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Mind Map for Providing Culturally Appropriate Care

 After reviewing this module’s assigned readings, you will create a mind map identifying the six cultural phenomena that should be considered when providing culturally appropriate patient care, according to Giger and Davidhizar. For each transculture in nursing, give a brief description and example.   

References 3 apa 7th

submit a URL or PDF of your mind map.  

    Are behavior analysts scientists first

    Do you agree with Matt Normand’s assumption that as behavior analysts, we are first scientists? Why or why not? What are the implications of acting as a scientist and how can you ensure that you will practice along these guidelines?

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    Science, Skepticism, and Applied Behavior Analysis Matthew P Normand, Ph D , BCBA, University of the Pacifc

    ABSTRACT

    Pseudoscientifc claims concerning medical and psychological treatments of all varieties are commonplace. As behavior analysts, a sound skeptical approach to our science and practice is essential. The present paper offers an overview of science and skepticism and discusses the relationship of skepticism to behavior analysis, with an emphasis on the types of issues concerning behavior analysts in practice. Descriptors: Behavior analysis, pseudoscience, science, skepticism

    “In science, keeping an open mind is a virtue—just not so open that your brains fall out.”

    – James Oberg1

    notIn science, being skeptical does mean doubting the validity of

    everything, nor does it mean being cynical. Rather, to be skeptical is to judge the validity of a claim based on objective empirical evidence. David Hume, the 18th century philosopher, asserted that we should accept no things as true unless the evidence available makes the non-existence of the thing more miraculous than its existence. Even extraordinary claims can be true, but the more extraordinary the claim, the more extraordinary the evidence required. Not too long ago, the notion of human fight seemed like pure fancy. Today, scores of people take to the sky almost as routinely as they take to the highway. To be skeptical does not mean dismissing claims—even extraordinary claims—out of hand. It means examining the available evidence before reaching a decision or withholding judgment until suffcient evidence is had. One should not start with the assumption that a claim cannot be true any more than one should start with the assumption that a claim must be true. All reasonable evidence on both sides should be considered.

    Skepticism is a critical feature of a scientifc repertoire. Indeed, many of the most prominent skeptics are and

    1 Quote attributed to James Oberg by (Sagan, 1996).

    have been some of the world’s most prominent scientists, including Richard Dawkins, Stephen Jay Gould, and Carl Sagan. Even B. F. Skinner was among the signers of the 1976 letter announcing the formation of the Committee for the Scientifc Investigation of the Paranormal, an organization dedicated to the promotion of scientifc skepticism and publication of the Skeptical Inquirer (Kurtz, 1996).2 The relationship of skepticism to behavior analysis is the relationship between skepticism and science in general. The experimental analysis of behavior is a natural science, and this natural science is the foundation of all behavior analytic research and practice. Moreover, the practical importance of a skeptical repertoire for those engaged in behavior analytic practice cannot be overstated. Pseudoscience abounds in so many of the areas behavior analysts tread, including developmental disabilities, education, and psychotherapy. According to physicist Robert Park, pseudoscience is characterized by claims purportedly supported by well-established scientifc evidence when, in truth, such evidence is misinterpreted, misunderstood, or wholly lacking (Park, 2000).

    This paper is aimed primarily at behavior analysts in practice who are likely to encounter various pseudoscientifc claims in the course of their work and who might not immediately identify themselves as

    2 Now known as the Committee for Scientifc Investigation (CSI).

    scientists, although it will be argued, they should. Pseudosciences know no professional boundaries and thrive in many areas of research and practice. Claims regarding the effectiveness of sensory integration therapy, facilitated communication, and inclusion qualify as pseudoscience. All are offered as legitimate therapies or useful practices when, in fact, the evidence available fails to support them (Jacobson, Foxx, & Mulick, 2005). Today, one would be hard pressed to fnd an area more widely affected by rampant pseudoscience than that of autism treatment, which also happens to be one of the largest single areas of application for behavior analysts (Shook, Johnston, & Mellichamp, 2004). In the sections that follow, I discuss scientifc standards of evidence as they relate to the practice of behavior analysis, describe some of the common characteristics of pseudoscientifc claims, and offer suggestions to promote skepticism in applied behavior analysis.

    Standards of Evidence

    Interobserver Agreement

    When gathering and evaluating relevant evidence, scientists take careful steps to minimize bias in observation. What scientists say should be controlled primarily by what is seen, rather than what one hopes to see. Bias in observation cannot be entirely eliminated, but it can be controlled. The ideal case might be one in which some automated recording system can be utilized, as often is the

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    case in basic research. Though not without precedent, such automated recording is fairly uncommon in applied research and practice. Where human observers collect behavioral data, steps must be taken to ensure that changes in behavior over time are actually changes in the behavior of interest, and not the behavior of the observer (Baer, Wolf, & Risley, 1968). That is, the veracity of the data are assessed through some form of interobserver agreement measures or through the use of double-blind control procedures. In this way, the primary source of control over the verbal behavior of the observer is more likely to be the actually transpired events.

    Experimental Design

    Even the most careful observations are not suffcient to inform about, say, the effects of a given cold remedy. Many of us do not visit the doctor when experiencing mild symptoms characteristic of the common cold. Instead, we visit the doctor only when we’ve been struggling with the symptoms for some prolonged period of time or when the symptoms become so severe that we have a diffcult time coping. Typically, we receive a brief exam, are prescribed some medication, and go on our way. Within a few days we are feeling better and able to resume our normal activities. The wonders of modern medicine? Not necessarily. We might well have gotten better in about the same amount of time had we never visited the doctor. We visited the doctor only after some extended period of time suffering with symptoms or after we noticed the symptoms become severe. Either circumstance might suggest that we were nearing the end of our illness. The medication might have dampened our symptoms, but our recovery might not have been hastened. No matter how carefully we observed what happened, we would be unable to drawn any frm conclusions about cause and effect.

    Now consider an analogous case concerning a behavior analytic intervention. A young child is referred by his classroom teacher for behavior analytic services because he rarely works

    on assigned tasks during the class time allotted. The behavior analyst sets about taking careful records of the time the child is engaged in assigned class work for a period of one week, with observations distributed across times of day and academic domains. Once these data are analyzed, and it is determined that the child is engaged in assigned academic work about 30% of the time he should be so engaged, a token reinforcement system is implemented with points awarded each time he is engaged continuously with his work for 60 s. The points are, of course, later exchanged for back-up reinforcers such as preferred activities or items. The behavioral observation system is continued and, after a few weeks of intervention, the child is now observed to be on-task approximately 80% of the time and the teacher reports that his assignment completion is greatly improved, even better than some of his peers.

    The wonders of modern behavioral science? Not necessarily. The intervention could have produced the changes observed, but so could have any number of other uncontrolled variables. Perhaps the type of work assignments changed during the same period of time, resulting in easier or more interesting assignments. Or the referral might have increased the overall amount of attention provided to the student by the teacher and other school personnel, thereby improving performance due to changed motivating conditions or more effective academic instruction or behavior management. It is impossible to know why the student’s performance improved based on the types of observations made. But, you say, we can be more certain of our success because what we did was based on solid behavioral principles and, moreover, we are successful again and again with different children. Perhaps, but it could very well be that our token economy intervention regularly recruits one or more of the extraneous variables mentioned (e.g., increased attention by school personnel), which is the actual agent of change. Then again, maybe not. The point is that we cannot know

    from the information obtained. Experimental evaluation is critical

    for all sciences and is the mechanism that ultimately provides us the ability to predict and control our subject matter. In most behavior analytic experimental designs, prediction is made possible through repeated measures of behavior during a baseline condition before any experimental or clinical manipulation is made. Such measures then provide a basis against which to compare behavioral observations made under the changed conditions. We use the baseline measures to predict what we would see if our manipulation did not affect the behavior. If the observed behavior under our changed conditions (e.g., during intervention) deviates from our prediction, an experimental or clinical effect is suggested. The extent to which we are able to replicate this effect through experimental manipulations such as reversals to baseline or multiple-baseline arrangements determines the strength of the conclusions that can be drawn. When we can predict the likelihood of behavior occurring or not occurring under certain conditions, and when we can alter such likelihoods through our manipulations, we have demonstrated a cause-effect relationship.

    Of course, a well-developed science of behavior should presumably offer well-established technologies for the practitioner, technologies that do not require continued experimental evaluation. In medicine, for example, the diagnosis of a bacterial infection can readily lead to a prescription of antibiotics. The effectiveness of the antibiotic prescription is, however, heavily predicated on an accurate diagnosis. In behavior analytic practice, the prescription of intervention strategies also is heavily predicated on accurate diagnosis or, in behavioral terms, a functional behavior assessment. At present, the varying rigor with which functional assessments are conducted across practitioners and settings suggests that the easy prescription of well- established behavioral technologies is not practically at hand, with some exceptions.

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    A powerful reinforcement-based intervention such as a token economy, superimposed on existing but unknown contingencies, is likely to be benefcial even without a rigorous functional assessment. Ideally, as behavioral science matures, we will have evidence-based procedures of a fairly standardized sort that have been demonstrated to work for a large majority of people with whom they are used. When non-responders are identifed, more careful functional assessments can be conducted on an individual basis and individualized interventions prescribed as necessary, much the way a physician might alter the prescription of antibiotics if your health is not improved in the expected period of time.

    Replication and Self-Correction

    Methods applied in any specifc case are not failsafe. Fortunately, the majesty of science is that although it is fallible, it also is self-correcting. Careful technological description of procedures allows others to replicate the same procedures at different times, in different places, and with different participants (Baer et al., 1968). In the best cases, the peer-review process of publication in scientifc journals identifes fawed studies or erroneous conclusions drawn from otherwise solid studies before they are widely disseminated. Once fndings are disseminated, failures to replicate the reported fndings or the discovery of new fndings that refute or attenuate some earlier fndings lead to revisions of scientifc language and, ultimately, to a greater ability to describe, predict, and control our world. Sadly, many non- scientists view this as insufferable fip- fopping. The politician who alters an opinion or policy is thereafter chastised for being indecisive or insincere. The government agency that revises the guidelines for a healthy diet is mistrusted. In the public arena, it often is better to be true to some core conviction than responsive to a changing world. Science embraces “fip-fopping” so long as it is due to changes in evidence rather than extraneous sources of control.

    The scientifc community arranges explicit and powerful contingencies of reinforcement for such behavior, and the scientist who treads lightly as preliminary data are gathered is in a much better position to alter his or her stance as emerging evidence dictates. A hallmark of the pseudoscientist is the propensity to make bold statements and draw frm conclusions in the absence of suffcient evidence. Once so committed, the aversive consequences for changing course can trump those arranged by the scientifc community.

    Perhaps it is not so diffcult to see how one can succeed in making claims absent any supporting evidence, but how does someone succeed in promoting a claim in the face of existing evidence to the contrary? In psychology and the related social sciences, part of the answer is that markedly lesser standards of evidence are accepted than in the so-called hard sciences (e.g., physics, chemistry, and biology), and society seems to follow suit. It is not entirely clear why this is so. To be sure, a physicist need not labor to convince an engineer of the importance of basic physical laws. If the engineer does not abide by the laws of physics, the building falls down. This outcome is obvious and the cause is not attributed to some unknowable random process beyond the control of the engineer. It is attributed to some faw in design or construction. Even the layperson doesn’t assume that buildings sometimes fall down spontaneously because we can’t hope to control nature well enough to ensure otherwise. As a result, the engineer or builder is blamed and the failed methods revised or discarded. However, when a psychological therapy fails to demonstrably change behavior, the blame is not necessarily laid upon the therapist or the therapy, though the consequences of the failure can be as great or greater than the collapsed building. Instead, many laypeople and scientists alike assume it impossible to reliably infuence human behavior, because human behavior is complex and not entirely lawful. Therefore, to demonstrate that one therapy does

    not succeed as reliably as another is not necessarily a fatal blow for the less successful therapy. This is an unfortunate state of affairs.

    So what is to be made of the proposition that some things cannot be known with certainty, human behavior or otherwise? Nothing is known for certain, but much is known for which the likelihood of alternative explanations is so small as to be unworthy of consideration. When discussing what we know, we are really describing the strength of a prediction we can make. If we state that the sun will rise in the east tomorrow, we state this because it has never been observed to do otherwise.3 Based on historical observations of both the daily rising of the sun and, more importantly, scores of physical regularities observed by scientists at multiple levels of analysis, we can state the probability of the sun rising in the east as being so high as to be practically certain. Is it possible that the sun will rise in the west? Yes, but to say something is possible is not to say much at all. Science deals with probability, not possibility.

    But perhaps the foregoing description of the general philosophy of science is just one of many equally valid philosophies about the world and our knowledge of it. Rubbish. The superiority of science is quite well-established, as science is the only “philosophy” that regularly provides the ability to predict and control that which it purports to explain. One might argue that prediction and control are not the ultimate demonstrations of truth, but such arguments seem to hold better in conversation than in practice. As the biologist Richard Dawkins eloquently put it, “Show me a cultural relativist at 30,000 feet and I’ll show you a hypocrite” (Dawkins, 1995, p. 31). When it really matters, we rely on science; we fy in the plane designed in accordance with the laws of physics.

    3 This is, of course, a geocentric description of the behavior of the earth and sun. Although wanting in scientifc precision, it should serve the present purpose better than appeals to the regularity of the earth’s rotation as it revolves around the sun.

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    .

    The Practical Limits of Scientifc Rationalism

    Ideally, we would behave as scientifc rationalists in matters as diverse as nutrition, economics, and global warming. That is, we would be able to respond to direct empirical evidence as we confront important matters affecting our lives. But what if experimentation or the analysis of existing experimental data is beyond reach? Most of us are extremely limited in our ability to distinguish between fact and fction in unfamiliar areas such as quantum mechanics or even automobile repair. What we “know” comes from our contact with others who describe the evidence for us rather than from our evaluation of the relevant research. As a result, we are almost unavoidably dogmatic in practice, insofar as a great deal of what we do is infuenced by statements of truth professed by people of authority (or notoriety) rather than our own examination of the evidence. That this is so should be no great surprise. We haven’t the skills necessary to personally investigate all the phenomena that impact us in our day-to-day affairs.

    So what is to be made of those areas that are beyond the scope of our direct study but do have an impact on our lives, both personal and professional? For example, how is a behavior analyst to deal effectively with the many claims made about the genetic underpinnings of a variety of conditions, including obesity, a learning disability, or autism?Ultimately, many of us will have to be dogmatic in approach, but we should be carefully dogmatic. At best, we are likely to consult reviews of the research literature in lieu of the literature itself. But in so doing, we are subject to the biases of interpretation in the writing of the reviewer. At worst, we learn of some new fad diet or therapy from someone already convinced of its effectiveness and thereby vested in convincing us of its effectiveness by providing only evidence seeming to support the claim. There is no easy way for the non-specialist to identify pseudoscience in unfamiliar

    disciplines. However, as discussed in the next section, one or more red fags typically accompany pseudoscientifc claims.

    Characteristics of Pseudoscience

    He Said, She Said

    Pseudoscientifc claims often eschew objective experimental evidence in favor of anecdotes or testimonials. The current autism-vaccine controversy is a case in point. A large vocal contingent of parents and professionals contend that the Measles-Mumps-Rubella (MMR) vaccine or other vaccines that contained a mercury-based preservative called thimerosal are the cause behind the recent autism “explosion.” A commonly cited piece of evidence for the alleged link between certain vaccines and autism is that parents of children with autism report that their child only began to show signs of autism after receiving a vaccination. These parent reports have become even more important in the face of mounting empirical evidence failing to show even a correlation between vaccine administration and autism diagnosis (Normand & Dallery, 2007). When the available scientifc evidence is examined, parent testimonies are essentially the only “evidence” that supports a link at all. Despite their best intentions, parent reports are poor sources of evidence, as parents rarely have extensive training in behavioral observation, their observations are not independently corroborated to ensure accuracy, and, being the parents of the children observed, they are far from objective.

    Other times, the anecdotal nature of the evidence for a claim is dressed up in scientifc garb, as is the case with claims that mega-vitamin regimens produce marked improvements in young children with autism (e.g., Barthelemy et al., 1981; Rimland, Callaway, & Dreyfus, 1978). The arguments for such treatments are replete with examples of children who reportedly improved after they began a mega-vitamin regimen. A critical problem with such evidence is that the published studies rely almost exclusively

    on parent reports of changes in child behavior. Rather than being presented as anecdotes, the reports are dressed up as scientifc data (usually quantifed in some way and analyzed statistically), giving the impression of something more substantial (e.g., Barthelemy et al., 1978). Additionally, steps must be taken to isolate the effects of the vitamins from any other intervention. If the vitamins are only one part of a larger collection of intervention strategies, including intensive behavior analytic intervention, it would be inappropriate to attribute the observed improvement in the child’s behavior to vitamins rather than to any of the other strategies or combinations thereof.

    The Unfalsifable Claim

    Scientifc studies refuting pseudo- scientifc claims often are criticized and dismissed on grounds of poor methodological rigor or problematic design. Such is the case with facilitated communication (FC) with persons diagnosed with autism. FC proponents claim that it enables these individuals to communicate through the aid of a “facilitator” who physically guides their hand over a keyboard so that they can type messages. A number of well-controlled experiments have demonstrated that it is the facilitators doing the communicating (Jacobson, Mulick, & Schwartz, 1995). Simply put, if the facilitator does not have access to the question posed, a correct answer is not given. Douglas Biklen, one of the main proponents of FC, frequently dismisses this sizeable body of experimental research on the grounds that the studies are poorly designed and conducted, though no acceptable scientifc rationale for this claim is offered (Biklen, 1993). These studies all meet the well-established standards of experimental design and appear in reputable peer-reviewed scientifc journals. As a defense, Biklen has suggested that the methods employed in the contradictory studies are predicated on the assumption that human behavior can be understood from a natural science perspective, and

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    that traditional scientifc standards of evidence are merely a social construction (Jacobson et al., 1995). In whose plane would you rather fy?

    It also is common for proponents of a pseudoscientifc claim to criticize individual studies or pieces of evidence in minute detail, while the confuence of multiple sources of evidence refuting the claim is ignored. In the area of autism, many opponents of behavior analytic interventions focus on the methodological limitations of Lovaas’ (1987) widely cited clinical outcomes study. They point to the lack of random selection and, especially, the lack of random assignment. What they ignore are the other outcome studies supporting the positive results reported by Lovaas (e.g., Howard, Sparkman, Cohen, Green, & Stanislaw, 2005; Sallows & Graupner, 2005). More importantly, they ignore the decades of sound experimental research employing single-case research designs demonstrating the effectiveness of interventions based on behavior analytic principles, targeting a variety of problems across a variety of populations, including young children with autism.

    When evidence obtained by independent investigators using a variety of sound experimental methods points to a common conclusion, the picture is clear. Any single study will have limitations. This is why replication plays such an important role in science. As the body of research in any given area of inquiry grows, it becomes populated by numerous studies, all having different sets of strengths and limitations. As the evidence in one study is verifed by other studies, the probability of explanations other than those suggested by the data shrinks.

    The Dull Edge of Science

    It is sometimes claimed that the very fact that mainstream science rejects a claim offers support of its veracity. The mainstream scientists are characterized as closed-minded and the pseudoscientists as cutting edge. Such characterizations fnd their way into all manner of pseudoscientifc spin

    doctoring, from those recommending special diets for children with autism to the aforementioned claims of a vaccine-autism link. Despite the absolute rejection by the medical and related scientifc establishments, diet and vaccine proponents claim that their information is at the forefront of modern medicine. The establishment, they claim, simply lags behind. There is no shortage of case studies in the history of science that they can dredge up to support their position as noble mavericks. After all, at one point in time the heliocentric view of the universe was widely dismissed and Copernicus, as its chief proponent, suffered great abuse. Even the Wright brothers were initially viewed as curiosities for their conviction that human fight was within reach. True, but as Michael Shermer, founder and director of the Skeptics society and publisher of Skeptic magazine, eloquently stated, “They laughed at Copernicus. They laughed at the Wright brothers. Yes, well, they laughed at the Marx brothers” (1997, p. 50). The reality is that far more people have proved deserving of criticism for their outlandish claims than have been vindicated. Heresy alone does not constitute reasonable evidence.

    Implications for Behavior Analysts in Practice

    What specifc action might a practicing behavior analyst take in light of the preceding discussion? That is diffcult to say. In preparing this paper, I found very little in the way of concrete recommendations for skeptical practice in the literature. Most treatises on skepticism emphasize “critical thinking” and highlight pseudoscience warning signs with illustrative examples, much like has been done in this paper. After some consideration, I have compiled a list, far from exhaustive, of possible actions that seem to me feasible and likely to be of beneft, though whether they will be of beneft is most certainly an empirical question.

    Read and Read Widely

    A sure way to spot pseudoscience is

    to know the real science. Maintaining contact with the peer-reviewed scientifc literature is the primary way of keeping abreast of scientifc developments and controversies. One also should read widely. That is, you should read more than just the mainstream behavior analytic journals. It is not reasonable to assume behavior analysts will be intimately familiar with all the sciences or even all of the behavioral sciences, but reading widely within ones’ specialty (e.g., education, developmental disabilities, health psychology) is important. When you contact a new claim, even one that is from the behavior analytic community, become practiced at searching the scientifc literature for evidence and information before rushing to judgment. In addition, it might not hurt to read or subscribe to a publication such as The Skeptical Inquirer or Skeptic. Doing so will put you in contact with critical analyses of a wide variety of controversial claims, including some directly relevant to your practice.

    Be a Scientist-Practitioner

    First and foremost, be a proponent of evidence-based practice and good science, not just those things formally identifed as “behavior analysis.” Toward this end, incorporate rigorous evaluative systems into your clinical practice, including experimental manipulations whenever possible. For example, if a family is considering placing their child on a special diet as a means of treating “autistic symptoms,” it might be possible to persuade them to evaluate the effects of the diet in a systematic way. A list of clear operationally defned behavioral objectives could be agreed upon in advance, an adequate baseline established, and then the diet introduced and removed systematically over the period of several weeks or months. It might even be possible to arrange for the parents to systematically provide and withhold the diet according to pre- specifed guidelines but while keeping the behavior analyst(s) blind to the manipulations until the evaluation is complete.

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    This approach would both emphasize the role of careful evaluation of treatment and eliminate the need for potentially heated discussion or argument about the merits of the dietary intervention. It might even provide a nice bit of empirical evidence that could be shared through conference presentations or scientifc publication. But also be critical of your own practice and be wary of situations such as that described earlier with the example of the on-task student and the “wonders of modern behavioral science.” In short, be a model of skeptical behavior generally. Do you really know that the improvements you see are attributable to your efforts? Even if they are, which of your efforts are most critical? Might any be omitted, thereby making treatment easier or more effcient? These are questions that can and should be answered, not just by researchers, but by those engaged in the practice in question. Be a true scientist-practitioner. This aspect of applied behavior analysis has long been championed as one of its defning features (e.g., Baer et al., 1968); it is so described in virtually every textbook and so taught in virtually every training program. As a profession, are we living up to these ideals? I, for one, am skeptical in the most literal sense.

    Implications for Applied Behavior Analysis

    As a feld, behavior analysis would be well served to develop strategies to infuence the behavior of its constituents with respect to the issues discussed in this paper. Any reasonable approach to such infuence will undoubtedly be multi-faceted, and the actions suggested below constitute only some of the many possible strategies.

    Promote Skeptical Research and Scholarship

    As mentioned in the previous section, specifc recommendations about how to behave skeptically are lacking in the published literature. As I assembled the suggestions for this paper, I found myself wanting a more comprehensive functional analysis of skeptical behavior.

    That is, under what conditions are we likely to say someone is skeptical or that they are behaving skeptically? Conceivably, if some such conditions are identifed, then steps can be taken to evaluate ways to teach a skeptical repertoire to students, professionals and paraprofessionals, families, and behavior analysts alike. Some research does exist in this vein, though conducted for different purposes. For example, a recent article by McKenzie, Wixted, and Noelle (2004) describes a method to evaluate the skepticism of experimental subjects about the possible answers provided in a forced-choice task. Though in the context of this particular study skepticism was an undesirable characteristic, presumably such work also could be used to identify conditions that might be altered to enhance skepticism.

    As a way to foster skeptical research and analysis by behavior analysts, explicit solicitation of such papers for behavior analytic journals is an obvious move. The very journal you are reading seems a particularly appropriate vehicle for this work, but such articles would also be at home in other outlets. One might publish a review of existing studies evaluating a controversial treatment or summarizing the evidence-based consensus for an effective intervention in Behavior Analysis in Practice (BAP), an experimental evaluation of a fad therapy in the Journal of Applied Behavior Analysis (JABA), or an analysis of the potential controlling variables for skeptical or credulous verbal behavior in The Analysis of Verbal Behavior or The Behavior Analyst. Such work is not without precedent in behavior analytic journals (e.g., the excellent experimental evaluation of facilitated communication by Montee, Miltenberger, & Wittrock, 1995), but it is not common.

    Highlight Non-Behavior Analytic Work with Implications for Behavior Analysts

    In a manner similar to JABA’s effort some years ago to highlight basic behavioral research of potential interest to applied behavior analysts, journals such as JABA or BAP could devote a

    section to reporting on work outside of mainstream behavior analytic circles that nonetheless bears on behavioral research or practice. For example, recent articles have appeared in Current Directions in Psychological Science questioning the validity of claims that there is an autism epidemic (Gernsbacher, Dawson, & Goldsmith, 2005), and in the Proceedings of the National Academy of Sciences demonstrating that contingent, but not noncontingent, maternal attention shapes infant speech (Goldstein, King, & West, 2003). Behavior analysts might not review the contents of such journals on a regular basis or at all and, consequently, are likely to overlook research quite relevant to their interests.

    Additionally, workshops and symposia focusing on controversial therapies could be featured events for continuing education at regional and national conferences. These workshops or symposia might not focus specifcally on behavior analytic techniques or theory, but could involve careful scientifc analysis of research and practice relevant to behavior analysis. It seems only reasonable that steps be taken to ensure that professional behavior analysts keep abreast of developments in behavioral science and practice, and not just attend programs that rehash the same old material originating from the same group of researchers and practitioners.

    Organizational Position Statements

    Many major scientifc and professional organizations release offcial position statements when some manner of ridiculousness relevant to their purposes comes to light. The American Academy of Pediatrics (AAP) issued a statement denying any demonstrated link between vaccines and autism, and the American Psychological Association (APA) issued a resolution describing facilitated communication as unproven and unsupported by scientifc evidence, to cite just two examples. Our regional and national behavior analysis organizations have been conspicuously quiet on such matters, though they no less affect the research and practice

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    of their constituents than they do the constituents of AAP or APA (indeed there is at least some overlap among the membership of all three organizations). Clear position statements with at least a summary analysis of why the position is as it is could prove a useful guide to parents and professionals alike. An improved interface with the media to promote such endeavors could enhance the effect. This might be accomplished through the establishment of media sections on organizational websites to post current research summaries, organized responses to pseudoscientifc claims, etc., as well as the solicitation of media coverage of national and regional conferences, perhaps with organized panels of experts to be spokespeople. Progress is being made in this direction, with the Association for Behavior Analysis, International and the Florida Association for Behavior Analysis now consulting with public relations professionals and taking these very steps. Hopefully, this is a sign of good things to come.

    Do No Harm

    Do no harm. It is the credo of the helping professions. It is therefore a credo for behavior analysts in practice. Detection of and protection from pseudoscientifc practices is an important service for those in need who have limited abilities to detect such foolery themselves. Such need can arise when an unproven therapy is used as an adjunct to a proven therapy and, as a result, the proven therapy is compromised in some way. For example, suppose that a couple has been convinced that sessions in a hyperbaric oxygen chamber will be of great beneft to their young son recently diagnosed with autism. Although the parents have enrolled their son in an intensive behavioral intervention program in which he is making good progress, the hyperbaric oxygen therapy requires them to travel out of state once a month for several days at a time. During these travels, their son does not receive any intensive behavioral intervention. What harm might result from such a

    diminished intensity of intervention? We cannot know for certain, but we have reason to be concerned. At the very least, we know that considerable beneft can result from early and intensive behavioral intervention and have no evidence that any beneft will result from the time and money spent on the hyperbaric oxygen therapy. If the use of such an unproven treatment with dubious potential for effcacy hinders more proven treatments, it would be unwise to pursue them in non-research settings.

    Not only can precious time and money be diverted away from useful and proven practices, but grave physical harm also can result. Consider the case of the 5-year old Pennsylvania boy who, in 2005, reportedly died following complications from chelation therapy, a procedure intended to rid the blood of heavy metals erroneously assumed by some to cause the symptoms of autism. Or the 2000 case in which a young girl in Colorado died from suffocation during “rebirthing,” a form of attachment therapy that involves wrapping the patient in a sheet and requiring that they force their way free, in an attempt to mimic childbirth so that the patient is “reborn” (for a horrifying account of this incident, see Mercer, Sarner, & Rosa, 2003).

    Pseudoscience can and has produced harm. Behavior analysts should do more than avoid or ignore what they consider to be non-behavior-analytic practices. They should take it upon themselves to consider the scientifc and pseudoscientifc claims being made in their area of practice, become familiar with the evidence for and against these claims, and consider carefully any potentially harmful implications of the claims should they be adopted as practice. When possible, they should take active roles in the careful experimental evaluation of their own practices, emerging behavior analytic practices, as well as pseudoscientifc claims. That is, they should be scientifc skeptics and informed behavior analytic practitioners.

    References

    Baer, D. M., Wolf, M. M., & Risley, T. R. (1968). Some current dimensions of applied behavior analysis. Journal of Applied Behavior Analysis, 1, 91-97.

    Barthelemy, C., Garreau, B., Leddet, I., Ernouf, D., Muh, J. P., & LeLord, G. (1981). Behavioral and biological effects of oral magnesium, vitamin B6, and combined magnesium-B6 administration in autistic children. Magnesium Bulletin, 3, 150-153.

    Biklen, D. (1993). Notes on validation studies of facilitated communication. Facilitated Communication Digest, 1, 4-6.

    Dawkins, R. (1995). River out of Eden: A Darwinian view of life. New York: Basic Books.

    Gernsbacher, M. A., Dawson, M., Goldsmith, H. H. 2005. Three reasons not to believe in an autism epidemic. Current Directions in Psychological Science,14, 55-58.

    Goldstein, M. H., King, A. P., & West, M. J. (2003). Social interaction shapes babbling: Testing parallels between birdsong and speech. Proceedings of the National Academy of Sciences, 100, 8030-8035.

    Howard, J. S., Sparkman, C. R., Cohen, H. G., Green, G., & Stanislaw, H. A. (2005). Comparison of intensive behavior analytic and eclectic treatments for young children with autism. Research in Developmental Disabilities, 26, 359-383.

    Jacobson, J. W., Foxx, R. M., & Mulick, J. A. (Eds.). (2005). Controversial therapies for developmental disabilities: Fad, fashion, and science in professional practice. Hillsdale, NJ: Lawrence Erlbaum Associates.

    Jacobson, J. W., Mulick, J. A., & Schwartz, A. A. (1995). A history of facilitated communication. American Psychologist, 50, 750-765.

    Kurtz, P. (1996). CSICOP at twenty. Skeptical Inquirer, 20, 5-8.

    Lovaas, O. I. (1987). Behavioral treatment and normal educational and intellectual functioning in young autistic children. Journal of Consulting and Clinical Psychology, 55, 3-9.

    48 SKEPTICISM AND APPLIED BEHAVIOR ANALYSIS

    BAP_v1.2_p1-72.indd 48 10/10/08 8:55:57 AM

    McKenzie, C. R. M., Wixted, J. T., & Noelle, D. C. (2004). Explaining purportedly irrational behavior by modeling skepticism in task parameters: An example examining confdence in forced-choice tasks. Journal of Experimental Psychology: Learning, Memory, and Cognition, 30, 947-959.

    Mercer, J., Sarner, L., & Rosa, L. (2003). Attachment therapy on trial: The torture and death of Candace Newmaker. Westport, CT: Praeger.

    Montee, B. B., Miltenberger, R. G., & Wittrock, D. (1995). An experimental analysis of facilitated communication. Journal of Applied Behavior Analysis, 28, 189-200.

    Normand, M., & Dallery, J. (2007). Mercury rising: Exposing the vaccine- autism myth. Skeptic, 13, 32-36.

    Park, R. (2000). Voodoo science: The road from foolishness to fraud. Oxford: University Press.

    Rimland, B., Callaway, E., & Dreyfus, P. (1978). The effects of high doses of vitamin B6 on autistic children: A double-blind crossover study. American Journal of Psychiatry, 135, 472-475.

    Sagan, C. (1996). The demon-haunted world: Science as a candle in the dark. New York: Random House.

    Sallows, G. O., & Graupner, T. D. (2005). Intensive behavioral treatment for children with autism: Four year outcome predictors. American Journal on Mental Retardation, 110, 417-438.

    Shermer, M. (1997). Why people believe weird things. New York: MJF Books.

    Shook, G. L., Johnston, J. M., & Mellichamp, F. H. (2004). Determining essential content for applied behavior analyst practitioners. The Behavior Analyst, 27, 67-94.

    Author Note

    I would like to acknowledge the writings of Richard Dawkins, Carl Sagan, and Michael Shermer as primary infuences on the present paper. Wherever possible, I cite directly the sources from which specifc material is drawn. However, the overall content of the paper cannot be meaningfully disentangled from my extensive history of reading the work of these three authors. I also would like to acknowledge the insightful comments of the reviewers of this manuscript. Their comments were especially useful and contributed to a greatly improved paper.

    Address correspondence to Matthew Normand, University of the Pacifc, Department of Psychology, 3601 Pacifc Ave., Stockton, CA 95211. (E-mail: [email protected].)

    5th International Conference

    August 7 – 10 • Oslo, Norway

    ABA International’s international conferences promote behavior analysis outside the U.S.

    and reach a broad population interested in behavior analysis. International delegations

    help develop basic and applied behavior analysis in regions of the world where they are not

    established and may require support.

    We welcome you and all those interested in the philosophy, science, education, and teaching

    of behavior analysis to join us in Oslo for an outstanding and educational conference!

    Information pertaining to the 2009 international conference, taking place in Oslo, Norway,

    is available on the ABA International Web site, at:

    www abainternational org/oslo/index asp

    SKEPTICISM AND APPLIED BEHAVIOR ANALYSIS 49

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    Module 4-1 Replies (2 needed)

    Hello all,

    I need help with the attached files.  Full details inside.  Specifically, I do need help drafting two responses to a post.  Thanks so much! 

    Posted by Zachary–

    Having shared value, attitudes, and beliefs within an organization is important to ensuring that the organizational goals are met. The organizational goals are where they organization wants to work towards and how they want their culture to be, to be able to accomplish it. If people do not share values, attitudes, and beliefs conflict may occur, people may not agree with the goals, and motivation may be lacking. 

    Challenges that may occur from that is fights and arguments on disagreements on how to execute towards the goals or what the goals should be. Turnover either by letting individuals go or individual leaving may also present challenges if people do not fit in and good employees are hard to find. 

    One thing that supports change is finding a way to relate it to each individual and how it is going to positively influence them. If they have personal stake in the change they will be receptive. 

    ,

    The goal of this discussion is to get you thinking about Milestone Two. You will work on this milestone here and submit it in Module Five.

    In your initial discussion post, answer the following questions:

    · Why are shared values, attitudes, and beliefs important in an organization?

    · What are the potential challenges when individual values conflict with collective values?

    · What one technique would you recommend that supports a change in the organization?

    When replying to at least two of your classmates outside your own initial post, use the following prompts:

    · Which values identified in the post do you think are essential for an organization to uphold, and why?

    · Describe values that may conflict with or differ from the values mentioned. Why do the values conflict? Is there a way to reconcile the conflict?

    Reading resources (2) are included. Please reference them with APA formatted citations in the main post and replies.

    Minimum 4-5 paragraphs. Size 12 font, Times New Roman.

    Does anyone out there have contract administrative experience?

    Looking for help with:

    Prepares Performance Work Statement documents
    Conduct market research on for sustainment support contract
    Assist in preparing acquisition strategy

    Prepare Independent Government Estimate for Contract support 

    MARKET RESEARCH

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    1

    Introductions

    Jim McCloskey, Instructor

    Participants

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    DELIVERY

    Welcome and Introductions

    State:

    My name is ____ (provide information about who you are and your experience in contracting).

    We will serve as your training consultants throughout this course.

    It is our goal that you will leave with a general understanding of the justification and approval process.

    Have the students introduce themselves by quickly providing their:

    Name,

    Program Office,

    Total number of years of acquisition and contracting experience.

    2

    Housekeeping

    Course Hours

    Breaks

    Lunch

    Facility Overview

    Break Rooms

    Restrooms

    Lunch Locations

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    DELIVERY

    Review housekeeping items using the slide as a guide.

    State:

    Before we get started, we’d like to review some housekeeping items with you.

    This course is three days in length and will begin promptly at 0830 am. We will end the day at 1630 hours.

    We have breaks scheduled throughout the day that are 15 minutes in length. However, if necessary, we will break as needed.

    Lunch will occur at 1200 and will be one hour in length.

    Point out the location of the restrooms and break rooms at the facility as well as nearby places for lunch.

    3

    Ground Rules

    Be on Time

    Turn Off Electronic Devices

    Ask Questions

    Participate

    Provide Feedback

    Have Fun

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    DELIVERY

    Review the ground rules using the slide as a guide.

    State:

    We’d like to establish some ground rules for the course before we get started.

    We ask that you arrive in the morning and return from breaks and lunch on time. This will help us to ensure that we end the day on time.

    We understand that you are taking time away from your normal work schedule to be here and that you may have duties to attend to back at the office. We also know training is important to your career growth. To help you and your peers get the most from your training experience, we ask that you turn off or silence your cell phones while class is in session.

    In order to ensure understanding and address specific items important to you, please feel free to ask questions and engage in conversation at any time.

    Participate in our activities. Experience has shown us that when you engage in activities, your brain retains information.

    And lastly, have fun! This is a safe environment for you to explore various scenarios. We hope you find the course engaging.

    4

    Course Topics

    What Is Market Research?

    Why Is Market Research Important?

    Who Performs Market Research?

    How and When Is Market Research Performed?

    What Are the Types of Market Research?

    How to Properly Document Market Research

    How to Perform Market Research for Services

    5

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    Objectives

    By the end of today’s course, you will be able to:

    Understand what Market Research is

    Understand the importance of Market Research

    Explain who, how, and when Market Research is performed

    Understand the types of Market Research and the process used for each

    Describe the process for properly documenting the Market Research results

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    What Is Market Research?

    Market Research is one of the most important and often overlooked parts of the FAR (FAR Part 10)

    Critical acquisition planning step

    Integral to the entire acquisition life-cycle

    Impacts requirements definition

    Permits agency to determine whether CI or NDI are available

    Permits agency to determine whether the requirement can be met by a required source (FAR Part 8) or other socio-economical source as described in FAR Part 19 and DFARS 219

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    What Is Market Research?

    Critical component in identifying the terms, conditions & practices appropriate for the items being acquired.

    The extent of market research will vary, depending on such factors as complexity, urgency, estimated dollar value, and past experience.

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    Market Research is the sum of two types/processes

    Product characteristics

    MARKET RESEARCH

    Surrounding business practices

    Suppliers’ capabilities

    Continuous process of collecting & analyzing information about capabilities within the market to assist in problem solving and decision making and satisfy agency needs

    Plus the analysis of that data to make acquisition decisions

    +

    Investigation

    Surveillance

    Market Research

    Socioeconomic opportunities

    Market estimates

    What Is Market Research?

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    Market research is the continuous process of collecting and analyzing information about the capabilities within the marketplace to satisfy

    current and future requirements.

    Before initiating a procurement action, the customer must perform due diligence in assessing what products or services already exist.

    Often the end user or other technical personnel perform basic market research related to product characteristics and capability. The

    contracting officer/buyer should build on this knowledge by performing market research devoted to the capability of the market and

    identifying any unique commercial terms in the marketplace.

    Once a requirement has been screened, buyers will be able to determine if purchasing from required government sources, strategic sources, or via open market can satisfy the requirement. This in turn determines the market research required to complete the buy.

    Why Is Market Research Important?

    Notwithstanding the statutory and regulatory (FAR and DFARS) requirements in 2015, GAO completed a review of 28 DoD contracts, and determined that at least 50 percent of which had inadequate, inconsistent and unclear market research documentation

    Failure to adequately perform and document market research results in lost efficiencies and savings

    Market research should identify any “cost drivers” or other aspects of the requirement that could impact cost, schedule, or performance.

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    Why Is Market Research Important?

    To determine the practices of firms engaged in producing, distributing, and supporting commercial items, such as type of contract, terms for warranties, buyer financing, maintenance and packaging, and marking

    To determine if required sources capable of satisfying the agency’s requirements exist to meet our requirements (FAR Part 8, DFAR Part 208)

    To determine the extent to which commercial items or nondevelopmental items exist to meet our requirements, or can be modified to meet our requirements.

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    Why Is Market Research Important?

    Market research helps to expand the industrial base and bring in new and innovative methods of solving warfighter challenges.

    Market research allows for small businesses to be considered on acquisitions and potentially help the command to meet its small business goals through the use of set-asides as referenced in FAR part 19 and grow the industrial base.

    Market research assists in determining important aspects of the acquisition strategy such as small business participation, subcontract opportunities, and contract vehicles to consider.

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    Why Is Market Research Important?

    Market research allows for efficiencies to be gained in the acquisition timeline by revealing firms that could be sole sourced the work such as 8(a) companies; revealing firms that are working toward similar solutions in the R&D space through SBIR phase III opportunities.

    Market research can also provide ways for determining what pitfalls might exist in an acquisitions strategy and provide evidence for decisions on things such as consolidation, bundling and potential for sole source utilization.

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    Why Is Market Research Important?

    Market research can often steer an acquisition due to acquisition considerations that are revealed during market research.

    These consist of things such as NAICS codes, PSC codes, vendor availability, and ability. These areas play an essential role in the acquisition strategy development.

    www.naics.com

    www.dau.edu/tools/t/Product-and-Service-Code-Selection-Tool

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    When Is Market Research Performed?

    Agencies must conduct market research “appropriate to the circumstances” (FAR 10.001):

    Before developing new requirements

    Before soliciting offers for procurements > Simplified Acquisition Threshold (SAT)

    Before soliciting offers < SAT when adequate information is not available and circumstances justify the cost

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    When Is Market Research Performed?

    Before soliciting offers for an acquisition that could lead to a bundled contract

    Before awarding a task or delivery order under an IDIQ (Governmentwide Acquisition Contracts (GWACs) and Multi-agency contracts (MACs)) for a noncommercial item > SAT

    On an ongoing basis to identify the capability of small business/new entrants

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    When Is Market Research Performed?

    Market research can be broken down into two interrelated, but distinct, types: strategic market research and tactical market research

    Strategic Market Research (market surveillance)

    Continuous process that is begun early in the acquisition process

    Broad study of the market and sources

    It may take place even before an acquisition program exists and continue after it ends

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    When Is Market Research Performed?

    Enables acquisition, engineering, project management, and other personnel to stay informed about overall market developments, trends, and capabilities.

    During strategic market research, any identified users’ requirements need to be kept in mind.

    Tactical Market Research (market investigation)

    Tactical market research is focused on answering specific questions about products, services, or capabilities in the market at specific points in the acquisition process

    18

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    When Is Market Research Performed?

    Varies based on scope, criticality, and complexity of the product or service

    These questions are derived from the requirements definition

    Users’ requirements need to be continually considered when doing tactical market research

    In early phases, both strategic and tactical market research can be used to shape the acquisition process

    Early market research is particularly significant because it could have a major effect on how the program unfolds

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    When Is Market Research Performed?

    Done early in the acquisition process before the requirement is documented, market research, as indicated in FAR 10.001, makes it possible to compare the users’ requirements to the capabilities of the commercial market and to determine the following:

    Availability of products to meet the requirements as-is

    Ability of suppliers to modify their products to meet the users’ requirements

    KO must determine in writing acquisitions exceeding $1M that item meets the CI definition (See PGI 212.102 DoD Guidebook for Acquiring Commercial Items, Part A: Commercial Item Determination)

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    When Is Market Research Performed?

    • Flexibility of the users to modify their requirements to allow the purchase of commercial items, commercial services, or nondevelopmental items

    • Feasibility of undertaking a developmental program within cost and schedule constraints

    • Such market research can be effective only with the understanding that comes from good up-front requirements definition.

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    Properly Defined Requirements?

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    Ex. Soldier electrocuted while taking a shower in a contractor maintained military facility.

    22

    23

    Cost/Price Analyst

    Logistics Specialist

    Technical Team

    Finance

    War-Fighter/End User

    Legal Counsel

    Program Manager

    DCAA/

    DCMA

    The Acquisition Team

    Contracting Officer

    Contract Specialist

    Purchasing Agent

    Small Business

    Who Performs Market Research?

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    One Team Important to understand everyo9nes role in acquisition process and work together.

    Rule of Thumb

    The Technical Staff (i.e. engineer, scientist, and equipment specialist) is responsible for conducting the market research.

    The program manager is responsible for ensuring the market research is conducted.

    The contracting officer should not proceed with any acquisition unless adequate market research has been accomplished.

    Who Performs Market Research?

    There is no Market Research Department or Competency in the Government

    Market Research process lends itself to a Team approach

    Technical specialists from the requirements organization should have performed Market Research when defining the requirement

    Market Research should be performed by representatives from: Contracting, Program Management, End Users, Engineering, Logistics, Legal, Finance, Cost Analysts, and Other IPT members

    24

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    How is Market Research Performed?

    25

    Site Visits

    Surveys

    On-line Browsing and Communicating

    Various Techniques

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    Aspects to Consider When Performing Market Research

    Whether commercial items are available to meet the requirement

    Whether the Contracting Officer has a reasonable expectation of receiving at least two offers from responsible small businesses and award will be made at fair market prices

    Whether there are Mandatory Sources identified in FAR Part 8 and DFARS 208

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    Aspects to Consider

    Federal supply schedule databases to include GSA, NIH, NASA SEWP, etc.

    The use of FAR vs Non FAR acquisitions such as Other Transactions and determining non-traditional defense contractors, joint venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA

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    Aspects to Consider

    The ability to use a SBIR and STTR to researching new and innovative technologies if it is an R&D requirement

    Understanding the supply chain around the requirement to analyze things such as the non-manufacturers rule and how Cybersecurity requirements such as (CMMC) might impact the acquisition strategy and potential teaming arrangements

    Determine the historical aspects of the proposed procurement to determine if there will be pitfalls in the acquisition strategy due to consolidation or bundling

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    How is Market Research Performed?

    Market research sources and techniques:

    Knowledgeable industry and Government experts

    Historical acquisitions for similar or identical requirements

    Government databases

    Internet searches

    Sources Sought/Request for Information/Unsolicited Proposals

    Source lists

    Market surveys

    Industry days

    Contractor catalogs, trade journals, data specifications, product brochures, advertisements, conferences

    Trade Associations

    Sam.gov

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    How is Market Research Performed?

    Market Research Sources and Techniques for Small Business:

    Dynamic Small Business Search (DSBS) is a database that government agencies use to find small business contractors for upcoming contracts. https://web.sba.gov/pro-net/search/dsp quicksearch.cfm

    PTACs and Small Business development centers identify small business entities and their respective capabilities and assist agencies in shaping market research.

    Contracting Officer’s can elect to set aside a Task Order solicitation under a multiple award IDIQ contract such as GSA, NIH, NASA SEWP, Seaport

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    How is Market Research Performed?

    Guiding Principles for Conducting Market Research

    Start early

    Refine as you proceed

    Tailor the investigation

    Repeat as necessary

    Communicate with all stakeholders throughout the process

    Involve the Users

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    Strategic Market Research

    Steps to Conducting Strategic Market Research

    Identify Market Research objectives

    Identify the market/market segment

    Identify the source of information

    Collect relevant market information

    Document the results

    Tailored for each supply class or technology area

    Should contact users for tradeoff considerations

    Trade journals, personal contacts with users and manufacturers, and automated databases are good sources of information

    Identify and utilize SBDCs, PTACs, HUBZone associations, 8(a) associations, AFCEA SB chapters

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    Types of Market Research

    Strategic Market Research (Surveillance)

    – Involves a broad study of the market

    – Ongoing throughout the process

    – Conducted to stay informed about overall market developments, trends, and capabilities

    • Tactical Market Research (Investigation)

    – Activities to gain understanding of the market

    – Conducted at specific points

    – Answers specific questions about capabilities, products, or services

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    Strategic Market Research

    Strategic Market Research Sources (Surveillance)

    Other Government Agencies and Users

    Military and non DoD

    Grants.gov (Labs)

    Contracting Resources

    Sam.gov

    Previous RFI’s/RFP’s and contract award announcements

    Economic Data Including Industry Sales and Trends

    US Census Bureau, Bureau of Labor Statistics, etc.

    News and business publications

    General Market Information

    Manufacturers, Distributors, Trade shows, Training Associations, Personal Contact

    34

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    How Is Market Research Documented and Managed

    Strategic Market Research:

    Strategic market research is continuous so it should be managed through documentation of vendor capabilities presented on a regular basis

    This may include vendor files available from command office of small business programs, Small Business Innovative Research (SBIR) and Small Business Technology Transfer (STTR) databases, Procurement Technical Assistance Centers (PTAC) databases among other sources.

    For strategic market research there should be an initial discussion of the marketplace and the industrial base in relation to the initial development of the requirement

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    Strategic Market Research

    Review and summarize strategic Market Research data (Taking into account stakeholder concerns)

    Focus tactical market investigation to answer specific questions and fill in information gaps

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    Tactical Market Research

    Steps of Tactical Market Research

    Review strategic Market Research summary (Surveillance)

    Formulate requirements

    Identify objectives

    Identify sources

    Collect information from sources

    Collect information from users

    Evaluate the data

    Document results

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    Tactical Market Research

    Formulate Requirements/Identify Objectives

    Clear and thorough requirements are essential

    Allows Market Research to target specific types of information

    Consider Results of Market Research

    Available products and services

    Commercial practices

    Identify Acceptable Risk

    Discuss Alternatives

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    Tactical Market Research

    Negotiate needs

    Allows for tradeoffs to see if modifying requirements may better align with commercial business practices, terms and conditions

    Document capability requirements clearly and precisely

    Save time and money in the future

    Focus on “What” not “How”

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    Tactical Market Research

    Each market investigation is tailored to the specific acquisition requirements

    Cost

    Criticality

    Complexity

    Frequency of acquisition

    Competition

    Industrial Base

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    Tactical Market Research

    Tactical Market Research Sources (Investigation)

    Other Government Agencies and Users

    Military and non DoD

    Known Suppliers

    Suppliers who have bid in the past

    GSA

    Sam.gov

    Commercial Databases

    Dunn & Bradstreet

    Thomas Registry (Thomasnet)

    Basic web searches

    Conferences and Trade Shows

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    Availability

    Technology

    Specs/Standards

    Integration/Open Systems

    Quality Assurance

    Market Prices

    Services

    Business Practices;

    Terms/Conditions; Laws

    Source

    Capabilities

    Product/Service

    Characteristics

    Competition

    Size (SBs)

    Production

    Distribution

    Geographic location

    Support

    Program Management

    Warranties

    Financing and Discounts

    Marking and Packaging

    Inspection and Acceptance

    Price data

    Insured/Bonded/ Licensed

    Govt Leverage

    Payment Terms

    Supportability/

    Sustainment

    Obsolescence

    Life cycle and cycle time

    Equipment

    Technical Data

    Parts availability

    Impact of Replacement Items

    Tactical Market Research Areas

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    This chart depicts a data evolutionary process from requirements generation through contract award. Here are some of areas to be considered when gathering your market research data.

    PRODUCT/SERVICE CHARACTERISTICS

    Market Research can help you refine your requirement or determine if you can satisfy your requirements. You need to identify:

    – Availability – whether products or services are available in the commercial marketplace to support mission and system requirements. If commercial is not available, what about NDI? Identify the value or limitations of each.

    – Technology- Is the technology leading edge or a highly stable design? Can advanced technology be applied to, planned, or inserted into in-place systems?

    – Impact – The impact of the commercial or nondevelopmental items on the environment, safety, security, and energy conservation

    – Market Prices – The lowest cost alternatives available to meet the customer requirements

    – For Services:

    – A new service, stable company, customer satisfaction

    SOURCE CAPABILITIES DATA

    Assessing the sources financial, production and support capabilities impacts:

    – Competition decision

    – sole source vs competitive

    – Evaluation criteria

    Are there socio-economic program requirements?

    BUSINESS PRACTICES; TERMS & CONDITIONS

    Determination of customary business practices is critical to structuring solicitations and preparing for negotiations. You should look for:

    – What are the generally accepted commercial terms and agreements?

    – Implied and/or express warranties, type and duration of warranties;

    – Commercial financing/discounts customary?  

    – Sufficient price data exist? If not, what additional data may be required? Is going commercial, cost effective?

    – How large/small is government leverage within the market?

    – What would be the impact on negotiations & competition?

    Supportability/Sustainment

    Market Research is also used to identify the life cycle support problems of commercial items, components, processes and technologies.

    Support and sustainment issues include: availability, obsolescence, cycle time for introduction of new items or average time to support old systems, parts availability, equipment required, who holds technical data rights, and other elements involving the distribution and logistics support capabilities of potential suppliers to meet the needs of the government.

    Market research will help target viable solutions and identify alternatives and options to these support issues/problems. It is essential to determine the most cost effective sources of those parts and equipment, ensure competitive insertion of advanced technology, and maintain a responsive posture in a diminishing manufacturing sources environment. It will aid in reducing total cost of ownership and assist in the program planning and budgeting process throughout the life of the system.

    If you’re looking for a service to be performed:

    – Customer satisfaction and quality of product is a key aspect. Looking at past performance information and checking industry standards can provide you with insight into recurring cost control, technical quality, or timely delivery problems.

    – Often a service contract needs good incentives to guarantee quality performance.

    Tactical Market Research

    Questions tailored to product and risk areas

    Obtain information to assess

    Product data

    Production capability

    Support capability

    Market acceptance

    Test data

    References

    Identify standard and unique commercial characteristics and business practices

    Minimize burden on activity being surveyed

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    Tactical Market Research

    Check references; obtain previous and current users’ input

    Past performance (CPARS)

    Product reliability

    Verify vendor’s claims

    Examine and test products

    Interview users

    On-site

    Remotely

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    Evaluation of Tactical Market Research

    Analyze information gathered to determine if product or service meets the need

    Compare commercial products and applications with the user’s needs

    Commercial product or service is not available

    Commercial product or service meets the need

    Commercial product or service meets the need if you modify the requirements

    Commercial product or service could be modified to meet the need

    Identify and analyze potential trade-offs to see if modifying requirements may better align with commercial business practices, terms and conditions.

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    Document Tactical Market Research

    Amount based on size and complexity of acquisition

    Documentation serves several purposes

    Provides historical record

    May be used by other market research teams for similar products

    May be used by contracting to determine contract terms

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    Document Tactical Market Research

    Documentation shall consider at a minimum:

    (A) The methods used to conduct market research;

    (B) The timeframe in which market research was conducted;

    (C) The analysis of the capabilities of the potential sources that were identified during market research; and

    (D) Any conclusion(s) reached as a result of market research analysis. PGI 210.002

    In addition to using the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”, for service acquisitions, the format and processes should also be adapted for use in documenting market research for supplies. (AFARS 5110.002)

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    How Is Market Research Documented and Managed

    Tactical Market Research:

    Market research should be documented in the Market Research Report (MRR), and acquisition strategy.

    If the market research was performed for a complex acquisition, the MRR should explain how the findings impact the acquisition strategy.

    Market research should be summarized in the Small Business Coordination Record DD Form 2579, and attached to the DD Form 2579

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    Market Research for Services

    Use the “Market Research Report Guide for Improving the Tradecraft in Services Acquisition”

    Strategic and Tactical Market Research processes and techniques apply

    Provides information on practices used for obtaining same or similar services in commercial market

    Information on past performance is vital

    Service sector and regulatory standards are good tools to use

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    OFPP Market Research Misconceptions

    OFPP has created a series of mythbusters available to help improve communication with industry and assist in providing guidance on preconceived communication concerns between government and industry.

    Mythbusters 1: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/Myth-Busting.pdf

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    OFPP Market Research Misconceptions

    Misconception – “We can’t meet one-on-one with a potential offeror.”

    Fact – Government officials can generally meet one-on-one with potential offerors as long as no vendor receives preferential treatment.

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    OFPP Market Research Misconceptions

    Misconception – “A protest is something to be avoided at all costs – even if it means the government limits conversations with industry.”

    Fact – Restricting communication won’t prevent a protest, and limiting communication might actually increase the chance of a protest – in addition to depriving the government of potentially useful information.

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    OFPP Market Research Misconceptions

    Misconception – “If the government meets with vendors, that may cause them to submit an unsolicited proposal and that will delay the procurement process.”

    Fact – Submission of an unsolicited proposal should not affect the schedule. Generally, the unsolicited proposal process is separate from the process for a known agency requirement that can be acquired using competitive methods.

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    OFPP Market Research Misconceptions

    Misconception – “The program manager already talked to industry to develop the technical requirements, so the contracting officer doesn’t need to do anything else before issuing the RFP.”

    Fact – The technical requirements are only part of the acquisition; getting feedback on terms and conditions, pricing structure, performance metrics, evaluation criteria, and contract administration matters will improve the award and implementation process.

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    OFPP Market Research Misconceptions

    Misconception – “Giving industry only a few days to respond to an RFP is OK since the government has been talking to industry about this procurement for over a year.”

    Fact – Providing only short response times may result in the government receiving fewer proposals and the ones received may not be as well-developed – which can lead to a flawed contract. This approach signals that the government isn’t really interested in competition.

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    OFPP Market Research Misconceptions

    Misconception – “Getting broad participation by many different vendors is too difficult; we’re better off dealing with the established companies we know.”

    Fact – The government loses when we limit ourselves to the companies we already work with. Instead, we need to look for opportunities to increase competition and ensure that all vendors, including small businesses, get fair consideration.

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    OFPP Market Research Misconceptions

    Mythbusters 2: Addressing Misconceptions to Improve Communication with Industry during the Acquisition Process https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting-2-addressing-misconceptions-and-further-improving-communication-during-the-acquisition-process.pdf

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    OFPP Market Research Misconceptions

    Misconception – “The best way to present my company’s capabilities is by marketing directly to Contracting Officers and/or signing them up for my mailing list.”

    Fact – Contracting officers and program managers are often inundated with general marketing material that doesn’t reach the right people at the right time. As an alternative, vendors can take advantage of the various outreach sessions that agencies hold for the purpose of connecting contracting officers and program managers with companies whose skills are needed.

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    OFPP Market Research Misconceptions

    Misconception –“It is a good idea to bring only business development and marketing people to meetings with the agency’s technical staff.”

    Fact – In meetings with government technical personnel, it’s far more valuable for you to bring subject matter experts to the meeting rather than focusing on the sales pitch.

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    OFPP Market Research Misconceptions

    Misconception – “Attending industry days and outreach events is not valuable because the agency doesn’t provide new information.”

    Fact – Industry days and outreach events can be a valuable source of information for potential vendors and are increasingly being used to leverage scarce staff resources.

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    OFPP Market Research Misconceptions

    Misconception – “Agencies generally have already determined their requirements and acquisition approach so our impact during the pre-RFP phase is limited.”

    Fact – Early and specific industry input is valuable. Agencies generally spend a great deal of effort collecting and analyzing information about capabilities within the marketplace. The more specific you can be about what works, what doesn’t, and how it can be improved, the better. (See FAR 15.201)

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    OFPP Market Research Misconceptions

    Misconception – “If I meet one-on-one with agency personnel, they may share my proprietary data with my competition.”

    Fact – Agency personnel have a responsibility to protect proprietary information from disclosure outside the Government and will not share it with other companies. In fact, 18 U.S.C. 1905, the Trade Secrets Act, prohibits the Government from disclosing proprietary information outside the Government.

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    OFPP Market Research Misconceptions

    Misconception – “Agencies have an obligation not to share information about their contracts, such as prices, with other agencies, similar to the obligation they have not to disclose proprietary information to the public.”

    Fact – There are no general limitations on the disclosure of information regarding existing contracts between agencies within the Government. In fact, agencies are encouraged to share pricing information to ensure that we are getting the best value for our taxpayers.

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    OFPP Market Research Misconceptions

    Mythbusters 3:Further Improving Industry Communication with Effective Debriefings https://obamawhitehouse.archives.gov/sites/default/files/omb/procurement/memo/myth-busting_3_further_improving_industry_communications_with_effectiv….pdf

    Mythbusters 4: Strengthening Engagement with Industry Partners through Innovative Business Practices https://www.whitehouse.gov/wp-content/uploads/2019/05/SIGNED-Myth-Busting-4-Strenthening-Engagement-with-Industry-Partners-through-Innovative-Business-Practices.pdf

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    OFPP Market Research Misconceptions

    Misconception – "Using innovative business strategies to the Federal contracting process is not a core program management or contracting office responsibility in meeting mission needs."

    “Fact – Applying new and innovative ways of conducting the Government's business is a critical, core responsibility of contracting staff, integrated project teams, and the agency's senior leadership.

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    OFPP Market Research Misconceptions

    Misconception – "Non FAR-based acquisition authorities (i.e., authorities that cannot be exercised under the FAR) are never available for general use by agencies and are designed to be considered only on a limited basis for unique needs and circumstances."

    “Fact – While agencies must have authority to use acquisition tools that would otherwise not be allowed under the FAR, agencies may also leverage a number of non-FAR based authorities by working with other agencies that do maintain such authorities. These include joint-venture authority vested in the Department of Commerce (DOC) and "Commercial Solutions Opening" authority given to GSA, Prize and Challenge authority under the America COMPETES Act, and OTs.

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    OFPP Market Research Misconceptions

    Misconception – "Before a potential procurement starts, it is not valuable for government personnel to engage with industry representatives to discuss substantive agency strategic and planning needs."

    “Fact – To maximize market research efforts, agencies are encouraged to engage vendors early in the planning process to learn about market capabilities and ways that industry may fulfill requirements in non-traditional ways.

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    OFPP Market Research Misconceptions

    Misconception – "The best way to engage with industry during the planning phase is through a written request for information."

    “Fact – Requests for Information (RFIs), while useful, can result in a static, one-way exchange where agencies do not have the resources to respond and vendors do not have the opportunity to demonstrate their capabilities. However; agencies can conduct virtual meeting sessions (live RFIs) and can schedule separate virtual presentations for potential offerors to demonstrate solutions with contracting officers, program managers, and others.

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    OFPP Market Research Misconceptions

    Misconception – "Product demonstrations are too complex and provide limited value for acquisition personnel."

    “Fact – The "show me, don't tell me" approach enables potential vendors to actually demonstrate the product and/or services instead of filling out paperwork to explain how the product and/or service would meet the government's needs. Such presentations allow companies to exhibit their capabilities and enable agencies to understand relevant products and services before making an award.

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    OFPP Market Research Misconceptions

    Misconception – "Agency personnel are generally prohibited from engaging directly with associations and other government-focused industry groups because of ethics considerations."

    Fact – Ethics laws and regulations do not generally prohibit federal employees from joining associations or other industry groups, and agencies are encouraged to promote appropriate workforce and leadership participation to discuss ideas and solutions. Collaborative engagements may include: co-training alongside industry partners, attending industry-hosted workshops, joint conference panel participation, and industry demos.

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    Tips for Success

    Start early, while the requirement is still flexible

    Identify and understand the needs/key characteristics of the requirement

    Identify the market research objectives

    Tailor and refine efforts as you proceed, from general to specific

    Analyze the data received to determine if the market research objectives are met.

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    Questions

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    ,

    PERFORMANCE WORK STATEMENT (PWS) FOR

    WEAPON SYSTEM SUSTAINMENT (WSS) SUPPORT SERVICES

    1.0. General: Work is to be accomplished for the United States Air Force (USAF).

    1.1 Scope: The contractor shall provide all personnel, equipment, tools, materials, supervision, and quality control necessary, except as specified in Paragraph 3.0 as Government Furnished, to perform Weapon System Sustainment Support (WSS) as defined in this Performance Work Statement (PWS).

    1.1.1. The scope of this effort requires the contractor to analyze and support the Weapon System Sustainment (WSS) requirements/budget process for the USAF, who must manage their own requirements validation, prioritization, publishing, and execution of funds. The extent of the subject effort includes evaluating sustainment objectives related to supporting the current Headquarters Air Force (HAF) budget process, reducing the number of man-hours required to analyze data during the budget process. The data provided by the contractor will aide USAF in making decisions/recommendations to senior USAF leadership and support budget justification documentation to the Office of the Secretary of Defense (OSD) and Congress on the WSS program in support of the Planning, Programming, Budgeting and Execution (PPBE) process.

    1.1.1.1. This effort is for non-personal services. Functional requirements to be performed by contractor personnel in order to achieve performance objectives and complete specific deliverables described within this PWS. The performance objectives may include tasks defined as closely associated with inherently governmental functions as defined by the Federal

    Acquisition Regulations Subpart 7.5 and the Defense Federal Acquisition Regulation Supplement at Subpart 207.503. As such, non-disclosure agreements and conflict of interest provisions apply. 48 CFR § 52.203-16, Preventing Personal Conflicts of Interest, applies. The specific scope of this effort includes performance of the following activities, which are to be performed in direct support of USAF requirements:

    a. WSS associated funding and requirements determination is completely dependent upon manual process for submission of Justification Books (JBooks) and President Budget (PB) data for the USAF to defend budget submissions to OSD and Congress. The contractor shall provide Government personnel direct support to plan and execute the annual WSS requirements/budgeting process, including direct support to HAF during critical/time-sensitive budgetary assessments.

    1.2. Background The USAF budget requirement process differs from the Active DoD budget process. The USAFs specialized mission supports not only the Federal Government, but the State and Local sector. Because of the broad spectrum of support, the USAF requires a deviation from the active DoD process, and it is difficult and labor intensive to adequately respond to time sensitive higher headquarters and HAF budget drills with extremely limited resources.

    1.2.1. The Organization has over 350 operational units across the United States in 90 Wings, 175 geographically separated units in 213 locations, responsible for maintaining over 18 major weapon systems consisting of more than 1,160 military aircraft, thousands of special and general-purpose vehicles and associated support equipment in a combat-ready condition. The ability to generate and analyze reliable logistics management data so that it can be used to shape policy and procedures has the potential to generate significant savings in logistics and operational support costs for USAF.

    1.3. Period of Performance (PoP): The Period of Performance shall be one base year and four one-year options under FAR 52.217-9, Option to Extend Services.

    1.4 General Information:

    1.4.1. Quality Control (QC): The contractor shall develop and maintain an effective QC Plan (QCP) to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent and ensure non-recurrence of defective services. The contractor’s QCP is the means by which it assures itself that its work complies with the requirements of the contract. As a minimum, the contractor shall develop QC procedures that address the areas identified in Technical Exhibit 1, Performance Requirements Summary (PRS). A final QCP shall be submitted to the Contracting Officer Representative (COR) NLT 10 days after contract award in accordance with A001. COR will review and provide concurrence of acceptance. After acceptance of the QCP, the contractor shall obtain the Contracting Officer’s (KO’s) acceptance in writing of any proposed changes to its QCP.

    1.4.1.2 Quality Assurance (QA): The Government will evaluate the contractor’s performance under this contract in accordance with the Quality Assurance Surveillance Plan (QASP). This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and acceptable quality level(s) or defect rate(s).

    1.4.3 Recognized Holidays: The Contractor shall not perform services on recognized U.S. holidays. All recognized holidays can be found at: https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays/. Most Federal employees work on a Monday through Friday schedule. For these employees, when a holiday falls on a non-workday (Saturday or Sunday) the holiday usually is observed on Monday (if the holiday falls on Sunday) or Friday (if the holiday falls on Saturday). The Contractor shall be responsible for knowing when Federal holidays are recognized as this may impact the status of Federal facilities and contractor access to such facilities.

    1.4.4. Place and Performance of Services: The contractor shall provide services between the hours of 0800 – 1700 on Monday through Friday, except on recognized US holidays or when the Government facility/installation is closed due to local or national emergencies, administrative closings, or similar Government-directed facility/installation closings. Performance shall be at the Resources Division, USAF. The contractor shall at all times maintain an adequate work force for the uninterrupted performance of all tasks defined within this PWS when the Government facility/installation 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. Teleworking is authorized.

    1.4.4.1. Telework: The Government may permit telework by contractor employees when determined to be in the best interest of the Government in meeting work requirements. In furtherance of Continuity of Operations Planning (COOP), a telework program may be enacted to ensure the Government’s mission–critical operations stay operational during times of national emergency or incidents of national significance. Telework shall be at no additional cost to the Government.

    1.4.4.2. Unscheduled gate closures by the Security Police may occur at any time causing all personnel entering or exiting a closed installation to experience a delay. This cannot be predicted or prevented. Contractors are not compensated for unexpected closures or delays. Vehicles operated by contractor personnel are subject to search pursuant to applicable regulations. Any moving violation of any applicable motor vehicle regulation may result in the termination of the contractor employee’s installation driving privileges.

    1.4.4.3. The contractor’s employees shall become familiar with and obey the regulations of the installation, including fire, traffic, safety and security regulations while on the installation. Contractor employees should only enter restricted areas when required to do so and only upon prior approval. All contractor employees shall carry proper identification with them at all times. The contractor shall ensure compliance with all regulations and orders of the installation which may affect performance. The Government reserves the right to direct the removal of an employee for misconduct, security reasons, or any overt evidence of communicable disease. Removal of contractor employees for reasons stated above does not relieve the contractor from responsibility for total performance of this contract.

    1.4.5. Access and General Protection/Security Policy and Procedures. The contractor shall comply with all applicable installation/facility access and local security policies and procedures, which may be obtained from the Contracting Officer’s Representative (COR). The contractor shall also provide all information required for background checks to meet installation access requirements to be accomplished by the local installation’s Security Forces, Director of Emergency Services or local Security Office. The contractor shall ensure compliance with all personal identity verification requirements as directed by DoD, HAF and/or local policy. Should the Force Protection Condition (FPCON) change, the Government may require changes in contractor security matters or processes.

    1.4.5.1. For contractors requiring Common Access Card (CAC): For installation(s)/location(s) cited in the contract, contractors shall ensure Common Access Cards (CACs) are obtained by all contract or subcontract personnel who meet one or both of the following criteria:

    1. Require logical access to Department of Defense computer networks and systems in either:

    a. the unclassified environment; or

    b. the classified environment where authorized by governing security directives.

    2. Perform work, which requires the use of a CAC for installation entry control or physical access to facilities and buildings.

    3. While visiting or performing work on installation(s)/location(s), contractor personnel shall wear or prominently display the CAC as required by the Governing local policy.

    Before CAC issuance, the contractor employee requires, at a minimum, a favorably adjudicated Tier 1 (T1) or higher investigation IAW DoDI 5200.46. The contractor employee will be issued a CAC only if duties involve one of the following: (1) Both physical access to a DoD facility and access, via logon, to DoD networks on-site or remotely; (2) Remote access, via logon, to a DoD network using DoD-approved remote access procedures; or (3) Physical access to multiple DoD facilities or multiple non-DoD federally controlled facilities on behalf of the DoD on a recurring basis for a period of 6 months or more. At the discretion of the sponsoring activity, an initial/interim CAC may be issued based on a successfully scheduled T1 with the Office of Personnel Management and a favorable completion of an FBI fingerprint check.

    1.4.5.1.1. Homeland Security Presidential Directive (HSPD)-12 Background Investigation Requirements: The contractor shall ensure that all contractor and subcontractor personnel whose duties require CAC card issuance obtain them, and shall process all CAC card applications. The contractor shall ensure that all employees requiring a T1 be vetted by the cognizant security activity Chief, Information Protection (CIP) to ensure a proper investigation is on record. The CIP will process the T1 if needed. The contractor shall ensure immediate compliance with all instructions regarding background investigation processing, including those provided verbally, by e-mail or via a Government system. The contractor is cautioned that the entire process from submittal of the investigation may take multiple weeks and shall factor this lead time into its hiring/placement process. The contractor shall make all reasonable efforts to ensure that contractor employees meet CAC eligibility standards upon assignment to the contract and shall be held responsible for delays, failure to meet performance requirements or decreases in efficiency in accordance with the applicable inspection clause.

    1.4.5.1.2. Mission Partner Identity, Credential and Access Management system (MP ICAM). The contractor shall process CAC applications through the MP ICAM system, the procedures for which are described below. Although there is no requirement for the contractor to designate a “Corporate Facility Security Officer" (FSO) to serve as its single point of contact for the BI, the MP ICAM application process and other CAC and security-related matters, such designation facilitates these processes. If a Corporate FSO is not established, all contractor employees requiring a CAC will be required to process their own applications. The submission process for CAC applications is as follows:

    1. The contractor's FSO or contractor employee shall submit requests for a CAC via email to the designated Mission Partner Affiliation Sponsor (MPAS). The MPAS for this requirement will be: TBD

    2. The Government will establish an MP ICAM application account for each CAC Request and will provide each contractor employee a user ID and password, via email, to the contractor’s FSO or contractor employee. The FSO or contractor employee shall access the MP ICAM account and complete the CAC application (entering/editing contractor information as applicable) at: MP ICAM – Mission Partner Registration Web Application – DMDC (osd.mil). The contractor’s FSO or contractor employee shall follow up to ensure that the MPAS is processing the request.

    3. The Government will inform the contractor's applicant, via email, of one of the following:

    a. Approval. Upon approval, the information is transferred to the DEERS database and an email notification is sent to the contractor with instructions on obtaining their CAC. The contractor proceeds to a RAPIDS station (RAPIDS Site Locator: http://www.dmdc.osd.mil/rsl/).

    b. Rejection. The Government, in separate correspondence, will provide reason(s) for rejection.

    c. Return. Additional information or correction to the application required by the contractor employee.

    *The contractor shall maintain records of all approved and rejected applications.

    1.4.5.1.3. Contractor personnel shall obtain a CAC from the nearest Real Time Automated Personnel Identification Documentation System (RAPIDS) Issuing Facility (typically the local Military Personnel Flight (MPF)). At the RAPIDS station, the RAPIDS Verification Officer will verify the contractor employee by Social Security Number (SSN) and two forms of identification. Identity source documents must come from the list of acceptable documents included in Form I-9, OMB No. 1615-0047, "Employment Eligibility Verification". Consistent with applicable law, at least one document from the Form I-9 list shall be a valid (unexpired) State or Federal Government-issued picture ID. The Identity documents will be inspected for authenticity and scanned and stored in the DEERS upon issuance of an ID. The photo ID requirement cannot be waived, consistent with applicable statutory requirements. The Verification Officer will capture primary and alternate fingerprints, picture, and updates to DEERS, and will then issue a CAC. Issued CACs will be valid for no longer than three years, or until the individual's contract end date (inclusive of any options), whichever is earlier.

    1.4.5.1.4. During the performance period of the contract, the contractor shall:

    1. Within 7 working days of any changes to the listing of the contract personnel authorized a CAC, provide an updated listing to the contracting officer who will provide the updated listing to the authorizing Government official;

    2. Return CACs in accordance with local policy/directives within 7 working days of a change in status for contractor personnel who no longer require logical or physical access;

    3. Return CACs in accordance with local policy/directives within 7 working days following a CACs expiration date; and

    4. Report lost or stolen CACs in accordance with local policy/directives, in accordance with deliverable A002.

    1.4.5.1.5 Within 7 working days following completion/termination of the contract, the contractor shall return all CACs issued to their personnel to the issuing office or the location specified by local policy/directives. A receipt for each returned card shall be provided to the TA/COR.

    1.4.5.1.6. Failure to comply with these requirements may result in withholding of final payment.

    1.4.5.2. Air Force Network (AFNET) Email. The contractor shall obtain an AFNET email address for each applicant, including subcontractors, who may require logical access to a government computer network. Network access requires the COR to approve access for approved roles to support the WSS process.

    1.4.5.3. Communications Security/Information Technology (COMSEC/IT) Security. All communications with DoD organizations are subject to COMSEC review. All telephone communications networks are continually subject to intercept by unfriendly intelligence organizations. DoD has authorized the military departments to conduct COMSEC monitoring and recording of telephone calls originating from, or terminating at, DoD organizations. Therefore, the contractor is advised that any time contractor personnel place or receive a call they are subject to COMSEC procedures. The contractor shall ensure wide and frequent dissemination of the above information to all employees dealing with DoD information. The contractor shall abide by all Government regulations concerning the authorized use of the Government's computer network, including the restriction against using the network to recruit Government personnel or advertise job openings.

    1.4.5.4. Use of Government Information Systems (IS) and access to Government networks is a revocable privilege, not a right. Contractor employees shall have a favorable background investigation or hold a security clearance and access approvals commensurate with the level of information processed or available on the system. Contractor employees shall:

    1.4.5.4.1. Mark and safeguard files, output products, and storage media per classification level and disseminate them only to individuals authorized to receive them with a valid need to know.

    1.4.5.4.2. Protect IS and IS peripherals located in their respective areas in accordance with physical security and data protection requirements.

    1.4.5.4.3. Practice safe network and Internet operating principles and take no actions that threaten the integrity of the system or network.

    1.4.5.4.4. Comply with the command's Acceptable Use Policy (AUP) for Government owned IS and sign an AUP prior to or upon account activation.

    1.4.5.4.5. Complete initial and/or annual Information Assurance (IA) training as required by applicable Air Force/ANG policy.

    1.4.5.5. Protection of Personally Identifiable Information (PII). The contractor shall protect all PII encountered in the performance of services in accordance with Defense Federal Acquisition Regulation Supplement (DFARS) 224.103 Personally Identifiable Information and Department of Defense Directive (DoDD) 5400.11, Department of Defense Privacy Program, and DoD 5400.11-R. If a PII breach results from the contractor’s violation of the aforementioned policies, the contractor shall bear all notification costs, call-center support costs, and credit monitoring service costs for all individuals whose PII has been compromised.

    1.4.5.6. Information Assurance (IA) / Information Technology (IT) Certification. In accordance with DoD 8570.01-M, DFARS 252.239.7001, and Air Force Policy Directive (AFPD) 17-1 contractor employees performing services supporting IA/IT functions shall be appropriately certified upon contract award. The baseline certification as stipulated in DoD 8570.01-M shall be completed upon contract award.

    1.4.5.7. Security Requirements, Information Technology (IT) Training: All contractor employees and associated subcontractor employees shall complete the DoD Cyber Awareness requirement found at the following link: https://lmsjets.cce.af.mil/moodle/enrol/index.php?id=12980 before issuance of network access and annually thereafter, IAW A002. The contractor shall submit certificates of completion for each contractor employee and subcontractor employee to the COR within 30 calendar days after completion of training.

    1.4.5.8. Requirement for OPSEC Training. In accordance with AFI 10-701, Operations Security, OPSEC PMs/Signature Managers/Coordinators will provide OPSEC training or training materials to contract employees within 30 days of employees’ initial assignment to the contract and prior to having access to any critical information (CI) and annually thereafter. General organizational orientations may need to be supplemented by duty-related orientations in the work center targeted toward specific critical information and vulnerabilities associated with the work. Initial training (OPSE 1301 – OPSEC Fundamentals) This course can be accessed on the Center for Development of Security Excellence (CDSE), Defense Counterintelligence and Security Agency website:

    https://securityawareness.usalearning.gov/opsec/index.htm. The contractor shall submit" – Annual OPSEC refresher training is on MyLearning, The OPSEC Annual training- DAF-Operations Security Awareness Training (Annual requirement). Located on My Learning https://lms-jets.cce.af.mil contractor shall submit certificates of completion for each contractor employee to the COR within 15 calendar days after completion of training. The contractor shall submit certificates of completion for each contractor employee to the COR within 15 calendar days after completion of training.

    1.4.5.9. All contractor employees and associated sub-contractor employees assigned to work on a government site and/ or requiring access to a DoD network will be required to register with LMS at commencement of services in order to complete the necessary training required of them initially and annually for the duration of the contract (i.e., DoD IAA Cyber Awareness, Protecting Sensitive Information, Force Protection, etc.). LMS website:

    https://lms-jets.cce.af.mil/moodle/course/view.php?id=11998 .

    1.4.5.10. Classified Information; The contractor shall comply with FAR Clause 52.204-2,

    Security Requirements, including the National Industrial Security Program Operating Manual (DoD 5220.22-M) and applicable updates/changes. This clause involves access to information classified “Confidential/Secret/Top Secret” and requires contractors to comply with a Visitor Group Security Agreement (VGSA) when designated as a Visitor Group at all contractor operations located on Air Force/Air National Guard installations in accordance with this PWS. Contract personnel must be entered in the Joint Personnel Adjudication System (JPAS) and vendor will comply with paragraph 1.4.5.1.1. A DD 254, DoD Contract Security Classification Specification, is required for all classified contracts. Completion of localized security training

    (information protection related material) will be accomplished at the Wing/Unit level. Derivative Classification and Marking Classified CBTs may also be required as per assigned duties (i.e., SIPRNet).

    1.4.5.11. Level 1 Antiterrorism Awareness Training. All contractor employees, to include subcontractor employees, requiring access to US Government installations, facilities and controlled access areas shall complete Level 1 Antiterrorism Awareness Training within 30 calendar days after contract award date or effective date of incorporation of this requirement into the contract, whichever is applicable. Level 1 Antiterrorism Awareness Training may be accomplished by a Level I qualified instructor or by completing Level 1 Antiterrorism Awareness Training at Joint Knowledge Online at the following link:

    https://jko.jten.mil/courses/atl1/launch.html , IAW A004 Upon completion of Antiterrorism Awareness Level 1 Training all contractor employees, to include subcontractor employees will forward an electronic copy of the certificate to the COR, who will track completion for all contractor employees, to include subcontractor employees.

    1.4.5.12. Reserved

    1.4.6. Physical Security. The contractor shall safeguard all Government property provided for contractor use. At the close of each work period, Government facilities, equipment and materials shall be secured.

    1.4.6.1. Key Control. NOTE: All references to keys include key cards and CAC. The contractor shall establish and implement methods of ensuring that no keys/key cards issued by the Government are lost or misplaced or are used by unauthorized persons. No keys issued by the Government shall be duplicated. The contractor shall include procedures covering key control in the QCP. 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 duplicated keys/key cards to the COR.

    1.4.6.1.1. In the event keys, other than master keys, are lost or duplicated, the contractor shall, upon direction by the KO, 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 Government replaces or re-keys the locks, the Government will deduct the total cost of lock replacement or re-keying from the monthly payment due the contractor. In the event a master key is lost or duplicated, the Government will replace all locks and keys for that system and will deduct the total cost from the monthly payment due the contractor.

    1.4.6.1.2 The contactor shall prohibit the use of the 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 contactor employees engaged in the performance of services in those areas, or personnel authorized entrance by the KO.

    1.4.6.2. Lock Combinations: The contractor shall establish and implement methods of ensuring that no lock combinations are 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 QCP.

    1.4.7. Special Qualifications: Contractor shall have expertise and skill in creating and managing databases using proprietary products including MS Access™, Oracle, SQL, and OLE Automation. Must be able to define database architecture and processes, identify database architecture including critical tables, indexes and views. Must be able to design and manage data integrity constraints. The Contractor shall also be responsible for interfacing with legacy systems and data modeling.

    1.4.7.1: The contractor is responsible for providing personnel with specialized expertise to include the following areas: HQ AFMC Centralized Asset Management (CAM) budget process and ANG budget requirements process HQ USAF budget processes i.e. OP-5, PB-5, OP-80, OP-30 as they relate to WSS IT database architecture managed web system to include applicable modules Interfacing unique processes within the WSS IT database managed web system Training new and existing personnel on the WSS IT managed web system AF mandated Information Assurance Compliance requirements.

    1.4.7.2. The contractor performing this work must have expert knowledge of USAF Budget Requirement Processes, and WSS IT database system applications enabling the USAF to tailor and execute the fiscal policy necessary to ensure the USAF Resources Division is operating at maximum efficiency. The reconfiguring of WSS IT database to enable automated database capabilities allowing USAF management personnel to manipulate and analyze available data from multiple sources for use in recommending changes to development and financial management policies and procedures. Database capabilities in support of this effort must be compatible with FM Checkbook, Defense Enterprise Accounting and Management System (DEAMS), Commander’s Resources Integration System (CRIS), and any/all existing or new logistics and/or management databases utilized by the USAF.

    a. Establish user interfaces that will enable USAF management personnel to efficiently use available software programs to produce budgetary planning reports, schedules, etc. and transport data between new and existing databases at multiple locations worldwide. The contractor will perform detailed analysis of data which will be used to aid USAF Government personnel in making recommendations for policies and procedures that can be implemented to minimize the impact of forecasting funding changes. The contractor will ensure Government personnel have a detailed understanding of all recommendations being presented.

    b. The contractor shall facilitate the analysis of budget information, such as cost benefits and trade-offs in the obligation and expenditure of budget dollars. The contractor shall provide direct support analyzing policies and procedures for efficiency and effectiveness as they pertain to the USAF logistics portfolio.

    c. Provide appropriate metrics and standards that can readily be incorporated into both new and existing databases to accurately depict the current status of budgetary outlays. The contractor shall support the USAF in analyzing data to provide cost projection and determine resource utilization effectiveness for all commodities as determined by the Resources Division. Contractor must validate all data included in provided products is reliable and repeatable. Data products must be verified against current database systems to ensure accuracy of data.

    d. Manipulate budgetary databases to generate reliable responses to what-if scenarios supporting HAF/SAF and conduct financial management and information studies evaluating the effects of changes in financial management policies and procedures that the Government uses to assess the USAF WSS posture.

    e. The contractor shall have expert knowledge of WSS IT database applications to properly tailor and manipulate WSS database for modeling, training, reporting, feasibility studies and should-cost analyses unique to the USAF.

    1.4.7.3. Secret Security Clearance: The contractor shall possess and maintain a SECRET security clearance from the Defense Security Services. The contractor’s employees performing work in support of this contract shall have a SECRET security clearance from the Defense Industry Security Clearance Office prior to starting work at the USAF facility. This requirement is necessary to gain access to Automated Budget Interactive Data Environment System (ABIDES) and its replacement, Program and Budget Enterprise Service (PBES). The contractor will need to perform work on the SECRET Internet Protocol Router Network (SIPRNET). In addition to these requirements the contractor must be eligible to attend classified meetings as needed. A DD254 is provided as Attachment 1.

    1.4.8. Post Award Conference/Periodic Progress Meetings: The contractor agrees to attend any post award conference convened by the KO in accordance with FAR Subpart 42.5. The KO, COR and other Government personnel, as appropriate, may meet periodically with the contractor to review the contactor’s performance. At these meetings, the KO will apprise the contractor of how the Government views the contractor’s performance and the contractor shall apprise the Government of problems, if any, being experienced. The contractor shall resolve outstanding issues raised by the Government. Contractor attendance at these meetings shall be at no additional cost to the Government.

    1.4.9. Contract Manager (CM): The contactor shall designate a CM who shall ensure performance under this contract. The name of this person, and an alternate who shall act for the contractor when the CM is absent, shall be designated in writing to the KO. The CM or alternate shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The CM shall work through the COR to resolve issues, receive technical instructions, and ensure adequate performance of services. The CM shall ensure that contractor employees do not perform any services outside the scope of the contract without an official modification issued by the KO. The CM shall ensure contractor employees understand that services performed outside the scope of the contract are performed wholly at the expense of the contractor.

    1.4.10. Identification of Contractor Employees: All contractor 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 that they are Government employees. The contractor shall ensure that all documents or reports produced by contractor personnel are suitably marked as contractor products or that contractor participation is appropriately disclosed. The contractor’s status as a “contractor” shall be predominantly displayed in all correspondence types (to include signature blocks on e-mail) and dealings with Government or non-Government entities. Contractor personnel shall wear identification badges distinguishing themselves as such. The badges shall have the company name, employee name and the word “contractor” displayed. The contractor shall retrieve all identification media from its employees who depart employment for any reason. The contractor shall return all identification media (i.e., badges and vehicle passes) to the COR, KO or designated Government personnel within 14 days of an employee’s departure IAW A005.

    1.4.10.1. The contractor shall return issued CACs to the DEERS office upon departure or dismissal of each contractor employee and shall obtain a receipt for each card and provide it to the TA/COR within 14 days of an employee’s departure.

    1.4.11. Combating Trafficking in Persons: The United States Government has adopted a zero tolerance policy regarding trafficking in persons. Contractors and contractor employees shall not engage in any form of trafficking in persons during the period of performance of the contract; procure commercial sex acts during the period of performance of the contract; or use forced labor in the performance of the contract. The Contractor shall notify its employees of the United States Government’s zero tolerance policy and the actions that will be taken against employees for violations of this policy. The contractor shall take appropriate action, up to and including termination, against employees or subcontractors that violate the US Government policy as described at FAR 22.17.

    1.4.12. Contractor Travel: The contractor shall travel to each of the three Air Logistics Complexes (Hill, Tinker and Robins AFBs), in addition to Wright Patterson AFB, OH and other locations as directed during the performance of this contract to provide instruction and attend meetings. The contractor shall be authorized travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. All travel requires COR recommendation for approval and/or authorization by the KO

    ( KO approval is only necessary if funding is unavailable or KO has retained COR responsibilities.) prior to travel arrangements being made. The contractor may be required to travel to off-site training locations and to ship training aids to these locations in the performance of this contract. The cost of shipping training aids shall be borne by the contractor.

    1.4.13. Data Rights: The Government has unlimited rights to all documents/materials produced under this contract. All documents and materials 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 KO. 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.

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

    2.0. DEFINITIONS AND ACRONYMS

    2.1. Definitions:

    2.1.1. Contractor: A supplier or vendor awarded a contract to provide specific supplies or service to the government. The term used in this contract refers to the prime.

    2.1.2. Contracting Officer (KO): A person with authority to enter into, administer, and or terminate contracts, and make related determinations and findings on behalf of the government. Note: The only individual who can legally bind the government.

    2.1.3. Contracting Officer Representative (COR): An employee of the U.S. Government designated by the KO to monitor contractor performance. Such appointment will be in writing and will state the scope of authority and limitations. This individual has authority to provide technical direction to the Contractor as long as that direction is within the scope of the contract, does not constitute a change, and has no funding implications. This individual does NOT have authority to change the terms and conditions of the contract.

    2.1.4. Defective Service: A service output that does not meet the standard of performance associated with the PWS.

    2.1.5. Deliverables: Anything that can be physically delivered and includes non-manufactured things such as meeting minutes or reports.

    2.1.6. Key Personnel: Contractor personnel that are evaluated in a source selection process and that may be required to be used in the performance of a contract by the PWS. When key personnel are used as an evaluation factor in best value procurement, an offer can be rejected if it does not have a firm commitment from the persons that are listed in the proposal.

    2.1.7. Physical Security: Actions that prevent the loss or damage of Government property.

    2.1.8. Quality Assurance: The government procedures to verify that services being performed by the Contractor are performed according to acceptable standards.

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

    2.1.10. Quality Control: All necessary measures taken by the Contractor to ensure that the quality of an end product or service shall meet contract requirements.

    2.1.11. Subcontractor: One that enters into a contract with a prime contractor. The Government does not have privity of contract with the subcontractor.

    2.1.12. Work Day: The number of hours per day the Contractor provides services in accordance with the contract. The Work Day for this PWS is eight hours.

    2.1.13. Work Week: Monday through Friday, unless specified otherwise.

    2.2. Acronyms:

    AC

    Advisory Council

    ACR

    Alternate Client Representative

    AEI

    Army Enterprise Info-structure

    AF

    Air Force

    AFB

    Air Force Base

    AFI

    Air Force Instruction

    AFLCMC

    Air Force Life Cycle Management Center

    AFM

    Automated Funds Management

    AFMC

    Air Force Materiel Command

    AFMC/A4

    Air Force Materiel Command Director of Logistics and Sustainment

    AFNET

    Air Force Network

    AFRC

    Air Force Reserve Command

    AFSC

    Air Force Sustainment Center

    ALC

    Air Logistics Complex

    AMR

    Aircraft and Missiles Requirements

    AR

    Army Regulation

    AT

    Antiterrorism

    AT/OPSEC

    Antiterrorism/Operational Security

    BI

    Background Investigation

    CAM

    Centralized Asset Management

    CFR

    Code of Federal Regulations

    CLS

    Contractor Logistics Support

    CM

    Contract Manager

    CMRA

    Contractor Manpower Reporting Application

    CONUS

    Continental United States (excludes Alaska and Hawaii)

    COOP

    Continuity of Operations Planning

    COR

    Contracting Officer Representative

    COTS

    Commercial-Off-the-Shelf

    CR

    Client Representative

    CRIS

    Commander’s Resources Integration System

    CSAG–Mx

    Consolidated Sustainment Activity Group – Maintenance

    CSAG-S

    Consolidated Sustainment Activity Group – Supply

    DAF

    Direct Air Force

    DD250

    Department of Defense Form 250 (Receiving Report)

    DD254

    Department of Defense Contract Security Requirement List

    DEAMS

    Defense Enterprise Accounting and Management System

    DEERS

    Defense Enrollment Eligibility Reporting System

    DFARS

    Defense Federal Acquisition Regulation Supplement

    DIACAP

    DoD Information Assurance Certification and Accreditation Process

    DoD

    Department of Defense

    DPEM

    Depot Purchased Equipment Maintenance

    DSN

    Defense Switched Network

    EOY

    End of Year

    e-QIP

    Electronic Questionnaires for Investigations Processing

    FAR

    Federal Acquisition Regulation

    FM

    Directorate of Financial Management and Comptroller

    FMB

    Financial Management Board

    FRM

    Funded Requirements Management

    FY

    Fiscal Year

    FYDP

    Future Year Defense Plan

    GFP/M/E/S

    Government Furnished Property/Material/Equipment/Services

    HAF

    Headquarters United States Air Force

    HAF/A4

    HAF, Deputy Chief of Staff Logistics, Installations and Mission Support

    HQ

    Headquarters

    HSPD

    Homeland Security Presidential Directive

    IA

    Information Assurance

    IS

    Information System(s)

    ITM

    Information Technology Manager

    JBook

    Justification Book

    KO

    Contracting Officer

    LRDP

    Logistics Requirements Determination Process

    MAJCOM

    Major Command

    MSR

    Monthly Status Report

    N/A

    Not Applicable

    NGB

    National Guard Bureau

    O&M

    Operation and Maintenance

    OCI

    Organizational Conflict of Interest

    ODC

    Other Direct Costs

    OMEI

    Other Major End Item

    OOC

    Out of Cycle

    OSD

    Office of the Secretary of Defense

    PB

    President Budget

    PBR

    Program Budget Review

    PBR

    President Budget Request

    PDM

    Programmed Depot Maintenance

    PEC

    Program Element Code

    PEM

    Program Element Monitor

    PGM

    Product Group Manager

    PII

    Personally Identifiable Information

    PIV

    Personal Identity Verification

    PIPO

    Phase In/Phase Out

    PM

    Program Manager

    POC

    Point of Contact

    POM

    Program Objective Memorandum

    PoP

    Period of Performance

    PPBE

    Planning, Programming, Budgeting and Execution

    PRS

    Performance Requirements Summary

    PWS

    Performance Work Statement

    QA

    Quality Assurance

    QAP

    Quality Assurance Program

    QASP

    Quality Assurance Surveillance Plan

    QC

    Quality Control

    QCP

    Quality Control Program

    RAPIDS

    Real-Time Automated Personnel ID System

    RQMT

    Requirement

    SE

    Sustaining Engineering

    SSN

    SPERS

    Social Security Number

    Sustainment, Planning, Execution and Reporting System

    SPM

    System Program Manager

    TA

    Trusted Agent

    TE

    TO

    Technical Exhibit

    Technical Order

    USAF

    United States Air Force

    USD(I)

    Under Secretary of Defense for Intelligence

    WSA

    Weapon System Agreement

    WSMS

    Weapon System Management Support

    WSS

    Weapon System Sustainment

    3.0. GOVERNMENT FURNISHED PROPERTY, MATERIAL, EQUIPMENT AND SERVICES (GFP/M/E/S)

    The Government will provide the property, material, equipment, and/or services listed below solely for the purpose of performance under this contract:

    3.1. Property: The Government will provide the necessary workspace within the AF facility for the contractor to perform services outlined in this PWS to include desk space, telephones, computers and other items necessary to maintain an office environment.

    3.2. Materials: The Government will provide standard office supplies, such as pens, pencils, paper, binders, scissors, tape, highlighters, etc.

    3.3. Equipment: The Government will provide laptop computers with dual monitors to provide direct support and continuity for the budgetary and execution processes. Direct support by contractor is critical to ensure processes meet expectations.

    3.4. Services: The Government will provide any associated office workspace and facility custodial and cleaning, as required.

    3.5. Utilities: The Government will provide all utilities in the facility and will be available for the Contactor’s use in the performance of tasks outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The Contractor shall operate under conditions that preclude the waste of utilities, which include turning off the water faucets or valves after using the required amount, turning off desk lights at the end of the day and turning off computer monitors when not in use.

    3.6. Records, Files, Documents, and Work Papers: The Government will provide or arrange for

    access to the various data files and data stores containing necessary information. The Government will provide the contractor copies of, or access to, required AF and other Government directives, publications, specifications, data and documentation, as required. Documentation explaining organizational, financial, and other constraints and requirements will be provided. All records, files, documents, and work papers provided by the Government or generated are Government property.

    4.0. CONTRACTOR FURNISHED PROPERTY, MATERIALS AND EQUIPMENT

    4.1. General: Except for those items specifically stated to be Government Furnished in Paragraph 3.0., the contractor shall furnish everything required to perform these services as indicated in Paragraph 1.1.

    4.2. Training Materials: Contractor will provide all training materials for face-to-face training as well as online training. This includes but is not limited to manuals, briefings, handouts and online training courses.

    5.0. REQUIREMENTS

    5.1. WSS System Support: The contractor shall provide the AF organization with WSS IT database direct system support, for WSS analysis. The SPERS system that shall be provided to ANG Logistics (A4) that oversee the entire set of processes required to accomplish timely planning, programming, forecasting, and execution tracking of AF dollars through all stages of the budgeting process as designated by the COR.

    5.1.1. WSS – The contractor will support the AF WSS program by building upon existing Air Force (AF) processes, tailoring these processes to the specialized mission of the AF is effort will require the application of knowledge/experience pertaining to the active AF and ANG processes and the SPERS IT solution. All efforts under this contract are at the request of, and approved by, AF Government personnel.

    5.1.1.1. AF Budget/Requirements Process Support and Evaluation. The contractor shall advise AF Government personnel in assessing the current AF budgeting process and aid in developing a plan to tailor the WSS IT database system to all AF WSS requirements impacted by the budget processes. Upon Government approval, contractor shall execute the plan in the WSS IT database IAW report A006.

    a. Planning, Programming, Budgeting, Execution (PPBE)

    The WSS IT database serves a variety of purposes through the management of specialized data calls. The cyclical nature of the planning cycle allows for continual improvement of planning numbers by the contractor, who must closely monitor the AF data within WSS IT database. AF processes are performed IAW applicable AF guidance and any DoD supplemental guidance. The purpose of the PPBE for AF is to link mission requirements to financial resources. By closely monitoring this linkage, the contractor shall notify Government personnel of any significant changes. These changes are critical to make AF senior leaders aware of the upcoming fiscal needs for long term planning and to secure funding. The following is a partial list of data calls the contractor will provide analysis for in order to have the most current data available.

    Cyclical PPBE Process:

    · RQMT Data Call – for aggregate RQMT analysis (FYDP)

    · PBR/FYDP- Projections for Funded RQMT for JBook Submittal

    · PB/FYDP – Projections for Funded RQMT for JBook Submittal

    · POM/FYDP Projections for Funded RQMT for PEM Parade

    · Workload Review – 3 year projected funding for Maintenance Planning

    · Logistics Requirement Determination Process (LRDP)

    · Execution Plan – Projected Funding for upcoming FY

    · Execution Actual – Tracks Actual Funding and Obligations during FY

    2. Provide other AF agencies/directorates (ie, A2/3/6, A5/8, FM) support regarding the PPBE process; to include: requirements and pricing, developing information to complete JBooks and President’s Budget submission.

    3. The contractor will support the PPBE process by providing WSS IT database experts to validate requirements being submitted during the PPBE process are defendable and consistent with requirements maintained in the WSS IT database. The contractor shall provide solid WSS IT database generated evidence used to support AF leaders at all levels coordinating with all sources to ensure WSS requirements are accurate and supportable.

    b. AF WSS Execution Year Process:

    1. Contractor will validate executable funding reported within WSS IT database from Distribution through all stages of accounting.

    2. Contractor will monitor accurate tracking of WSS pricing throughout the execution year. Advise Government employee of any discrepancies.

    3. Contractor will provide data analysis and assessments to AF leadership and managers in A2/3/6, A5/8, and FM regarding funds coordination during CR, Quarterly and Annual Budget Authority.

    5.1.1.2. Reserved.

    5.1.1.3. Specialized Training. The contractor shall provide specialized training for specific functions, such as Logistic requirement Determination process, Year of Execution process, and POM orientation to ensure new personnel have the necessary skills and knowledge to perform their duties effectively.

    5.1.1.4. Data Analysis and Assessment. The contractor shall work with the AF Government personnel to track and analyze expenditures against the approved budget to identify variances and ensure that spending aligns with Execution Plan. Conduct variance analysis to understand the reasons for any deviations from the approved Execution Plan.

    5.1.1.4.1. The contractor shall analyze historical data and trends to assist in forecasting future logistics requirements determination. Conduct needs assessments to identify gaps and ensure that logistics requirements align with mission objectives. Use data to assist AF Government personnel to validate and prioritize requirements.

    5.1.1.4.2. The contractor shall implement data analysis and assessment changes as directed by AF Government personnel and may have limited inputs on Integrated Product Teams (IPTs) that define the AF business case. All changes will be approved by AF Government personnel.

    5.1.1.5. Expertise. The contractor shall furnish professional and technically qualified personnel to perform assigned tasking. The contractor shall provide total task management and supervise contractor personnel. The contractor will designate one primary point of contact for all technical aspects of the required work. No personal services shall be performed.

    5.2. Assessment and Authorization (A&A):

    5.3. Contractor Manpower Reporting Application (CMRA)

    5.3.1. The contractor shall report ALL contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the National Guard Bureau via a secure data collection site IAW report A007.

    5.3.2. The contractor shall completely fill in all required data fields using the following web address: https://www.sam.gov . Reporting inputs shall be for the labor executed during the period of performance during each Government fiscal year (FY), which runs 1 October through 30 September. While inputs may be reported any time during the FY, all data shall be reported no later than 31 October of each calendar year, beginning with 2026. Contractors may direct questions to the help desk at https://www.sam.gov.

    5.4. Reports:

    5.4.1. Monthly/Annual Status Report: The contractor shall provide MSRs to the COR no later than five business days after the last day of the month/year. All MSRs shall be provided to the COR via electronic submission (e-mail preferred). Format shall be of the contractor’s choosing; however, the government shall have the right to concur with the format and recommend changes to the report’s metrics or content.

    6.0. APPLICABLE PUBLICATIONS

    48 CFR, Code of Federal Regulations § 52.203-16, Preventing Personal Conflicts of Interest

    AFI, Air Force Instruction 10-701, Operations Security

    AFI, Air Force Instruction 63-101/20-101, Integrated Life Cycle Management

    AFM, Air Force Manual 33-282, Computer Security

    AFPD, Air Force Policy Directive 33-2, Information Assurance

    DoDD, Department of Defense Directive 5400.11

    DoDD, Department of Defense Directive 8140.01

    DODI, Department of Defense Instruction O-2000.16 Vol 1 AFI 10-245-O, Antiterrorism (AT) Program Implementation

    DFARS, Defense Federal Acquisition Regulation Supplement 224.103

    DFARS, Defense Federal Acquisition Regulation Supplement 252.225-7040

    DFARS, Defense Federal Acquisition Regulation Supplement 252.225-7043

    DFARS, Defense Federal Acquisition Regulation Supplement 252.239.7001

    DFARS, Defense Federal Acquisition Regulation Supplement Subpart 207.503

    DoD, Department of Defense 5220.22-M, National Industrial Security Program Operating

    Manual

    DoDR, Department of Defense Regulation 5400.11-R

    DoD, Department of Defense 8570.01-M

    DoDI, Department of Defense Instruction 5200.46

    DoDI, Department of Defense Instruction 8500.2

    DoDM, Department of Defense Manual 1000.13-M-V1 DoDM, Department of Defense Manual 5200.02

    FAR, Federal Acquisition Regulation 22-17

    FAR, Federal Acquisition Regulation Clause 52.204-2

    FAR, Federal Acquisition Regulation Clause 52.237-3

    FAR, Federal Acquisition Regulation Subpart 7.5

    FAR, Federal Acquisition Regulation Subpart 9.5

    FAR, Federal Acquisition Regulation Subpart 42.5

    Federal Information Processing Standards Publication 201-2

    JTR, Joint Travel Regulation

    Personal Identify Verification (PIV) of Federal Employees and Contractors, August 2013

    Procedures for the Department of Defense (DoD) Personnel Security Program, April 3, 2017

    TECHNICAL EXHIBIT 1

    Performance Requirements Summary

    This Performance Requirements Summary includes performance standards. The Government will use these standards to determine contractor performance and will compare contractor performance to the Acceptable Quality Level (AQL).

    Performance Objective

    Performance Standard

    Acceptable Quality Levels (AQL)

    Surveillance Method /

    By Whom

    5.1.1.1.

    AF Budget/ Requirements

    Process Support and Evaluation; to include PPBE, LRDP, and

    Execution

    The contractor shall advise AF Government personnel in assessing the AF Budget/ Requirements processes and aid in developing a plan to leverage the WSS IT database system to all AF WSS requirements impacted by the budget processes. The review of the AF processes will be conducted on an as needed basis. As the need for tailoring is identified by the contractor, AF has the final approval. The contractor has no more than one month from final approval to develop the plan to leverage the database system.

    Periodic Inspection – COR will review

    MSR

    5.1.1.3.

    Training

    Periodic Inspection – COR will review training materials following random upgrades.

    5.1.1.4.

    Data Analysis and Assessment

    The contractor shall work with the AF Government personnel to track and analyze expenditures against the approved budget to identify variances and ensure that spending aligns with Execution Plan. Conduct variance analysis to understand the reasons for any deviations from the approved Execution Plan.

    Periodic Inspection – COR will review

    MSR

    TECHNICAL EXHIBIT 2

    Deliverables Schedule

    PWS Reference / Deliverable Title

    Frequency

    Number of Copies

    Medium/Format

    Submit To

    1.4.1. Quality Control Plan A001

    30 days after acceptance of the baseline contract and each option year

    1

    Electronic File

    COR, CS, KO and Program Manager

    1.4.5.7. DoD

    Cyber Awareness Requirement Training CERTS

    A002

    Before issuance of network access and annually thereafter

    1

    Electronic File

    Certificate of

    Completion

    COR

    1.4.5.8 Operations

    Security (OPSEC)

    Training CERTS

    A003

    Complete within 30 calendar days

    of reporting for duty

    Annually

    1

    Electronic File

    Certificate of

    Completion

    COR

    1.4.5.11. Level 1

    Antiterrorism

    Awareness Training

    A004

    Within 30 calendar days after contract award date

    1

    Electronic File

    Certificate of

    Completion

    COR

    1.4.10 Identification Media (including

    vehicle passes)

    1.4.10.1. Return issued CACs obtain a receipt for each card and provide it to the TA/COR. A005

    Returned no later than 14 days

    after an employee’s departure

    Upon departure or dismissal of

    each contractor employee

    1

    1

    Badges/Passes

    CAC Badge

    COR, KO or designated Government personnel

    DEERS Office

    Provide receipt from DEERS office to COR within 14 days of an employee’s departure

    5.1.1.1

    Provide WSS

    analysis as stated in

    5.1.1.1. (A006)

    Completed by assigned suspense date or as needed

    1

    Electronic File/Hard Copy as directed

    As instructed by Government personnel

    5.3.1

    Monthly/Annual

    Status Report (A007)

    No later than five business days after the last day of the month/year

    1

    Electronic File

    COR or the KO

    Page 24 of 24

    ,

    Market Research Report > SAT

    For

    Part 1

    Author:

    Organization:

    Report Title:

    PSC and NAICS Code:

    Estimated Value:

    Market Research Objectives

    Enter text.

    Guidance: Include a description of the service to be addressed by this market research report.

    1. What is the service?

    1. What are the components or elements of the service?

    1. When is the service required?

    1. Where will the service be performed?

    1. Are there unique requirements?

    1. Are there mandatory source requirements?

    1. What other government agencies are buying the service?

    1. What current contract vehicles are available?

    Background

    Enter text.

    Guidance: Provide a short narrative on the requirement for which this service will support. Include information relative to the previous awards such as:

    1. Is the requirement new? If not, how long has the service been required?

    1. Is there available market research information already done by others in government?

    1. What past acquisition strategies were used?

    1. What past government work has been performed by potential suppliers?

    1. What past efforts have been taken to remove competitive barriers?

    1. What are some problems encountered during past contract performance?

    1. What is the past performance baseline?

    1. What changes have occurred in the market place (suppliers, trends, technologies)?

    1. What are the lessons learned/best practices?

    Potential Supplier Information

    Enter text.

    Guidance: Use the table to build the list of potential vendors and known sources that could be solicited to provide the service required.

    Vendor Name

    Location

    Point of Contact

    Capability

    ABC, Inc.

    Bangor,

    ME

    Name:

    Phone:

    Email:

    Provides all required services with consistent superior past performance ratings. Able to successfully provide surge capacity when required. Substantial operations in every state in Northeast region.

    1. Identify name, location, point of contact and an assessment of their capabilities to meet our requirements in terms of performance, cost, schedule and risk.

    1. Identify the number of sources contacted; identify whether they were large business, small business, small/disadvantaged business, Section 8A business, woman-owned business, government/non-government. (INPUT REQUIRED FROM CONTRACTING):

    1. Describe efforts to locate sources and explain the rational used to exclude sources.

    Small Business Opportunities

    Enter text.

    Guidance: Provide an assessment of the potential opportunities for small business set aside and direct award opportunities.

    1. Is the service suitable for small business?

    1. Can the requirement be segmented to include small business?

    AbilityOne Program

    Enter text.

    Guidance: In accordance to FAR (2011) Part 8.002(a)(2), determine if the service is provided by the AbilityOne Program. (INPUT REQUIRED FROM CONTRACTING):

    1. The procurement list can be found on the AbilityOne Program’s website: www.abilityone.gov.

    Conclusions and Recommendations

    This section applicable if completing Part 1. Not applicable if completing Part 2.

    Guidance: Summarize your data analysis with recommendations for:

    1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)

    1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement

    1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation

    1. relevant risks to be considered as part of any source selection activities

    1. specific contract terms and conditions

    Part 2

    Performance Requirements

    Enter text.

    Guidance: State the critical performance requirements which the service must meet.

    1. What are the performance requirements and how are they measured? If the requirement is not performance based, why?

    1. Are the requirements military unique or can be they be acquired in the commercial marketplace?

    1. What are the performance trade-offs to better accommodate the commercial market?

    1. How does industry sell the service and are the requirements written in those terms?

    Market Intelligence

    Enter text.

    Guidance: Describe any available commercial factors.

    1. What is the availability of the service?

    1. What is the demand for the service?

    1. What is the maturity of the service?

    1. How many suppliers are in the market and market share?

    1. What is the Government’s market share?

    1. What is the pricing structure?

    1. What is the small business footprint?

    1. Are socio-economic factors applicable?

    1. What is the supply chain?

    1. How are the services segmented?

    1. What business, trade, legal, political and other developments affect the market?

    1. What is fair/reasonable market price for the industry, which may include an assessment of available price data, price ranges, known pricing issues, or an explanation of price variations?

    1. What are the applicable industry standards, regulations, trade journals, or process guides germane to the service to be acquired?

    1. Identify any known environmental or safety regulations that affect the service being provided.

    1. Identify standard industry terms and conditions offered to commercial customers in the market place.

    1. Provide your assessment of the government’s leverage in the marketplace, such as being the only buyer, making a minority of buys in the market, making the majority of buys, or being one buyer among many.

    Conclusions and Recommendations

    Enter text.

    Guidance: Summarize your data analysis with recommendations for:

    1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)

    1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement

    1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation

    1. relevant risks to be considered as part of any source selection activities

    1. specific contract terms and conditions

    Market Research Techniques Used

    Enter text.

    Guidance: Describe the various methods used to arrive at the market research findings. Examples of techniques that may be used are: Internet searches, industry days, one-on-one industry sessions, Requests for Information (RFIs) to Industry (Solicitation for Information or Planning Purposes), FedBizOpps, etc. (INPUT REQUIRED FROM CONTRACTING):

    ________________________ ________________

    Contracting Officer Signature Date

    1

    ,

    Market Research Report > SAT

    For

    Part 1

    Author:

    Organization: NGB/A4PR

    Report Title: Weapon System Sustainment Support Services

    PSC and NAICS Code: 541611, 541618

    Estimated Value: $7,200,000

    Market Research Objectives

    Weapon System Sustainment is continuous support of the Air Force weapon system during the Operations and Sustainment phase. There are four business process areas managed as part of Central Asset management (CAM) WSS: DPEM, CLS, SE, and TOs.

    The support services being sought are multi-disciplined subject matter experts to Program Manager, Budget Analyst, Senior System Analyst, Portfolio Manager.

    Work is to be accomplished for the United States Air Force (USAF), Headquarters, Air National Guard Readiness Center (HQ ANGRC), National Guard Bureau NGB/A4P, Andrews AFB, MD.

    The scope of this effort requires the contractor to analyze and support the Weapon System Sustainment (WSS) requirements/budget process for the ANG, who must manage their own requirements validation, prioritization, publishing, and execution of funds. The extent of the subject effort includes evaluating sustainment objectives related to supporting the current Headquarters Air Force (HAF) budget process, reducing the number of man-hours required to analyze data during the budget process. The data provided by the contractor will aide ANG Government personnel in making decisions/recommendations to senior ANG leadership and support budget justification documentation to the Office of the Secretary of Defense (OSD) and Congress on the WSS program in support of the Planning, Programming, Budgeting and Execution (PPBE) process.

    Background

    This is a new requirement for ANG.

    The National Guard Bureau, NGB/A4P Resource Division budget requirement process differs from the Active AF budget process. The ANG’s specialized mission supports not only the Federal Government, but the State and Local sector. Because of the broad spectrum of support, the ANG requires a deviation from the Active AF process, and it is difficult and labor intensive to adequately respond to time sensitive higher headquarters and HAF budget drills with extremely limited resources.

    The ANG has over 350 operational units across the United States in 90 Wings, 175 geographically separated units in 213 locations, responsible for maintaining over 18 major weapon systems consisting of more than 1,160 military aircraft, thousands of special and general-purpose vehicles and associated support equipment in a combat-ready condition. The ability to generate and analyze reliable logistics management data so that it can be used to shape policy and procedures has the potential to generate significant savings in logistics and operational support costs for ANG.

    Potential Supplier Information

    GSA has several Multiple Award Schedule contracts that may potentially be used.

    Vendor Name

    Location

    Point of Contact

    Capability

    Jones Lang Lasalle Americas, Inc.

    (Large)

    2020 K St NW

    Ste 1100 Washington, Dc 20006-1806

    Chris Johnson

    Phone:

    Email:

    MAS Contract GS-00F-159CA

    Provides all required services with consistent superior past performance ratings. Able to successfully provide surge capacity when required. Experience with USAF UP program

    Salas O’Brien

    (Large)

    Hillary Bassett

    408.569.2569 [email protected]

    Chenega Enterprise Systems & Solutions, Llc

    609 Independence Pkwy Ste 210 Chesapeake, Va 23320-5209

    703.389.3207

    MAS Contract # 47QRAA20D005F

    Chugach Technical Solutions Llc

    3800 Centerpoint Dr Ste 1200 Anchorage, Ak 99503-5825

    843.408.3936

    [email protected]

    MAS Contract # 47QTCA19D00GG

    1. Identify name, location, point of contact and an assessment of their capabilities to meet our requirements in terms of performance, cost, schedule and risk.

    1. Identify the number of sources contacted; identify whether they were large business, small business, small/disadvantaged business, Section 8A business, woman-owned business, government/non-government. (INPUT REQUIRED FROM CONTRACTING):

    1. Describe efforts to locate sources and explain the rational used to exclude sources.

    Small Business Opportunities

    Enter text.

    Guidance: Provide an assessment of the potential opportunities for small business set aside and direct award opportunities.

    1. Is the service suitable for small business?

    1. Can the requirement be segmented to include small business?

    AbilityOne Program

    AbilityOne Program Procurement List. The services listed on the AbilityOne Website shown in TGI 207.105(a)(1)(E) do not include the services to be acquired by this acquisition, therefore, these services are not covered by DFARS 208.7 and this acquisition is unsuitable for procurement through AbilityOne. Enter text.

    Part 2

    Performance Requirements

    Enter text.

    Guidance: State the critical performance requirements which the service must meet.

    1. What are the performance requirements and how are they measured? If the requirement is not performance based, why?

    1. Are the requirements military unique or can be they be acquired in the commercial marketplace?

    1. What are the performance trade-offs to better accommodate the commercial market?

    1. How does industry sell the service and are the requirements written in those terms?

    Market Intelligence

    Enter text.

    Guidance: Describe any available commercial factors.

    1. What is the availability of the service?

    1. What is the demand for the service?

    1. What is the maturity of the service?

    1. How many suppliers are in the market and market share?

    1. What is the Government’s market share?

    1. What is the pricing structure?

    1. What is the small business footprint?

    1. Are socio-economic factors applicable?

    1. What is the supply chain?

    1. How are the services segmented?

    1. What business, trade, legal, political and other developments affect the market?

    1. What is fair/reasonable market price for the industry, which may include an assessment of available price data, price ranges, known pricing issues, or an explanation of price variations?

    1. What are the applicable industry standards, regulations, trade journals, or process guides germane to the service to be acquired?

    1. Identify any known environmental or safety regulations that affect the service being provided.

    1. Identify standard industry terms and conditions offered to commercial customers in the market place.

    1. Provide your assessment of the government’s leverage in the marketplace, such as being the only buyer, making a minority of buys in the market, making the majority of buys, or being one buyer among many.

    Conclusions and Recommendations

    Enter text.

    Guidance: Summarize your data analysis with recommendations for:

    1. acquisition strategies to pursue (i.e. Commercial acquisition, 8A direct, small business set aside, sole source, full & open, native American direc or Hubzone)

    1. list of potential contract vehicles that already exist which may be employed to satisfy your requirement

    1. quality and thoroughness of the government’s technical performance documents and configuration control data to include suggestions for improvement before contract solicitation

    1. relevant risks to be considered as part of any source selection activities

    1. specific contract terms and conditions

    Market Research Techniques Used

    Enter text.

    Guidance: Describe the various methods used to arrive at the market research findings. Examples of techniques that may be used are: Internet searches, industry days, one-on-one industry sessions, Requests for Information (RFIs) to Industry (Solicitation for Information or Planning Purposes), FedBizOpps, etc. (INPUT REQUIRED FROM CONTRACTING):

    ________________________ ________________

    Contracting Officer Signature Date

    1

    Security testing

     

    In this discussion, we want to examine forms of security testing for a chosen organization. For example, if you are using a health care organization, what type of security testing is required, and what compliance factors must be considered, such as the Health Insurance Portability and Accountability Act (HIPAA)? Provide some of the tools, frameworks, models, checklists, and standards you found in your research on security testing.

    Use any of this week's readings, or your own, and discuss a relevant issue of compliance and ways to conduct security tests. In your analysis, also discuss how we would examine the audits of these tests and if both internal and external audits are needed.

      Deliverable 4 – Conducting a Comparative Financial Analysis

       Scenario

      In an ongoing effort to explore the feasibility of expanding services into rural areas of the state, leadership at Memorial Hospital has determined that conducting a review of its financial condition will be essential to ensuring the organization’s ability to successfully achieve its expansion goals.

      Instructions

      The CFO has provided you with a copy of the organization’s financial statements. (SEE ATTACHMENT)

      Metropolitan-Memorial-Hospital-Financial-Statements.docx

      This information will be critical in evaluating the organization’s financial capacity to support the proposed expansion of services into the rural areas of the state.

      You are asked to review these financial statements (which include the Income Statement, Statement of Cash Flows, and the Balance Sheet) and prepare an executive summary outlining the financial strength of the organization and evidence to support the expansion. Your executive summary should include the following:

      • An overview of the issue.
      • A review of critical financial ratios (Liquidity, Solvency, Profitability, and Efficiency) based on financial statements. ** Include at least 2 or more examples for each.**
      • Inferences of forecasts, estimates, interpretations, and conclusions based on the key ratios. ** Include at least 2 or more examples for each.**
      • Provide a recommendation based on ration analysis. ** Includes multiple examples or supporting details. (RECOMMENDATIONS) 

      SHOULD BE 3-5 PGS

      RESOURCES ARE IN THE DOCUMENT ATTACHED.

      1

      Metropolitan Memorial Hospital

      (Balance Sheet)

      (in thousands)

      2018 2017

      Current Assets

      Cash

      $124

      $280

      Temporary Investments

      45

      30

      Receivables, Net

      $1,536

      $1,340

      Inventory

      175

      140

      Prepaid Expenses

      32

      40

      Total Current Assets

      Long-term Investments

      1,010

      600

      Plant and Equipment

      6,980

      6,580

      Less accumulated depreciation

      (1,730)

      (1,660)

      Plant and Equipment, net

      5,250

      4,920

      Total Assets

      $8,172

      $7,350

      Current Liabilities

      Accounts Payable

      $302

      $370

      Accrued Expense Payable

      208

      220

      Deferred Revenues

      77

      60

      Total Current Liabilities

      587

      650

      Long-term liabilities

      3,000

      2,400

      Total Liabilities

      3,587

      3,050

      Net Assets

      Unrestricted

      3,285

      3,000

      Temporarily Restricted

      700

      700

      Permanently Restricted

      600

      600

      Total net assets

      4,585

      4,300

      Total liabilities and net assets

      $8,172

      $7,350

      Metropolitan Memorial Hospital Statement of Operations

      (Income Statement)

      2018 2017

      Gross patient services revenue (non-GAAP*)

      $9,490

      $8,870

      Less deductions from revenues (non-GAAP)

      (890)

      (780)

      Net patient services revenues

      8,600

      8,090

      Other operating revenues

      633

      519

      Total operating revenues

      9,233

      8,609

      Operating expenses

      Salaries and wages

      5,678

      5,497

      Supplies

      850

      823

      Utilities

      576

      558

      Insurance

      46

      44

      Depreciation

      173

      168

      Interest

      146

      142

      Bad Debts

      375

      363

      Other operating expenses

      1,299

      987

      Total operating expenses

      9,143

      8,582

      Operating Income

      90

      27

      Nonoperating Income

      195

      154

      Excess of revenues over expenses

      $285

      $181

      Changes in net assets

      Unrestricted

      $285

      $181

      Temporarily restricted

      Permanently restricted

      Total changes in net assets

      285

      181

      *GAAP = generally accepted accounting principles

      Metropolitan Memorial Hospital

      (Statement of Cash Flows)

      Cash Flows from Operating Activities

      Cash received from patient and third-party payers

      $8,404

      Cash received from other operating revenue sources

      650

      Cash received from nonoperating revenue sources

      180

      Cash payments to employees

      (4,500)

      Cash payments to suppliers of goods and services

      (4203)

      Net cash flow from operating activities

      $ 531

      Cash Flows from Investing Activities

      Cash payments for the purchase of plant assets

      (940)

      Cash payments for purchase of long-term investments

      (450)

      Proceeds from sales of plant assets

      54

      Proceeds from sale of long-term investments

      49

      Net cash flow from investing activities

      (1,287)

      Cash Flows from Financing Activities

      Proceeds from Issuance of 6% bonds payable

      3,000

      Principal payments on long-term debt

      (400)

      Cash payments to retire 7% bonds payable

      (2,000)

      Net cash flow from financing activities

      600

      Net increase / (decrease) in cash

      $(156)

      4-1 Discussion: Collective Bargaining and Labor Relations

       

      Professional sport leagues and player unions negotiate collective bargaining agreements that include the terms and working conditions of players in their respective leagues. Use this week's resources and your own resources to select a common labor relations issue that has confronted the different professional sport leagues (NFL, NBA, MLB, and NHL). Several common issues include various types of player grievances, alleged player cheating, league handling of off-field domestic violence, player strikes, and owner lockouts. You should not feel restricted to these issues; they are simply suggestions for you to consider.

      In your initial post, address the following:

      • Identify the issue and explain how it was resolved in at least two of the sport leagues listed above.
      • Compare and contrast the role and effectiveness of the player union in addressing the issue.
      • Share at least one resource you used to compose your initial post.
        Platinum Essays