Monday thru Friday except Federal holidays or when the government facility is closed for administrative reasons.

1.6.9 Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. Contractor personnel are required to display distinguishing badges or other visible identification at all times. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that Contractor participation is appropriately disclosed.

1.6.10. Travel: Contractor personnel may be required to travel CONUS and OCONUS to accomplish tasks in this PWS. The COR’s advance concurrence to planned travel is required. Contractor will be authorized travel expenses consistent with the substantive provisions of the JTR and the limitation of funds specified in this contract. Local travel shall include destinations within the greater NCR. Travel may also be required in support of communications and transformation activities, such as attendance at related conferences and forums. All travel requires Government approval/authorization and notification to the COR.

1.6.11 TRANSITION PLAN:

The Contractor shall be responsible for providing a transition plan with his proposal, which includes the following:

1.6.11.1. Phase In- Plan which:

1.6.11.1.1. Clearly demonstrates a reasonable, realistic approach for assuming full contractual responsibility without disruption or degradation of performance during the transition period.

1.6.11.1.2. Identifies risk and proposes appropriate mitigation strategies.

1.6.11.1.3. Proposes a realistic, achievable and affordable transition schedule and staffing plan.

1.6.11.1.4. Ensures sufficient resources are on hand and available to begin work on the effort.

1.6.11.1.5. Offers an approach to ensure the availability of trained and qualified personnel.

1.6.11.2. Phase-Out Plan which:

1.6.11.2.1 Enables a smooth transition to replacement services and ensures no disruption in service when the existing contract performance period ends.

1.6.11.2.2 Provides for phase-in support for up to 14 days to the selected contractor if the incumbent contractor is not selected herein.

1.6.11.2.3 Allows for the transfer of knowledge, experience and lessons learned to the new contractor.

1.6.11.2.4 Includes a process to appropriately transfer all property, documentation, digital and hard copies of all in-progress working files, historical files, briefings for incoming personnel, timelines and standards for completion

1.6.12 Data Rights: The Government has unlimited rights to all documents/material produced under this task order. In addition, as stated in DFARS 227.7106, Contracts for Special Works, paragraph (a), the Government has a specific need to control the distribution of works first produced, created, or generated in the performance of a contract and required to be delivered under that contract. As a result, with respect to all documents and materials, to include the source codes of any software, produced under this contract, the contractor shall grant and assign to the Government, and the Government shall have, all rights and license rights identified in DFARS 252.227-7020. These documents and materials may not be used or sold by the contractor without written permission from the Contracting Officer.

1.6.13 MANPOWER REPORTING: The Office of the Assistant Secretary of the Army (Manpower & Reserve Affairs) operates and maintains a secure Army data collection site where the Contractor shall report ALL contractor manpower (including subcontractor manpower) required for performance of this contract. The Contractor is required to completely fill in all the information in the format using the following web address https://contractormanpower.army.pentagon.mil. The required information includes: (1) Contracting Office, Contracting Officer, Contracting Officer’s Representative; (2) Contract Number, including task and delivery order number; (3) Beginning and ending dates covered by reporting period; (4) Contractor name, address, phone number, e-mail address, identity of contractor employee entering data; (5) Actual direct labor hours (including sub-contractors); (6) Actual direct labor dollars paid this reporting period (including sub-contractors); (7) Total payments (including sub-contractors); (8) Predominant Federal Service Code (FSC) reflecting services provided by contractor (and separate predominant FSC for each sub-contractor if different); (9) Estimated data collection cost; (10) Organizational title associated with the Unit Identification Code (UIC) for the Army Requiring Activity (the Army Requiring Activity is responsible for providing the contractor with its UIC for the purposes of reporting this information); (11) Locations where contractor and sub-contractors perform the work (specified by zip code in the United States and nearest city, country, when in an overseas location, using standardized nomenclature provided on website); (12) Presence of deployment or contingency contract language; and (13) Number of contractor and sub-contractor employees deployed in theater this reporting period (by country). As part of its submission, the Contractor shall also provide the estimated total cost (if any) incurred to comply with this reporting requirement. Reporting period will be the period of performance not to exceed 12 months ending September 30 of each Government fiscal year and must be reported by 31 October of each calendar year. Contractors may use a direct XML data transfer to the database server or fill in the fields on the website. The XML direct transfer is a format for transferring files from a contractor’s systems to the secure web site without the need for separate data entries for each required data element at the web site. The specific formats for the XML direct transfer may be downloaded from the web site.

1.6.14 Access to Protected Information. If during the performance of this procurement contractor personnel obtain access by any means to protected information, including, but not limited to, trade secrets or proprietary information of other contractors, Government source selection information, Privacy Act information, or any other information with distribution limited by the Government, contractor personnel shall in no way divulge any such information except as it relates to the performance of this procurement within (requiring activity name) itself, or shall not otherwise use or disclose this information for their personnel gain, the gain of their employer, or the gain of anyone else. The Contractor shall notify the KO of any potential organizational conflicts of interest created by any such access. However, a nondisclosure agreement will not overcome an Organizational Conflict of Interest (OCI) as defined in FAR part 9.5. Moreover, compliance with the Trade Secrets Act requires the consent of the owner of the proprietary information before another non-federal entity may be allowed access to such information. Accordingly, all Government contractors are required to mark their proprietary information and any time the Contractor is given access to such marked information it is incumbent upon the Contractor to inform the Contracting Officer of the access. Contractor personnel will ordinarily be required to sign a nondisclosure agreement before starting work under the contract. Failure to comply with this clause shall be deemed adequate cause for the removal of a contractor employee from employment with the Contractor. The Contractor’s employment contracts with their employees shall include a provision to provide for the removal under these conditions.

PART 2

Definitions & Acronyms

2.0 Definitions

PWS – Performance Work Statement

Army Contracting Command – National Capital Region (ACC-NCR) Contracting Officer’s Representative (COR): A representative from the requiring activity assigned by the Contracting Officer to perform surveillance and to act as liaison to the contractor

Defective Service. A service output that does not meet the standard of performance associated with it in the Performance Work Statement.

Quality Assurance Surveillance Plan (QASP). An organized written document specifying the surveillance methodology to be used for surveillance of contractor performance.

Quality Control. Those actions taken by a contractor to control the performance of services so that they meet the requirements of the PWS.

Quality Assurance. Those actions taken by the government to assure services meet the requirements of the Performance Work Statement.

ACRONYMS FOR ARMY TRAINING AND LEADER DEVELOPMENT PROJECT

Acronym Description

ACE - Advanced Collaborative Environment ACP - Army Campaign Plan ACSIM - Assistant Chief of Staff Information Management

ADL - Army Distributed Learning

AKEA - Army Knowledge Enterprise Architecture

AR - Army Regulation

ARFORGEN - Army Force Generation AROC - Army Requirements Oversight Council ARSTAF - Army Staff AR2B - Army Resource Requirements Board ASA(ALT) - Assistant Secretary of the Army (Acquisition, Logistic, and Technology) ASCC - Army Service Component Command ATIA - Army Training Information Architecture ATSC - Army Training Support Center AAWO - Army Asymmetric Warfare Office BCKS - Battle Command Knowledge System BES - Budget Estimate Submission BRAC - Base Realignment and Closure BCTC - Battle Command Training Center BCTSP - Battle Command Training Support Program BOIP - Basis of Issue Plan CALL - Center for Army Lessons Learned CDD - Capabilities Development Documents COR - Contracting Officer’s Representative CPD - Capabilities Production Documents CTC - Combat Training Center C4ISR - Command, Control, Communications, Computers, Intelligence, Surveillance & Reconnaissance DOD - Department of Defense DOT - Director of Training D/DOT - Deputy Director of Training DOTMLPF - Doctrine, Organization, Training, Material, Leadership and Education, Personnel Facilities E&T JCSG - Education and Training Joint Cross-Service Group EBCT - Evaluation Brigade Combat Team ETC - Exportable Training Capability Army FCS - Future Combat Systems FF - Future Force FCS - Future Combat Systems FFID - Future Force Integration Directorate FORSCOM - U.S. Forces Command GFE - Government Furnished Equipment GFI - Government Furnished Information GOSC - General Officer Steering Committee

MSC - Military Sealift Command MTSA - Military Training Specific Allotment MTSS - Military Training Service Support NCOES - Noncommissioned Officer Education System OES - Officer Education System PBD - Program Budget Decision ORD - Operational Requirements Documents P-DOTLMLPF - Policy, Doctrine, Organization, Training, Material, Leadership and Education, Personnel, and Facilities PEG - Program Evaluation Group PEO - Program Executive Officer PM - Program Manager PMG - Provost Marshall General PMR - Program Management Review PPBE - Planning, Programming, Budgeting and Execution POM - Program Objective Memorandum POV - Privately Owned Vehicle QFRs - Quarterly Futures Reviews ORD - Operational Requirements Documents RIWG - Requirements Integration Working Groups RTLP - Range and Training Land Program SAID - Strategic Architecture and Infrastructure SBCT - Stryker Brigade Combat Team SIMTECH - Simulation Technology SMART - Simulation and Modeling for Acquisition Requirements Training SMDR - Structure Manning Decision Review SME - Subject Matter Expert SRP - Soldier Readiness Program

SRS - Strategic Readiness System SSO - System Synchronization Officers STRI - Simulation, Training and Instrumentation STRAC - Standards in Training Commission STRAP - System Training Plan STSP - Soldier Training Support Programs TADSS - Training Aids, Devices, Simulators and Simulations TASS - The Army School System TEMO - Training Exercise and Military Operations TLGOSC - Training & Leader Development General Officer Steering Committee TMA - Training Mission Area TPIO-L - TRADOC Program Integration Office - Live TRADOC - US Army Training and Doctrine Command TRAP - Training Resource Arbitration Panel TRC - Collective Training Division TRI - Institutional Training Division TRL - Leader Development Division TRS - Training Simulations Division TRV - Civilian Leader Development Division TRX - Transformation Division TSS - Training Support Systems Integration TSWG - Training Support Working Groups T2 - Training Transformation UA - Unit of Action USAREUR - U.S. Army Europe USJFCOM - United States Joint Forces Command WOES - Warrant Officer Education System

PART 3

GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, AND SERVICES

3.1 GENERAL: The Government shall provide, the facilities, equipment, materials, and/or services listed below.

3.1.1 Contractor personnel shall be responsible for all equipment issued and will maintain equipment in accordance with set standards. Government equipment will be use only in the performance of the requirements of this contract. Equipment shall not leave the building without prior approval of the COR and issue of a hand receipt. Contractor personnel will not modify or install software to computer equipment without prior approval by the government.

3.2. Utilities. All utilities in the facility will be available for the Contractor’s use in performance of duties outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The Contractor shall be responsible for operating under conditions that preclude the waste of utilities.

3.3 Facilities: The Government will furnish the necessary workspace for the contractor staff to provide the support outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment. The Contractor shall have access to Government web sites, regulations and technical manuals. Government furnished items shall not be used for any project other than these tasks.

PART 4

CONTRACTOR FURNISHED ITEMS AND SERVICES

4.1 General: Except for those items specifically stated to be government furnished in Section C-3, the contractor shall furnish everything required to perform this PWS.

PART 5

SPECIFIC TASKS

5.1 BASIC SERVICES. The Contractor shall provide technical and programmatic support for the Training Directorate. Support includes but is not limited to program management, technical assistance, and subject matter expertise directly supporting the Army Campaign Plan training and integration lead, Army Training and Leader Development Guidance and Strategy in support of the Chief of Staff, Army (CSA).

Training of the Afghanistan and Pakistan (AFPAK) Hands, have been implemented by all services using the following:

• Army Joint Capability Integration Development System (JCIDS);

• Policy integration analysis for Non-commissioned Officer and Officer Leader Development;

• and Foreign Language Culture and training resources for the Defense Language Institute.

The contractor shall also provide personnel who are highly qualified with operational, technical, analytical, and training experience and skill sets. This will provide long-term continuity in each division of the Training Directorate.

Specific emphasis are on the planning, programming, budgeting, implementation, integration, and execution of the programs that support and resource Army training, and leader development requirements in the field and at TRADOC institutions near and long-term. The Contractor shall be required to attend technical coordination meetings and briefings as determined by the COR. The Contractor shall also provide consulting and subject matter expertise to assist the Director of Training on special projects, studies and other initiatives. The contractor shall provide:

5.1.1. The Defense Language Program (TDLP). Contractor shall support TDLP and Army Language and Culture programs. At a minimum, primary effort shall include the following:

5.1.1.1. Responsible for the implementation and integration of policy, doctrine, organization, training, materiel, leadership and education, personnel, and facilities (P-DOTLMLPF) solutions to enhance the mission of the Army G-3/5/7.

5.1.1.2. Analyze and provide information related to foreign language training program and budget issues for Army leadership, Training Program Evaluation Group, Director of Training, and Military Decision Package (MDEP) TDLP manager.

5.1.1.3. Compile and analyze data related to the Army's responsibility as the Executive Agent for the Defense Language Institute Foreign Language Center.

5.1.1.4. Prepare and present briefings to Army leadership, DoD, and Congressional staffs on topics related to foreign language training and resources.

5.1.1.5. Review resource requirements and funding positions and provide analysis on all resource positions in the Planning Programming, Budget execution cycle (includes program budget review).

5.1.1.6 Analyze requirements and represent language training in the Structure Manning Decision Review (SMDR).

5.1.1.7 Prepare narrative and data input for Congressional Justification Books to support the budget request for foreign language training.

5.1.1.8 Reviewing and revising regulations, policy, procedure, doctrine and field manuals, and coordinating their implementation.

5.1.1.9 Responsible for supporting the planning, preparation, implementation and after action reviews for conferences/forums/meetings.

5.1.1.10 Preparing the Army Leaders for Congressional inquiries and other key meetings.

5.1.1.11 Preparing executive summaries, information papers, briefings, and other correspondence.

5.1.2. Support for the Army Campaign Plan. Senior Army Campaign Plan Training Integration and Transformation Analyst for the Army Training Directorate (DAMO-TR) responsible for analyzing, coordination, synchronizing, briefing, facilitating, and integrating myriad training and leader development requirements in the Army Campaign Plan (ACP) forums in support of The Army Plan (TAP). At a minimum, primary effort shall include the following:

5.1.2.1. Subject Matter Expert (SME) analysis and integration of training and leader development requirements to The Army Plan, Army Vision (AV), Army Strategic Plan (ASP), Army Programming Guidance Memorandum (APGM), and the Army Campaign Plan (ACP).

5.1.2.2. Army Campaign Plan.

5.1.2.2.1. Manage the training and leader development requirements supporting the Army Campaign Plan for the Directorate of Training, Army staff agencies, Army Commands, ASCCs, and DRUs.

5.1.2.2.2. Integrate and synchronize ACP major actions across all eight Divisions within the Training Directorate.

5.1.2.2.3. Coordinate with HQDA G-3/5/7 Army Transformation Office (DAMO-ZT) on all ACP-training related issues for DAMO-TR.

5.1.2.2.4. Provide analysis and recommendations in support of the ACP; monitor annual priorities and initiatives from the Army senior leaders that require measureable endstates or decisions in the year of execution in the Strategic Efforts (SEs) forum.

5.1.2.2.5. Synchronize and coordinate DAMO-TR equities to support SEs and other training related topics for senior leader ACP updates.

5.1.2.2.6. Participate in ACP Council of Colonels (CoC), Operational Planning Teams (OPTs), General Officer Steering Committee (GOSC), Army Management Action Groups (AMAGs), and senior leader updates.

5.1.2.2.7. Responsible for preparing the DAMO-TR senior leaders on ACP IPR/GOSC/AMAG meetings.

5.1.2.2.8. Support Director of Training with strategic communications, preparing special projects, and briefings.

5.1.2.2.9. Review and analyze Strategic Defense Policies, DoD, Joint, and Army foundational documents to extract guidance pertaining to Army Training.

5.1.2.3. SME for the coordination with all DAMO-TR Divisions on ACP documentation:

5.1.2.3.1. Manage DAMO-TR input for ACP Development.

5.1.2.3.2. Manage ACP EXORD/FRAGO and Special Topic taskers.

5.1.2.4. Manage senior leader Performance Assessment Update:

5.1.2.4.1. Serve as DAMO-TR POC with ASA (M&RA).

5.1.2.4.2. Manage DAMO-TR Strategy Map Campaign Objective 4.0 and other Major Objectives.

5.1.2.4.3. Serve as DAMO-TR POC for Major Objective Performance Assessments with ASA (M&RA)/US/VCSA.

5.1.2.5. Manage TRADOC Quarterly Future Reviews (QFR):

5.1.2.5.1. Serve as the ACP SME for Training Directorate senior leaders.

5.1.2.5.2. Prepare briefings/information papers to inform the Director of Training on QFR training issues.

5.1.2.5.3. Coordinate meetings, briefings, time locations, and all support requirements for on-site and video teleconference (VTC) meetings.

5.1.2.6. Provide administrative and staff support to various Training forums for the Army Training Summits.

5.1.2.7. Forecast, assess, develop, and manage a wide range of training and leader development projects. Attend Army Leader Development Forums and provide advice and recommendations to the Training Integration and Transformation Division Chief.

5.1.2.8. Maintain situational awareness and analysis to the Training Directorate on training and leader development lessons learned from Army and Joint sources.

5.1.2.9. Represent the Training Directorate (DAMO-TR) interests as primary or alternate point of contact for various Army G-3/5/7-led projects, programs, and strategic efforts.

5.1.2.10. Prepare professional-grade executive summaries, information papers, plans, briefings, and correspondence as required in support of Army Campaign Plan and related efforts.

5.1.3. Support for Army Capabilities and Requirements Training Integration. The Senior Army Analyst for the Integration and Transformation Division, HQDA G-3/5/7 Training Directorate responsible for analyzing, coordinating, synchronizing, briefing, facilitating, and integrating training and leader development requirements and capability documents. These requirements are found in Army Requirements Documents, DOTMLPF Change Requests, Cost Analysis Requirements Descriptions, Life Cycle Sustainment Plans, and other official doctrine, policy, and procedure documents in accordance with Department of Defense Instructions (DoDI) 5000 series publications and AR 350-1. At a minimum, primary effort shall include the following:

5.1.3.1. Manage the coordination and integration of the Joint Capabilities Integration Development System (JCIDS) Requirements Documents. This effort requires daily entry into the Capabilities Management System (CAMS) and the Army Requirement Oversight Council (AROC) to receive, log, track, and prepare requirements documents for Army wide staffing.

5.1.3.1.1. Manage the contents of acquisition requirements documents, such as Initial Capabilities Documents, Capabilities Development Documents, and Capabilities Production Documents.

5.1.3.1.2. Provide an efficient distribution of electronic documents, using the Capabilities and AROC (Army Requirements Oversight Council) Management System (CAMS), the network system used by Headquarters, Department of the Army for staffing of capabilities documents.

5.1.3.1.3. The SME for the Defense Acquisition Process and be familiar with the structure of requirements documents in order to conduct coordination with the OSD, Joint Staff, and the activities of the Joint Training functional Capabilities Board.

5.1.3.1.4. The SME of training capabilities issues associated with them in support of the Training Directorate.

5.1.3.2. Manage the coordination and integration of Cost Analysis Requirements Documents (CARD) to ensure Training Equities are considered as part of the Sustainment Cost of New Equipment in establishing an Army Program Baseline (APB) and a program Army Cost Position (ACP) with several other HQDA primary agency offices with primary focus in G-4, G-8 ASA (ALT), G-1 and the Program Executive Office of the Program Manager

5.1.3.2.1. Participate in CARD Work Groups as required.

5.1.3.2.2. Provide SME of both the processes and policies of the Training (TT) and Equipping (EE) Program Executive Groups (PEGs).

5.1.3.2.3. Coordinate and recommend appropriate action when issues arise with OPTEMPO, System/Non-system Training Aides, Devices, Simulators, and Simulations (TADSS), munitions, Combat Training Center, institutional training, or training infrastructure (training support systems.)

5.1.3.2.4. Lead representative for the Training Directorate’s participation in the Army Cost Review Board process.

5.1.3.3. Prepare the G-3 Training Representative to participate in Senior Army Leader Forums requiring detailed knowledge of the Training Equities for a new or existing Army Program by providing analysis and producing point/information/white papers and decision briefs, and other correspondence as required.

5.1.3.3.1. Prepare briefings, draft documents, or correspondence that provides the government with a precise and professional statement of the desired information.

5.1.3.3.2. Provide analysis and feedback on the various policy and decision-making forums where an advocate of the Training Directorate is needed to include but not limited to the Quarterly Futures Reviews (QFRs), Weapon Systems Reviews (WSRs), Army Capability Reviews (ACRs), Mission Command forums, and the Army Requirements Oversight Council (AROC).

5.1.3.4. Provide liaison and analysis to the G-3 Training Representative through the HQDA G-8 System Synchronization Office (SSO) and Army Brigade Modernization Command (BMC) for the system capability and requirements development for Army Training.

5.1.3.4.1. Coordinate with Army staff stakeholders, particularly the G-8 Force Development System Synchronization Officers (SSOs) and ASA (ALT) Department of the Army System Coordinators (CASCs), in order to integrate training requirements.

5.1.3.4.2. Provide SME on the requirements and priorities of Army training and leader development on behalf of the Director of Training, and advise both Support System Officer (SSO) and Department of the Army System Coordinator (DASC) on system-specific training requirements for their programs.

5.1.3.5. Prepare professional-grade executive summaries, information papers, plans, briefings, and correspondence as required in support of Army Capabilities and Requirements Training Integration and related efforts.

5.1.3.6. Represent the Training Directorate (DAMO-TR) interests as primary or alternate point of contact for various Army G-3/5/7-led projects, programs, and strategic efforts.

5.1.3.7. Maintain situational awareness and analysis to the Training Directorate on training and leader development lessons learned from Army and Joint sources.

5.1.3.8. Coordinate meetings, briefings, time locations, and all support requirements for on-site and video teleconference (VTC) meetings.

5.1.4. Training and Leader Development Integration. Contractor shall support the Training and Leader Development Integration. At a minimum, primary effort shall include the following:

5.1.4.1. Synchronizing and integrating leader development actions throughout the Training Directorate, working in cooperation with the Division Chief of the Training and Leader Development Division.

5.1.4.2. Forecasting, assessing, developing, and managing leader development and training readiness issues.

5.1.4.3. Analyzing and assessing the implementation and impact on leader development within the context of the Training and General Officer Steering Committee (TGOSC).

5.1.4.4. Providing analysis and support to the development and implementation of training and leader development metrics for Army Strategic Readiness System.

5.1.4.5. Coordinating metrics reporting for Strategic Readiness Update (SRU) with appropriate Army Staff and ASCCs.

5.1.4.6. Providing support for the review and revision of Army doctrine, policies and regulations concerning leader development and training.

5.1.4.7. Providing support for Army efforts to identify resource training and leader development requirements resulting from the AOC, Human Dimension, F2025, and Beyond, and the Army University.

5.1.4.8. Providing support for coordination and integration of Army science and technology efforts with the Army Training Strategy and other leader development priorities.

5.1.4.9. Providing support for the Director of Training’s input to Army Science Board studies.

5.1.4.10. Providing analysis and support for staffing Army and Joint acquisition efforts that impact on training and leader development.

5.1.4.11. Monitoring and providing assessments to the Training Directorate on leader development lessons learned from Army and Joint sources.

5.1.4.12. Providing analysis and recommendations on the impact to leader development and training of new Army personnel management programs.

5.1.4.13. Preparing executive summaries, information papers, plans, briefings, and correspondence as required.

5.1.5. Officer Leader Development Program. Contractor shall support the Officer Leader Development program. At a minimum, primary effort shall include the following:

5.1.5.1. Forecasting, assessing, developing and managing the requirements of the Officer Leader Development programs.

5.1.5.2. Conducting review and revision of officer leader development regulations, policy, procedure, doctrine and field manuals, and coordinate their implementation with ASCCs and other agencies.

5.1.5.3. Ensuring officer leader development resource requirements are understood and, where applicable, planned, programmed, and budgeted during the PPBE process.

5.1.5.4. Preparing executive summaries, information papers, briefings, and correspondence as required.

5.1.5.5. Contractor shall support the Officer Leader Development program. At a minimum, primary effort shall include the following:

5.1.5.5.1. Integrating and synchronizing training and leader development at training institutions.

5.1.5.5.2. Assessing, developing and managing the needs of the Officer Leader Development programs that support the Army's leader development strategy.

5.1.14.5.3. Assisting with the review and revision of officer leader development regulations, policy, procedure, doctrine and field manuals, and coordinating their implementation with HQDA staff, major commands and other agencies.

5.1.14.5.4. Integrating, coordinating, and synchronizing the General Officer Steering Committee (TGOSC) (quarterly basis).

Integrating, coordinating, and synchronizing the 3-Star TGOSC (follows each TGOSC).

Integrating, coordinating, and synchronizing the Combined Training Council of Colonels (COC) process (quarterly basis).

Integrating, coordinating, and synchronizing the Integration Forum (follows each COC).

Integrating, coordinating, and synchronizing the Chief of Staff of the Army’s (CSA) annual Army Training and Leader Development Conference (ATLDC), hosted annually.

Integrating, coordinating, and synchronizing the Strategic Readiness Update (SRU) Professional Military Education (PME) backlog and quota utilization.

Integrating, coordinating, and synchronizing the Army Learning Coordination Council.

Integrating, coordinating, and synchronizing the Army Leader Development Quarterly (ALDQ) VTC.

Integrating, coordinating, and synchronizing the Army Profession and Leader Development Forum (APLDF).

5.1.5.5.5 Providing analysis, forecasting future requirements for the Officer Corps that include resource requirements and synchronizing leader development efforts in support of Army force generation to ensure the development of leaders capable of success within the full spectrum of operations.

5.1.5.5.6. Integrating and coordinating joint, interagency, intergovernmental, and multinational operational Training and Leader Development requirements as necessary.

5.1.5.6 Contractor shall support execution of Officer Leader Development programs. At a minimum, primary effort shall include the following:

5.1.5.6.1. Reviewing and updating Army publications related to training leader development.

5.1.5.6.2. Forecasting, assessing, developing and managing the needs of the Officer Leader Development programs that support today’s leader model and the developing model for the Future Force.

5.1.5.6.3. Assisting in the review and revision of officer leader development regulations, policy, procedure, doctrine and field manuals, and coordinating their implementation with major commands and other agencies.

5.1.5.6.4. Ensuring officer leader development resource requirements are understood and, where applicable, PPBE throughout the year.

5.1.6. Joint National Training Capability (JNTC). Contractor shall support the JNTC and DoD Training Transformation (T2) programs. At a minimum, primary effort shall include the following:

5.1.6.1. Supporting the JNTC program, operations activities and related DOD Training Transformation activity oversight.

5.1.6.2. Providing support for operations, program and information management.

5.1.6.3. Providing support for training strategy development, training program identification, Army exercise integration and inter-service coordination.

5.1.6.4. Coordinating the program and operations functions, assisting with program planning, and providing advice and analysis in support of the development of effective training and learning technologies which fulfill Army Training requirements, to include emerging live, virtual and constructive training support programs.

5.1.6.5. Coordinating and synchronizing technical support issues with the Joint Warfighting Center and Joint Management Office for JNTC.

5.1.6.6. Supporting Training Transformation through detailed analysis and continuous review of learning programs.

5.1.6.7. Preparing executive level correspondence for program-related issues supporting budget estimates, reviews and decisions.

5.1.6.8. Providing customer representation in Headquarters Army Level working groups to support training integration and synchronization within programs.

PART 6

APPLICABLE PUBLICATIONS

6.1 Publications applicable to this PWS include Army regulations and field manuals for training and doctrine. At a minimum, the contractor must be familiar with the regulations listed below. All publications listed are available via the Internet at the specified e-mail address at http://www.army.mil/usapa AR 135 (entire series)

AR 140 (entire series)

AR 350 (entire series)

AR 351 (entire series)

AR 525 (entire series)

AR 621 (entire series)

AR 680-50

TECHNICAL EXHIBIT 1

Performance Requirements Summary The contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement. These thresholds are critical to mission success.

Threshold Method of Surveillance

PRS#1

The contractor shall provide support the Defense Language Program.

Para 5.1.1 Complies with AR

135(series), AR140 (series), AR 350(series), AR 351(series), and Chief Transformation Division policies and guidance.

No more than two revisions.

100 Percent Inspection by the Chief, Leader Development Division, Deputy Director of Training or Director of Training of products developed.

PRS#2

The contractor shall provide support the Army Campaign Plan.

Para 5.1.2 Complies with AR 135(series), AR140 (series), AR 350(series), AR

351(series), and Chief Transformation

Division policies and guidance.

No more than two revisions.

100 Percent Inspection by the Chief, Transformation Division, Deputy Director of Training or Director of Training of products developed.

PRS#3

The contractor shall provide Army Capabilities and Requirements Training Integration.

Para 5.1.3 Complies with AR

350(series) and Chief Transformation

Division policies and guidance.

No more than two revisions.

100 Percent Inspection by the Chief, Transformation Division, Deputy Director of Training or Director of Training of products developed.

PRS#4

The contractor shall provide support of the Training and Leader Development Integration.

Para 5.1.4 Complies with AR

350(series), AR

351(series), AR621 (series) and Chief Transformation Division policies and guidance.

No more than two revisions.

100 Percent Inspection by the Chief, Transformation Division, Deputy Director of Training or Director of Training of products developed.

PRS#5

The contractor shall provide Officer Leader Development Program support

Para 5.1.5

PRS#6

The contractor shall provide Joint National Training Capability (JNTC) and DoD Training Transformation (T2) support.

Para 5.1.6

TECHNICAL EXHIBIT 2

DELIVERABLES SCHEDULE

POLICY, PROCEDURAL AND PROGRAM DOCUMENTS

PARA: 5.1, 5.1.2, 5.1.3, 5.1.4, 5.1.5, AND 5.1.6

WRITTEN REVIEWS

PARA: 5.1, 5.1.2, 5.1.3, 5.1.4, 5.1.5, AND 5.1.6

ATTEND CONFERENCES, WORKSHOPS, MEETINGS, PREPARE TRIP REPORTS, INFORMATION PAPERS, BRIEFING, AND OTHER CORRESPONDENCE, CONDUCT ANALYSIS, AND PERFORM ASSESSMENT

PARA: 5.1, 5.1.2, 5.1.3, 5.1.4, 5.1.5, AND 5.1.6