<table>
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</colgroup>
<tbody>
<tr class="odd">
<td></td>
<td colspan="41">OMB Approval No. 2700-0042</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="22">amendment of solicitation/</td>
<td colspan="13">1. CONTRACT ID CODE</td>
<td colspan="6">PAGE OF PAGES</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="22">modification of contract</td>
<td colspan="13">NAS 9-98100</td>
<td colspan="2">1</td>
<td colspan="4">66</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="12">2. AMENDMENT/MODIFICATION NO.</td>
<td colspan="8">3. EFFECTIVE DATE</td>
<td colspan="11">4. REQUISITION/PURCHASE REQ. NO.</td>
<td colspan="10">5. PROJECT NO. <em>(If applicable)</em></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="12">Modification 67</td>
<td colspan="8">See Block 16C Below</td>
<td colspan="11">N/A</td>
<td colspan="10">N/A</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="9">6. ISSUED BY</td>
<td colspan="3">CODE</td>
<td colspan="8"></td>
<td colspan="12">7. ADMINISTERED BY <em>(If other than Item 6)</em></td>
<td colspan="3">CODE</td>
<td colspan="6"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="20"><p>NASA LYNDON B. JOHNSON SPACE CENTER</p>
<p>Attn: Lawrence A. Kenyon, PCO, Mail Code: BN</p>
<p>2101 NASA Road One</p>
<p>Houston, TX 77058</p></td>
<td colspan="21"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41">8. NAME AND ADDRESS OF CONTRACTOR <em>(No., street,
county, State, and ZIP Code)</em></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41"><p>LOCKHEED MARTIN SPACE OPERATIONS COMPANY</p>
<p>Attn: David F. Bruce, Manager of Contracts</p>
<p>595 Gemini Avenue</p>
<p>Houston, TX 77258</p></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="6">CODE</td>
<td colspan="14"></td>
<td colspan="8">FACILITY CODE</td>
<td colspan="13"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="4">(x)</td>
<td colspan="16">9A. AMENDMENT OF SOLICITATION NO.</td>
<td colspan="21">9B. DATED <em>(SEE ITEM 11)</em></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="4"></td>
<td colspan="16"></td>
<td colspan="21"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="4"></td>
<td colspan="16">10A. MODIFICATION OF CONTRACT/ORDER NO.</td>
<td colspan="21">10B. DATED <em>(SEE ITEM 13)</em></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="4">X</td>
<td colspan="16">NAS 9-98100</td>
<td colspan="21">10/01/98</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">11. THIS ITEM ONLY APPLIES TO AMENDMENTS OF
SOLICITATIONS</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td colspan="2"></td>
<td></td>
<td colspan="25">The above numbered solicitation is amended as set forth
in Item 14. The hour and date specified for receipt of Offers</td>
<td colspan="3"></td>
<td colspan="5">is extended,</td>
<td></td>
<td colspan="7">is not extended.</td>
</tr>
<tr class="even">
<td></td>
<td colspan="41">Offers must acknowledge receipt of this amendment prior
to the hour and date specified in the solicitation or as amended, by one
of the following methods:</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="13"></td>
<td colspan="4"></td>
<td colspan="22"></td>
<td colspan="4"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="13">(a) By completing Items 8 and 15, and returning</td>
<td colspan="2"></td>
<td colspan="23">copies of the amendment; (b) By acknowledging receipt
of this amendment on each copy of the offor</td>
<td colspan="5"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">submitted; or (c) By separate letter or telegram which
includes a reference to the solicitation and amendment numbers. FAILURE
OF YOUR ACKNOWLEDGEMENT TO</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41">BE RECEIVED AT THE PLACE DESIGNATED FOR THE RECEIPT OF
OFFERS PRIOR TO THE HOUR AND DATE SPECIFIED MAY RESULT IN REJECTION
OF</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">YOUR OFFER. If by virtue of this amendment you desire
to change an offer already submitted, such change may be made by
telegram or letter, provided each telegram</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41">or letter makes reference to the solicitation and this
amendment, and is received prior to the opening hour and date
specified.</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">12. ACCOUNTING AND APPROPRIATION DATA <em>(If
required)</em></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41">N/A</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">13. THIS ITEM APPLIES ONLY TO MODIFICATIONS OF
CONTRACTS/ORDERS,<br />
IT MODIFIES THE CONTRACT/ORDER NO. AS DESCRIBED IN ITEM 14.(x)</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5">(x)</td>
<td colspan="36">A. THIS CHANGE ORDER IS ISSUED PURSUANT TO: (Specify
authority) THE CHANGES SET FORTH IN ITEM 14 ARE MADE IN THE</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="5"></td>
<td colspan="12">CONTRACT ORDER NO. IN ITEM 10A.</td>
<td colspan="24"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5"></td>
<td colspan="36">B. THE ABOVE NUMBERED CONTRACT/ORDER IS MODIFIED TO
REFLECT THE ADMINISTRATIVE CHANGES (such as changes in paying
office,</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="5">XX</td>
<td colspan="36">appropriation date, etc.) SET FORTH IN ITEM 14,
PURSUANT TO THE AUTHORITY OF FAR 43.103(b).</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5"></td>
<td colspan="36">C. THIS SUPPLEMENTAL AGREEMENT IS ENTERED INTO PURSUANT
TO AUTHORITY OF:</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="5"></td>
<td colspan="36"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="5"></td>
<td colspan="36">d. OTHER <em>(Specify type of modification and
authority)</em></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="5"></td>
<td colspan="36"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="8"></td>
<td colspan="3"></td>
<td colspan="2"></td>
<td colspan="4"><strong>X</strong></td>
<td colspan="9"></td>
<td colspan="3"></td>
<td colspan="12"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="7"><strong>E. IMPORTANT:</strong> Contractor</td>
<td colspan="3">X</td>
<td colspan="3">is not,</td>
<td colspan="3"></td>
<td colspan="7">Is required to sign this document and return</td>
<td colspan="2"></td>
<td colspan="15">copies to the issuing office.</td>
<td colspan="3"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41">14. description of amendment/modification
<em>(Organized by UCF section headings, including solicitation/contract
subject matter where feasible.)</em></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="41"><p>The purpose of this modification is replace
Attachment J-10 Small, Small-Disadvantaged, Small Women-Owned Business
Subcontracting Plan in its entirety.</p>
<p>ALL OTHER TERMS AND CONDITIONS REMAIN UNCHANGED.</p></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="41"></td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="20">15A. NAME AND TITLE OF SIGNER <em>(Type or
print)</em></td>
<td colspan="21">16A. NAME AND TITLE OF CONTRACTING OFFICER <em>(Type or
print)</em></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="20"></td>
<td colspan="21">Karon F. Cox, Contracting Officer</td>
<td colspan="2"></td>
</tr>
<tr class="even">
<td></td>
<td colspan="18">15B. CONTRACTOR/OFFEROR</td>
<td colspan="2">15C. DATE SIGNED</td>
<td colspan="14">16B. UNITED STATES OF AMERICA</td>
<td colspan="7">16C. DATE SIGNED</td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="3"></td>
<td colspan="11"></td>
<td colspan="4"></td>
<td colspan="2"></td>
<td>BY</td>
<td colspan="12"><mark>Original signed by: Karon Cox</mark></td>
<td><mark></mark></td>
<td colspan="8"><mark>03-27-00</mark></td>
<td><mark></mark></td>
</tr>
<tr class="even">
<td></td>
<td colspan="18"><em>(Signature of person authorized to sign)</em></td>
<td colspan="2"></td>
<td colspan="14"><em>(Signature of Contracting Officer)</em></td>
<td colspan="7"></td>
<td colspan="2"></td>
</tr>
<tr class="odd">
<td></td>
<td colspan="19">NSN 7540-01-152-8070<br />
PREVIOUS EDITION UNUSABLE</td>
<td colspan="5">30-105<br />
JSC MS Word (Aug 95)</td>
<td colspan="17"><strong>STANDARD FORM 30</strong> (Rev. 10-83)<br />
Prescribed by GSA<br />
FAR (48 CFR) 53.243</td>
<td colspan="2"></td>
</tr>
</tbody>
</table>

Contract NAS 9-98100

DRD No. 2.1.1-e

Consolidated Space Operations Contract

Small, Small-Disadvantaged and

woman--owned business subcontracting plan and reports

Contract NAS 9-98100

DRD No. 2.1.1-e

Prepared for:

National Aeronautics and Space Administration

Space Operations Management Office

Approved by:

Lockheed Martin Space Operations Company

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

G. W. S. Abbey, Jr. D. R. Tighe, Deputy

Manager Program Manager

Small Business Liaison Office Consolidated Space Operations Contract

NASA

\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_

![](media/image1.png){width="1.4986111111111111in"
height="0.4284722222222222in"}

Title: Small Business, Small Disadvantaged, and Woman-Owned Small
Business Subcontracting Plan

Required By: DRD: 2.1.1-e

Contains: Lockheed Martin Corporate Small Business, Small Disadvantaged,
and Woman-Owned Small Business Subcontracting Plan

Addendum A - Specific LMSOC Plan Goals

Addendum B - Historic Performance

Addendum C - Subcontractor Names and Assigned Roles for LMSOC

LOCKHEED MARTIN SERVICES, INC.

LOCKHEED MARTIN SPACE OPERATIONS COMPANY

SMALL BUSINESS, SMALL DISADVANTAGED AND WOMAN-OWNED

SMALL BUSINESS MASTER SUBCONTRACTING PLAN

Lockheed Martin is committed to the maximum utilization of Small
Business Concerns (SBC) and Small Disadvantaged Business Concerns (SDBC)
and Woman-owned Small Business Concerns in the subcontracting of
services and supplies in accordance with the Public Law 95-507, Public
Law 99-661 section 1207, Public Law 100-180 Section 806 and FAR Clause
52.219-9 (Small, Small Disadvantaged and Woman-Owned Small Business
Subtracting Plan) (FAR Part 19) or other citations as deemed necessary
and appropriate by the Administrative Contracting Officer.

**[Small Business Concern]{.underline}** - As used in the Plan, the term
"small business concern" shall mean a small business as defined pursuant
to Section 3 of the Small Business Act and relevant regulations
promulgated pursuant thereto.

**[Small Disadvantaged Business Concern]{.underline}** - As used in the
Plan, the term "small business concern owned and controlled by socially
and economically disadvantaged individuals" hereinafter referred to as
small disadvantaged business, shall mean a small business concern:

• Which is at least 51 percent unconditionally owned by one or more
socially and economically disadvantaged individuals; or, in the case of
any publicly owned business, at least 51 percent of the stock of which
is unconditionally owned by one or more socially and economically
disadvantaged individuals; and

• Whose management and daily business operations are controlled by one
or more of such individuals. This term also means a small business
concern that is at least 51 percent unconditionally owned by an
economically disadvantaged Indian Tribe or Native Hawaiian Organization;
or in a publicly owned business, having at least 51 percent of its stock
is unconditionally owned by one of these entities which has its
management and daily business controlled by members of an economically
disadvantaged Indian Tribe or Native Hawaiian Organization, and which
meets the requirements of 13 CFR 124. Lockheed Martin shall presume that
socially and economically disadvantaged individuals include Black
Americans, Hispanic Americans, Native Americans, Asian -Pacific
Americans, Subcontinent Asian Americans, and other minorities, or any
other individual to found disadvantaged by the Administration pursuant
to section 8(a) of the Small Business Act. Lockheed Martin shall presume
that socially and economically disadvantaged entities include Indian
Tribes and Native Hawaiian Organizations.

**[Woman Owned Small Business Concern]{.underline}** - As used in this
Plan, the term "woman-owned small business concern" shall mean a small
business concern:

• Which is at least 51 percent owned by one or more woman; or, in the
case of any publicly owned business, at least 51 percent of the stock of
which is owned by one or more woman; and

• Whose management and daily business operations are controlled by one
or more woman.

**[Subcontract]{.underline}** - As used in this Plan, the term
"subcontract" means any agreement (other than one involving an
employer-employee relationship) entered into by a Federal Government
Prime Contractor or Subcontractor calling for supplies or services
required for the performance of the original contract or subcontract.

1\. [PERCENTAGE GOALS]{.underline}

The goals of this subcontract plan are established in an individual
subcontract plan as required by each individual contract, and are
attached hereto as an addendum.

2\. [SUBCONTRACTING PLAN ADMINISTRATION]{.underline}

**Subcontracting Plan Administrator:**

NAME JULIE E. PAGLIONE

TITLE Small Business Liaison Officer/Subcontracts Administrator

FIRM'S NAME Lockheed Martin Services Inc.

ADDRESS 2339 Route 70 West, SW-1\
Cherry Hill, New Jersey, 08358

TELEPHONE NUMBER (609) 486-5977

FAX NUMBER (609) 486-5447

INTERNET/E.MAIL julie.e.paglione@lmco.com

POINT OF CONTACT Robert Glanowski\
Director of Materiel

TELEPHONE (281) 283-4350

FAX NUMBER (281) 283-4390

INTERNET/E.MAIL robert.glanowski@lmco.com

**Duties of the Minority and Small Business Administrator:**

A. Inform and assist Buyers in locating and using appropriate Small,
Small Disadvantaged and Woman-Owned Small Business sources of supply.

B. Respond to inquiries from potential vendors and ensure they are
brought together with Buyers and other appropriate people who may be
able to use their products and services.

C. Review subcontract potential for Small, Small Disadvantaged and
Woman-Owned Small Business participation on specific contracts.

D. Participate in make-or-buy decisions and identify maximum practical
opportunities for these firms.

E. Participate in establishment of relevant subcontract goals and
monitor performance.

F. Collect data and report on achievements are required.

G. As LM representative, attend monthly Delaware Valley Minority
Business Resource Council (formerly Minority Purchasing Council)
meetings, participate as an active member of The Houston Minority
Business Council, attend trade fairs and seminars for Small, Small
Disadvantaged and Woman-Owned Small Business Concerns, attends a
National Minority Supplier Development Council (NMSDC) on a yearly
basis.

H. Assist in development of seminars that cover updating of Public Law
95-507 requirements (i.e., through participation in TRIAD Seminars and
in-house programs to assist Buyers in expanding contracts with Small,
Small Disadvantaged and Woman-Owned Small Business Concerns.) Report to
the Manager of Procurement for Lockheed Martin who fully supports
Lockheed Martin Minority Business Advisory Group.

I. Report to the Manager of Procurement for Lockheed Martin Services,
Inc. who fully supports Lockheed Martin Services Minority Business
Advisory Group.

3\. [EFFORTS TO ASSURE EQUITABLE OPPORTUNITIES]{.underline}

Lockheed Martin will take the following steps to assure that Small,
Small Disadvantaged and Woman-owned Small Business Concerns will have an
equitable opportunity to compete for Subcontracts:

a\) Issue and promulgate company-wide policy statements in support of
this effort, develop written procedures and work instructions, and
assign specific responsibilities regarding the requirements of this
clause.

b\) Demonstrate continuing management interest and involvement in
support of this effort through such actions as regular reviews of
progress and establishment of overall corporate and divisional goals and
objectives.

c\) Train and motivate Lockheed Martin Personnel regarding the support
of Small, Small Disadvantaged and Woman-Owned Small Business Concerns.

d\) Provide adequate and timely consideration of the potentialities of
Small, Small Disadvantaged and Woman-Owned Small Business Concerns in
all "make-or-buy" decisions.

e\) Counsel and discuss subcontracting opportunities with
representatives of Small, Small Disadvantaged and Woman-Owned Small
Business Concerns.

f\) Provide notice to subcontractors concerning penalties and remedies
for misrepresentation of business status as Small, Small Disadvantaged
and Woman-Owned Small Business for the purpose of obtaining a
subcontract that is to be included as part or all of a goal contained in
the Contractor's subcontracting plan.

g\) Maintain company source lists of potential vendors/subcontractors
who are qualified Small, Small Disadvantaged and Woman-Owned Small
Business concerns. Such lists will be compiled and updated from company
sources and the source identification system provided by the Small
Business Administration's Procurement Automated Source System.

h\) Utilize, where subcontracting opportunities exist, its Small, Small
Disadvantaged and Woman-Owned Small Business Concerns list to select and
solicit a minimum of three such qualified concerns to bid for such
business opportunities.

i\) Assist Small, Small disadvantaged and Woman-Owned Small Business
Concerns whenever possible by counseling them on how to do business with
Lockheed Martin by arranging solicitations, allowing sufficient time for
the preparation of bids, quantities, specifications, and delivery
schedules so as to facilitate the participation by such concerns. Where
the available lists of potential Small, Small Disadvantaged and
Woman-Owned Small Business subcontractors are excessively long,
reasonable effort shall be made to give all such small business concerns
an opportunity to compete over a period of time.

4\. [UTILIZATION OF SMALL, SMALL DISADVANTAGED AND WOMAN-OWNED SMALL
BUSINESS CONCERNS CLAUSE]{.underline}

Lockheed Martin assures that the clause as stated in the applicable
Federal Acquisition Regulations 52.219-8 and 52.219-9 statutory
requirements, entitled, "Utilization of Small, Small Disadvantaged and
Woman-Owned Small Business Concerns," and, "Small, Small Disadvantaged
and Woman-Owned Small Business Subcontracting Plan," respectively, will
be included in all subcontracts which offer further subcontracting
opportunities and will require all subcontractors (except small business
concerns) who receive subcontracts in excess of \$500,000 or, in the
case of a contract for the construction of any public facility, \$1
million, to adopt and comply with a subcontracting plan as required by
this clause.

5\. [PERIODIC REPORTS AND COOPERATION IN SURVEYS]{.underline}

Lockheed Martin will submit such period reports and cooperate in studies
or surveys as may be required by the contracting agency or the Small
Business Administration in order to determine the extent of compliance
by Lockheed Martin with the Subcontracting Plan. Such reports will
include the Subcontracting Report for individual contracts, Standard
Form SF 294 (required semi-annually), and the Summary Subcontracting
Report, Standard Form SF 295 (required semi-annually) and ensure its
subcontractors agree to submit standard forms 294 and 295.

6\. [MAINTENANCE OF RECORDS]{.underline}

Lockheed Martin will maintain records which will demonstrate procedures
that have been adopted to comply with the requirements and goals set
forth in this plan. These records will include:

a\) Company source lists of potential vendors/subcontractors who are
qualified Small, Small Disadvantaged and Woman-Owned Small Business
Concerns. Such lists will be compiled and updated from company sources
and the source identification system provided by the Small Business
Administrations Automated Source system, and input derived from the
customer.

b\) Publications, guides and other data identifying Small, Small
disadvantaged and Woman-Owned Small Business vendors.

c\) Lists of organizations contacted for Small, Small Disadvantaged and
Woman-Owned Small Business vendors.

d\) Provide information to Lockheed Martin Corporate Director of
Minority Programs relative to bestowing awards to Small, Small
Disadvantaged and Woman-Owned Small Business Concerns.

e\) Maintain records to support internal activities to guide and
encourage buyers, such as:

1\) workshops, seminars, training programs, etc., and

2\) monitoring activities to evaluate compliance,

3\) contacts with Small, Small Disadvantaged and Woman-Owned Small
Business trade associations

4\) contacts with business development organizations; and

5\) attendance at Small, Small Disadvantaged and Woman-Owned Small
Business procurement conferences and trade fairs.

f\) Records on each subcontract solicitation resulting in an award of
more than \$100,000 indicating:

1\) whether small business concerns was solicited; and if not, why not;

2\) whether small disadvantaged business concerns was solicited, and if
not, why not;

3\) whether woman-owned small business concerns was solicited; and if
not why not; and

4\) reasons for the failure of solicited small, small disadvantaged and
woman-owned small business to receive the subcontract award.

Addendum A to Master Subcontracting Plan\
CSOC Subcontracting Plan in Accordance With PL95-507

1a. Solicitation Number RFP 9-BN3-18-6-2P

1b. Proposal Number CSOC PHASE II

1c. Agency NASA, Johnson Space Center\
2101 NASA Road 1, Houston, TX 77058

1d. Contract Term Basic - 5 years; Options - 5 years

2\. Contractor Name Lockheed Martin Services, Inc.\
Lockheed Martin Space Operations Company

3\. Person Completing this Plan J. E. Paglione

609/486-5977

4\. Total Value of Proposal

> Proposed Price: \$ 3,438,073,891

5\. Estimated Value of Materials and Subcontracts

> Materials: \$ 459,551,051
>
> Subcontracts: [\$ 2,081,100,679]{.underline}
>
> Total: \$ 2,540,651,730

  --------- --------------- ------- --------------- ------- --------------- ------ ----------------- -------
  Goals\*   Small Business          Small\                  Small Woman            Large Business    
            Concerns                Disadvantaged           Owned Business                           
                                    Business                (Subset)                                 
                                    (Subset)                                                         

  CSOC      \$898,897,992   26.1%   \$550,553,196   16.0%   \$157,536,824   4.6%   \$1,641,753,739   47.8%
  --------- --------------- ------- --------------- ------- --------------- ------ ----------------- -------

\*Goals are based on direct cost only

6\. Method of Development of Subcontracting Goals

In keeping with the spirit of NASA's policy of maximizing small
disadvantaged business participation, Lockheed Martin and its CSOC
teammate, AlliedSignal, actively sought to identify specific areas
within the CSOC program that could be subcontracted to qualified
business concerns. The Lockheed Martin Team identified the most
technically competent and cost-effective small, small disadvantaged, and
small woman-owned businesses. Specific CSOC roles and responsibilities
have been assigned to these companies.

These firms will be critical to overall performance in both the basic
and option performance periods. The total value of these subcontractors
exceeds \$898,000,000. That figure represents 26.1% of the total prime
contract value proposed by Lockheed Martin.

Small, Small Disadvantaged, and Small Woman-Owned Business Concerns have
been assigned meaningful work across the entire CSOC organization, will
participate in every standard activity, and are represented at each CSOC
location. Lockheed Martin is committed to the small business community
as reflected by our receipt of the prestigious 1998 Dwight D. Eisenhower
Award for Excellence in the services and manufacturing categories from
the U.S. Small Business Administration.

7\. Principal Product and Service Areas

The CSOC program consists of the consolidated operation of NASA space
facilities. This includes the maintenance, operation, and upgrade of
space operations facilities at White Sands Complex, Johnson Space
Center, Goddard Space Flight Center, Marshall Space Flight Center,
Kennedy Space Center, and the Jet Propulsion Laboratories.

CSOC offers significant high technology opportunities for small, small
disadvantaged, and small woman-owned businesses. Specific opportunities
are detailed in Addendum C hereto.

Historic Black Colleges and Universities (HBCUs) and Minority
Institutions (MIs) will be considered when arriving at the
subcontracting goals in the plan when applicable.

Lockheed Martin is constantly striving to increase the level of business
participation by Small, Small Disadvantaged, and Small Woman-Owned
Business Concerns in furnishing Lockheed Martin products and services.
We continue to locate additional sources through the use of
vendor-locating methods and the local Chambers of Commerce, the National
Minority Supplier Development Councils, and publications such as Try Us
and the National Directory of Minority and Woman-Owned Businesses.

+--------+---+------+-----+-----------------+-----------------------+
| **Lo   | * | **   | **W | **Work          | **Rational for        |
| ckheed | * | Busi | ork | Assignment**    | Selection**           |
| Martin | S | ness | L   |                 |                       |
| Corpo  | t | Clas | oca |                 |                       |
| ration | a | sifi | tio |                 |                       |
| CSOC   | t | cati | n** |                 |                       |
| Subc   | u | on** |     |                 |                       |
| ontrac | s |      |     |                 |                       |
| tors** | * |      |     |                 |                       |
|        | * |      |     |                 |                       |
+========+===+======+=====+=================+=======================+
|        | O | LB   | Mul | Team\'s major   | XXX provides          |
|        | n |      | tis | provider of     | world-class O&M and   |
|        | l |      | ite | CSOC O&M and    | sustaining            |
|        | i |      |     | satellite       | engineering services  |
|        | n |      |     | operations      | with more than 30     |
|        | e |      |     | services.       | years as a NASA       |
|        |   |      |     |                 | service contractor.   |
|        |   |      |     |                 | XXXXXXXX recognized   |
|        |   |      |     |                 | by NASA for excellent |
|        |   |      |     |                 | CNMOS performance and |
|        |   |      |     |                 | cost reduction.       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | Mul | Space           | Current Government    |
|        | n |      | tis | Operations H/W  | contractor providing  |
|        | l |      | ite | equipment O&M   | hardware O&M          |
|        | i |      |     | services,       | services.             |
|        | n |      |     | engineering.    |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | Mul | Development,    | Extensive experience  |
|        | n |      | tis | operation, and  | operating, multisite  |
|        | l |      | ite | maintenance of  | government            |
|        | i |      |     | global          | documentation         |
|        | n |      |     | documentation   | systems.              |
|        | e |      |     | system          |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WO[  | Mul | System          | Solid experience in   |
|        | n | SDB] | tis | engineering     | program control       |
|        | l | {.un | ite | services.       | analysis and          |
|        | i | derl |     |                 | environmental         |
|        | n | ine} |     |                 | services.             |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | Mul | System          | Experts in commercial |
|        | n |      | tis | engineering     | practices and the use |
|        | l |      | ite | services in     | of COT\'s products.   |
|        | i |      |     | mission         |                       |
|        | n |      |     | operations.     |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | Mul | Training and    | Expertise in NASA     |
|        | n |      | tis | certification   | science data          |
|        | l |      | ite | requirements    | processing systems    |
|        | i |      |     | analysis.       | and training          |
|        | n |      |     |                 | requirements          |
|        | e |      |     |                 | analysis.             |
+--------+---+------+-----+-----------------+-----------------------+
|        | ~ | ~~   | ~~N | ~~Life-cycle    | ~~Experience in NASA  |
|        | ~ | SB~~ | ASA | systems         | life-cycle analysis   |
|        | O |      | /JS | engineering     | and control center    |
|        | f |      | C~~ | support         | development.~~        |
|        | f |      |     | services~~      |                       |
|        | - |      |     |                 |                       |
|        | L |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | N   | MCC and         | In-depth knowledge of |
|        | n |      | ASA | Integrated      | MCC and IPS software  |
|        | l |      | /JS | Planning System | systems.              |
|        | i |      | C/G | (ISP) software  |                       |
|        | n |      | SFC | engineering     |                       |
|        | e |      |     | services.       |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | N   | Expendable      | Knowledge base for    |
|        | f |      | ASA | Launch Vehicle  | ELV systems.          |
|        | f |      | /VA | (ELV) systems   |                       |
|        | - |      | FB/ | O&M services    |                       |
|        | L |      | KSC |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | t |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | 2 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 1 |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WOSB | NA  | Engineering     | Experience in         |
|        | n |      | SA/ | support for     | advanced computer     |
|        | l |      | JSC | EIS.            | systems technologies  |
|        | i |      |     |                 | trade studies and     |
|        | n |      |     |                 | analysis.             |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | ~ | ~~S  | ~~N | ~~Systems       | ~~Expertise in        |
|        | ~ | DB~~ | ASA | engineering     | operations analysis,  |
|        | O |      | /JS | support         | life cycle cost       |
|        | f |      | C~~ | services.~~     | analysis, and         |
|        | f |      |     |                 | consolidated systems  |
|        | - |      |     |                 | design.~~             |
|        | l |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WO[  | NAS | Mission         | Experienced O&M and   |
|        | n | SDB] | A/G | Operations      | engineering           |
|        | l | {.un | SFC | Center O&M      | contractor at         |
|        | i | derl |     | services, and   | NASA/GSFC.            |
|        | n | ine} |     | H/W & S/W       |                       |
|        | e |      |     | engineering.    |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WO[  | NA  | AMMOS           | Up-to-date expertise  |
|        | n | SDB] | SA/ | operations      | in the NASA/MSFC      |
|        | l | {.un | JPL |                 | enhanced mission      |
|        | i | derl |     |                 | computation system.   |
|        | n | ine} |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | * | SDB  | NA  | Life Cycle Cost | Extensive work done   |
|        | * |      | SA/ | Analysis.       | for NASA/JSC MOD for  |
|        | N |      | JSC |                 | life cycle cost       |
|        | e |      |     |                 | analysis.             |
|        | w |      |     |                 |                       |
|        | * |      |     |                 |                       |
|        | * |      |     |                 |                       |
|        | - |      |     |                 |                       |
|        | O |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NAS | TDRSS Block H,  | In-depth systems      |
|        | n |      | A/G | I, and J impact | knowledge of TDRSS.   |
|        | l |      | SFC | assessment      |                       |
|        | i |      |     | engineering     |                       |
|        | n |      |     | support.        |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | NA  | Risk management | Risk management       |
|        | n |      | SA/ | studies,        | analysis experts with |
|        | l |      | JSC | analyses, and   | NASA experience.      |
|        | i |      |     | r               |                       |
|        | n |      |     | ecommendations. |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | * | WO[  | NA  | IOA Engineering | Experience in flight  |
|        | * | SDB] | SA/ | and technology  | control automation.   |
|        | N | {.un | JSC | development     |                       |
|        | e | derl |     | functions.      |                       |
|        | w | ine} |     |                 |                       |
|        | * |      |     |                 |                       |
|        | * |      |     |                 |                       |
|        | - |      |     |                 |                       |
|        | O |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | Mul | O&M at NASA/WFF | In-depth knowledge of |
|        | n |      | tis | and Merritt     | MCC software with     |
|        | l |      | ite | Island          | sustaining            |
|        | i |      |     | Spaceflight     | engineering           |
|        | n |      |     | Tracking & Data | experience.           |
|        | e |      |     | Network         |                       |
|        |   |      |     |                 |                       |
|        |   |      |     | Stations (MILA) |                       |
|        |   |      |     | and engineering |                       |
|        |   |      |     | at NASA/JSC.    |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | Mul | Satellite       | More than 25 years    |
|        | n |      | tis | operation,      | engineering and O&M   |
|        | l |      | ite | engineering,    | services at           |
|        | i |      |     | O&M and         | NASA/WSTF. World      |
|        | n |      |     | communications  | leaders in            |
|        | e |      |     | services.       | telecommunications    |
|        |   |      |     |                 | and Internet systems. |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WOSB | NAS | Space           | Expertise in NASA     |
|        | n |      | A/G | Operations      | spacecraft onboard    |
|        | l |      | SFC | system          | robotics flight       |
|        | i |      |     | engineering.    | software and          |
|        | n |      |     |                 | satellite modeling.   |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | NAS | EOS transition  | Spacecraft system     |
|        | f |      | A/G | planning, O&M,  | information           |
|        | f |      | SFC | and space       | processing technology |
|        | - |      |     | systems         | and current EOS       |
|        | L |      |     | engineering     | program developer.    |
|        | i |      |     | services.       |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | ~ | ~~S  | ~   | ~~Plant         | ~~Core competencies   |
|        | ~ | DB~~ | ~Mu | engineering and | in plant engineering, |
|        | O |      | lti | facilities O&M  | management, and O&M   |
|        | f |      | sit | services.~~     | of facilities.~~      |
|        | f |      | e~~ |                 |                       |
|        | - |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
|        | ~ |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | Mul | Data Reduction  | Excellent record at   |
|        | n |      | tis | Center O&M      | NASA/MSFC providing   |
|        | l |      | ite | services plus   | O&M services Data     |
|        | i |      |     | H/W & S/W       | Reduction Center      |
|        | n |      |     | engineering.    | services.             |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | NA  | Internet        | World leader in       |
|        | f |      | SA/ | engineering     | commercial computer   |
|        | f |      | JSC | services and    | software technology,  |
|        | - |      |     | COT\'s          | product development,  |
|        | L |      |     | software.       | and use.              |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | NFP  | MIT | Spacecraft      | Expertise in advanced |
|        | n |      |     | systems         | satellite systems     |
|        | l |      |     | advanced        | technology.           |
|        | i |      |     | technology      |                       |
|        | n |      |     | studies.        |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | NA  | DSN systems and | Current engineering   |
|        | n |      | SA/ | subsystems      | contractor at         |
|        | l |      | JPL | hardware        | NASA/JPL for DSN      |
|        | i |      |     | engineering     | hardware.             |
|        | n |      |     | services.       |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WOSB | NAS | UMS O&M and     | Provides sustaining   |
|        | f |      | A/M | software        | engineering and O&M   |
|        | f |      | SFC | sustaining      | services for payload  |
|        | - |      |     | engineering     | operations at         |
|        | L |      |     | services.       | NASA/MSFC.            |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | NA  | Provides O&M    | O&M service provider  |
|        | n |      | SA/ | services on     | for NASA/JPL\'s       |
|        | l |      | JPL | AMMOS plus      | Advanced              |
|        | i |      | &   | provides        | Multi-mission         |
|        | n |      | C   | desktop at CSOC | Operations System     |
|        | e |      | SOC | Central.        | (AMMOS).              |
|        |   |      | C   |                 |                       |
|        |   |      | ent |                 |                       |
|        |   |      | ral |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NAS | Systems         | Experience in NASA    |
|        | n |      | A/G | engineering,    | mission analysis and  |
|        | l |      | SFC | mission         | operations and space  |
|        | i |      |     | analysis, and   | science operations at |
|        | n |      |     | operations      | NASA/GSFC.            |
|        | e |      |     | services.       |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NA  | DSN software    | Experience contractor |
|        | n |      | SA/ | sustaining      | at NASA/JPL providing |
|        | l |      | JPL | engineering.    | DSN sustaining        |
|        | i |      |     |                 | software-engineering  |
|        | n |      |     |                 | services.             |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NA  | Engineering     | Expertise in digital  |
|        | f |      | SA/ | services for    | and image processing  |
|        | f |      | JSC | digital signal  | technologies.         |
|        | - |      |     | processing.     |                       |
|        | L |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NAS | Service Element | Subcontractor to ATSC |
|        | n |      | A/G | O&M services.   | providing O&M         |
|        | l |      | SFC |                 | services at NASA/GSFC |
|        | i |      |     |                 | on CNMOS.             |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | NAS | SODA            | Present experience at |
|        | n |      | A/G | Engineering     | NASA/GSFC providing   |
|        | l |      | SFC | support         | engineering services. |
|        | i |      |     | services.       |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | FOR  | NA  | Turnkey         | Expertise in NASA     |
|        | f | EIGN | SA/ | administrative  | communication s       |
|        | f |      | KSC | voice           | outsourcing.          |
|        | - |      |     | communication   |                       |
|        | L |      |     | system services |                       |
|        | i |      |     | for NASA/KSC.   |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | t |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | 2 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 1 |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | NAS | Software        | Software engineering  |
|        | n |      | A/G | Sustaining      | experience at         |
|        | l |      | SFC | Engineering.    | NASA/GSFC.            |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NAS | SODA            | RF and networking     |
|        | n |      | A/G | Engineering     | systems experts with  |
|        | l |      | SFC | support in      | 20 years of           |
|        | i |      |     | spacecraft      | continuous support to |
|        | n |      |     | communications. | NASA.                 |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SB   | NAS | Systems         | Exceptional technical |
|        | f |      | A/G | engineering and | knowledge in NASA and |
|        | f |      | SFC | analysis        | commercial satellite  |
|        | - |      |     | services in     | systems.              |
|        | L |      |     | sp              |                       |
|        | i |      |     | acecraft/ground |                       |
|        | n |      |     | systems.        |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WOSB | NA  | Consolidation   | Commercial provider   |
|        | f |      | SA/ | and O&M of      | of LAN operations and |
|        | f |      | KSC | administrative  | maintenance services. |
|        | - |      |     | Local Area      |                       |
|        | L |      |     | Network (LAN).  |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
|        | t |      |     |                 |                       |
|        | i |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | l |      |     |                 |                       |
|        | 2 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 0 |      |     |                 |                       |
|        | 1 |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | SDB  | NAS | Mission         | Current contractor at |
|        | f |      | A/M | requirements    | NASA/MSFC providing   |
|        | f |      | SFC | support service | services for          |
|        | - |      |     |                 | Microgravity          |
|        | L |      |     |                 | Laboratory.           |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | NA  | Engineering and | Commercial ground     |
|        | n |      | SA/ | operations      | control systems and   |
|        | l |      | JSC | services for    | automation expertise. |
|        | i |      |     | technology      |                       |
|        | n |      |     | infusion to     |                       |
|        | e |      |     | automate ground |                       |
|        |   |      |     | systems.        |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | Mul | SODA            | In-depth knowledge of |
|        | n |      | tis | engineering     | DSN operations and    |
|        | l |      | ite | support and     | EDOS software.        |
|        | i |      |     | EDOS sustaining |                       |
|        | n |      |     | engineering     |                       |
|        | e |      |     | services.       |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | WOSB | NAS | Systems         | Experience in         |
|        | n |      | A/G | engineering     | developing /          |
|        | l |      | SFC | services.       | sustaining command    |
|        | i |      |     |                 | and control software  |
|        | n |      |     |                 | using Oracle          |
|        | e |      |     |                 | products.             |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | NFP  | NA  | Interface and   | Brings established    |
|        | f |      | SA/ | coordination    | network with          |
|        | f |      | JSC | with the        | universities and the  |
|        | - |      |     | science         | science community.    |
|        | L |      |     | community.      |                       |
|        | i |      |     |                 |                       |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+
|        | O | LB   | Mul | Turnkey WAN     | Cost effective WAN    |
|        | n |      | tis | services.       | services across the   |
|        | l |      | ite |                 | communications        |
|        | i |      |     |                 | industry.             |
|        | n |      |     |                 |                       |
|        | e |      |     |                 |                       |
+--------+---+------+-----+-----------------+-----------------------+

Addendum C to Master Subcontracting Plan\
Historic Lockheed Martin SB/SDB/SWOB Performance \*

![](media/image2.wmf)

+-----------------------------------------------------------------------+
| ![](media/image3.png){width="1.69375in"                               |
| height="0.4756944444444444in"}                                        |
|                                                                       |
| ![](media/image3.png){width="1.69375in"                               |
| height="0.4756944444444444in"}                                        |
|                                                                       |
| Addendum D to the\                                                    |
| CSOC Subcontracting Plan for\                                         |
| Small Business,\                                                      |
| Small Disadvantaged Business,\                                        |
| and Woman-Owned Small Business                                        |
+-----------------------------------------------------------------------+
| Activities and Strategic Methods                                      |
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| September 7, 1999                                                     |
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| Effective: September 7, 1999                                          |
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| DRD 2.1.1-e                                                           |
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| Contract NAS9-98100                                                   |
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  ---------------- -------------------------------------------- -------------
  Consolidated                                                  
  Space Operations                                              
  Contract                                                      

  Addendum D to                                                 
  the\                                                          
  CSOC                                                          
  Subcontracting                                                
  Plan for\                                                     
  Small Business,\                                              
  Small                                                         
  Disadvantaged                                                 
  Business,\                                                    
  and Woman-Owned                                               
  Business                                                      

                                                                

  September 7,                                                  
  1999                                                          

  Effective:                                                    
  September 7,                                                  
  1999                                                          

  DRD 2.1.1-e                                                   

  Contract                                                      
  NAS9-98100                                                    

                   Approved by:                                 

                   George Abbey, Jr. Date\                      
                   Small Business Liaison Office\               
                   Consolidated Space Operations Contract       

                   Approved by:                                 

                   Dr. Douglas R. Tighe Date\                   
                   Vice President and Program Manager\          
                   Consolidated Space Operations Contract       

                                                                

                                                                
  ---------------- -------------------------------------------- -------------

Change Information Page

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  **Document History**                                        

  **Document Number**    **Status/Issue**   **Publication     **Effective
                                            Date**            Date**

  CSOC-CEN.BA15.000073   Original           09/07/99          09/07/99
  ---------------------- ------------------ ----------------- -----------------

DCN Control Sheet

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Preface

Addendum D is being added to the CSOC Subcontracting Plan for the
purpose of expanding on the activities and strategic methods that
Lockheed Martin Space Operations Company (LMSOC) -- a Lockheed Martin
Technology Services Group (TSG) company -- will undertake to ensure
achieving its **[SB 26.1 percent, SDB 16 percent, and WOSB 4.6
percent]{.underline}** Total Contract Value (TCV) goals.

The CSOC Small Business Liaison Office (SBLO) controls this document.
Changes to this document must be made by Documentation Change Notice
(DCN) or complete revision. Proposed changes to this document must be
submitted to the CSOC SBLO along with supportive material justifying the
proposed change. Comments or questions concerning this document and
proposed changes shall be addressed to:

Name: George W. S. Abbey, Jr.

Phone number: (281) 853-3003

E-mail address: george.abbey.jr@csoconline.com

Mail Code L1B, LM12

Contents

1\. Purpose [1](#purpose)

2\. Applicability [1](#applicability)

3\. General [1](#general)

4\. Organization and Responsibilities
[2](#organization-and-responsibilities)

4.1 CSOC Program Management [2](#csoc-program-management)

4.2 CSOC SBLO Manager [4](#csoc-sblo-manager)

4.2.1 CSOC SBLO Manager -- Responsibilities
[4](#csoc-sblo-manager-responsibilities)

4.3 CSOC Line Management [11](#csoc-line-management)

4.4 CSOC Site Managers [12](#csoc-site-managers)

5\. Evaluate Performance -- Reports [12](#evaluate-performance-reports)

5.1 SB/SDB/WOSB Monthly Metrics Versus Quarterly Metric Reports
[12](#sbsdbwosb-monthly-metrics-versus-quarterly-metric-reports)

5.2 Prime Contract Flow-Down Provisions and First Tier and Sub-tier
Performance
[13](#prime-contract-flow-down-provisions-and-first-tier-and-sub-tier-performance)

5.3 CSOC Reports [14](#csoc-reports)

5.4 CSOC's Proposed Award Fee Evaluation Criteria
[14](#csocs-proposed-award-fee-evaluation-criteria)

6\. CSOC Detailed SB Plan - Achieving Contract Goals
[15](#csoc-detailed-sb-plan---achieving-contract-goals)

7\. Summary of CSOC's Overall Approach
[17](#summary-of-csocs-overall-approach)

8\. Rebadging Plan [18](#rebadging-plan)

Appendix A. Acronyms [s-1](#acronyms)

Appendix B. Definitions [t-1](#definitions)

Appendix C. Small Business - Commercialization Support Program "A Cost
Sharing Program for Small Businesses"
[u-1](#small-business---commercialization-support-program-a-cost-sharing-program-for-small-businesses)

List of Figures

Figure 1. CSOC Organizational Chart [2](#__RefHeading___Toc460844957)

Figure 2. CSOC's Management Team Structure
[8](#__RefHeading___Toc460844958)

Figure 3. CSOC's SBLO -- Schedule for Generic Contract Year
[11](#__RefHeading___Toc460844959)

List of Tables

Table 1. Rebadging Process [18](#__RefHeading___Toc460844960)

Table 2. Quarterly Rebadging Plan [21](#__RefHeading___Toc460844961)

Table 3. Center Equitable Distribution Matrix
[22](#__RefHeading___Toc460844962)

Table 4. Risk Assessment Matrix [23](#__RefHeading___Toc460844963)

Addendum D to the\
CSOC Subcontracting Plan\
for\
Small Business, Small Disadvantaged Business,\
and Women-Owned Small Business\
Activities and Strategic Methods

# Purpose {#purpose .unnumbered}

Addendum D is being added to the Consolidated Space Operations Contract
(CSOC) Small Business (SB)/Small Disadvantaged Business
(SDB)/Woman-Owned Small Business (WOSB) Subcontracting Plan to expand on
the activities and strategic methods Lockheed Martin Space Operations
Company (LMSOC) -- a Lockheed Martin Technology Services Group company -
will undertake to achieve its **[SB 26.1 percent, SDB 16 percent, and
WOSB 4.6 percent]{.underline}** Total Contract Value (TCV) goals.

Above all else, CSOC will balance operational performance and system
safety with its SB/SDB/WOSB goal achievement. CSOC's overarching goals
are:

-   Operational and System Safety,

-   Space Operations with Manageable Risk, and

-   Cost Performance,

    Keeping these in mind, CSOC will pursue its SB/SDB/WOSB goals at an
    equitable and steady rate at each of our major sites.

    The following points are included in this addendum to the
    Subcontract Plan to clarify activities and strategic methods. A more
    detailed description of the SBLO Manager, his duties and
    organizational placement is provided. Further, this document
    provides program approaches that CSOC will use to ensure SB/SDB/WOSB
    firms participate beneficially in CSOC's privatization,
    commercialization and outsourcing activities.

# Applicability {#applicability .unnumbered}

This document applies to all offices, operations, Sites, and team
members of the CSOC.

# General {#general .unnumbered}

It is CSOC's and Lockheed Martin Corporation's (LMCO's) policy that its
business units will conduct socioeconomic subcontracting programs in
recognition of compelling moral, social, and economic necessities. It is
also CSOC's and LMCO's policy to facilitate the achievement of its
negotiated subcontracting goals by developing the capabilities of
awarding, and pursuing opportunities to award, subcontracts and other
procurements to SBs, SDBs, WOSBs, Historically Black Colleges and
Universities (HBCUs), and other Minority Institutions (MIs), hereinafter
collectively referred to as \"SBs.\"

To further these objectives, CSOC will institute a proactive SB
development program designed to develop growth and competitive
capabilities that will enable such businesses to become responsible
suppliers to CSOC and LMCO. This program will be consistent with CSOC's
and LMCO\'s policy of considering all subcontractors and suppliers
fairly in competition of requirements falling within their demonstrated
capabilities. This policy applies to Government contracts and, to the
extent practicable, CSOC's commercial activities.

Similarly, as CSOC begins to build and develop business opportunities
worldwide, it will mentor SBs so they may grow into qualified "small and
medium enterprises", a term used internationally. CSOC will promote and
grow these small and medium-sized businesses on a global level.

# Organization and Responsibilities {#organization-and-responsibilities .unnumbered}

![](media/image4.wmf){width="6.322916666666667in"
height="3.3645833333333335in"}

[]{#__RefHeading___Toc460844957 .anchor}Figure 1. CSOC Organizational
Chart

## CSOC Program Management {#csoc-program-management .unnumbered}

The CSOC Program Manager sets the overall bearing of CSOC's
socioeconomic subcontracting programs. When required, the Program
Manager will provide an interchange of CSOC performance, initiatives and
direction to various NASA Advisory Councils and Committees, including
internal CSOC management, to demonstrate that the SB program is highly
advocated.

The Program Manager will designate an officer of LMCO to serve as CSOC's
socioeconomic executive, herein referred to as the Small Business
Liaison Office (SBLO) Manager, to manage and develop the SB program.
That executive will be the SB program's focal point for activities under
which CSOC considers SBs for subcontracting. The SBLO Manager will
report directly to the Program Manager and will sit on program
decision-making boards. This is portrayed in the organizational chart in
Figure 1 and explained further under SBLO Manager responsibilities.

The Program Manager will include SB/SDB/WOSB goals in the annual
operating plan. These goals will flow down to the performance plans of
CSOC senior, line, and operational management. Performance against such
goals will be reported to the LMSOC President, who will consider
socioeconomic subcontracting performance in the overall evaluation of
CSOC senior management performance.

When a rebadging is required to achieve SB/SDB/WOSB goals, The CSOC
Program Manager, for purposes of implementing a rebadging, will:

-   Give guidance as to the numbers of employees and program areas to be
    affected.

-   Define and designate rebadging units.

-   Establish committees, as necessary, to ensure the proper
    administration of policies and procedures. The order for rebadging
    of CSOC employees may only come from the Program Manager.

    Any required re-planning of CSOCs SB Subcontracting Plan shall
    include the following CSOC and LMSOC senior management:

-   Vice President - Program Manager and Deputy Program Manager

-   SBLO Manager

-   Director of Business Administration and Financial Management

-   Director of Commercialization and Sales

-   Manager of Purchasing and Subcontract Administration

-   LMSOC Director of Materiel

-   Vice Presidents of Engineering, Customer Service and Production
    Operations

-   Senior Management of CSOC's Large Business Subcontractors.

    Re-planning of CSOC's SB approaches may be required when Contract
    Change Orders (CCOs) are definitized. To ensure that SBs have
    equitable opportunities, CSOC's and LMSOC's senior management will
    evaluate, identify, and consider SB participation during the
    pre-proposal and proposal activities of each CCO.

    All offices, operations, sites, and team members of the CSOC are
    responsible for providing information to the SBLO for the
    preparation of Government and internal reports.

## CSOC SBLO Manager {#csoc-sblo-manager .unnumbered}

The SBLO Manager, in close coordination with the Manager of Procurement
and Subcontract Administration and the Director of Materiel, is
responsible for the day-to-day management and development of CSOC's SB
programs to assist both buyers and SB suppliers.

To support SB interests the SBLO Manager is an integral and voting
member of the following program decision-making boards:

-   Strategic Leadership Team (SLT) -- A structure for leading and
    managing CSOC. The team's focus is on setting the strategic
    direction for CSOC, and ensuring that the entire organization is
    aligned and focused on achieving its strategic objectives.

-   CSOC Academic Recruiting Team (CART) -- A team designed to actively
    identify candidates interested in employment with CSOC SB partners,
    and specifically engage HBCU/MIs in capability briefings for
    purposes of subcontracting.

-   Program Control Board (PCB) -- The program decision-making and
    change control authority.

-   CSOC Small Business Council (CSBC) -- A Council that will advise the
    CSOC Program Manager, SBLO Manager and STL on CSOC SB programs,
    policies, plans, and other matters pertinent to SB's. Its advice and
    guidance is to increase the participation of SB's in the CSOC
    program.

Achievement of CSOC's SB goals does not rest solely upon the SBLO,
Procurement, and Subcontract Management, but upon the many offices,
operations, sites, and team members of CSOC.

### CSOC SBLO Manager -- Responsibilities {#csoc-sblo-manager-responsibilities .unnumbered}

The SBLO Manager is responsible for:

a.  Representing CSOC in matters relating to socioeconomic
    subcontracting activities, including the close coordination with
    Customer Service, Production Operations, Engineering, Procurement,
    Subcontracts, and Materiel to ensure implementation of the Program's
    SB Subcontracting Plan.

b.  Managing and evaluating timing, scheduling, cost performance, and
    technical performance of CSOC's SB team members to provide solutions
    for making informed decisions, optimizing the allocation and use of
    project resources, and defining trades against cost, schedule, and
    performance goals.

c.  Advising, educating, and assisting line, site, and operational
    management as to socioeconomic considerations in procurement, and
    coordinate all related activities requiring uniform handling and
    procedures.

d.  Interfacing and participating in SB outreach and insight activities
    with:

-   NASA's Management, Field Installation Small/Minority Business
    Specialists, and Office of Small and Disadvantaged Business
    Utilization (Code K), including other Small and Disadvantaged
    Business Contacts.

-   NASA's Minority Business Resource Advisory Committee (MBRAC) to
    provide advice and make recommendations to the NASA Advisory Council
    (NAC).

    MBRAC advises the NASA Administrator through the NAC on Agency
    programs, policies, plans, and other matters pertinent to the
    Agency\'s responsibilities to minority businesses. Its advice
    furthers the participation of minority businesses in the U.S. civil
    space program, evaluates special needs and opportunities presented
    by the Nation\'s minority businesses and identification of eligible
    minority business to participate in NASA procurements.

-   NASA's Prime Contractor\'s Roundtable to facilitate an exchange
    between CSOC and other NASA prime contractors on workable
    subcontracting programs for Small and Disadvantaged Businesses.

-   NASA's "Special Initiatives" and "Special Programs;" e.g.; Unisphere
    Institute, New England Small Business Outreach Program, Jet
    Propulsion Laboratory (JPL)/NASA High Tech Conference, World
    Association of Small and Medium Enterprises (WASME), Annual Space
    Science Symposium for Small Businesses (formerly JPL Goes to
    Washington).

e.  Preparing and submitting periodic reports (as defined in Section 5)
    on an aggregate program basis, to NASA/Space Operations Management
    Office (SOMO), CSOC Program Manager, and senior line managers. These
    reports will cover socioeconomic subcontracting performance against
    established goals.

f.  Collecting and preparing a SB sub-tier performance report.
    Performance of sub-tiers shall be reported separately as documented
    in Section 5.2.

g.  Maintaining a supplier introduction system to assist SBs in gaining
    intro-ductions to CSOC's procurement organizations and actively
    participate in CSOC's Preferred Supplier Program in order to enhance
    potential SB in the Preferred Supply Program. The objective of the
    CSOC Preferred Supplier Program is to:

-   Leverage outside commercial Research and Development (R&D)
    investments against CSOC's Integrated Operations Architecture (IOA)

-   Obtain the latest technology products at lowest cost

-   Obtain supplier investments and contract labor

-   Develop internal/external marketing opportunities

-   Provide insights into CSOC's strategic, operational, technology, and
    engineering requirements.

-   Assist in supplier evaluation, qualification, and approval.

h.  Ensuring that following each Sub-System Design Review (SSFDR), an
    assessment or market survey has been performed for hardware and
    software materials. The assessment or market survey is to include,
    to the maximum extent practical, competitive prices from SBs. In
    cases where there is adequate availability from SBs, the SBLO will
    recommend that the subsequent procurement shall be a restricted
    purchase.

i.  Develop and manage CSOC's SB Rebadging plan as one aspect of CSOC
    meeting its SB goals.

j.  Providing the administrative program management of CSOC's compliance
    to NASA Mentor/Protégé (M/P) Programs, including the development of
    additional Mentor/Protégé programs at CSOC operating locations.

k.  Establish annual award programs to recognize SB/SDB/WOSBs,
    institutions, and employee groups including buyers, administrators,
    engineers, etc., who demonstrate outstanding SB development efforts
    in support of CSOC's goals.

l.  Establishing regional SB/SDB/WOSB/HBCU-MI Advocacy Councils and
    programs assistance as required. Examples include the following:

-   CSOC Small Business Council (CSBC) -- The SBLO Manager will charter
    and serve as its Official Secretary. The CSBC will be an advisory
    group to the SLT (Figure 2) to provide insight into the SB community
    needs that pertain to the CSOC policies and procedures. This council
    will provide advice concerning participation of SB/SDB/WOSB/HBCU-MIs
    in CSOC. The council will be composed of:

```{=html}
<!-- -->
```
-   Senior executives of CSOC SB team members

-   CSOC's Program Manager and Deputy Program Manager,

-   CSOC's Director of Business Administration and Financial Management

-   CSOC's Director of Commercialization

-   CSOC's Manager of Purchasing and Subcontract Administration

-   LMSOC's Director of Materiel

-   CSOC's Vice President of Engineering

-   At least one large business CSOC team member manager

    Membership from the SB community will rotate with staggered terms
    (with the exception of CSOC protégés which shall each be represented
    as permanent members of the Council) to ensure multiple views but
    provide continuity as well. The CSBC also includes the active
    participation, from time to time, of any person from the following:
    NASA's Management, Field Installation Small/Minority Business
    Specialists, Office of Small and Disadvantaged Business Utilization
    (Code K), and other Small and Disadvantaged Business Contacts.
    Meetings of this Council will be conducted quarterly and
    geographically on a rotational basis.

-   

-   CSOC Executive Council (CEC) -- Ensures alignment between the
    partnering companies to support the effectiveness of CSOC.

-   SLT -- Establishes CSOC's vision, strategic direction, and overall
    goals; creates mechanisms to continually monitor the external and
    internal environment to make strategic adjustments as needed.

-   Operational Management Group\
    (OMG) -- Provides feedback to SLT on operations and implements the\
    aligned-upon strategic direction.

-   SB Council -- Ensures alignment, assists in CSOC's strategic
    direction or adjustment, provides feedback

-   Science Advisory Panel -- Develops support and discussion
    relationships with the science/research community -- CSOC's ultimate
    customer base.

    []{#__RefHeading___Toc460844958 .anchor}Figure 2. CSOC's Management
    Team Structure

```{=html}
<!-- -->
```
-   Small Business--Commercialization Support Program (SB-CSP) -- The
    CSOC SBLO will advocate the SB-CSP to complement large business
    commercial impacts with a SB solution. It will be chartered to
    broaden CSOC's support base for space operations by increasing SB
    community involvement while reducing costs. The outline of the
    SB-CSP may be seen in Appendix C.

-   CSOC Academic Support Program (CASP) -- HBCUs and MIs will be sought
    as potential subcontractors via a CSOC Commercialization and
    Technology Forum. In partnership with SOMO and other
    NASA/JSC/Goddard Space Flight Facility (GSFC)/JPL/Marshal Space
    Flight Center (MSFC)/Kennedy Space Center (KSC) Small Business
    Specialists, the CSOC SBLO will sponsor an annual forum wherein
    HBCUs and MIs will be invited to deliver technical presentations to
    senior CSOC managers and its subcontractors regarding their
    technical capability as related to the CSOC program. The forums are
    a method of identifying HBCUs and MIs capable of participating in
    our most complex Ground Network (GN), Space Network (SN), Deep Space
    Network (DSN), and Space Operations as future contractors and
    subcontractors.

    Early candidates targeted for CASP are:

```{=html}
<!-- -->
```
-   Bowie State University, Maryland -- HBCU

-   New Mexico State University, New Mexico -- MI

-   Alabama A&M University, Alabama -- HBCU

-   Prairie View A&M, Texas -- HBCU

    In addition, we will conduct Site visits to HBCUs and MIs that are
    believed to be capable of engaging in CSOC opportunities at other
    CSOC operating locations.

    Synergism between CASP membership and CSOC's major operating
    locations is highly desirable.

```{=html}
<!-- -->
```
-   CSOC High-Tech M/P Program -- This program is designed to enhance
    the capabilities of socially and economically disadvantaged business
    to perform NASA prime contracts and subcontracts. CSOC shares NASAs
    special emphasis on utilizing high-tech SBs to the greatest extent
    practicable. This same objective will be pursued toward matching our
    technology requirements with those of qualified high-tech SBs.
    Currently, CSOC has the following two M/P programs underway, other
    protégé candidates seriously being investigated are:

  -------------- ------------------ --------------- ------------ ------------- ------------
  **Protégés and **Headquarters**   **Ownership**   **CSOC       **Dev.        **CSOC
  Candidates**                                      Mentoring    Assistance    Operating
                                                    Approval**   Plan**        Location**

                 AL                 African         Yes          Underway      MSFC
                                    American                                   

                 TX                 Hispanic        Yes          Underway      WFF/MILA
                                    American                                   

                 NV                 Asian American  In Review    In            Goldstone
                                                                 Development   

                 TX                 Women-Owned     In Review    In            JSC
                                                                 Development   

                 MD                 Native American In Review    In            Whitesands
                                                                 Development   

                 MD                 HBCU            In Review    In            GSFC
                                                                 Development   
  -------------- ------------------ --------------- ------------ ------------- ------------

Further, CSOC intends to develop a meaningful High-Tech M/P Program at
each significant NASA Center and operating location where CSOC has
contractual responsibilities.

-   Small Business Commercialization Support Program - The CSOC SBLO
    will establish and mentor a Small Business--Commercialization
    Support Program (SB-CSP) to broaden its support base for space
    operations by encouraging and incentivizing SB involvement. CSOC
    will pursue increased space operations efficiency by using SB
    capabilities where appropriate and cost effective. The SB-CSP
    features a shared savings incentive for commercialization
    approaches. The aim of SB-CSP will be to reduce costs of space
    operations system support services and products. It will achieve
    this aim by providing opportunities to SBs that show a better value
    for the money in meeting space operations needs. For more details,
    see Appendix C of this document.

-   SB Quest www.csoconline.com[/SBQ]{.underline} Home Page - This is an
    SB educational training section focused on SB startups, Including
    Technology Guides (Getting Work Done, Taking Business Online,
    Networking PCs), Buyer Guides (Software/Hardware Smart Buys, Find a
    Tech Consultant), and SB Talk (Success Stories, SB Resources, Expert
    Advice).

If a SB has significant potential skills, other assistance may be
provided by the SBLO Manager to assist the potential supplier in
becoming fully qualified.

#### SBLO Calendar {#sblo-calendar .unnumbered}

The SBLO calendar (Figure 3) highlights all the major activities of the
office. There are however many other activities not identified here but
are necessary to grow CSOCs SB participation. These other activities
will be highlighted in CSOC's PMR under future activities.

![](media/image5.wmf)

[]{#__RefHeading___Toc460844959 .anchor}Figure 3. CSOC's SBLO --
Schedule for Generic Contract Year

## CSOC Line Management  {#csoc-line-management .unnumbered}

CSOC's Line Management, are those individuals who report directly to the
Program Manager. They have the responsibility of supporting the smooth
transition of work to SBs. Further, they are to ensure successful
mission support while implementing CSOC's SB/SDB/WOSB Subcontracting
Plan including its Addenda A, B, and C. In addition, they are expected
to effectively apply and adhere to relevant CSOC and LMCO policies and
procedures.

CSOC Line Management shall establish an implementation and forecast plan
for complying with CSOC's SB/SDB/WOSB goals, which include consideration
of SB/SDB/WOSB when functions requiring labor and/or material resources
are assessed for a project.

CSOC Line Management will encourage CSOC's Site Managers to become the
focal point and advocate for CSOC's socioeconomic business activities
within their respective organizations, and they will coordinate with
each other and the CSOC SBLO to promote the placement of subcontracts
with SBs that are qualified.

## CSOC Site Managers {#csoc-site-managers .unnumbered}

CSOC's Site Managers will assist in SB Site-specific issues and
activities. Ensure site-based SB performance is sustained, and nurtured
to grow strategically. Will jointly collaborate with the CSOC SBLO in
securing SB subcontracting opportunities. Including mentoring CSOC's
protégés into high-tech arenas within their sites.

Regarding employee groups selected for a shift in workforce (rebadging)
each employee will be given a verbal notice by either their immediate
supervisor or site manager. The site manager will coordinate the
employee's verbal notice with his/her immediate supervisor. Site
managers/immediate supervisor shall have the responsibility for helping
the employee make a smooth rebadging transition to the targeted CSOC
subcontractor as appropriate.

# Evaluate Performance -- Reports {#evaluate-performance-reports .unnumbered}

The collection of financial data is a vital element in developing
monthly SB/SDB/WOSB performance metrics for NASA/SOMO. All data
collected and utilized will provide an accurate depiction of the overall
health and wellness of the SB program. The Director of Business
Administration and Financial Management and his financial staff will
work closely together with the SBLO Manager to create and provide
financial SB performance analysis.

## SB/SDB/WOSB Monthly Metrics Versus Quarterly Metric Reports {#sbsdbwosb-monthly-metrics-versus-quarterly-metric-reports .unnumbered}

In lieu of quarterly metric reports, CSOC intends to provide NASA
SB/SDB/WOSB monthly metrics performance by way of the CSOC's Program
Management Review (PMR) and by [http://www.csoconline.com]{.underline}
for better insight.

The collection of SB performance is derived from monthly payments and
accrued invoices (actuals) to support the NASA Form 533M Report. These
actuals provide the best overall basis of assessing CSOC's SB/SDB/WOSBs
subcontracting performance. Moreover, they provide CSOC's monthly TCV,
based on NASA Form 533M, Block 6, COST Reporting Category - TOTAL:
Cost + Fee.

CSOC's SB/SDB/WOSB performance, based on actuals, is contained in
metrics charts highlighted in the monthly PMR. The PMR is an open forum
in which the NASA SB Specialist, Contracting Officer, and his or her
technical representative may provide an open exchange of issues,
concerns, and guidance with respect to CSOC's SB program performance.

To support semi-annual and annual reporting, Standard Forms (SFs) 294
and 295 are required by FAR 52.219-9 and will be used. These SFs report
the full values and incremental funding of CSOC's subcontracts, and are
completed and submitted by the instructions therein by Lockheed Martin
Technology Services Group (LM-TSG).

## Prime Contract Flow-Down Provisions and First Tier and Sub-tier Performance {#prime-contract-flow-down-provisions-and-first-tier-and-sub-tier-performance .unnumbered}

Public Laws 100-144 and 101-507 challenged NASA to award eight percent
of its annual appropriations for all authorized programs to SDBs,
including WOSBs; this percentage level was to be met by FY94. NASA has
successfully met this challenge and continues to strive higher to meet
double-digit percentage levels. To support NASA's mandate to strive
beyond their congressionally mandated of an 8% SDB goal, CSOC will use
"Best Efforts" to collect from each of its procuring offices, as well as
all its subcontractors (first and sub-tier) SDB, including WOSB credit.
Performance of sub-tiers shall be reported separately, and will not be
used directly by CSOC in meeting its first tier SB goals. These efforts
include:

a.  FAR 52.219-9, requires all subcontractors (including lower tiers,
    except SB concerns, who receive subcontracts in excess of \$500,000
    or \$1 million, in the case of a subcontract, for the construction
    of any public facility) to adopt a subcontracting plan in consonance
    with the applicable regulations.

b.  We will require all first and sub-tier subcontractors to report
    their SB subcontracting results to CSOC. CSOC will measure their
    progress, anticipate or identify and avert any potential problems,
    and develop any necessary corrective actions to enhance SB
    participation at all subcontracting levels. Further, discussions
    will be held on a regular basis with all first and sub-tier
    subcontractors, as necessary, to evaluate and improve their
    subcontracting performances.

## CSOC Reports  {#csoc-reports .unnumbered}

CSOC reports are produced and reported by three distinct groups. They
are the following:

a.  LM-TSG

b.  CSOC/LMSO

c.  CSOC Subcontractors

+-------+-----------+---------+---------------+----------+-----------+
| *     | **        | **Quar  | **Se          | **An     | #         |
| *Repo | Monthly** | terly** | mi-Annually** | nually** | ###### Re |
| rts** |           |         |               |          | mitted to |
+-------+-----------+---------+---------------+----------+-----------+
| SF    |           |         | LM- TSG       | LM-TSG   | CO        |
| 294   |           |         |               |          |           |
+-------+-----------+---------+---------------+----------+-----------+
| SF    |           |         | LM-TSG        | LM-TSG   | NASA/HQ   |
| 295   |           |         |               |          |           |
+-------+-----------+---------+---------------+----------+-----------+
| PMR   | CSOC      |         |               |          | NASA/SOMO |
| (Ac   |           |         |               |          |           |
| tuals |           |         |               |          |           |
| on    |           |         |               |          |           |
| TCV)  |           |         |               |          |           |
+-------+-----------+---------+---------------+----------+-----------+
| SB\   | CSOC      |         |               |          | NASA/SOMO |
| Sub   | Subco     |         |               |          |           |
| -tier | ntractors |         |               |          |           |
| (Ac   |           |         |               |          |           |
| tuals |           |         |               |          |           |
| on    |           |         |               |          |           |
| TCV)  |           |         |               |          |           |
+-------+-----------+---------+---------------+----------+-----------+
| M/P   |           |         | CSOC          | CSOC     | NASA/HQ   |
| R     |           |         |               |          | Code K    |
| eport |           |         |               |          |           |
+-------+-----------+---------+---------------+----------+-----------+

## CSOC's Proposed Award Fee Evaluation Criteria  {#csocs-proposed-award-fee-evaluation-criteria .unnumbered}

NASA will evaluate CSOC's efforts toward developing, achieving, and
maintaining its SB utilization goal.

Sub-factors to be considered in NASA's objective and subjective
evaluation of CSOC's performance in SB areas shall include:

a.  Establishing a CSOC SB Council (CSBC) to provide insight in to SB
    community needs pertaining to CSOC policies and procedures. This
    includes the active participation of NASA Management, Field
    Installation Small/Minority Business Specialist, Office of Small
    Disadvantaged Business Utilization (Code K), and other Small and
    Disadvantaged Business Contacts.

b.  Demonstrating an increase in the rate of SB awards in terms of
    dollars and percentages of the TCV.

c.  Identifying items presently projected as "make" items and evaluating
    their potential to be converted to commercial purchases with the
    preference for procurement from potential SB sources. Further, they
    include demonstrating higher rates of SB procurements as a result of
    a SB-CSP and M/P approach.

d.  Creating "SB Only" competitions in those commodity groups in which
    there are a sufficient number of qualified and cost competitive SBs
    to make a reasonable competition.

e.  Projecting and tracking SB dollars to be awarded, and evaluate the
    performance from an earned value perspective; i.e., planned versus
    actuals.

f.  Evaluating new initiatives proposed and implemented during the
    performance period; i.e., symposia, contracts, competitions.

g.  Evaluating timing, scheduling, cost performance, and technical
    performance of each CSOC SB.

h.  Ensuring responsiveness and quality of SB performance data submitted
    at the request of NASA.

# CSOC Detailed SB Plan - Achieving Contract Goals  {#csoc-detailed-sb-plan---achieving-contract-goals .unnumbered}

The CSOC SBLO Manager, along with other senior CSOC management, has
developed a detailed SB plan as incorporated in this Addendum D to grow
toward SB/SDB/WOSB compliance at a defined rate. When written acceptance
is granted by NASA/SOMO, this Addendum D re-plan will become the basis
of CSOC's SB/SDB/WOSB performance assessment.

The strategy for achieving SB goals is described below.

a.  Our CSOC workforce is the underpinning for the successful
    accomplishment of the Nation\'s Civil space operations programs.
    These are the people who plan the programs, conduct and oversee the
    development and operations, select and monitor the subcontractors,
    manage the various development and test activities, and support
    NASA\'s space operations activities. A key dimension of CSOC's
    SB/SDB/WOSB Plan has been the restructuring of CSOC's workforce to
    deliver a space operations program that is balanced, relevant, and
    at the forefront of commercial technology development and
    cost-effective operations. Throughout its contract years, CSOC plans
    to have restructured the size and composition of its workforce.
    Despite the fact that such reductions may exceed expected natural
    attrition; CSOC is working aggressively to achieve these reductions
    without resorting to a disruptive reduction in workforce. The
    primary strategies involved include reduced hiring with large
    business subcontractors, large business workforce transfers to SBs,
    SB geographic relocations, and the provision of SB outplacements.
    Whenever substantial large business and commercialization impacts to
    the base contract are being contemplated, CSOC expects to adjust and
    correct its plan.

b.  During the life of the contract, there are several instances in
    which contracts currently held by large businesses will transition
    into CSOC. To ensure that contractual goals are maintained
    throughout these transitions, new work transitions will be managed
    with by the sample rule below. For example, for the first contract
    year, approximately 47 percent of the positions in this sample are
    to be designated as slots for SB companies. This 47 percent
    factoring came about by the following:

  --------------------------------- ----------------- --------------------
  Sample:                                             

  TCV (first year)                                    = \$376M

  Total Labor                                         = \$207M

  26.1% of TCV                                        = \$ 98M

  \$98M Divided by                  \$207M            = 47%
  --------------------------------- ----------------- --------------------

100 percent of required backfills of CSOC attrition will be through SB
entities, unless the CSOC Program Manager provides a wavier

The detailed plan for attainment of contractual SB goals includes the
transition of major contracts into CSOC.

1.  The Quarterly Rebadging Plan

```{=html}
<!-- -->
```
(a) Center Equitable Distribution Matrix demonstrates CSOC will balance
    the impact, due to rebadging, at each NASA Center or Site during
    calendar years 1999 and 2000. SB performance percentage is an amount
    equal to the Center's/Site's dollar contribution on each monthly
    NASA Form 533M, Block 6, COST Reporting Category - TOTAL: Cost +
    Fee.

(b) Risk Assessment Matrix includes both qualitative and quantitative
    factoring. CSOC will assess risk for each element of it rebadging
    plan and develop mitigating activities concurrent with the rebadging
    process. This matrix identifies the Action, Risk, Risk Level, and
    Mitigation approaches CSOC will take to reduce or eliminate the risk
    of a given hazard. Risk assessment includes identification,
    analysis, and prioritization; risk control includes planning,
    resolution, and monitoring.

```{=html}
<!-- -->
```
1.  Timing, scheduling, cost performance, and technical performance

Each Table (1, 1a, 2, and 3) assures that CSOC will grow toward
compliance at a balanced and steady rate. CSOC will acquire and maintain
a workforce and infrastructure which reflect the cultural diversity of
the Nation, are properly sized, and possess the right set of human
resource skills in the right locations to accomplish CSOC's development
and operational missions with innovation, excellence, and efficiency.

# Summary of CSOC's Overall Approach  {#summary-of-csocs-overall-approach .unnumbered}

CSOC's overall approach in its SB Plan is designed to achieve SB 26.1
percent, SDB 16 percent, and WOSB 4.6 percent TCV in an expedient manner
while balancing operations and performance risks. The plan will be:

a.  Followed and implemented with CSOC Management having the incentive
    to achieve the SB Goals

b.  Balanced and equitable by geographic regions - SB team members will
    participate in CSOC in accordance with CSOC's current staffing
    profile and Best and Final Offer (BAFO)-3 ratios. Continued staffing
    approval will be based upon the supplier\'s satisfactory cost and
    technical performance. A table listing of CSOC's current teammates
    may be seen in Data Requirement Description (DRD) 2.1.1-e, Addendum
    B.

c.  Updated as required

d.  Requiring rebadging.

All Major CSOC Sites by geographic region will participate in SB
rebadging.

e.  Requiring non-labor purchases using SBs.

Identify items presently projected as "make" items, and evaluate their
potential to be converted to outside commercial purchases with the
preference for procurements from potential SB sources. Enhance SB
participation in all "buy" content.

f.  Realizing the SB goal cumulative-to-date "Short-Fall" must be made
    up based upon this plan until overall SB cumulative-to-date goals
    are met.

g.  Collecting and reporting sub-tier credit, but does not use credit to
    meet first-tier goals.

h.  Using NASA M/P Program and other Government programs to the maximum
    extent practical to achieve the CSOC SB goals.

i.  Using CCO and other growth to makeup "Short-Fall" to meet and
    maintain goal achievement.

j.  Using 100 percent of CSOC attrition that is being backfilled will be
    done through SB entities, unless the CSOC Program Manager provides a
    wavier.

k.  Balancing operational performance and cost performance risks.

# Rebadging Plan {#rebadging-plan .unnumbered}

[]{#__RefHeading___Toc460844960 .anchor}A shift in workforce may be
necessitated by a need to achieve SB/SDB/WOSB goals. When required, the
SBLO will develop a rebadging plan. For implementation of a shift in
workforce, the CSOC Program Manager will:

-   Give guidance regarding the number of employees and program areas to
    be affected.

-   Define and designate shift in workforce units.

-   Establish committees, as necessary, to ensure the proper
    administration of policies and procedures.

    Shortly after guidance and acceptance are obtained for the plan,
    both the CSOC Program Manager and the SBLO Manager are to provide
    NASA with a briefing on the plan. If the approach triggers
    significant thresholds that may require issuance of WARN notices,
    coordination and acceptance of CSOC' s rebadging plan may require
    several NASA internal reviews. Once NASA is satisfied and accepts
    the CSOC approach, the CSOC Program Manager will order a rebadging.

    The Department Head/Site Manager or other designated Rebadge Unit
    Head is responsible for selecting and informing individual employees
    affected by the rebadging, in accordance with the guidance given by
    the Program Manager. The Department Head/Site Manager is responsible
    for reviewing the proposed rebadging actions with Human Resources
    (HR) and Legal Counsel for conformance to policy.

    Human Resources is responsible for providing policy guidance and for
    ensuring that employment procedures are followed. Once employees are
    notified, management is responsible for helping the employee make
    arrangements with a representative of Human Resources who provides
    assistance and counseling, as appropriate. HR is responsible for
    ensuring that every reasonable effort is made to assist employees in
    seeking employment with the targeted CSOC subcontractor.

    Status of CSOC' s rebadging activities will be highlighted in CSOC'
    s monthly PMRs.

    A Rebadging Process Matrix of CSOC' s major subcontractors is
    provided below.

    Table 1. Rebadging Process

+------+---------------------------+-----------------+-----------------+
| *    | **Action**                | **Time to       | **Co. Specific  |
| *Ste |                           | Complete**      | Processes**     |
| ps** |                           |                 |                 |
+======+===========================+=================+=================+
| **   | A rebadging plan is       | 1--2 wk         |                 |
| 1.** | developed and approved    |                 |                 |
|      | within CSOC               |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | CSOC Program Manager and  | 1-4 wks         |                 |
| 2.** | the SBLO Manager are to   |                 |                 |
|      | brief NASA SOMO on the    |                 |                 |
|      | plan. Coordination and    |                 |                 |
|      | acceptance of CSOC' s     |                 |                 |
|      | rebadging plan may        |                 |                 |
|      | require several NASA      |                 |                 |
|      | internal reviews. When    |                 |                 |
|      | the approach is accepted, |                 |                 |
|      | CSOC then proceeds to the |                 |                 |
|      | next step. This step      |                 |                 |
|      | provides for time to have |                 |                 |
|      | both SOMO and CSOC to     |                 |                 |
|      | notify other NASA         |                 |                 |
|      | management (Centers,      |                 |                 |
|      | field locations) of       |                 |                 |
|      | rebadging plans.          |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | CSOC Program Manager      | Simultaneously  |                 |
| 3.** | orders a rebadging.       |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | Review company-specific   | \*\* 1 wk       |                 |
| 4.** | business case with:       |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   Human Resources       |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   Legal Counsel --      |                 |                 |
|      |     Determine if WARN     |                 |                 |
|      |     applies               |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   Bargaining Agent      |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | Preparation of company    | \* 1-2 wks      |                 |
| 5.** | specific business         |                 |                 |
|      | materials:                |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   RIF justification     |                 |                 |
|      |     forms                 |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   Organization charts   |                 |                 |
+------+---------------------------+-----------------+-----------------+
|      | -   Collect demographic   |                 |                 |
|      |     info                  |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | After these reviews and   | Simultaneously  |                 |
| 6.** | prior to oral notice to   |                 |                 |
|      | employees of rebadging,   |                 |                 |
|      | CSOC will provide a       |                 |                 |
|      | courtesy call to NASA     |                 |                 |
|      | SOMO to inform them that  |                 |                 |
|      | certain employees are     |                 |                 |
|      | soon to be notified.      |                 |                 |
|      | Afterwards, with NASA     |                 |                 |
|      | SOMO informed, the order  |                 |                 |
|      | of rebadging for          |                 |                 |
|      | employees may only come   |                 |                 |
|      | from the CSOC Program     |                 |                 |
|      | Manager. This step        |                 |                 |
|      | provides for time to have |                 |                 |
|      | both SOMO and CSOC to     |                 |                 |
|      | notify other NASA         |                 |                 |
|      | management (Centers,      |                 |                 |
|      | field locations) of       |                 |                 |
|      | rebadging plans.          |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | Management announcement   | Simultaneously  |                 |
| 7.** | to employees              |                 |                 |
|      | (What/Why/When)           |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | WARN Act notification to  | 60 Days         |                 |
| 8.** | employees                 |                 |                 |
|      |                           |                 |                 |
|      | (if required)             |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **   | Referral to Human         |                 |                 |
| 9.** | Resources                 |                 |                 |
+------+---------------------------+-----------------+-----------------+
| **1  | Human Resources assists   | 10-12 wks (With |                 |
| 0.** | in separation and         | WARN)           |                 |
|      | rebadging process and     |                 |                 |
|      | ensures polices are       | 2-3 wks (W/O    |                 |
|      | followed                  | WARN)           |                 |
+------+---------------------------+-----------------+-----------------+
| **1  | Status of CSOC' s         | N/A             |                 |
| 1.** | Rebadging will be         |                 |                 |
|      | highlighted in its        |                 |                 |
|      | monthly PMR               |                 |                 |
+------+---------------------------+-----------------+-----------------+

\* If whole homogenous groups are rebadged the time to complete may be
minimized.

\*\* Availability of legal counsel and travel may require additional 2
days.

CSOC will use "Best Efforts" to ensure placement and outplacement
opportunities are executed for re-badge personnel.

[]{#__RefHeading___Toc460844961 .anchor}Table 2. Quarterly Rebadging
Plan

+------------+--------+------------+-----------+-------+-------------+
| CY99Q3     | CY99Q4 | CY00Q1     | CY00Q2    | C     | CY00Q4      |
|            |        |            |           | Y00Q3 |             |
| 100\       |        | 25\        | 50\       |       | 80\         |
| Operation  |        | MA         | S         |       | SCIENCE     |
| Support    |        | INTENANCE\ | USTAINING |       | DATA        |
| Team       |        | GSFC\      | ENG       |       | PRODUCTION\ |
| (OST)\     |        | ATSC       | INEERING\ |       | GSFC\       |
| JSC\       |        |            | GSFC\     |       | ATSC        |
| LMSOC      |        |            | ATSC/CSC  |       |             |
+------------+--------+------------+-----------+-------+-------------+
| 50         |        | 35         |           |       |             |
|            |        |            |           |       |             |
| MA         |        | SUSTAINING |           |       |             |
| INTENANCE\ |        | EN         |           |       |             |
| WSC\       |        | GINEERING\ |           |       |             |
| ATSC/GTE   |        | GSFC\      |           |       |             |
|            |        | ATSC/CSC   |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
|            | 80     | 5          |           |       |             |
|            |        |            |           |       |             |
|            | UNION\ | MA         |           |       |             |
|            | GDS\   | INTENANCE\ |           |       |             |
|            | ATSC   | GSFC\      |           |       |             |
|            |        | LMSOC      |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
|            | 130    | 10         |           |       |             |
|            |        |            |           |       |             |
|            | MC     | S          |           |       |             |
|            | C/IPS\ | USTAINING\ |           |       |             |
|            | JSC\   | EN         |           |       |             |
|            | LMSOC  | GINEERING\ |           |       |             |
|            |        | GSFC\      |           |       |             |
|            |        | LMSOC      |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
| 20         |        |            |           |       |             |
|            |        |            |           |       |             |
| SGLT       |        |            |           |       |             |
| O          |        |            |           |       |             |
| PERATIONS\ |        |            |           |       |             |
| WSC\       |        |            |           |       |             |
| BACKFILLS  |        |            |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
| 6 (Done)   |        |            |           |       |             |
|            |        |            |           |       |             |
| PROPERTY   |        |            |           |       |             |
| M          |        |            |           |       |             |
| ANAGEMENT\ |        |            |           |       |             |
| GSFC\      |        |            |           |       |             |
| ATSC       |        |            |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
| 6 (Done)   |        |            |           |       |             |
|            |        |            |           |       |             |
| EDOS       |        |            |           |       |             |
| EQUIPMENT  |        |            |           |       |             |
| O          |        |            |           |       |             |
| PERATIONS\ |        |            |           |       |             |
| GSFC\      |        |            |           |       |             |
| ATSC       |        |            |           |       |             |
+------------+--------+------------+-----------+-------+-------------+
| 1^st^ line |        |            |           |       |             |
| = Head     |        |            |           |       |             |
| Count      |        |            |           |       |             |
|            |        |            |           |       |             |
| 2^nd^ line |        |            |           |       |             |
| = Type of  |        |            |           |       |             |
| Work       |        |            |           |       |             |
|            |        |            |           |       |             |
| 3^rd^ line |        |            |           |       |             |
| = NASA     |        |            |           |       |             |
| i          |        |            |           |       |             |
| nstitution |        |            |           |       |             |
| affected   |        |            |           |       |             |
|            |        |            |           |       |             |
| 4^th^ line |        |            |           |       |             |
| = Acronym  |        |            |           |       |             |
| of CSOC    |        |            |           |       |             |
| team       |        |            |           |       |             |
| member     |        |            |           |       |             |
| impacted   |        |            |           |       |             |
+------------+--------+------------+-----------+-------+-------------+

[]{#__RefHeading___Toc460844962 .anchor}Table 3. Center Equitable
Distribution Matrix

  --------------- ------------- ----- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- --------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- -----------
                  **Current**         **Jul.**   **Aug.**   **Sep.**   **Oct.**   **Nov.**   **Dec.**   **Jan.**   **Feb.**   **Mar.**   **Apr.**   **May**   **Jun.**   **Jul.**   **Aug.**   **Sep.**   **Oct.**   **Nov.**   **Dec.**   **Total**

  **JSC**                       30%   30%        30%        44%        55%        55%        55%        48%        48%        48%        48%        48%       48%        48%        48%        48%        48%        48%        48%        48%

  **GSFC**                      19%   19%        19%        19%        19%        19%        19%        22%        22%        25%        28%        28%       28%        31%        31%        34%        37%        39%        39%        39%

  **WFF**                       83%   83%        83%        83%        83%        83%        83%        88%        88%        88%        88%        88%       88%        88%        88%        88%        88%        88%        88%        88%

  **WHS**                       0%    0%         29%        29%        40%        40%        40%        38%        38%        38%        38%        38%       38%        38%        38%        38%        38%        38%        38%        38%

  **MLA**                       57%   57%        57%        57%        57%        57%        57%        60%        60%        60%        60%        60%       60%        60%        60%        60%        60%        60%        60%        60%

  **MSFC**                      28%   28%        28%        28%        28%        28%        28%        28%        28%        28%        28%        28%       28%        28%        28%        28%        28%        28%        28%        28%

  **JPL**                       19%   19%        19%        38%        38%        38%        38%        43%        43%        43%        43%        43%       43%        43%        43%        43%        43%        43%        43%        43%

  The listing at                                                                                                                                                                                                                           
  the right are                                                                                                                                                                                                                            
  CSOC's major                                                                                                                                                                                                                             
  sites of                                                                                                                                                                                                                                 
  support. The                                                                                                                                                                                                                             
  current column                                                                                                                                                                                                                           
  shows the                                                                                                                                                                                                                                
  overall CSOC EP                                                                                                                                                                                                                          
  percentage of                                                                                                                                                                                                                            
  SB/SDB/WOSB                                                                                                                                                                                                                              
  participating                                                                                                                                                                                                                            
  at various NASA                                                                                                                                                                                                                          
  Institutions.                                                                                                                                                                                                                            
  It is predicted                                                                                                                                                                                                                          
  as CSOC                                                                                                                                                                                                                                  
  re-badges its                                                                                                                                                                                                                            
  workforce these                                                                                                                                                                                                                          
  performance                                                                                                                                                                                                                              
  percentages                                                                                                                                                                                                                              
  will grow at a                                                                                                                                                                                                                           
  steady rate to                                                                                                                                                                                                                           
  compliance                                                                                                                                                                                                                               
  through to                                                                                                                                                                                                                               
  12/29/00.                                                                                                                                                                                                                                
  --------------- ------------- ----- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- --------- ---------- ---------- ---------- ---------- ---------- ---------- ---------- -----------

[]{#__RefHeading___Toc460844963 .anchor}Table 4. Risk Assessment Matrix

+------------------+--------------------+--------+--------------------+
| **Action**       | **Risk**           | **Risk | **Mitigation**     |
|                  |                    | L      |                    |
|                  |                    | evel** |                    |
+------------------+--------------------+--------+--------------------+
| 50 Maintenance   | Loss of skilled    | Low    | Identification of  |
| Employees at WSC | personnel for WSC  |        | WSC operations     |
|                  | TRDS equipment     |        | personnel with WSC |
|                  | maintenance        |        | maintenance        |
|                  |                    |        | backgrounds.       |
|                  |                    |        | Select SB with     |
|                  |                    |        | significant skill  |
|                  |                    |        | base and good      |
|                  |                    |        | employee benefits. |
+------------------+--------------------+--------+--------------------+
| 80 Goldstone     | Loss of skilled    | Low    | Goldstone          |
| Union Facilities | personnel          |        | employees prefer   |
|                  |                    |        | to remain in the   |
| Employees        |                    |        | area. Honor fully  |
|                  |                    |        | the in-place       |
|                  |                    |        | Bargaining         |
|                  |                    |        | Agreement(s) so    |
|                  |                    |        | there is no        |
|                  |                    |        | economic impact.   |
+------------------+--------------------+--------+--------------------+
| 100 + JSC OST    | Loss of skilled    | Medium | Medium risk        |
|                  | personnel          | to Low | limited to Telecom |
| Ground Control   |                    |        | and manageable. No |
|                  |                    |        | more than 10% -    |
| Data Comm.       |                    |        | 15% positions.     |
|                  |                    |        | Accelerate         |
| Voice/Video      |                    |        | Certification      |
|                  |                    |        | Training using     |
| Computer Sys.    |                    |        | overtime as        |
| And FMS          |                    |        | required. Support  |
| Employees        |                    |        | Operations with    |
|                  |                    |        | current CSOC and   |
|                  |                    |        | MSC transitioned   |
|                  |                    |        | engineers if       |
|                  |                    |        | necessary.         |
+------------------+--------------------+--------+--------------------+
| 130 MCC/IPS      | Loss of skilled    | Low    | 80 SB personnel    |
| Employees        | personnel          |        | are present in the |
|                  |                    |        | workforce          |
|                  |                    |        | currently. The     |
|                  |                    |        | other will be only |
|                  |                    |        | 50 out of 340      |
|                  |                    |        | LMSOC personnel.   |
|                  |                    |        | LMSOC will fully   |
|                  |                    |        | support and        |
|                  |                    |        | encourage the      |
|                  |                    |        | changes.           |
+------------------+--------------------+--------+--------------------+
| 30 GSFC          | Loss of skilled    | Low    | Employees are not  |
| Maintenance      | personnel          |        | in high demand.    |
| Employees        |                    |        | Incentivize a      |
|                  |                    |        | small number of    |
|                  |                    |        | "Unique Equipment" |
|                  |                    |        | maintenance        |
|                  |                    |        | personnel if       |
|                  |                    |        | necessary.         |
+------------------+--------------------+--------+--------------------+
| 100 GSFC         | Loss of skilled    | Low    | Incentivize a      |
| Sustaining       | personnel          |        | small number of    |
|                  |                    |        | "Unique Equipment" |
| Engineering      |                    |        | engineering        |
| Employees at     |                    |        | personnel if       |
| GSFC             |                    |        | necessary. Cross   |
|                  |                    |        | Train JSC/CSOC     |
|                  |                    |        | engineering        |
|                  |                    |        | personnel if       |
|                  |                    |        | necessary.         |
+------------------+--------------------+--------+--------------------+
| 120 GSFC Science | Loss of skilled    | Low    | Employees are not  |
| Production       | personnel          |        | in high demand.    |
|                  |                    |        | Cross train other  |
| Personnel        |                    |        | GSFC operations    |
|                  |                    |        | and engineering    |
|                  |                    |        | personnel if       |
|                  |                    |        | necessary.         |
+------------------+--------------------+--------+--------------------+

######## Acronyms

  ------------------ ----------------------------------------------------
  ASRC               Arctic Slope Regional Corporation - Aerospace

  ATSC               Allied Technical Services Corporation

                     

  BAFO               Best and Final Offer

                     

  CAP                Corrective Action Plan

  CART               CSOC Academic Recruiting Team

  CASP               CSOC Academic Support Program

  CCO                Contract Change Order

  CCSPCF             CSOC Commercial Support Program Consultative Forum

  CEC                CSOC Executive Council

  CSC                Computer Science Corporation

  CSBC               CSOC Small Business Council

  CSOC               Consolidated Space Operations Contract

                     

  DCN                Documentation Change Notice

  DRD                Data Requirement Description

  DSN                Deep Space Network

                     

  GN                 Ground Network

  GPRA               Government Performance Result Act

  GSFC               Goddard Space Flight Center

                     

  HBCU               Historically Black Colleges and Universities

                     

  IOA                Integrated Operations Architecture

                     

  JPL                Jet Propulsion Laboratory

                     

  KSC                Kennedy Space Center

                     

  LMCO               Lockheed Martin Corporation

  LMSOC              Lockheed Martin Space Operations Company

  LM --TSG           Lockheed Martin -- Technology Services Group

                     

  M/P                Mentor/Protégé

  MBRAC              NASA - Minority Business Resource Advisory Committee

  MI                 Minority Institution

  MSFC               Marshal Space Flight Center

                     

  NAC                NASA Advisory Council

  NASA               National Aeronautics and Space Administration

  NPR                National Partnership for Reinventing

                     

  OMG                Operational Management Group

  OST                Operation Support Team

                     

  PCB                Program Control Board

  PMR                Program Management Review

  PO                 Purchase Order

                     

  R&D                Research and Development

                     

  SB                 Small Business

  SB-CSP             Small Business--Commercialization Support Program

  SBLO               Small Business Liaison Office

  SDB                Small Disadvantaged Business

  SF                 Standard Form

  SLT                Strategic Leadership Team

  SN                 Space Network

  SOMO               Space Operations Management Office

  SSFDR              Sub-System Functional Design Review

                     

  TCV                Total Contract Value

                     

  WARN               Worker Adjustment And Retraining Notification

  WASME              World Association of Small and Medium Enterprises

  WOSB               Woman-Owned Small Business
  ------------------ ----------------------------------------------------

######## Definitions 

# Definitions  {#definitions-1 .unnumbered}

a.  SB -- A business that is smaller than a given size as measured by
    its employment, business receipts, or business assets.

b.  SDB -- A small business that is at least 51 percent owned by one or
    more individuals who are both socially and economically
    disadvantaged. This can include a publicly owned business that has
    at least 51 percent of its stock unconditionally owned by one or
    more socially and economically disadvantaged individuals, and whose
    management and daily business is controlled by one or more such
    individuals.

c.  WOSB -- A small business that is at least 51 percent owned,
    controlled, and actively managed by a woman.

d.  SB-CSP - Small Business--Commercialization Support Program

e.  WARN - Congress passed the WORKER ADJUSTMENT AND RETRAINING
    NOTIFICATION (WARN) Act in 1988 to protect workers, their families
    and communities from the effects of large-scale, local job losses by
    requiring advance notice of those layoffs in some circumstances.
    WARN is applicable to employers of at least 100 full-time employees.
    Under the act, a covered employer must give its workers or their
    union at least 60 days\' notice before closing a plant or a \"mass
    layoff.\" A mass layoff is a reduction in workforce that results in
    an employment loss at a single site during any 30-day period of
    either 500 or more employees or 50 or more employees if that number
    represents at least 33 percent of all employees. \[29 U.S.C. ¦
    2101(a)(3).\] The statute includes an exception for unforeseen
    circumstances. Thus, \"an employer may order a plant closing or mass
    layoff before the conclusion of the 60-day period if the closing or
    mass layoff is caused by business circumstances that were not
    reasonably foreseeable as of the time the notice would have to have
    been given.\" \[29 U.S.C. ¦ 2102(a)(1).\] In such circumstances, the
    employer \"shall give as much notice is as practicable and at that
    time shall give a brief statement of the basis for reducing the
    notification period.\"

f.  WASME -- http://www.wasmeinfo.org/home.htm (founded in 1980). The
    largest professionally managed global non-Governmental organization
    with Members and Associates in 110 countries serving micro, small,
    and medium enterprises. A competent staff of 30 professionals in
    Information Services, Library Science, Economic Research, Marketing,
    Technology, Transfer, and Specialized Subjects manages it.

######## Small Business - Commercialization Support Program "A Cost Sharing Program for Small Businesses"

The CSOC SBLO will establish and mentor a Small
Business--Commercialization Support Program (SB-CSP) to broaden its
support base for space operations by encouraging and incentivizing SB
involvement. CSOC will pursue increased space operations efficiency by
using SB capabilities where appropriate and cost effective. The SB-CSP
features a shared savings incentive for commercialization approaches.
The aim of SB-CSP will be to reduce costs of space operations, system
support services and products. It will achieve this aim by providing
opportunities to SBs that show a better value for the money in meeting
space operations needs.

When SBs demonstrate cost savings resulting from the proposed
implementation of commercialization cost reductions to CSOC, shared
savings incentives will be provided to those SBs. These proposals,
however, must be presented to CSOC in the form of Cost Reduction
Proposals (CRP) and be approved by the SBLO Manager and the Director of
Commercialization and Sales or their delegates. It is anticipated that
some of these SB-CSP projects may require changes to the terms,
conditions, or Statement of Work (SOW) for CSOC. Nevertheless, none of
these cost reduction projects are to change essential functions of any
products to be delivered or critical purposes of services to be provided
under the CSOC.

Definitions:

a.  Cost savings - When contemplated by a SB, means savings that result
    from instituting changes to CSOC, as identified in an approved SB
    Cost Reduction Proposal.

b.  SB-Cost Reduction Proposal (SB-CRP) - A SB proposal that recommends
    alternatives to the established procedures and/or organizational
    support of CSOC or may include group of contracts and subcontracts
    outside of CSOC. These alternatives must result in a net reduction
    of contract cost and price to CSOC and NASA. All proposals must
    include technical and cost information sufficient to enable the SBLO
    Manager and the Director of Commercialization and Sales or their
    delegates to evaluate the SB-CRP and approve or disapprove it.

c.  Covered contract - As used in this provision, covered contract means
    the Consolidated Space Operations Contract (CSOC), including
    unexercised options but excluding future contracts, whether
    contemplated or not, against which the SB-CRP is submitted.

d.  CSOC implementation costs - As used herein is the joint CSOC and SB
    implementation costs, or \"implementation costs\", means those costs
    which both CSOC SB incurs for developing, preparing, submitting, and
    negotiating a CRP, as well as those costs the SB will incur for
    covered contracts to make any structural or organizational changes
    in order to implement an approved\
    SB-CRP.

e.  CSOC costs - As used in this provision, the term CSOC costs means
    internal costs of LMSO, or any other entity, which result directly
    from development and implementation of the SB-CRP. These may
    include, but are not limited to, costs associated with the
    administration of the proposal, subcontract, or such contractually
    related functions such as testing, operations, maintenance, and
    logistics support. These costs also include costs associated with
    other Prime Contracts and Government contracts or subcontracts
    (including changes in contract price or cost and fee) that may be
    affected as a result of the implementation of a SB-CRP. They do not
    include the normal administrative costs of reviewing and processing
    the Cost Reduction Proposal.

f.  General - The SB will develop, prepare, and submit SB-CRPs with
    supporting information, as detailed in Paragraph h, to the SBLO
    Manager or his delegate. The SB-CRP will describe the proposed cost
    reduction activity in sufficient detail to enable the CSOC SBLO
    Manager and the Director of Commercialization and Sales, or their
    delegates, to evaluate it and to approve or disapprove it. The SB
    shall share in any net cost savings realized from approved and
    implemented SB-CRPs. The SB\'s actual percentage share of the cost
    savings shall be a matter for negotiation with the SBLO Manager and
    Manager of Purchasing and Subcontract Administration or their
    delegates, but shall not, in any event, exceed 25 percent of the
    total cost savings recognized by CSOC and NASA. The SB may propose
    changes in other activities that impact performance on its
    subcontract, including CSOC and other SB operations, if such changes
    will optimize cost savings. A SB shall not be entitled to share,
    however, in any cost savings that are internal to the Government, or
    which result from changes made to any subcontracts to which it is
    not a party even if those changes were proposed as a part of its
    SB-CRP. Early communication between the SB and CSOC will be
    encouraged. The communication may be in the form of an Internet
    broadcast or draft proposal. CSOC is not committed to accepting any
    proposal as a result of these early discussions.

g.  Computation of cost savings - The cost savings to be shared between
    the CSOC and the SB will be computed by the Manager of Purchasing
    and Subcontract Administration or his delegate by comparing a
    current Estimate to Complete (ETC) for the covered subcontract, as
    structured before implementation of the proposed SB-CRP, to a
    revised ETC which takes into account the implementation of that
    SB-CRP. The cost savings to be shared shall be reduced by any cost
    overrun, whether experienced or projected, that is identified on the
    covered contract before implementation of the CRP. Although an
    SB-CRP may result in cost savings that extend far into the future,
    the period in which the SB may share in those savings will be
    limited to no more than five years. Implementation costs of the SB
    must be considered and specifically identified in the revised ETC.
    The Manager of Purchasing and Subcontract Administration or his
    delegate shall offset SB cost savings by any increased costs
    (whether implementing or recurring) to the Government when computing
    the total cost savings to be shared. The SB shall not be entitled to
    share in any cost reductions to the contract that are the result of
    changes stemming from any action other than an approved SB-CRP.
    However, this does not limit recovery of any such reimbursements
    that are allowed as a result of other subcontract provisions.

h.  Supporting Information - As a minimum, the SB shall provide the
    following supporting information with each SB-CRP:

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1.  Identification of the current subcontract requirements or
    established procedures and/or organizational support which are
    proposed to be changed.

2.  A description of the difference between the current process or
    procedure and the proposed change. This description shall address
    how proposed changes will meet CSOC requirements and discuss the
    advantages and disadvantages of the existing practice and the
    proposed changes.

3.  A list of subcontract requirements which must be revised, if any, if
    the\
    SB-CRP is approved, along with proposed revisions. Any changes to
    CSOC or delegated subcontract management processes should also be
    addressed.

4.  Detailed cost estimates which reflect the implementation costs of
    the\
    SB-CRP.

5.  An updated ETC for the covered contract, unchanged, and a revised
    ETC for the covered contract which reflects changes result from
    implementing the SB-CRP. If the SB-CRP proposes changes to only a
    limited number of elements of the contract, the ETCs need only
    address those portions of the contract that have been impacted. Each
    ETC shall depict the level of costs incurred or to be incurred by
    year or to the level of detail required by the SBLO Manager or his
    delegate. If other SB-CRPs have been proposed or approved on a
    subcontract, the impact of these SB-CRPs must be addressed in the
    computation of the cost savings to ensure that the cost savings
    identified are attributable only to the CRP under consideration in
    the instant case.

6.  Identification of any other previous submissions of the SB-CRP,
    including the dates submitted, the agencies, contracts and
    subcontracts involved, and the disposition of those submittals.

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a.  Administration -

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1.  The SB shall submit proposed CRPs to the SBLO Manager and the
    Director of Commercialization and Sales or their delegates who shall
    be responsible for the review, evaluation, and approval. If a cost
    reduction project impacts more than a single contract, the SB may,
    upon concurrence of the SBLO Manager and the Director of
    Commercialization and Sales or their delegates responsible for the
    affected subcontracts, submit a single SB-CRP which addresses fully
    the cost savings projected on all affected subcontracts and
    contracts. In the case of multiple subcontracts and contracts
    affected, responsibility for the review and approval of the SB-CRP
    will be a matter to be decided by the affected Material and
    Subcontracts Buyer.

2.  Within 60 days of receipt, the SBLO Manager or his delegate shall
    complete an initial evaluation of any proposed cost reduction plan
    to determine its feasibility. Failure of the SBLO Manager or his
    delegate to provide a response within 60 days shall not be construed
    as approval of the SB-CRP. The CSOC shall promptly notify the SB of
    the results of its initial evaluation and indicate what, if any,
    further action will be taken. If CSOC and the Government determine
    that the proposed SB-CRP has merit, CSOC will open discussions with
    the SB to establish the cost savings to be recognized, the SB\'s
    share of the cost savings, and a payment schedule. The subcontractor
    shall continue to perform in accordance with the terms and
    conditions of the existing contract until the Manager of Purchasing
    and Subcontract Administration or his delegate executes a contract
    modification. The modification shall constitute approval of the
    SB-CRP and shall incorporate the changes identified by the SB-CRP,
    adjust the contract cost and/or price, establish the SB\'s share of
    cost savings, and incorporate the agreed-to payment schedule.

3.  The SB will receive payment by submitting invoices to the Manager of
    Purchasing and Subcontract Administration or his delegate for
    approval. The amount and timing of individual payments will be made
    in accordance with the schedule to be established with the Manager
    of Purchasing and Subcontract Administration or his delegate.
    Notwithstanding, the overall savings recognized by the Manager of
    Purchasing and Subcontract Administration or his delegate as a
    result of an approved SB-CRP payment of any portion of the SB\'s
    share of savings, shall not be made until CSOC begins to realize a
    net cost savings on the contract (i.e., implementation, startup, and
    other increased costs resulting from the change have been offset by
    cumulative cost savings). Savings associated with unexercised
    options will not be paid unless and until the contract options are
    exercised. It shall be the responsibility of the SB to provide such
    justification as the Manager of Purchasing and Subcontract
    Administration or his delegate deems necessary to substantiate that
    cost savings are being achieved.

4.  Any future activity, including a merger or acquisition undertaken by
    the SB (or to which the SB becomes an involved party), which has the
    effect of reducing or reversing the cost savings realized from an
    approved SB-CRP for which the SB has received payment, may be cause
    for recomputing the net cost savings associated with any approved
    SB-CRP. The CSOC reserves the right to make an adjustment to the
    SB\'s share of cost savings and to receive a refund of moneys paid,
    if necessary. Such adjustment shall not be made without notifying
    the SBLO Manager and the Director, of Commercialization and Sales in
    advance of the intended action and affording the subcontractor an
    opportunity for discussion.

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a.  Limitations - Subcontract requirements that are imposed by statute
    shall not be targeted for cost reduction exercises. The SB is
    precluded from receiving reimbursements and other incentive
    provisions of the subcontract, if any, for the same cost reductions.