A02_DRAFT_PWS_ATM_28_June_2019.docx

28 May 2019

PERFORMANCE WORK STATEMENT (PWS)

Army Training Models

Part 1 Introduction

1.1. Description of Services/Introduction: The Headquarters, Department of the Army (HQDA) Deputy Chief of Staff Operations, Directorate for Training G-3/7, is the functional proponent for Army Training and for strategic resourcing within the framework of the Planning, Programming, Budgeting, and Execution (PPBE) process. The G-3/7 has sponsored the development of a suite of software applications to answer these questions. In this capacity, the G-3/7 Training Directorate provides oversight and management for the training resource applications developed and supported outside HQDA.

1.2. Background: These applications are collectively referred to as the Army Training Models (ATM). The ATM contract supports critical training programs to include collective training, operational readiness, and institutional training. These models provide analytical support to develop funding requirements for Army-wide collective and individual training and are used to support resource decision making within the PPBE at HQDA and in subordinate commands. The ATM contract provides critical support needed to develop and defend training and operational readiness resource requirements and funding strategies for Army training programs consistent with Army Policies and Priorities in The Army Plan and to meet the time-lines of the PPBE process.

1.3 Objectives: The Contractor shall provide subject matter experts with a focus and emphasis to providing experience and continuity with specific emphases on the planning, programming, budgeting, and execution of the programs that support and resource a wide range of 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 OPTEMPO, Institutional Training, Network support, and Intelligence programs.

1.4 Scope: The Contractor shall provide services for various activities required to ensure that the ability and means needed to support Army Training 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.

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 6 May 2020 – 5 May 2021 Option Year 1 6 May 2021 – 5 May 2022 Option Year 2 6 May 2022 – 5 May 2023 Option Year 3 6 May 2023 – 5 May 2024 Option Year 4 6 May 2024 – 5 May 2025

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 Pentagon, Training Directorate, room 2D639 and the vendor’s location. 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 and maintain 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 authorize 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.

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 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 the 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 45 working 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 following data rights and intellectual property clauses are applicable to this requirement and included in Section I:

2013)

The Government has unlimited rights to all documents/material produced under this contract. All documents and materials, to include the source codes of any software, produced under this contract shall be Government owned and are the property of the Government with all rights and privileges of ownership/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 shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights under the applicable Data Rights clause, DFARS 252.227-7020.

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 the Army, 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. 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 KO 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 Total Army Integration

2.1 The ATM must meet the needs of stakeholders at all levels in order for HQDA to synchronize training and operational readiness resource management across the Army and ensure that the training management community applies a consistent training resource management methodology. The ATM are used to provide input to internal applications by Forces Command (FORSCOM), Training and Doctrine Command (TRADOC) and US Army Special Operations Command (USASOC). The ATM also support and receive input from the Army Centers of Excellence (CoEs), Deputy Assistant Secretary of the Army for Cost & Economics (DASA-CE) and HQDA. The Army National Guard and the Office of the Chief, Army Reserve, along with their subordinate commands, use the ATM for decision support analysis and to make recommendations across all phases of Planning, Programming, Budgeting, and Execution.

2.2. Due to the broad usage of the Army Training Models, the Contractor will frequently interact with these stakeholders, receive data and feedback from them, and (when approved) make improvements to the software applications to support them. Any proposed modifications to the ATM that emanate from stakeholder feedback must be coordinated with the Contracting Officer’s Representative in HQDA, Office of the Deputy Chief of Staff, G3/5/7, Training Directorate (DAMO-TR) and approved by the Contracting Officer (KO) prior to formal inclusion in the model. The Contractor shall ensure no development work duplicates or is incompatible with other ATM features.

Part 3 Objectives

3.1. The overarching objective of the ATM is to provide a common understanding of training resource requirements and funding across the Army by formalizing the HQDA standard methodology for training resource management. The ATM consist of an information management system along with three primary models and a collection of enabling sub-applications.

3.2. The Training Resource Model Information System (TRMIS) is the user interface by which stakeholders access information produced by the ATM, planning factors, ATM inputs, and training execution data used to validate the models.

3.2.1. The Training Resource Model (TRM) determines the resource requirements needed for operational units to perform their collective training and operations. Sub-applications of TRM include, but are not limited to:

3.2.1.1 The Battalion Level Training Model (BLTM) which defines activities performed by individual unit types, organizations, or entities and

3.2.1.2. The Man-Day Model (MRM) which defines training days required above the statutory 39 days a year for the reserve component.

3.2.2. The Aviation Training Resource Model (ATRM) determines the resource requirements needed for aviation units to perform their training and operations.

3.2.3. The Institutional Training Resource Model (ITRM) determines the resource requirements needed to send individual students to training at Army schools. Sub-applications of ITRM include, but are not limited to:

3.2.3.1. The Course Level Training Module (CLTM) which documents Program of Instruction (POI) data,

3.2.3.2. The Analytical Work Space Module (AWS-M) which facilitates information sharing between HQDA and TRADOC, and

3.2.3.3. WEB-PC which calculates necessary cost factors.

3.2.4. Resource Prioritization Database (1-n) which functions as a resource module for the management of Operations and Maintenance, Army (OMA) and Reserve Personnel, Army (RPA) requirements.

3.3. Extension of these applications and methodologies to subordinate commands provides a consistent, credible methodology for calculating and presenting training resource requirements. These utilities support cost factor processing, force structure processing, modernization plans, and other key input data sources.

Part 4 Operating Environment

4.1. The operating environment that this contract supports is complex and dynamic. Analysis supported under this contract is time-sensitive and may require rapid adjustments based upon changing user inputs or output needs. The Army continually adapts to meet changing conditions. In order to remain relevant, the ATM must adapt accordingly. Sources of change may include, but are not limited to, changes to force structure (both operational and generating force), training strategies, authorized equipment, deployment strategies, and cost factors.

4.2. Doctrinal shifts changing the size, composition, stationing, and readiness standards of Army units, coupled with deployment of integrated, virtual training simulations will continue to dictate changes to the estimation of training resource requirements. The software must be capable of supporting revision to training strategies such as the Army Force Generation (ARFORGEN) model or any other emerging Army strategy. Changes to Army budget data elements such as Management Decision Execution Package (MDEP), Army Management Structure Code (AMSCO), Dollar Type, Object Classes, and training readiness definitions will require the ATM to adapt accordingly. This will require the contractor to adapt these software programs and models to changing Army data structures and environments

4.3. Reports will continue to evolve to meet changing needs for data to articulate training resource requirements to agencies outside the Department of the Army, within the Army Staff and to disseminate guidance to subordinate Army Commands. These revisions will cause the Army to reassess the outputs of the ATM to ensure they are responsive to Senior Leader needs.

4.4. As a result, the Contractor requires expertise in training resource requirements development, training, force management, logistics and financial policy and systems analysis as well as fluency in the development of appropriate software tools to facilitate data analysis and training resource management. These skills are necessary to anticipate, conceptualize, and implement changes to the ATM rapidly and effectively. As a general statement, all contractor requested travel and hiring actions shall be coordinated with the COR.

Part 5 Specific Tasks

5.1. This Performance Work Statement covers the full spectrum of software support and maintenance within the full suite of ATM, and establishes the baseline for any major software modifications. The contractor shall furnish the necessary personnel, functional support, software, materials, facilities and other services as may be required to perform the work contained in this PWS.

5.2 BASIC TASKS.

Tasks performed on this contract generally fall within one of four categories. These categories are (1) Software maintenance, (2) Software development, (3) Training, (4) Custom Analysis.

5.2.1. Software Maintenance:

The Contractor will maintain all software necessary to accomplish the objectives of this contract. Software maintenance includes routine enhancements to existing applications. As technology advances, the contractor will migrate the software applications as directed by the COR. The contractor is responsible for maintaining DoD Information Assurance Certification and Accreditation Process (DIACAP) and documenting all ATM models and utilities for end users.

5.2.2. Software Development

5.2.2.1. In addition to existing applications, other applications are emerging to capture information, introduce new technologies, and to better disseminate and share sensitive Operational Tempo (OPTEMPO) resource decisions. Though they perform many different functions, these ATM applications are structured to operate within a common technical architecture where software code is a shared resource among multiple applications.

5.2.2.2. Shared code is efficient by design; the successful Contractor must ensure that this approach is also effective in meeting the needs of the diverse client community supported by this project.

5.2.2.3. A key feature of this requirement’s definition process is the establishment of a linkage between the force structure contained in the TRM and the force being supported within the ITRM. This linkage is critical to ensuring that all training resource requirements are based upon common force structure decisions. Outputs of the ITRM include a projection of anticipated student workload based upon a given force structure and the costs associated with the courses anticipated to be required to support that force.

5.2,3. Development Objectives: Consistent with available time and resources, the COR will prioritize development projects which may include the following:

- Continue any work associated with migration to the cloud. (as required by the government)

- Linking ATM reports to Program Optimization and Budget Evaluation (PROBE) in order to load worksets directly from TRMIS.

-Automating the reconciliation process -Developing a user interface to resolve “Z-lines” collaboratively between HQDA and other stakeholders -Developing a user interface to conduct cut drills and excursions (either funding based or end strength based) -Developing and updating as appropriate an application that tracks OPTEMPO and other training or operational readiness resources.

-Developing a user interface which allows the comparison of two non-sequential ATM positions.

-Developing a capability to produce POM and budget reports, and produce historical program reports across 15 or more years for Army Senior Leaders (ASL), HQDA, and Army Materiel Command (AMC), Assistant Secretary of the Army (Acquisition, Logistics, & Technology (ASA (ALT)), and others -Developing a user interface which allows users at all levels to drill down into the drivers and factors underpinning specific data. Be able to quantify the impact of updating these drivers and factors on training or operational readiness resources.

-Developing a capability to project Training Equipment Maintenance resource requirements for use in Budget Formulation and Execution.

5.2.4. Training. Training includes providing materials for understanding the ATM and providing live instruction on the ATM. The Contractor shall publish a data dictionary which defines all fields used in the ATM. The data dictionary will include a list of all valid data elements for each field along with their meaning. The Contractor shall provide ATM information briefings to stakeholder staff as deemed necessary by the COR. The Contractor shall provide information briefings and assistance visits to stakeholder locations (determined by the COR) which experience ATM reporting problems or require ATM training.

5.2.5. Custom Analysis. The Contractor will provide direct on-site, analytical support to the DAMO-TR. This analytical support satisfies analytical requirements which cannot be accomplished by users through the use of TRMIS. Custom analysis which is performed routinely will be reported to the COR so that it can be used to inform software development priorities. Database maintenance requires the contractor to understand the Army data inputs and to conform the inputs from all required systems that support the ATM. This includes data structure changes, converting data to input into ATM, and data outputs to supported systems.

5.3. Specified Tasks

5.3.1. The three specified tasks are Populate, Update Per Capita Rates, and Reconcile data. The Contractor shall populate the ATM with financial (requirements and funding), force structure (manning and equipment), training strategies, cost factors, command requirements, workload and student data and conduct focused, functional and technical analyses in support of Program Development and Budget Formulation and Execution.

5.3.2. Working through the COR, the Contractor will annually execute a data call to update to all Per Capita cost factors. Once collected, the Contractor will review the data for completeness and validity and present to the COR for validation. The Contractor will assist government SMEs as they research and explain any significant variations from the previous year’s data. Once the data is validated, the Contractor will compute the Per Capita rates which will then be delivered to the COR. Development of the Per Capita rates must consider financial (one-time and enduring obligations and Special Items of Interest (SIIs) and workload (population and student load) data. The Contractor shall report any shortfalls experienced during the data collection and validation process to the COR and suggest modifications to remedy these issues. Additionally, this task addresses the interoperability of the training models with other systems and agencies and includes verification of external data compatibility with the training application processes.

5.3.3. The contractor shall facilitate reconciliation of program requirements and funded levels. The contractor will use Budget Obligation (BO) definitions from PROBE to distinguish program requirements and funding levels. Each ATM position file will include metadata identifying the information used to calculate the data. This includes, but is not limited to the DASA-CE rate file and Army Program for Individual Training (ARPRINT), Training Strategies and FM Force File. The Contractor shall provide an archived version of ATM output for each position published in PROBE including resource requirement data and an audit of changes from the previous position of the ATM. These outputs will be accessible by stakeholders through Training Resource Model Information System (TRMIS).

Part 6.

Performance Objectives and Measures

6.1. The primary performance objective is timely and accurately forecasting of Army training requirements and production of deliverables to support PPBE. The primary performance objective may be subdivided into the following three subordinate performance objectives. The first of these is to analyze and validate data inputs prior to loading in models, as well as changing system database designs to support data inputs and outputs. The second is to have up-to-date documented reports that are made readily available, accessible, and understandable to end user. The third is to have both on-line help files and off line user’s manual that document all ATM model software.

6.2. Performance measures for these deliverables will include:

· Software changes must be accomplished for all Components of the Army in time to support requirements generation.

· Contractor must convert Army data into model inputs and produce three ATM positions for each published PROBE position.

· The Contractor must ensure that the data is current, accurately reported, validated, and promptly available for loading into ATM.

Part 7.

Army Training Model Overview:

7.1. The following is a general overview of each of the primary training resource applications as they are currently implemented within the Army.

7.2. Training Resource Model Information System (TRMIS)

7.2.1. The Training Resource Model Information System is designed to be the primary means for Army stakeholders at all levels to access the output of the Army Training Models (ATM). Data displays and calculations are generated based upon user-defined requirements. TRMIS generates ATM reports to support stakeholder analyses required during Budget and Program Development/Execution. The Contractor provides stakeholders with ATM reports and analyses to support the annual development of POM and PBR submission via TRMIS. The Contractor also provides stakeholders with ATM reports to support publication of budget guidance via TRMIS.

7.2.2. Additionally, the Contractor must convert model data into the proper format to support data reporting to Army and Office of the Secretary of Defense systems, to include Resource Finance Systems (RFS), PROBE and Select and Native Programming (SNaP) Data. Future training resource requirements will be based upon the needs of units to meet the training requirements outlined within Army approved Combined Arms Training Strategies (CATS). The TRMIS serves as a data warehouse of key program data, functions as an Executive Information System (EIS), and, to some extent, functions as a Decision Support System (DSS). TRMIS will provide an intuitive user interface which allows stakeholders at all levels to access data using customizable, ad hoc queries.

7.2.3. Typical reports include, but are not limited to, the following:

· Training strategy analysis

· Collective Training Analysis

· Historic Cost Factor reports

· Financial/Logistical policy analysis

· Weapon System Review analysis

· Capability Portfolio Review analysis

· Army Working Capital Fund analysis

· Military force structure analysis

· MTOE analysis and change impacts

· Civilian force structure and pricing analysis

· Analysis of supply and equipment cost factors

· Training resource management policies and practices

· Program of Instruction analysis

· Training Resource Integration Initiatives

· CONOPS impact analysis

· Training Resource Business Rule Development/Execution Reporting Policies

· Budget/Program Justification and Analysis

· PPBE support and analysis

· Institutional Training Policies and Analysis

· Analyze and vet new requirements

· Student Travel Analysis

· Individual Training Program Analysis

· Individual Equipment and Clothing Analysis

7.3. Training Resource Model (TRM)

7.3.1. The TRM provides estimates of funding requirements for Army-wide unit training and operations. The TRM is designed to meet the following sub-objectives:

· Compute the cost of alternative training strategies and associated training events.

· Articulate the level of training readiness supported by a specified budget by providing a readiness-based benchmark for defining requirements.

· Provide an authoritative, analytical, readiness-based, trainer-driven methodology for determining the OPTEMPO and cost in dollars required to support readiness objectives.

· Provide a uniform methodology for defining training resource requirements from HQDA to the unit/organizational level that is based upon an approved force structure and an approved training strategy.

7.3.2. TRM contains costs for Air and Ground OPTEMPO, civilians supporting unit training, contractor logistics support, and HQDA approved training or operational readiness requirements. These groupings are primarily designed to group resources according to their variability based upon either structure or training activity changes. TRM has two sub-application called the Battalion Level Training Model and the Man-Day Resource Model.

7.3.2.1. Battalion Level Training Model (BLTM).

7.3.2.1.1. The BLTM is the basic building block for defining activity unique to a type organization or entity. The BLTM contains multiple sustainment-training strategies that are expressed in terms of the frequency, duration of training events and miles per weapon system required for the training event. BLTM resource requirements are generally measured in terms of equipment operating tempo, or cycle rate (required miles, hours, or rounds). The degree of specificity in the BLTM strategy is directly related to the echelon level of the BLTM.

7.3.2.1.2, At the Army level, the BLTM strategy is a metric that represents an average of the estimated amount of training activity required for that type of unit to achieve the desired level of training readiness or training objective. Not all units require this level of activity, but on average, the specified level of activity is necessary to provide a reasonable degree of assurance that those type units can meet established training standards.

7.3.2.1.3 The activity levels contained in the BLTM serve two primary functions in the training resource management process. First, they represent the HQDA assessment of time and activity necessary to meet HQDA established training readiness objectives. Second, they provide a consistent reference point from which units may articulate the need for additional training requirements that exceed the base BLTM strategy metric.

7.3.2.2. Man-Day Resource Model (MRM)

7.3.2.2.1. MRM provides for the additional man-days needed over and above the required 39 statutory days provided each year for the Operational Reserve (Compo 2 & 3). Those additional man-days are defined by Training Strategies. Reserve Component (RC) (Compo 2 & 3) training strategies are broken down into 4 or 5 years depending on type of unit (i.e: an ABCT is on a 4 year cycle and IBCT is on a 5 year cycle). Rule of thumb, it takes the RC 5 years what the Active Component does in 1 year due to the constraint of available training days. The MRM calculates reserve component additional flight training periods required for Readiness Level (RL) progression and sustainment.

7.4. Aviation Training Resource Model (ATRM)

7.4.1. The ATRM provides estimates of funding requirements for Army-wide aviation training and is used to support resource decision making within the Planning, Programming, Budgeting and Execution System (PPBES) at HQDA. The ATRM (previously known as the Flying Hour Management System) supports the HQDA flying hour program manager. Flying hours are arrayed by Army Command (ACOM) and Type-Model-Series for each of the activities that contain flying hour costs. These hours are displayed in either the Program or Execution Module depending upon the point in the PPBE cycle being reviewed.

7.4.2. Key inputs for the ATRM include but are not limited to:

· aircraft inventory (both manned and unmanned) by ACOM and Type-Model-Series aircraft

· OPTEMPO for tactical aviation

· total hours for non-tactical requirements

· cost per hour for each Type-Model-Series aircraft.

· parts, fuel, and maintenance needs

· projected number of pilots available to fly the Flying Hour Program

· projected amount of equipment in the units to support the Flying Hour Program

· number of units projected to be deployed

7.4.3. Based upon these inputs and considerations concerning pilots per crew ratios, the ATRM computes the dollars required to support the total flying hour program.

7.5. Institutional Training Resource Model (ITRM):

7.5.1. The ITRM provides estimates of funding requirements for Army-wide individual training and is used to support resource decision making within the PPBES at HQDA. ITRM produces estimates at course level of detail broken out into a variety of categories (such as by type of training, by performing organization, and by budget account) with multiple levels of aggregation within each category. The ITRM process has three applications that support cost factor analysis, military/civilian work-year data, training products, workload vs. manpower analysis, and POI integration into the resource requirement generation process. These software tools are the Per Capita Model, the Training and Doctrine Development Management System (TD2), and the Course Level Training Model (CLTM).

7.5.2. ITRM will use POI Based Pricing to capture the critical tasks, Terminal Learning Objectives, and standards established by the branch proponents for each course. POI-based pricing under ITRM allows the Army to directly establish the training requirements and generate a consistent resource package of ammunition, equipment, facilities, instructors, military and civilian personnel, training aids and devices, cost factors, and dollars needed to support the institutional training base. It includes expanding the ITRM resource package to include more finite estimates of civilian pay, non-OPTEMPO equipment, contracts, training developments, distance learning initiatives, and individual training readiness while meeting the objectives of the Total Army School System (TASS). As POIs are developed or revised, especially those that incorporate distance learning, revised workload drivers must be developed and integrated into ITRM.

7.5.3. The Contractor will modify the AWS-M software to generate weighted average per capita factors developed off of the latest FY with the per capita factors developed off of the two and three previous FYs. Weighting will be based on each year’s respective workload (i.e., student load, civilian and military manpower).

7.5.4. The four components are:

7.5.4.1. Detailed data organized by institutional training course.

7.5.4.2. Information Management and Decision Support Software.

7.5.4.3. OPTEMPO Tracking and Analysis.

7.5.4.4. SII database to ensure accurate identification of SIIs and the courses they support.

7.5.5. Provide accurate identification of the SII’s and population data is critical to the accurate computation of the Per Capita rates. Working through the COR, the Contractor will collect the POI data from the schools to input into the Course Level Training Model for use in generating the OPTEMPO related resource requirements.

7.6. Resource Prioritization Database (1-n)

7.6.1. The Resource Prioritization Database, known as the FORSCOM 1-n as of this writing, functions as a resource module for the management of Operations and Maintenance, Army (OMA) and Reserve Personnel, Army (RPA) requirements. As part of this database support, the Contractor will operate and maintain a prioritization database, (1-n software) which will allow the enterprise to identify all resource requirements, rank order those requirements and capture recommended funding or disposition decisions.

Part 8.

Deliverables

8.1. Frequency of iterative deliverables will be determined by the COR.

8.2. Incentives/Disincentives for all deliverables: Any deliverables that are not correct to the Performance Standard will reflect negatively on the Contractor’s performance report.

8.3. Each deliverable falls into one of two broad categories: data compiling/reporting OR installation visits and VTCs. Performance standards and monitoring methods for these two categories are consistent across the entire list of deliverables except where specifically stated.

8.4. Data Deliverables

Performance Standards for data deliverables: Unless the COR directs a different suspense, reports and updates are due at the end of the month. Unless otherwise stated, contractor validated data error rates will not exceed 5%.

Monitoring method for all data deliverables: DAMO-TR or other Users as determined by the COR.

8.4.1. Recommend Course-Level Training Model (CLTM) modifications (e.g., use of expendable items, special clothing, non-moving vehicles).

8.4.2. Modifications also to include display of TRADOC defined POI data elements.

8.4.3. Provide school level TD2 generated data for G-3/5/7 approval and distribution.

8.4.4. Provide TD2 data to schools for change/update

8.4.5. Provided schools TD2 training in preparation for the POM (or PBR).

8.4.6. Provide TD2 guidance and assistance to schools with workload data.

8.4.7. Provide TD2 workload to PAED in support of the POM/PBR.

8.4.8. Provide ITRM Special Interest Item (SII) Report to TRADOC PAE for POM (or PBR) Analysis.

8.4.9. Provide training on new ITRM software (e.g., AWS-M, TRMIS, etc) to TRADOC PAE, BAD, and Schools Division

8.4.10. Publish updated per capita rates on ITRM Per Capita Cost Factors Website (Web-PC).

8.4.11. Publish Special Interest Items to the ITRM Per Capita Cost Factors Website (Web-PC).

8.4.12. Provide ITRM reports to Budget Directorate in support of TBG.

8.4.13. Update ITRM with current Instructor/Student Ratios.

8.4.14 Provide updated Training Devices and Training Aids costs in ITRM.

8.4.15. Publish updated ITRM Per Capita factors based on latest completed FY.

8.4.16. Provide training for WEB PC, TD2QA, and CLTM modifications.

8.4.17. Modify AWS-M to calculate average per capita factors for use in the ITRM.

8.4.18. Provide AWS-M cost analysis POM/PBR preparation and TRADOC G8-PAE review, verification, and validation of the indirect OPTEMPO cost factors for POM/PBR. ).

8.4.19. Post to Web-PC the previous FY end-of-year closeout obligations (ODS) report by AMS/MDEP/EOR for school review, validation and realignment.

8.4.20. Post to Web-PC the current TBG student loads and manpower by AMS/MDEP for school review, validation and realignment.

8.4.21. Provide Web-PC guidance and assistance to schools for per capita data.

8.4.22. Provide TD workload and product eliminations from previous FY for G-3/5/7 approval.

8.4.23. Provide CLTM training to TRADOC Schools to support upcoming POM (or PBR).

-Performance Standard: Provided data is generally correct and accurate and requires no additional corrections/revisions.

8.4.24. Produce the course equipment file from CLTM to ITRM for Direct OPTEMPO costing.

8.4.25. Provide PAE a status summary of CLTM school input.

8.4.26. Provide updated ATBG information on AWS-M.

8.4.27. Provide updated information in preparation of POM/PBR on AWS-M.

8.4.28. Provide course equipment file for Direct OPTEMPO input to ITRM for upcoming POM/PBR and TBG.

8.4.29. Provide updated information in preparation of POM/PBR on AWS-M.

8.4.30. Provide information and MDEP justification to HQDA G3/5/7 to include travel and MDEP participation at the Pentagon, Arlington, VA.

8.4.31. Updated CLTM with new clothing items and emerging expendables.

8.4.32. Provide ITRM reports support of POM/PBR via TRMIS.

-No more than one report will have to be re-run due to errors.

8.4.33. Deliver DASA-CE Cost Factor Analysis Report.

8.4.34. When an adjustment in the PROBE database causes a negative adjustment in ITRM, provide the details to DAMO-TR and the effected ACOM to be resolved collectively.

-Monitoring Method: COR will monitor accomplishment of this…