CODE

30

(Hour)

PAGE(S)

until 03:00 PM local time 15 May 2008

X

A

X B

X C

D

X E

X

G

F

X H

RATING PAGE OF PAGES

7 ISSUED BY

(Date)

27-May-2009

IMPORTANT - Award will be made on this Form, or on Standard Form 26, or by other authorized official written notice.

Previous Edition is Unusable 33-134 STANDARD FORM 33 (REV 9-97)

Prescribed by GSA

FAR (48 CFR) 53 214(c)

1 57

(If other than Item 7)

15A. NAME 16. NAME AND TITLE OF PERSON AUTHORIZED TO

AND

ADDRESS SIGN OFFER (Type or print)

OF

OFFEROR

/ GOV SALES REP

AMENDMENT NO. DATE

15B. TELEPHONE NO (Include area code) 17. SIGNATURE

703-679-3350

15C CHECK IF REMITTANCE ADDRESS 

IS DIFFERENT FROM ABOVE - ENTER

SUCH ADDRESS IN SCHEDULE

18. OFFER DATE

CACI-CMS NFORMATION SYSTEMS, NC

14151 PARK MEADOW DR

CHANT LLY VA 20151-2218

1 THIS CONTRACT IS A RATED ORDER

UNDER DPAS (15 CFR 700)

2 CONTRACT NO

W9133L-09-D-0003

W9133L 8 ADDRESS OFFER TO

See Item 7

9. Sealed offers in original and 6 copies for furnishing the supplies or services in the Schedule will be received at the place specified in Item 8, or if

handcarried, in the depository located in

CAUTION - LATE Submissions, Modifications, and Withdrawals: See Section L, Provision No. 52.214-7 or 52.215-1. All offers are subject to all terms and 

conditions contained in this solicitation.

10 FOR INFORMATION 

 CALL:

A NAME (NO COLLECT CALLS)

703-607-1267

11. TABLE OF CONTENTS

SOLICITATION/ CONTRACT FORM

SUPPLIES OR SERVICES AND PRICES/ COSTS

1

2 - 12

X I CONTRACT CLAUSES

DESCRIPTION/ SPECS./ WORK STATEMENT X

PACKAGING AND MARKING

13 - 26 J LIST OF ATTACHMENTS

INSPECTION AND ACCEPTANCE

DELIVERIES OR PERFORMANCE

27

28 - 30 K REPRESENTATIONS, CERTIFICATIONS AND

OTHER STATEMENTS OF OFFERORS

CONTRACT ADMINISTRATION DATA 31 - 34

SPECIAL CONTRACT REQUIREMENTS

OFFER (Must be fully completed by offeror)

35 - 43 M

L INSTRS., CONDS., AND NOTICES TO OFFERORS

EVALUATION FACTORS FOR AWARD

NOTE: Item 12 does not apply if the solicitation includes the provisions at 52.214-16, Minimum Bid Acceptance Period.

is inserted by the offeror) from the date for receipt of offers specified above, to furnish any or all items upon which prices are offered at the price set opposite 

each item, delivered at the designated point(s), within the time specified in the schedule.

13. DISCOUNT FOR PROMPT PAYMENT 

(See Section I, Clause No. 52.232-8)

Net 30 Days

14. ACKNOWLEDGMENT OF AMENDMENTS

(The offeror acknowledges receipt of amendments

AMENDMENT NO. DATE

to the SOLICITATION for offerors and related 

documents numbered and dated):

0ECV6 FACILITY

12. In compliance with the above, the undersigned agrees, if this offer is accepted within calendar days (60 calendar days unless a different period

SOLICITATION, OFFER AND AWARD

X

(X) SEC. DESCRIPTION (X) SEC. DESCRIPTION PAGE(S)

PART I - THE SCHEDULE

26. NAME OF CONTRACTING OFFICER (Type or print) 2 28 AWARD DATE

TEL: 703 607-2089 EMAIL: (Signature of Contracting Officer)

CODE CODE

B TELEPHONE (Include area code) C. E-MAIL ADDRESS

AWARD (To be completed by Government)

19 ACCEPTED AS TO ITEMS NUMBERED 20 AMOUNT 21 ACCOUNTING AND APPROPRIATION

$0.00 See Schedule

22 AUTHORITY FOR USING OTHER THAN FULL AND OPEN COMPETITION:

10 U S C 2304(c)( ) 41 U S C 253(c)( ) (4 copies unless otherwise specified)

23. SUBMIT INVOICES TO ADDRESS SHOWN IN ITEM

24 ADMINISTERED BY (If other than Item 7) CODE 25 PAYMENT WILL BE MADE BY CODE PAYMENT1

PAYMENT WLL BE MADE ON NDIV TASK ORDER

N/A

N/A AA N/A

PART IV - REPRESENTATIONS AND INSTRUCTIONS

PART III - LIST OF DOCUMENTS, EXHIBITS AND OTHER ATTACHMENTS

44 - 56

PART II - CONTRACT CLAUSES

NGB-ZC-AQ - W9133L

1411 JEFFERSON DAVIS HWY

ARLNGTON VA 22202-3231

FAX:703-607-1742

TEL:

FAX:

TEL:

NOTE: In sealed bid solicitations "offer" and "offeror" mean "bid" and "bidder"

SOLICITATION

57

5 DATE ISSUED 6 REQUISITION/PURCHASE NO

28 Feb 2008

4 TYPE OF SOLICITATION

SEALED BID (IFB)

NEGOTIATED (RFP)

[ ]

[ X ]

3 SOLICITATION NO

W9133L-08-R-0009

See Item 7

(b) (6) (b) (6) (b) (6)

(b) (6)

(b) (6) (b) (6)

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Section B - Supplies or Services and Prices 

ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

0001 Dollars, 

U.S. 

 $0.00 

Recruiting and Retention Services 

FFP 

To provide non-personal services to perform recruiting and retention services in 

accordance with the discrete elements as addressed in the SOW and the functional 

activity categories also identified in the SOW. The eight functional activity 

categories are the following: training; research and analysis; specialized 

recruiting; recruiting and retention services; development, production, and manage 

of end items; training support development; content managed portal; and 

databases. 

The support use the fully burdened labor rates set forth in the contract. The fully 

burdened rates shall include base rate, fringe benefits, overhead, general and 

administrative expenses (G&A) and fee. Subcontractor charges shall be included 

in CLIN 0001. 

FOB: Destination 

 

 

 NET AMT $0.00 

 ACRN AA 

CIN: 000000000000000000000000000000 

 $0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

0002 Dollars, 

U.S. 

 

Other Direct Costs 

T&M 

The Government is reserving this CLIN for specific purposes and is restricting 

its use. The Government prohibits use of CLIN 0002 - Other Direct Costs 

(ODC) as a primary means to implement the contract or any task orders. The 

Government's restriction only permits the contractor to use CLIN 0002 - ODC 

for unusual or one-time expenditures and travel. The Government requires the 

contractor to use CLIN 0001 for costs that are directly chargeable. For example, 

the contractor shall account for direct material or supply costs, direct labor cost, 

and indirect costs in CLIN 0001. 

This CLIN also covers ODCs pertaining to the functional tasks identified in the 

SOW. The eight functional tasks are the following: training; research and 

analysis; specialized recruiting; recruiting and retention services; development, 

production, and manage of end items; training support development; content 

managed portal; and databases. 

The Government expects the contractor to account for incidental costs in a 

burden factor, e.g. overhead rate, and not to itemize or price them separately in 

CLIN 0002 - ODC. The Contracting Officer shall determine the allowability of 

ODCs in accordance with subpart 31.2 of the Federal Acquisition Regulation 

(FAR) in effect on the date of this contract and with the limitations and 

restrictions as specified above. In the event that a price proposal requires CLIN 

0002, the contractor shall present a detailed list of all ODC items, item pricing, 

and a basis of estimate for each price. 

All travel in support of this contract shall be in accordance with the Joint Travel 

Regulations (JTR). The contractor shall present a detailed list of all travel 

expenses. No other charges of any type shall be applied to travel. 

FOB: Destination 

 TOT ESTIMATED PRICE $0.00 

 CEILING PRICE 

 ACRN AA 

CIN: 000000000000000000000000000000 

$0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

1001 Dollars, 

U.S. 

 $0.00 

OPTION Recruiting and Retention Services 

FFP 

To provide non-personal services to perform recruiting and retention services in 

accordance with the discrete elements as addressed in the SOW and the functional 

activity categories also identified in the SOW. The eight functional activity 

categories are the following: training; research and analysis; specialized 

recruiting; recruiting and retention services; development, production, and manage 

of end items; training support development; content managed portal; and 

databases. 

The support use the fully burdened labor rates set forth in the contract. The fully 

burdened rates shall include base rate, fringe benefits, overhead, general and 

administrative expenses (G&A) and fee. Subcontractor charges shall be included 

in CLIN 0001. 

FOB: Destination 

 

 

 NET AMT $0.00 

 ACRN AA 

CIN: 000000000000000000000000000000 

 $0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

1002 Dollars, 

U.S. 

 

OPTION Other Direct Costs 

T&M 

The Government is reserving this CLIN for specific purposes and is restricting 

its use. The Government prohibits use of CLIN 1002 - Other Direct Costs 

(ODC) as a primary means to implement the contract or any task orders. The 

Government's restriction only permits the contractor to use CLIN 0002 - ODC 

for unusual or one-time expenditures and travel. The Government requires the 

contractor to use CLIN 1001 for costs that are directly chargeable. For example, 

the contractor shall account for direct material or supply costs, direct labor cost, 

and indirect costs in CLIN 1001. 

This CLIN also covers ODCs pertaining to the functional tasks identified in the 

SOW. The eight functional tasks are the following: training; research and 

analysis; specialized recruiting; recruiting and retention services; development, 

production, and manage of end items; training support development; content 

managed portal; and databases. 

The Government expects the contractor to account for incidental costs in a 

burden factor, e.g. overhead rate, and not to itemize or price them separately in 

CLIN 1002 - ODC. The Contracting Officer shall determine the allowability of 

ODCs in accordance with subpart 31.2 of the Federal Acquisition Regulation 

(FAR) in effect on the date of this contract and with the limitations and 

restrictions as specified above. In the event that a price proposal requires CLIN 

1002, the contractor shall present a detailed list of all ODC items, item pricing, 

and a basis of estimate for each price. 

All travel in support of this contract shall be in accordance with the Joint Travel 

Regulations (JTR). The contractor shall present a detailed list of all travel 

expenses. No other charges of any type shall be applied to travel. 

FOB: Destination 

 TOT ESTIMATED PRICE $0.00 

 CEILING PRICE 

 ACRN AA 

CIN: 000000000000000000000000000000 

$0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

2001 Dollars, 

U.S. 

 $0.00 

OPTION Recruiting and Retention Services 

FFP 

To provide non-personal services to perform recruiting and retention services in 

accordance with the discrete elements as addressed in the SOW and the functional 

activity categories also identified in the SOW. The eight functional activity 

categories are the following: training; research and analysis; specialized 

recruiting; recruiting and retention services; development, production, and manage 

of end items; training support development; content managed portal; and 

databases. 

The support use the fully burdened labor rates set forth in the contract. The fully 

burdened rates shall include base rate, fringe benefits, overhead, general and 

administrative expenses (G&A) and fee. Subcontractor charges shall be included 

in CLIN 0001. 

FOB: Destination 

 

 

 NET AMT $0.00 

 ACRN AA 

CIN: 000000000000000000000000000000 

 $0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

2002 Dollars, 

U.S. 

 

OPTION Other Direct Costs 

T&M 

The Government is reserving this CLIN for specific purposes and is restricting 

its use. The Government prohibits use of CLIN 2002 - Other Direct Costs 

(ODC) as a primary means to implement the contract or any task orders. The 

Government's restriction only permits the contractor to use CLIN 2002 - ODC 

for unusual or one-time expenditures and travel. The Government requires the 

contractor to use CLIN 0001 for costs that are directly chargeable. For example, 

the contractor shall account for direct material or supply costs, direct labor cost, 

and indirect costs in CLIN 2001. 

This CLIN also covers ODCs pertaining to the functional tasks identified in the 

SOW. The eight functional tasks are the following: training; research and 

analysis; specialized recruiting; recruiting and retention services; development, 

production, and manage of end items; training support development; content 

managed portal; and databases. 

The Government expects the contractor to account for incidental costs in a 

burden factor, e.g. overhead rate, and not to itemize or price them separately in 

CLIN 2002 - ODC. The Contracting Officer shall determine the allowability of 

ODCs in accordance with subpart 31.2 of the Federal Acquisition Regulation 

(FAR) in effect on the date of this contract and with the limitations and 

restrictions as specified above. In the event that a price proposal requires CLIN 

2002, the contractor shall present a detailed list of all ODC items, item pricing, 

and a basis of estimate for each price. 

All travel in support of this contract shall be in accordance with the Joint Travel 

Regulations (JTR). The contractor shall present a detailed list of all travel 

expenses. No other charges of any type shall be applied to travel. 

FOB: Destination 

 TOT ESTIMATED PRICE $0.00 

 CEILING PRICE 

 ACRN AA 

CIN: 000000000000000000000000000000 

$0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

3001 Dollars, 

U.S. 

 $0.00 

OPTION Recruiting and Retention Services 

FFP 

To provide non-personal services to perform recruiting and retention services in 

accordance with the discrete elements as addressed in the SOW and the functional 

activity categories also identified in the SOW. The eight functional activity 

categories are the following: training; research and analysis; specialized 

recruiting; recruiting and retention services; development, production, and manage 

of end items; training support development; content managed portal; and 

databases. 

The support use the fully burdened labor rates set forth in the contract. The fully 

burdened rates shall include base rate, fringe benefits, overhead, general and 

administrative expenses (G&A) and fee. Subcontractor charges shall be included 

in CLIN 0001. 

FOB: Destination 

 

 

 NET AMT $0.00 

 ACRN AA 

CIN: 000000000000000000000000000000 

 $0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

3002 Dollars, 

U.S. 

 

OPTION Other Direct Costs 

T&M 

The Government is reserving this CLIN for specific purposes and is restricting 

its use. The Government prohibits use of CLIN 3002 - Other Direct Costs 

(ODC) as a primary means to implement the contract or any task orders. The 

Government's restriction only permits the contractor to use CLIN 3002 - ODC 

for unusual or one-time expenditures and travel. The Government requires the 

contractor to use CLIN 3001 for costs that are directly chargeable. For example, 

the contractor shall account for direct material or supply costs, direct labor cost, 

and indirect costs in CLIN 3001. 

This CLIN also covers ODCs pertaining to the functional tasks identified in the 

SOW. The eight functional tasks are the following: training; research and 

analysis; specialized recruiting; recruiting and retention services; development, 

production, and manage of end items; training support development; content 

managed portal; and databases. 

The Government expects the contractor to account for incidental costs in a 

burden factor, e.g. overhead rate, and not to itemize or price them separately in 

CLIN 3002 - ODC. The Contracting Officer shall determine the allowability of 

ODCs in accordance with subpart 31.2 of the Federal Acquisition Regulation 

(FAR) in effect on the date of this contract and with the limitations and 

restrictions as specified above. In the event that a price proposal requires CLIN 

3002, the contractor shall present a detailed list of all ODC items, item pricing, 

and a basis of estimate for each price. 

All travel in support of this contract shall be in accordance with the Joint Travel 

Regulations (JTR). The contractor shall present a detailed list of all travel 

expenses. No other charges of any type shall be applied to travel. 

FOB: Destination 

 TOT ESTIMATED PRICE $0.00 

 CEILING PRICE 

 ACRN AA 

CIN: 000000000000000000000000000000 

$0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

4001 Dollars, 

U.S. 

 $0.00 

OPTION Recruiting and Retention Services 

FFP 

To provide non-personal services to perform recruiting and retention services in 

accordance with the discrete elements as addressed in the SOW and the functional 

activity categories also identified in the SOW. The eight functional activity 

categories are the following: training; research and analysis; specialized 

recruiting; recruiting and retention services; development, production, and manage 

of end items; training support development; content managed portal; and 

databases. 

The support use the fully burdened labor rates set forth in the contract. The fully 

burdened rates shall include base rate, fringe benefits, overhead, general and 

administrative expenses (G&A) and fee. Subcontractor charges shall be included 

in CLIN 0001. 

FOB: Destination 

 

 

 NET AMT $0.00 

 ACRN AA 

CIN: 000000000000000000000000000000 

 $0.00 

 

 

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ITEM NO SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT 

4002 Dollars, 

U.S. 

 

OPTION Other Direct Costs 

T&M 

The Government is reserving this CLIN for specific purposes and is restricting 

its use. The Government prohibits use of CLIN 4002 - Other Direct Costs 

(ODC) as a primary means to implement the contract or any task orders. The 

Government's restriction only permits the contractor to use CLIN 4002 - ODC 

for unusual or one-time expenditures and travel. The Government requires the 

contractor to use CLIN 4001 for costs that are directly chargeable. For example, 

the contractor shall account for direct material or supply costs, direct labor cost, 

and indirect costs in CLIN 4001. 

This CLIN also covers ODCs pertaining to the functional tasks identified in the 

SOW. The eight functional tasks are the following: training; research and 

analysis; specialized recruiting; recruiting and retention services; development, 

production, and manage of end items; training support development; content 

managed portal; and databases. 

The Government expects the contractor to account for incidental costs in a 

burden factor, e.g. overhead rate, and not to itemize or price them separately in 

CLIN 4002 - ODC. The Contracting Officer shall determine the allowability of 

ODCs in accordance with subpart 31.2 of the Federal Acquisition Regulation 

(FAR) in effect on the date of this contract and with the limitations and 

restrictions as specified above. In the event that a price proposal requires CLIN 

4002, the contractor shall present a detailed list of all ODC items, item pricing, 

and a basis of estimate for each price. 

All travel in support of this contract shall be in accordance with the Joint Travel 

Regulations (JTR). The contractor shall present a detailed list of all travel 

expenses. No other charges of any type shall be applied to travel. 

FOB: Destination 

 TOT ESTIMATED PRICE $0.00 

 CEILING PRICE 

 ACRN AA 

CIN: 000000000000000000000000000000 

$0.00 

 

CONTRACT MINIMUM/MAXIMUM QUANTITY AND CONTRACT VALUE 

The minimum quantity and contract value for all orders issued against this contract shall not be 

less than the minimum quantity and contract value stated in the following table. The maximum 

quantity and contract value for all orders issued against this contract shall not exceed the 

maximum quantity and contract value stated in the following table. 

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MINIMUM 

QUANTITY 

MINIMUM 

AMOUNT 

MAXIMUM 

QUANTITY 

MAXIMUM 

AMOUNT 

1.00 $1.00 450,000,000.00 $450,000,000.00 

DELIVERY/TASK ORDER MINIMUM/MAXIMUM QUANTITY AND ORDER VALUE 

The minimum quantity and order value for each Delivery/Task Order issued shall not be less than the minimum 

quantity and order value stated in the following table. The maximum quantity and order value for each 

Delivery/Task Order issued shall not exceed the maximum quantity and order value stated in the following table. 

MINIMUM 

QUANTITY 

MINIMUM 

AMOUNT 

MAXIMUM 

QUANTITY 

MAXIMUM 

AMOUNT 

1.00 $1.00 450,000,000.00 $50,000,000.00 

CLIN DELIVERY/TASK ORDER MINIMUM/MAXIMUM QUANTITY AND CLIN ORDER VALUE 

The minimum quantity and order value for the given Delivery/Task Order issued for this CLIN shall not be less than 

the minimum quantity and order value stated in the following table. The maximum quantity and order value for the 

given Delivery/Task Order issued for this CLIN shall not exceed the maximum quantity and order value stated in 

the following table. 

CLIN 

MINIMUM 

QUANTITY 

MINIMUM 

AMOUNT 

MAXIMUM 

QUANTITY 

MAXIMUM 

AMOUNT 

 

0002 

 

$ 

 

$ 

 

 

0001 

 

$ 

 

$ 

 

 

1002 

 

$ 

 

$ 

 

 

1001 

 

$ 

 

$ 

 

 

2001 

 

$ 

 

$ 

 

 

3001 

 

$ 

 

$ 

 

 

4001 

 

$ 

 

$ 

 

 

2002 

 

$ 

 

$ 

 

 

3002 

 

$ 

 

$ 

 

 

4002 

 

$ 

 

$ 

 

 

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Section C - Descriptions and Specifications 

STATEMENT OF WORK

C.1 Introduction 

This Statement of Work (SOW) sets forth the National Guard (NG) requirements for 

Recruiting and Retention contractor services. The purpose of the solicitation is to 

acquire contractor services to conceive, develop, implement, and integrate recruiting, 

retention, and attrition management programs for NG. 

C.2 Background 

NG had a primary Recruiting and Retention contract and a portfolio of separate services 

contracts. The primary Recruiting and Retention contract expired in February of 2007, 

although various task orders stretched out in to calendar 2007. The other separate 

contracts had various 2007 expiration dates. 

C.3 Scope 

NG has implemented and continues to execute numerous programs to achieve its 

recruiting, retention, and attrition management goals. Achieving end-strength is a 

dynamic process that must understand the marketplace of potential Soldiers; the needs 

of currently serving Soldiers and their families; and development of programs, training, 

and products that reflect the changing needs and preferences of these groups. 

C.4 Applicable Documents 

Programs are created to meet current and future mission objectives. Accordingly, NG is 

providing documentation in Program Information Summary Sheets regarding ongoing 

and past programs to highlight the breadth of Recruiting and Retention programs. Note 

the programs shown are only representative, illustrative, and based upon conditions at 

the time. Offerors shall not rely upon them as definitive or indicative of future work. 

C.5 Technical Requirements 

The purpose of this section is to describe the type of work the Government would 

expect a contractor to perform upon a task order award. The Government would expect 

a contractor to perform the Recruiting and Retention functional activity categories listed

below, as required, on a task order basis. NG may require a combination of such 

activities under any given task order. 

C.5.1 Activity Category A: Training

1. Develop training curriculum to include designing and preparing all the courses 

necessary for a particular training objective 

2. Develop training materials and create the instruction/training support materials 

consistent with training objectives. Develop materials to include, but not limited 

to training modules, training tools, and resource materials. Develop products to 

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include but not limited to computer-based instruction programs, training 

courseware and manuals, testing instruments, instructional and interactive CDs 

and DVDs, on-line/distance instruction and other products relevant to the 

prescribed training curricula 

3. Deliver training that considers and plans the interaction between instructors, 

training methods, and training materials with the target audience to achieve 

Guard goals and objectives. 

4. Ensure training delivery methods are consistent with the program and target 

audience. These include but are not limited to classroom instruction, on-site 

retention and attrition management training, mobile training teams, and DVDbased instructional packages. 

5. Develop the instruments necessary to evaluate training effectiveness and shall 

propose and calculate training performance metrics. 

C.5.2 Activity Category B: Research and Analysis

1. Perform research and analysis to include data collection, data analysis, and 

statistical analysis to produce market intelligence supporting recruiting and 

retention and attrition management objectives. 

2. Determine preferences and attitudes of target groups using a variety of surveys 

as the data collection instruments to include, but not limited to, Citizen Soldier 

Survey, Battle Hand-Off Survey, Family Member Survey, and Recruit Survey. 

3. Use automated methods and process as practicable to include but not limited to 

scanning, data capture, and report generation. 

4. Produce value-added analysis results, reported with clear and concise 

explanations, to ensure that training strategies and curricula are effective. 

C.5.3 Activity Category C: Specialized Recruiting

1. Identify and support recruiting candidates for Military Occupational Specialties 

(MOS) requiring professional skills typically requiring years of advanced 

educational study, training, or practice and/or that represent occupational 

specialization or well-compensated occupations in the civilian arena. 

2. As required, perform extensive or targeted searches to identify individuals for 

positions that include but are not limited to doctors, lawyers, dentists, judge 

advocates and chaplains. As required, perform specialized recruiting that 

targets specific low-density MOSs which are not typically addressed in general 

recruiting efforts. 

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C.5.4 Activity Category D: Recruiting and Retention Services

1. Provide a full range of recruiting and retention services in support of current 

strength maintenance operations. Current examples of service conducted in 

support of the recruiting and Retention force (RRF) are: 

a. Support at Military Entrance Processing Stations focused on an 

applicant’s processing into the military, including initial processing and final 

processing. 

b. Support at Recruit Sustainment Program locations focused on the 

preparation of ARNG Soldiers for the successful completion of Basic 

Combat Training (BCT) and subsequent MOS qualifications. 

c. Support of Reserve Component Career Counselor efforts focused on the 

successful transition of active duty military personnel to the National Guard. 

2. The Offeror should consider this listing a sampling of the type duties/areas of 

consideration and is not all-inclusive of all the duties that may be needed for this 

procurement. 

C.5.5 Activity Category E: Development, Production, and Management of End 

Items

1. Develop effective promotional and recognition items in support of recruiting, 

retention and attrition management programs. The Offeror shall be able to 

successfully develop, execute, and integrate promotional and recognition items 

into all assigned tasks where appropriate. The distribution of the items may be 

distributed in support of, but is not limited to, training packages, mobile training 

teams, or other suitable venues. These items may be in support of training 

curriculum developed or other Recruiting and Retention programs, or standalone tertiary development. 

2. Perform all phases of promotion item development to include, but not limited to, 

developing the item concept and design through manufacture and management. 

C.5.6 Activity Category F: Training Support Development 

1. Develop visual, graphical, interactive, and related software for Recruiting and 

Retention training programs to include but not limited to graphical design, script 

development, production, props, coordination of actual production (on location, 

in studio, and digital) for movies, video, and digital graphics to incorporate in 

training materials. 

2. Produce manufacture, inventory, and distribute training packages that 

incorporate movies, video, graphics; interactive programming delivered via CDROM, DVD, web-casting, or video games. 

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C.5.7 Activity Category G: Content Managed Portal

1. Implement a web-based portal to serve as a central forum for recruiters and 

other interested parties to access Recruiting and Retention information. 

2. Manage, operate, and maintain the Recruiting and Retention web-based portal 

and shall ensure reliable access to and accurate information for recruiters and 

other interested parties. 

3. The content portal should not be considered as a static webpage. The below 

tasks may be expected at a minimum: 

 a. Recruiting and Retention document repository: The single point of reference 

for guidance provided to the Recruiting and Retention field. 

 b. Forums: Discussion forums for both currently serving Service Members and 

their families. 

 c. Scheduling: A portal for scheduling of national conferences and other central 

training events. 

 d. Program Area: Central location for all Service Members programs 

information, graphics, and support material. 

 e. Freedom Salute: Central ordering location for states requesting Freedom 

Salute materials. 

 f. Database: Management of numerous databases that track recruiting 

programs, Recruiting Challenges, and other items as required. 

C.5.8 Activity Category H: Databases

1. Design and implement a performance metrics database that shall capture, 

manage, and report the performance of germane Recruiting and Retention 

tasks performed under the multiple award Recruiting and Retention contracts. 

The Recruiting and Retention Integration contractor will operate and manage 

this database. 

2. Design and implement a Document Archives database that shall capture, 

manage, and report the performance of germane Recruiting and Retention 

tasks performed under the multiple award Recruiting and Retention contracts. 

The Recruiting and Retention Integration contractor will operate and manage 

this database. 

3. Design and implement a Recruiting and Retention Task Proposal Database that 

shall capture the technical, cost, cost and effort basis of estimate, and other 

descriptive detail to allow the Government to evaluate competing IDIQ service 

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contractor proposals. The Recruiting and Retention Integration contractor will 

operate and manage this database. 

4. Design and implement a Recruiting and Retention Task Proposal Template, 

which interfaces with the Recruiting and Retention Task Proposal Database that 

shall to the degree practicable, automate extraction and uploading of Recruiting 

and Retention Task Proposal Template data efficiently. 

C.6 Labor Category Responsibilities, Education, and Work Experience 

Requirements 

The following 25 labor categories are required to conceive, develop, implement, and 

integrate recruiting, retention, and attrition management programs for NG. 

C.6.1 Account Coordinator 

Work experience in an environment requiring simultaneous management of multiple 

projects with both short and distant deadlines. Gather data in developing reports, plans, 

and strategies, maintain client files, assist in preparing briefing minutes, and assist in 

obtaining information and approvals to perform internal and external conference 

program management. Assist in execution of public relations, sponsorship programs, 

and promotions and tie-ins. Coordinate development of media section that effectively 

coordinates with all NG group missions efforts. 

Base Requirements: Bachelor's Degree. 1+ years of experience. 

Preferred Requirements: Experience attained in an environment focused on the 

promotional or communications needs of a cause, institution, or otherwise intangible 

product. 

C.6.2 Account Executive 

Base Requirements: Bachelor's Degree. 3+ years of experience. 

Preferred Experience: 5+ years of experience and/or experience attained in an 

environment focused on the promotional or communications needs of a cause, 

institution, or otherwise intangible product. Familiarity with military rank structure, 

customs, and courtesies. 

C.6.3 Account Supervisor 

Base Requirements: Bachelor's Degree. 3+ years of experience. 

Preferred Requirements: Bachelor's Degree. 7+ years of experience and/or graduate 

degree in relevant field. Professional experience attained in an environment focused on 

the promotional or communications needs of a cause, institution, or otherwise intangible 

product. Familiarity with military rank structure, customs, and courtesies. 

C.6.4 Animation Artist 

Base Requirements: Associate Degree. 3+ years of experience. 

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C.6.5 Assistant Producer 

Base Requirements: Bachelor's Degree. 4+ years of experience. 

Preferred Requirements: Bachelor's Degree. 8+ years of experience and/or experience 

attained in an environment focused on the promotional or communications needs of a 

cause, institution, or otherwise intangible product. 

C.6.6 Camera Operator 

Operates the camera during production. 

Base Requirements: Bachelor's Degree. 5+ years of experience. 

C.6.7 CD ROM / Multimedia / Web Programmer 

Responsible for front-end programming tasks, such as but not limited to HTML, Flash, 

Java-script, multimedia based programs, and similar lighter programming languages. 

Base Requirements: Bachelor's Degree. 5+ years of experience. 

C.6.8 Communication Consultant 

Base Requirements: Bachelor's Degree. 4+ years of experience. 

Preferred Requirements: Bachelor's Degree. 7+ years of experience and/or experience 

attained in an environment focused on the promotional or communications needs of a 

cause, institution, or otherwise intangible product. Familiarity with military rank structure, 

correspondence/communications issues, customs, and courtesies. 

C.6.9 Contract Manager 

Experience administering government contracts, preferably federal contracts of the 

size/type similar to the National Guard contract. Prepare task-order cost estimates, 

negotiate task orders with the Contracting Officer, review and submit financial reports to 

NG, and provide information to DCAA as requested. Approve all purchase orders, 

billable expenses, and invoices. Analyze actual versus negotiated labor per requirement 

to ensure compliance with contract specifications. Track progress and completion of 

task order, milestone payments and burn rates of all awarded task orders. 

Base Requirements: Bachelor's Degree. 5+ years of experience. 

Preferred Requirements: Bachelor's Degree in Business and/or Acquisition/Contract 

Management. 10+ years of experience. Experience with federal contracts management 

for contracts of all types (to include but not be limited to FFP, GSA, IDIQ, and Time & 

Materials). 

C.6.10 Desktop Publisher 

Lays out pages, selects size and style of type, and enters text and graphics into 

computer to produce printed material, such as advertisements, brochures, newsletters, 

and forms, applying knowledge of graphic arts techniques and typesetting and using 

computer. Reviews layout and customer order. 

Base Requirements: Associate Degree. 3+ years of experience. 

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C.6.11 Director 

Responsible for the technical aspects of the production including talent performance, 

camera, lighting, and audio quality. The director supervises the crew during production 

and the editor during post production. 

Base Requirements: Bachelor's Degree. 5+ years of experience. 

C.6.12 Executive Producer 

Requires advanced knowledge of specific area of current technology and production 

practice. Oversees a wide range of creative, technical, and logistic planning and 

implementation for broadcast and non-broadcast live events. Collaborates with the 

client on development and execution of all aspects of the event. Oversees management 

of production budget for the event. Oversees hiring and management of production 

crew. Builds and manages the team of creative and technical production specialists. 

Maintains current knowledge of relevant hardware and software applications and 

technologies in area of expertise; generally recognized as a leader in the industry in 

their area of expertise; is sought out by others in their area of expertise for advice and 

guidance; viewed as a strategic player with insights into industry developments. 

Base Requirements: Bachelor's degree. 8+ years of experience. 

Preferred Requirements: Master's Degree. 15+ years of experience. 

C.6.13 Graphic Artist 

Complete high-quality design materials. Conceptualize and develop creative 

promotional materials for various programs. 

Base Requirements: Associates degree. 3+ years of experience. 

C.6.14 Instructional/Curriculum Designer 

Specialist skilled in the design and development of instructional programs irrespective of 

delivery method. Expert in all aspects of the Instructional Systems Design process, 

including Needs Assessment, Task Analysis and Curriculum Design, Training aids, 

Work Force Studies, and Classroom Instruction. 

Base Requirements: Bachelor's degree. 5+ years of experience. 

Preferred Requirements: Master's Degree. 8+ years of experience. 

C.6.15 Language Translator 

Translator of various languages. Translates such as but not limited to documents and 

media from English to other various languages. 

Base Requirements: Bachelor's degree. 5+ years of experience. Professional 

experience attained in an environment focused on the promotional or communications 

needs of a cause, institution, or otherwise intangible product. Familiarity with military 

rank structure, customs, and courtesies. 

C.6.16 Media Analyst 

Media analysis in coordination with an overall strategic marketing communications plan; 

development and execution of strategic media planning, recommendations, and 

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schedules; negotiation and buying of media; tracking and reporting of media 

placements; supervision of associate media planners and buyers. 

Base Requirements: Bachelor's degree. 5+ years of experience. 

Preferred Requirements: Master's Degree. 10+ years of experience. 

C.6.17 Media Trainer 

The media trainer works in conjunction with the Instructional/Curriculum Designer and 

Management staff to analyze training needs that require media as the instructional tool. 

Develops and implements training programs, modules, and/or lesson plans with the 

Instructional/Curriculum Designer. Conducts training assignments and courses in 

classrooms, at workstations, staff meetings, and a variety of settings as required. Has a 

wide variety of instructional media knowledge and experience. 

Base Requirements: Bachelor's degree. 5+ years of experience. 

C.6.18 Military Consultant Specialist 

Communications and/or training professional with excellent communication skills 

(written/verbal) who can guide experts from other disciplines in terms of crafting 

messages, products and services that (depending on the target market) are likely to be 

well-received by a military audience and/or able to communicate clearly to a non-military 

audience regarding military operational issues, programs, and benefits. A strong 

understanding of proper military structure, current operations and of the Active and 

Reserve component differences. 

Base Requirements: Bachelor's degree. 5+ years of experience. 

Preferred Requirements: Technically proficient in issues related to military rank 

structure; military correspondence/communications/public affairs considerations; and 

military planning and operations. 

C.6.19 Producer 

Experience as a producer in the video, film, broadcast, cable, and/or multimedia 

industry. Thorough working knowledge of all elements of production, including scripting, 

cameras, lighting, audio, editing, and budgeting. Oversee various aspects of preproduction, production, and post-production, including scheduling and research. 

Base Requirements: Bachelor's degree. 7+ years of experience. 

C.6.20 Production Assistant 

Assists the Director in the coordination and implementation of specific aspects of film 

and video projects. Assists the Producer in the accomplishment of assigned 

administrative duties. 

Base Requirements: Bachelor's degree. 3+ years of experience. 

C.6.21 Production Manager 

Production management, with oversight of multiple project deadlines simultaneously, at 

least 1 year of which is at an ad agency, marketing or production firm. Well versed in a 

variety of technical and production processes, including printing, postal regulations as 

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they affect direct marketing package designs, estimating/tracking costs, and 

establishing production milestones. 

Base Requirements: Bachelor's degree. 3+ years of experience. 

C.6.22 Project Manager 

Manages the quality of project development components, and provides project and 

client relationship oversight, tracking, and management. Demonstrate background in 

managing multiple projects of varying complexities as well as ability to meet timelines, 

integration of projects as well as leading teams in the accomplishment of these projects. 

Base Requirements: Bachelor's degree. 8+ years of experience. 

Preferred Requirements: Master's Degree. 15+ years of experience. 

C.6.23 Research Director 

Experience in developing and executing a range of research/analysis projects including 

qualitative, quantitative, longitudinal, primary, secondary, and creative and market 

research. Experience in employing analytic/research methodologies to develop 

information for use in short- and long-term strategic planning as well as training 

materials/curriculum development. Experience developing and testing research 

instruments. 

Base Requirements: Bachelor's degree. 5+ years of experience. 

C.6.24 Technical Writer 

Writes and edits technical documentation. Complete understanding of English language 

grammatical standards as well as sentence structure requirements for this type of 

writing. Excellent written communication skills used to craft a range of written products 

(information papers, briefings, training guides, brochures, letters, syllabi, etc) that 

(depending on the target market) are likely to be well-received by a military audience 

and/or able to communicate clearly to a non-military audience regarding military 

operational issues, programs and benefits. 

Base Requirements: Associates degree. 5+ years of experience. 

Preferred Requirements: Technical proficiency in issues related to military rank 

structure; military correspondence/communications/public affairs considerations; and 

military customs and courtesies. 

C.6.25 Video Editor 

Responsible for assembling the final product as a sequence consisting of shots from the 

raw camera footage, dialogue, sound effects, and graphics. This is a key role in the 

post-production process and the editor's skill determines the quality and delivery of the 

final product. Digital technology is increasingly the key medium for editing. Based in the 

post-production editing suite, the editor works closely with the director to meet his or her 

requirements. 

Base Requirements: Bachelor's degree. 3+ years of experience. 

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C.7 Deliverables 

The Government is acquiring a Recruiting and Retention program integration contractor. 

The Government intends to task this integration contractor to maintain a Performance 

Database, a Recruiting and Retention Document Database, and a Recruiting and 

Retention Task Proposal Database on behalf of the Government. While all IDIQ service 

providers are responsible to provide all contract data and deliverables to the 

Government, the Government expects the integration contractor to maintain a softcopy 

of the data or deliverable in one of the aforementioned databases. 

C.7.1 Budget and Cost Reports 

C.7.1.1 Monthly Invoice Supporting Data Report 

The contractor shall submit a Monthly Invoice Supporting Data Report that itemized 

supporting data with the monthly invoice to the Government, and shall include the 

detailed expenses that comprise the total amount due to the Contractor on the monthly 

invoice. The contractor shall provide expense information on a task by CLIN basis. The 

contractor shall itemize and group data according to standard Federal cost categories. 

The contractor’s report shall show totals and sub-totals by Task for each of the cost 

categories and CLINs. In addition, the contractor shall maintain a file with paid invoices 

and receipts for Government review if necessary. 

C.7.1.2 Quarterly Invoice Supporting Data Report 

The contractor shall submit a Quarterly Invoice Supporting Data Report, which is 

summary of previous three months invoices and that includes supporting data, 

clarifications, and explanations. The contractor shall submit present information about 

the costs incurred by the Contractor during the preceding Government quarter. The 

contractor shall ensure that Information presented is consistent with information 

provided in the Monthly Invoice Supporting Data Report. The contractor shall highlight 

any inconsistencies between the information in the report and information previously 

reported, as well as details to explain the differences. 

C.7.1.3 Annual Invoice Supporting Data Report 

The contractor shall submit an Annual Invoice Supporting Data Report, which is a 

summary of previous 12 months invoices and that includes supporting data, 

clarifications, and explanations. Presents information about the costs incurred by the 

Contractor during the preceding Government fiscal year. Information presented shall be 

consistent with information provided in the Monthly Invoice Supporting Data Report. The 

report shall highlight any inconsistencies between the information in the report and 

information previously reported, as well as details to explain the differences. 

C.7.1.4 Ad Hoc Reports 

The contractor shall submit Ad Hoc reports as directed by the Government. These Ad 

Hoc comprise unplanned reporting to support Command, Congressional, Department of 

Defense, or other information requests. 

C.7.2 Performance and Activity Reports 

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C.7.2.1 IDIQ Services Contractor Task Performance and Cost Reports

 The contractor shall submit IDIQ Services Contractor Task Performance and Cost 

Reports that detail the performance and cost of each task. Reporting requirements are 

consistent with the specified reporting frequency, performance data elements, 

performance metrics, and costs as defined in individual task orders. 

C.7.2.2 Survey Activity Report

The contractor shall submit a Survey Activity Report weekly that provides a summary of 

any ongoing survey tasks. Periodically the Government will initiate surveys to collect 

data regarding market conditions, Soldier satisfaction, or other factors influencing 

recruiting or retention trends. When tasked, the contractor shall track survey results 

from issuance through completion, including appropriate statistical and visual 

summarization and analysis. The reporting requirements are as defined in individual 

task orders. 

C.7.2.3 Training Activity Report

The contractor shall submit a Training Activity Report weekly that summaries ongoing 

training tasks. Periodically the Government will require training to maintain or improve 

the skills of recruiters or Soldiers to facilitate improved recruiting or retention conditions, 

Soldier satisfaction, or other factors influencing recruiting or retention trends. When 

tasked, the contractor shall track the delivery of this training from initiation through 

completion, including appropriate statistical and visual summarization and analysis. The 

reporting requirements are as defined in individual task orders. 

C.7.2.4 Ad Hoc Reports 

The contractor shall submit Ad Hoc reports as directed by the Government. These Ad 

Hoc comprise unplanned reporting to support Command, Congressional, Department of 

Defense, or other information requests. 

C.7.3 Program Plans and Manuals 

C.7.3.1 Information Security Plan 

The contractor shall submit, within 30 days of contract award, an Information Security 

Plan that describes the information security rules, procedures, and processes to ensure 

sensitive, confidential, or personal data are protected and secure. 

C.7.3.2 Quality Control Plan 

The contractor shall submit a Quality Control Plan that describes the contractor's 

processes and procedures to ensure adherence to best practices, established quality 

goals, and Government standards. 

C.7.3.3. Draft Quality Assurance Surveillance Plan 

The contractor shall submit a Draft Quality Assurance Surveillance Plan as required per 

FAR Subpart 37.6 Performance Based Contracting. 

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C.7.3.4 Security Plan 

The contractor shall submit, within 30 days of contract award, a Security Plan that 

documents the organization and procedures that the contractor shall follow to safeguard 

information, ensure physical security, and protect Government information and physical 

assets. The plan must address man-made threats, especially theft, and environmental 

threats such as fires and floods. 

C.7.3.5 Small Business Subcontracting Plan 

The contractor shall submit a Small Business Subcontracting Plan that describes the 

outreach plan to designated small businesses for involving them in contract execution. 

The plan shall describe the oversight, use, and management of subcontractors certified 

as small businesses; shall identify and provides pertinent information regarding teaming 

partners to include address, ownership responsibilities, skills, management approach, 

roles, and reporting relationships. 

C.8 Supporting Information 

C.8.1 Security 

1. Certain contractor personnel may require access to classified material and/or 

entry into sensitive/secure areas, which requires those personnel to hold a security 

clearance. Each contractor employee requiring such access must have an individual 

security clearance level of SECRET prior to starting work under this contract. The 

contractor shall maintain those individual clearances for the duration of this contract 

or until the Government changes the access requirements. 

2. The contractor shall safeguard and dispose of classified material received or 

generated in the performance of this contract in accordance with the National 

Industrial Security Program Operating Manual (DOD 5220.22-M). 

3. The contractor and its employees shall exercise the utmost discretion concerning 

all matters relating to their duties and functions. They shall not communicate to any 

person any information known to them by reason of their performance of services 

under this contract or subsequent task orders that has not been made public or 

without the written authorization of the Government Contracting Officer and 

Contracting Officer Representative/Contracting Officer Technical Representative 

(COR/COTR). 

4. The contractor shall not publish or disseminate through any media or any article, 

book, pamphlet, recording, broadcast, speech, television appearance, film, 

diagrams/drawings, or photograph (which this list is not limited to) concerning any 

aspect of work performed under this contract without the prior written authorization 

of the Contracting Officer and the COR/COTR. These obligations do not cease upon 

the expiration or termination of this contract. The contractor shall include the 

substance of this provision in all contracts of employment and in all subcontracts 

hereunder. 

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C.8.2 Place of Performance 

The contractor shall provide Government and its representatives (as directed by the 

Government) access to all project-related activities and facilities for the term of the 

contract. 

C.8.3 Period of Performance 

The period of performance consists of a base period and four option periods. The base 

period and option period are each one year. 

C.8.4 Special Considerations 

The Government reserves the right to approve training materials for recruiting purposes, 

materials used to raise program awareness, or any other multimedia materials used to 

represent the NG. Any materials to be provided for under any Government issued Task 

Order must be approved by the NGB Contracting Office. 

The contractor recognizes that in the performance of this contract it may receive or have 

access to certain sensitive information, including information provided on a proprietary 

basis by private or public entities. The contractor agrees to use and examine this 

information exclusively in the performance of this contract and to take the necessary 

steps in accordance with Government regulations to prevent disclosure of such 

information to any party outside the Government or Government designated support 

contractors possessing appropriate proprietary agreements, as listed in paragraphs 

below. 

1. Indoctrination of Personnel. The contractor agrees to indoctrinate its personnel 

who have access as to the sensitive nature of the information and the relationship 

under which the contractor has possession of or access to the information. 

Contractor personnel shall not engage in any other action, venture, or employment 

wherein sensitive information will be used for the profit of any party other than those 

furnishing the information. The contractor shall restrict access to 

sensitive/proprietary information to the minimum number of employees necessary for 

contract performance. 

2. Coordination. The contractor shall be required to coordinate and exchange 

directly with other contractors as designated by the Government for information 

pertinent and essential to performance of task orders issued under this contract. The 

contractor shall discuss and attempt to resolve any problems between the contractor 

and those contractors designated by the Government. The contractor shall furnish 

the Contracting Officer and the Contracting Officer’s Representative copies of 

communications between the contractor and associated contractor(s) relative to 

contract performance. Further, the close interchange between contractor(s) may 

require access to or release of proprietary data. In such an event, the contractor 

shall enter into agreement(s) with the Government designated contractor(s) to 

adequately protect such proprietary data from unauthorized use or disclosure so 

long as it remains proprietary. 

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3. Remedy for Breach. The contractor agrees that any breach or violation of the 

restrictions of this clause shall constitute a material and substantial breach of the 

terms, conditions and provisions of the contract and that the Government may, in 

addition to any other remedy available, terminate this contract for default in 

accordance with the provisions of FAR 12.403, FAR 52.212-4 paragraphs (l) or (m) 

as applicable. Nothing in this clause or contract shall be construed to mean that the 

Government shall be liable to the owners of proprietary information in any way for 

the unauthorized release or use of proprietary information by this contractor or its 

subcontractors. 

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Section E - Inspection and Acceptance 

INSPECTION AND ACCEPTANCE TERMS 

Supplies/services will be inspected/accepted at: 

CLIN INSPECT AT INSPECT BY ACCEPT AT ACCEPT BY 

0001 Origin Government Origin Government 

0002 Origin Government Origin Government 

1001 Origin Government Origin Government 

1002 Origin Government Origin Government 

2001 Origin Government Origin Government 

2002 Origin Government Origin Government 

3001 Origin Government Origin Government 

3002 Origin Government Origin Government 

4001 Origin Government Origin Government 

4002 Origin Government Origin Government 

 

CLAUSES INCORPORATED BY REFERENCE 

52.246-2 Inspection Of Supplies--Fixed Price AUG 1996 

52.246-4 Inspection Of Services--Fixed Price AUG 1996 

52.246-16 Responsibility For Supplies APR 1984 

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Section F - Deliveries or Performance 

ADD DELIVERY INFORMATION

F.1 Tables of Deliverables 

This section presents tables listing required deliverables. Each table provides the deliverable 

item, item reference section, submission requirements, revisions required, and the deliverable 

media. 

Table F.1. Deliverables That Are Budget and Cost Reports 

 ITEM 

FOR 

DETAILS 

SEE 

SECTION 

SUBMISSION 

REQUIREMENTS 

REVISIONS 

REQUIRED MEDIUM 

1 Monthly Invoice 

Supporting Data 

Report 

SOW Monthly with Invoice to enable 

payment 

With each invoice Softcopy, 

Hardcopy 

2 Quarterly Invoice 

Supporting Data 

Report 

SOW Within 20 business days after the 

end of mid Federal Government 

fiscal year 

As directed by the 

Government 

Softcopy, 

Hardcopy 

3 Annual Invoice 

Supporting Data 

Report 

SOW Within 10 business days after the 

end of the Federal Government 

fiscal year 

As directed by the 

Government 

Softcopy, 

Hardcopy 

4 Ad-Hoc Reports SOW Mutually agreed dates As directed by the 

Government 

Softcopy, 

Hardcopy 

Table F.2. Deliverables That Are Performance Reports 

ITEM 

FOR 

DETAILS 

SEE 

SECTION 

SUBMISSION 

REQUIREMENTS 

REVISIONS 

REQUIRED MEDIUM 

1 IDIQ Service 

Contractor Task 

Performance and 

Cost Report 

SOW Per task requirements, but not 

less than monthly 

As directed by the 

Government 

Softcopy, 

Hardcopy 

2 Survey Activity 

Report 

SOW Weekly As directed by the 

Government 

Softcopy, 

Hardcopy 

3 Training Activity 

Report 

SOW Weekly As directed by the 

Government 

Softcopy, 

Hardcopy 

4 Ad Hoc Reports SOW Mutually agreed dates As directed by the 

Government 

Softcopy, 

Hardcopy 

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Table F.3. Deliverables That Are Program Plans and Manuals 

ITEM 

FOR 

DETAILS 

SEE 

SECTION 

SUBMISSION 

REQUIREMENTS 

REVISIONS 

REQUIRED MEDIUM 

1 Information 

Security Plan 

SOW 30 days after contract award. Annually or as 

circumstances require 

Softcopy, 

Hardcopy 

2 Quality Control 

Plan 

SOW Included with Offeror proposal. As changes require or as 

directed by the 

Government 

Softcopy, 

Hardcopy 

3 Draft Quality 

Assurance 

Surveillance 

Plan 

SOW Included with Offeror proposal. As changes require or as 

directed by the 

Government 

Softcopy, 

Hardcopy 

4 Security Plan SOW 30 days after contract award. Annually or as 

circumstances require or 

as directed by the 

Government 

Softcopy, 

Hardcopy 

5 Small Business 

Subcontracting 

Plan 

SOW Included with Offeror proposal. Periodically as 

circumstances require or 

as requested by the 

Government to establish 

compliance IAW FAR 

19.7. 

Softcopy, 

Hardcopy 

DELIVERY INFORMATION 

CLIN DELIVERY DATE QUANTITY SHIP TO ADDRESS UIC 

 

0001 POP 27-MAY-2009 TO 

26-MAY-2010 

N/A SEE SCHEDULE 

N/A 

N/A AA N/A 

FOB: Destination 

SCHED1 

 

0002 POP 27-MAY-2009 TO 

26-MAY-2010 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

1001 POP 27-MAY-2010 TO 

26-MAY-2011 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

1002 POP 27-MAY-2010 TO 

26-MAY-2011 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

2001 POP 27-MAY-2011 TO 

26-MAY-2012 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

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2002 POP 27-MAY-2011 TO 

26-MAY-2012 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

3001 POP 27-MAY-2012 TO 

26-MAY-2013 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

3002 POP 27-MAY-2012 TO 

26-MAY-2013 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

4001 POP 27-MAY-2013 TO 

26-MAY-2014 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

4002 POP 27-MAY-2013 TO 

26-MAY-2014 

N/A (SAME AS PREVIOUS LOCATION) 

FOB: Destination 

SCHED1 

 

CLAUSES INCORPORATED BY REFERENCE 

52.242-15 Stop-Work Order AUG 1989 

52.242-17 Government Delay Of Work APR 1984 

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Section G - Contract Administration Data 

ACCOUNTING AND APPROPRIATION DATA 

AA: Funded by each Task Order 

AMOUNT: $0.00 

CIN 000000000000000000000000000000: $0.00 

CONTRACT ADMINISTRATION

G1. CONTRACTING OFFICER (KO) INFORMATION 

G.1.1 KO Address. 

National Guard Bureau Directorate of Acquisition (NGB-ZC-AQ) 

Suite 8300 Jefferson Plaza 1 

1411 Jefferson Davis Highway 

Arlington, VA 22202-3231 

G.2 CONTRACTOR’S CONTRACT MANAGER 

Upon award of the contract, the contractor shall identify a single point of contact for Base IDIQ 

contract administration issues as as well as an alternate to act in this person’s absence. Also this 

person will be the POC for receiving Government TORPs. 

G.3 CONTRACTING OFFICER’S REPRESENTATIVE (COR) DELEGATION AND 

AUTHORITY 

G.3.1 COR delegations will be applicable to each TO and will be identified in writing to the 

contractor. 

G.4 INVOICE SUBMISSION 

G.4.1 At this time Wide Area Work Flow (WAWF) is the method for submission of invoices. 

Specific submission information will be provided in the individual TOs. Backup documentation 

(time cards, quality reports, etc.), shall be submitted in a Microsoft Excel, Word or a compatible 

format as stated in the TO. The contractor shall render monthly itemized invoices, including 

backup documents, in arrears. 

G.4.2 Payment requests will be based on the payment schedule shown in the TO. 

G.5 PAYMENT OF INVOICES 

 

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5.1 Payment of invoices will be made based on the following: 

 In accordance with the payment schedule of the individual Task Order. 

If supplies or services are rejected for failure to conform to the technical requirements of the 

contract, or any other contractually legitimate reason, the contractor will not be paid, or will be 

paid an amount negotiated by the KO. 

G.6 POST AWARD ORIENTATION CONFERENCE 

6.1 Post-award orientation conference(s) may be scheduled within 30 days following contract 

award. Any such conference(s) will be conducted by the KO who is located at 1411 Jefferson 

Davis Hwy, Arlington, VA. 

 

6.2 The purpose of a conference will be to familiarize the contractor with: 

 Contract administration procedures, contract modifications, TOs, reports, invoicing, 

payment, etc. 

 Government ordering system and documents. 

 Contract clarifications. 

 Contract requirements and expectations, quantities, deliveries, service and supply 

response, and communications. 

 The conference(s) will be structured to achieve a clear and mutual understanding of 

all contractual administrative requirements and to identify any potential problem 

areas. All costs associated with the attendance at this conference shall be incidental to 

the contract and not separately billed. 

G.7 PAST PERFORMANCE EVALUATION 

7.1 This contract is subject to a performance evaluation. Following the end of each contract 

period and at contract completion, a Government evaluation shall be forwarded to the contractor. 

The contractor may submit written comments, if any, within the time period specified in the 

evaluation transmittal. The contractor’s comments shall be considered in the issuance of the final 

evaluation document. Any disagreement between the parties regarding the evaluation shall be 

forwarded to the KO. The final evaluation of the contractor’s performance is the decision of the 

KO. A copy of the final performance evaluation report will be sent to the contractor and to the 

Government’s past performance database at www.ppirs.gov . 

G.8 CONTRACTOR VERIFICATION SYSTEM INFORMATION 

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G.8.1 Within 10 working days of an awarded TO the contractor must submit a list of employees 

to the COR who will be supporting the effort for input into the Contractor Verification System 

(CVS). The list shall include the employee’s full name, address, and date of birth, social security 

number, and valid/current AKO email address. Once the COR inputs their data into the CVS 

they will receive a system generated email to visit the CVS website and verify and update their 

information. Within a few days after they complete the application (unless there are issues with 

their registration/NAC, etc.), they will be approved and will receive a second system generated 

email stating that their registration is complete. At that point they should visit the nearest CAC 

station for issuance of a CAC card. Failure to respond to the first system generated email within 

five working days will remove them from the system and they will need to resubmit their contact 

details (once they are input into the system any hard copy or electronic documentation will be 

shredded/deleted). 

G.9 ACCOUNTING FOR CONTRACT SERVICES: 

The Secretary of the Army has implemented Accounting for Contract Services. This initiative 

has been put in place to obtain better visibility of the contractor service workforce. The 

Assistant Secretary of the Army (Manpower and Reserve Affairs) and the Assistant Secretary of 

the Army (Acquisition, Logistics and Technology) have implemented guidance to comply with 

this DoD Business Initiative Council (BIC) sponsored initiative. These contract reporting 

requirements are mandatory. By acceptance of this contract and performance under this contract, 

the contractor agrees to comply with these reporting requirements. 

The Office of the Assistant Secretary of the Army (Manpower & Reserve Affairs) operates and 

maintains a secure Army data collection site [Contractor Manpower Reporting (CMR) System] 

where the contractor will report ALL contractor manpower (including sub-contractor manpower) 

required for performance of this contract. The contractor is required to completely fill in all the 

information in the format using the following web address: 

 https://contractormanpower.army.pentagon.mil 

The required information includes: (1) Contracting Office, Contracting Officer, Contracting 

Officer's Technical Representative; (2) Contract number, including task and delivery order 

number; (3) Beginning and ending dates covered by reporting period; (4) Contractor name, 

address, phone number, e-mail address, identity of contractor employee entering data; (5) 

Estimated direct labor hours (including sub-contractors); (6) Estimated direct labor dollars paid 

this reporting period (including sub-contractors); (7) Total payments (including sub-contractors); 

(8) Predominant Federal Service Code (FSC) reflecting services provided by contractor (and 

separate predominant FSC for each sub-contractor if different); (9) Estimated data collection 

cost; (10) Organizational title associated with the Unit Identification Code (UIC) for the Army 

Requiring Activity (National Guard Bureau UIC is W00QFF); (11) Locations where contractor 

and sub-contractors perform the work (specified by zip code in the United States and nearest 

city, country, when in an overseas location, using standardized nomenclature provided on 

website); (12) Presence of deployment or contingency contract language; and (13) Number of 

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contractor and sub-contractor employees deployed in theater this reporting period (by country). 

As part of its submission, the contractor will also provide the estimated total cost (if any) 

incurred to comply with this reporting requirement. Reporting period will be the period of 

performance not to exceed 12 months ending September 30 of each government fiscal year and 

must be reported by 31 October of each calendar year. Contractors may use a direct XML data 

transfer to the database server or fill in the fields on the website. The XML direct transfer is a 

format for transferring files from a contractor's systems to the secure web site without the need 

for separate data entries for each required data element at the web site. The specific formats for 

the XML direct transfer may be downloaded from the web site. 

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Section H - Special Contract Requirements 

SPECIAL INSTRUCTIONS

H.1 PURPOSE AND SCOPE 

This is an Indefinite Delivery/Indefinite Quantity (IDIQ) contract utilizing Firm Fixed Price 

(FFP) or Time and Materials (T&M) ODCs Task Orders (TOs). Pursuant to Federal 

Acquisition Regulation (FAR) Subpart 37.6, performance-based contracting techniques 

will be applied to task orders issued under this contract to the maximum extent 

practicable. 

 a. Minimum Guaranteed Funding Amount: The contractor shall receive a 

minimum of $25,000 over the life of the contract. This is the total amount that will be 

paid to the contractor in the event that the total sum of all task orders issued under the 

contract does not equal the minimum amount specified. 

b. Maximum Contract Amount: The total maximum award for all services 

contracts is $450 million in task orders over the life of the multiple award contracts. The 

contract establishes a total contract maximum capacity, without subdividing the capacity 

any further. 

H.2 GOVERNMENT OWNED INFORMATION 

All information, databases, data, programming, documents, and records (which this list is 

not limited to) generated or collected during the performance of work under this contract 

shall be for the sole use of and become the exclusive property of the U.S. Government. 

The contractor shall allow Government access to any and all information, databases, 

data, programming, documents, and records (which this list is not limited to) within one (1) 

working day of the date of request. At the completion or the termination of this contract all 

information, databases, data, programming, documents, and records (which this list is not 

limited to) shall be turned over to the Government in an appropriate format to render them 

readily usable by the Government or a successor contractor. 

These obligations do not cease upon the expiration or termination of this contract. The 

contractor shall include the substance of this provision in all contracts of employment and 

in all subcontracts hereunder. 

H.3 GOVERNMENT-FURNISHED EQUIPMENT, MATERIAL, AND INFORMATION 

It is anticipated that for some task orders, Government Furnished Equipment and 

Material will be specified in the individual task order (at the discretion of the 

Government). Such equipment and material will be returned to the Government upon 

the conclusion of the contract, as specified in the individual task order, or as directed in 

writing by the KO. 

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Government Furnished Information relevant to the tasks to be performed under this 

contract will be provided to the Contractor for use during the performance of the task 

order as specified in the individual task order (at the discretion of the Government). 

Contractors are responsible and liable for Government property in their possession 

pursuant to FAR 52.245-1, 52.245-2 and 52.245-9, as applicable. 

H.4 CONTRACTOR FURNISHED EQUIPMENT, PRODUCTS, AND SERVICES 

The contractor shall: 

- Provide its staff with all required furniture, including desks and chairs. 

- Provide its staff with the appropriate LAN computing equipment, including 

servers, workstations, monitors, printers, other peripherals, along with hubs, 

switches, routers and associated cabling plant. 

- Be responsible for maintaining the appropriately sized Local Area Network (LAN) 

infrastructure required to support the tasks outlined in this solicitation. 

- Maintain current anti-virus definition files as dictated by the DoD regulations. 

- Be responsible for the routine maintenance and operation of the above 

mentioned LAN computing equipment. 

- Provide and manage accounts for cell phones and pagers. 

- Provide expendable supplies. 

- Deploy emergency patches and other upgrades to all equipment. 

- Develop and maintain information security materials and briefings to all contract 

staff that have access to the NG computing environment upon their assignment to 

the contract, provide updates and refresher training annually, and document staff 

participation. 

- Provide security for all physical facilities and assets used in conduct of the 

contract and develop supporting documentation that complies with all Government 

regulations and guidance. 

- The contractor shall be responsible for safeguarding all Government property 

provided for contractor use. All Government facilities, equipment, and materials shall 

be secured at all times. 

- Develop, prepare, and maintain the Security Plan, Information Security Plan, 

Small Business Subcontracting Plan, Quality Control Plan, and draft Quality 

Assurance Surveillance Plan. (See the SOW and Section F - Deliverables for 

details). 

- Notify NG in the event that a computer virus or virus-like activity is detected at 

the contractor facility. 

- Notify NG in the event of an attempted or successful electronic or physical 

intrusion at the contractor facility. 

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H.5 CONTRACT ADMINISTRATION 

The contractor selected under this procurement shall work under the direction of the NG 

and/or its representatives. 

The NG has overall responsibility for the technical monitoring of the contractor's 

activities under the Task Order and may also be supported by an Independent 

Verification and Validation (IV&V) contractor. 

The COR/COTR may contract for IV&V services with an independent party to review 

specific products and deliverables of this Task Order. The contractor shall 

communicate openly and cooperate with the IV&V contractor. At the direction of the 

COR/COTR, the contractor shall provide the COR/COTR, or its IV&V contractor, with all 

applicable performance and utilization data needed to verify and validate that the 

COR/COTR is receiving its contracted services. 

H.6 SUCCESSOR CONTRACTING OFFICERS 

The Contracting Officer signing the contract award is the Primary Contracting Officer 

(PCO) for the contract. Nevertheless, any Contracting Officer assigned to the National 

Guard Bureau, and acting within his or her authority, may take formal action on this 

contract when a contract action needs to be taken and the PCO is unavailable. 

H.7 TRAVEL 

a. An estimated amount for Time and Material Travel will be set forth in the contract 

for each individual task order, as applicable. The estimated amount shall not be 

exceeded unless authorized by the Contractor Officer. Unauthorized travel will be 

neither allowed nor allocated to this contract. No fee of any type shall be applied to 

travel. (b) Per diem and travel rates shall not exceed the amounts authorized by the 

provisions of the Joint Travel Regulations. 

b. Airfare shall be the prevailing rates for commercial airlines at tourist class unless 

a deviation is authorized by the Contracting Officer. When required, the most 

reasonable means of ground transportation (i.e., taxi, bus, car rental) shall be used. 

H.8 NONPAYMENT FOR UNAUTHORIZED WORK 

No payments will be made for any unauthorized supplies or services, or for any 

unauthorized changes to the work specified herein. This includes any services 

performed by the contractor's own volition or at the request of an individual other than a 

duly appointed Contracting Officer. Only a duly appointed Contracting Officer is 

authorized to change the specifications, terms, and/or conditions of this contract and 

future task orders. 

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H.9 TRAINING 

The Government’s policy is to select contractors for their knowledge and expertise in 

specific areas. Firms selected to perform services usually are selected based on the 

education, experience, and training of the personnel they propose. Based on this 

policy, the Government does not intend to provide training to the contractor selected for 

award of this Task Order except as provided below: 

a. The Government will provide training on “NG-specific” systems on a “no-fee 

basis” when authorized in writing by the Contracting Officer. 

b. All contractor personnel with access to Government systems must successfully 

pass the NG information system security training before gaining access to an NG 

system and must successfully complete recurring information system security 

training as prescribed. 

c. The NG may provide other training on a space available basis when the 

contractor agrees to reimburse the Government. 

d. On a limited basis, the NG may pay for training when it is deemed appropriate to 

do so and when authorized in writing by the Contracting Officer. 

The contractor shall not charge the Government for the employee’s time while attending 

training. 

H.10 CONTRACTOR/GOVERNMENT PROVISION OF CONSUMABLE SUPPLIES 

The contractor shall provide consumable supplies for contractor use as required in the 

daily operation of, performance of, or in support of this contract. 

H.11 ORGANIZATIONAL CONFLICT OF INTEREST – GENERAL 

a. No contractor can be awarded both the Integrator and IDIQ Services either as a 

prime or subcontractor. 

b. The contractor warrants that, to the best of its knowledge and belief, there are no 

relevant facts or circumstances, which would give rise to an organizational conflict of 

interest, as defined in FAR Subpart 9.5, or that the contractor has disclosed all such 

relevant information. 

c. The contractor agrees that if an actual or potential organizational conflict of 

interest is discovered after award, the contractor shall make a full disclosure in 

writing to the Contracting Officer. This disclosure shall include a description of 

actions that the contractor has taken or proposes to take to avoid or mitigate the

actual or potential conflict. 

d. If the contractor was aware of a potential organizational conflict of interest prior to 

award or discovered an actual or potential conflict after award and did not disclose 

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or misrepresented relevant information to the Contracting Officer, the Government 

may terminate the contract or task order for cause. 

e. The contractor shall insert the substance of this clause, including this paragraph 

(e), in all subcontracts. 

H.12 PERFORMANCE-BASED SERVICES CONTRACTING 

Pursuant to Federal Acquisition Regulation (FAR) Subpart 37.6, performance-based 

services contracting (PBSC) techniques shall be applied to all aspects of this contract to 

the maximum extent practicable. 

This solicitation addresses "Cost Incentives” as required by FAR 16.402-1. The 

contractor pricing in CLIN 0001 inherently includes cost incentives. The contractor 

realizes such cost incentives through automation and/or service delivery enhancements 

that reduce the contractor’s costs for a fixed price delivery. The Government anticipates 

sharing these cost savings through enhanced performance. 

H.13 PERFORMANCE ASSESSMENT REPORT 

Under government contracting regulations, past performance evaluations are required 

for each service contract in excess of $1,000,000. As a minimum, a Performance 

Assessment Report (PAR) will be prepared on the contractor’s performance at the end 

of the base period for this contract and subsequent to the completion of any exercised 

option periods. The development of the report is a joint responsibility of the Contracting 

Officer and the assessing official (typically the COR). The performance evaluation may 

be used to support future government contract awards and is considered "Source 

Selection Sensitive". Only authorized government personnel, the potential IV&V service 

contractor and the Recruiting and Retention contractor will have access to the 

evaluation information. The Recruiting and Retention contractor will be allowed to 

review the report and submit comments prior to the report being finalized. The original 

report will be filed in the contract file. The data contained in the report will be entered 

into the Contractor Performance Assessment Reporting System (CPARS, formerly 

PPIMS). CPARS is the Army’s central repository for past performance information and 

is available for use by authorized government personnel in making source selection 

decisions. 

H.14 ADVERTISING OF AWARD 

The contractor shall not allow the existence of this contract or the names, phone numbers, 

or other personal information or images of Government employees involved in this contract 

and subsequent task orders, to be used for publicity or advertising purposes. Further, no 

article, book, pamphlet, recording, broadcast, speech, television appearance, 

diagrams/drawings, and/or film (which the above list is not limited to) concerning any 

aspect of work performed under this contract shall be published or disseminated through 

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any media without the prior written authorization of the Contracting Officer and the NGB 

COR/COTR. 

These obligations do not cease upon the expiration or termination of this contract. The 

contractor shall include the substance of this provision in all contracts of employment and 

in all subcontracts hereunder. 

H.15 NOTICE TO PROCEED 

The contractor shall not commence any work specified until the contractor receives 

written notification from the Contracting Officer providing a notice to proceed. 

H.16 STANDARD OF CONDUCT AT GOVERNMENT INSTALLATIONS 

The contractor shall be responsible for maintaining satisfactory standards of employee 

competency, conduct, appearance and integrity and shall be responsible for taking such 

disciplinary action with respect to his employees as may be necessary. 

H.17 INFORMATION TECHNOLOGY ACCESSIBILITY FOR PERSONS WITH 

DISABILITIES 

All contractor provided services and Electronic Information Technology (EIT) delivered 

as result of task orders placed under the Recruiting and Retention contract shall comply 

with accessibility standards in accordance with Federal Information Technology 

Accessibility as required by Section 508 of the Rehabilitation Act (29 U.S.C. 794d), as 

amended. Information about the Section 508 Electronic and Information Technology 

Accessibility Standards may be obtained via the Web at the following URL: 

www.Section508.gov. 

H.18 ORDERING 

a. Any supplies and services to be furnished under this contract shall be ordered by 

issuance of task orders by the individuals or activities designated in the contract. Such 

orders may be issued from date of contract award through expiration of the contract. 

b. All task orders are subject to the terms and conditions of this contract. In the 

event of conflict between a task order and this contract, the contract shall control. 

c. If mailed, a task order is considered "issued" when the Government deposits the 

order in the mail. Orders may be issued orally, by facsimile, or by electronic commerce 

methods only if authorized in the contract. 

H.19 PROCEDURES FOR TASK ORDERS 

These are representative procedures and subject to change, at the discretion of the 

Government. These procedures are intended to be used for task orders issued under 

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the established contract. This is an Indefinite Delivery/Indefinite Quantity (IDIQ) 

contract utilizing Firm Fixed Price (FFP) service Task Orders (TOs). Pursuant to 

Federal Acquisition Regulation (FAR) Subpart 37.6, performance-based contracting 

techniques will be applied to task orders issued under this contract to the maximum 

extent practicable. 

(a) Task Order Requirements Package (TORP): 

1) When the Government requires services under the contract, the Contracting 

Officer will identify the objectives for a proposed task order by issuing a TORP 

that will include either a Performance Work Statement (PWS) or a Statement of

Objectives (SOO). This will consist of: 

a. a description of the work to be performed (PWS or SOO), 

b. a Work Breakdown Structure (WBS), 

c. the desired performance schedule, 

d. a schedule for pricing according to and as described in Section B, and 

e. any other information which may be of assistance in preparation of an offer. 

(b) Submission of Task Proposals: 

1) Unless there is a valid exception, the normal rule will be that all contractors will 

be solicited to submit a proposal. The Government evaluates the proposals and 

selects the one that is most advantageous to the Government. The Government 

reserves the right to set aside task orders for small businesses only. 

2) Upon receipt of a TORP from the Contracting Officer, the contractor shall 

furnish a proposal within ten calendar days, unless otherwise specified by the 

Contracting Officer. 

3) Task proposals shall be submitted as an original and one duplicate, both 

hardcopy and electronic format. 

4) Task proposals shall be submitted in the electronic Task Proposal Template 

format designated by the Government. 

5) Task proposals shall include, but not limited to, the following: 

a. Proposed Disciplines, Labor Categories, Labor Hours, Labor Costs ,with a

written rationale 

b. Schedule for performance 

c. Other Direct Costs (supported by a detailed breakout), such as estimated 

cost of travel, if applicable (including number of trips, destination and length, 

per diem in accordance with Joint Travel Regulations, transportation costs) 

 (c) Acceptance of Task Proposals: 

1) Upon receipt of a proposal, the Contracting Officer will analyze the offers and 

make at least one award based on the best value to the Government. Once the 

presumptive awardee among the services contractors bidding is determined, the 

Contracting Officer will issue a task order. Task orders will only be issued by the 

Contracting Officer; the contractor shall not accept work assignments from any 

other individual. 

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2) The Contracting Officer’s decision to issue a task order to a particular awardee 

shall be based on the criteria stated in the contract and the Government’s 

evaluation of task proposals. 

3) Individual task orders shall be negotiated based on fully burdened labor rates 

established in the contract. The Government encourages the Contractor to 

provide labor discounts for task orders. The number of labor hours per labor 

category shall be negotiated for each task order. 

4) The contractor shall identify and itemize ODCs in all task order proposal 

submissions. 

5) <Deleted> 

6) If the Contracting Officer identifies a need, negotiations will be initiated with 

the contractor and culminate with a request for a Final Proposal Revision (FPR). 

In the event that issues pertaining to the proposed task order are not resolved to 

the satisfaction of the Contracting Officer, the Contracting Officer reserves the 

right to withdraw the request for task order proposal upon written notification to 

the contractor. 

7) The Contracting Officer will authorize the contractor to proceed with the work 

by issuing a signed task order on a DD Form 1155. At a minimum, the task order 

will contain the following: 

a. Order Number 

b. Contract Number 

c. Description of the Services 

d. Price 

e. Period of Performance or Completion Date 

8) Task orders may be issued for a single requirement or for a combination of 

requirements, as required by the government. 

9) The contractor is not authorized to commence task performance prior to 

issuance of the task order unless otherwise authorized by the Contracting 

Officer. 

(d) <Deleted>. 

(e) Expedited Amendments to Existing Task Orders: The Contracting Officer may, 

at the Governments discretion, demand expedited task order responses for 

adjustments to the Task Order Form in as little as 1 business day. 

H.20 PROTESTS 

No protest are authorized in connection with the issuance or proposed issuance of a 

TO, except for a protest on the grounds that the order increases the scope, period, or 

maximum value of the contract. However, under FAR 16.505 (b)(4), prime contractors 

may contact the customer designated contract ombudsman with complaints on specific 

TOs on this contract. The ombudsman will review all complaints and ensure that all 

prime contractors are offered a Fair Opportunity to be considered, consistent with this

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regulation and the contract. The designated NGB ombudsman for this contract is: NGB 

PARC Ombudsman. 

H.21 AWARDEES 

The Government also reserves the right to reissue the RFP any time during the period 

of performance of this contract to include new contractors if any of the initial contractor 

awardees are no longer included in this contract. 

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Section I - Contract Clauses 

CLAUSES INCORPORATED BY REFERENCE 

52.203-12 Limitation On Payments To Influence Certain Federal 

Transactions 

SEP 2007 

52.204-2 Security Requirements AUG 1996 

52.204-4 Printed or Copied Double-Sided on Recycled Paper AUG 2000 

52.204-7 Central Contractor Registration JUL 2006 

52.204-9 Personal Identity Verification of Contractor Personnel SEP 2007 

52.219-4 Notice of Price Evaluation Preference for HUBZone Small 

Business Concerns 

JUL 2005 

52.224-1 Privacy Act Notification APR 1984 

52.224-2 Privacy Act APR 1984 

52.227-1 Authorization and Consent DEC 2007 

52.227-2 Notice And Assistance Regarding Patent And Copyright 

Infringement 

DEC 2007 

52.228-5 Insurance - Work On A Government Installation JAN 1997 

52.232-17 Interest JUN 1996 

52.232-18 Availability Of Funds APR 1984 

52.232-23 Alt I Assignment of Claims (Jan 1986) - Alternate I APR 1984 

52.242-13 Bankruptcy JUL 1995 

252.201-7000 Contracting Officer's Representative DEC 1991 

252.204-7000 Disclosure Of Information DEC 1991 

252.204-7003 Control Of Government Personnel Work Product APR 1992 

252.204-7004 Alt A Central Contractor Registration (52.204-7) Alternate A SEP 2007 

252.204-7005 Oral Attestation of Security Responsibilities NOV 2001 

252.209-7004 Subcontracting With Firms That Are Owned or Controlled By 

The Government of a Terrorist Country 

DEC 2006 

252.227-7020 Rights In Data--Special Works JUN 1995 

252.231-7000 Supplemental Cost Principles DEC 1991 

252.232-7010 Levies on Contract Payments DEC 2006 

252.243-7001 Pricing Of Contract Modifications DEC 1991 

 

CLAUSES INCORPORATED BY FULL TEXT 

52.204-1 APPROVAL OF CONTRACT (DEC 1989) 

This contract is subject to the written approval of NGB PARC Office and shall not be binding until so approved. 

(End of clause) 

52.212-4 CONTRACT TERMS AND CONDITIONS-- COMMERCIAL ITEMS (FEB 2007) 

(a) Inspection/Acceptance. The Contractor shall only tender for acceptance those items that conform to the 

requirements of this contract. The Government reserves the right to inspect or test any supplies or services that have 

been tendered for acceptance. The Government may require repair or replacement of nonconforming supplies or 

reperformance of nonconforming services at no increase in contract price. If repair/replacement or reperformance 

will not correct the defects or is not possible, the Government may seek an equitable price reduction or adequate 

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consideration for acceptance of nonconforming supplies or services. The Government must exercise its postacceptance rights (1) within a reasonable time after the defect was discovered or should have been discovered; and 

(2) before any substantial change occurs in the condition of the item, unless the change is due to the defect in the 

item. 

(b) Assignment. The Contractor or its assignee may assign its rights to receive payment due as a result of 

performance of this contract to a bank, trust company, or other financing institution, including any Federal lending 

agency in accordance with the Assignment of Claims Act (31 U.S.C. 3727). However, when a third party makes 

payment (e.g., use of the Governmentwide commercial purchase card), the Contractor may not assign its rights to 

receive payment under this contract. 

(c) Changes. Changes in the terms and conditions of this contract may be made only by written agreement of the 

parties. 

(d) Disputes. This contract is subject to the Contract Disputes Act of 1978, as amended (41 U.S.C. 601-613). Failure 

of the parties to this contract to reach agreement on any request for equitable adjustment, claim, appeal or action 

arising under or relating to this contract shall be a dispute to be resolved in accordance with the clause at FAR 

52.233-1, Disputes, which is incorporated herein by reference. The Contractor shall proceed diligently with 

performance of this contract, pending final resolution of any dispute arising under the contract. 

(e) Definitions. The clause at FAR 52.202-1, Definitions, is incorporated herein by reference. 

(f) Excusable delays. The Contractor shall be liable for default unless nonperformance is caused by an occurrence 

beyond the reasonable control of the Contractor and without its fault or negligence such as, acts of God or the 

public enemy, acts of the Government in either its sovereign or contractual capacity, fires, floods, epidemics, 

quarantine restrictions, strikes, unusually severe weather, and delays of common carriers. The Contractor shall 

notify the Contracting Officer in writing as soon as it is reasonably possible after the commencement or any 

excusable delay, setting forth the full particulars in connection therewith, shall remedy such occurrence with all 

reasonable dispatch and shall promptly give written notice to the Contracting Officer of the cessation of such 

occurrence. 

(g) Invoice. (1) The Contractor shall submit an original invoice and three copies (or electronic invoice, if 

authorized) to the address designated in the contract to receive invoices. An invoice must include-- 

(i) Name and address of the Contractor; 

(ii) Invoice date and number; 

(iii) Contract number, contract line item number and, if applicable, the order number; 

(iv) Description, quantity, unit of measure, unit price and extended price of the items delivered; 

(v) Shipping number and date of shipment, including the bill of lading number and weight of shipment if shipped on 

Government bill of lading; 

(vi) Terms of any discount for prompt payment offered; 

(vii) Name and address of official to whom payment is to be sent; 

(viii) Name, title, and phone number of person to notify in event of defective invoice; and 

(ix) Taxpayer Identification Number (TIN). The Contractor shall include its TIN on the invoice only if required 

elsewhere in this contract. 

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(x) Electronic funds transfer (EFT) banking information. 

(A) The Contractor shall include EFT banking information on the invoice only if required elsewhere in this contract. 

(B) If EFT banking information is not required to be on the invoice, in order for the invoice to be a proper invoice, 

the Contractor shall have submitted correct EFT banking information in accordance with the applicable solicitation 

provision, contract clause (e.g., 52.232-33, Payment by Electronic Funds Transfer--Central Contractor Registration, 

or 52.232-34, Payment by Electronic 

Funds Transfer--Other Than Central Contractor Registration), or applicable agency procedures. 

(C) EFT banking information is not required if the Government waived the requirement to pay by EFT. 

(2) Invoices will be handled in accordance with the Prompt Payment Act (31 U.S.C. 3903) and Office of 

Management and Budget (OMB) prompt payment regulations at 5 CFR part 1315. 

(h) Patent indemnity. The Contractor shall indemnify the Government and its officers, employees and agents against 

liability, including costs, for actual or alleged direct or contributory infringement of, or inducement to infringe, any 

United States or foreign patent, trademark or copyright, arising out of the performance of this contract, provided the 

Contractor is reasonably notified of such claims and proceedings. 

(i) Payment.-- 

(1) Items accepted. Payment shall be made for items accepted by the Government that have been delivered to the 

delivery destinations set forth in this contract. 

(2) Prompt payment. The Government will make payment in accordance with the Prompt Payment Act (31 U.S.C. 

3903) and prompt payment regulations at 5 CFR part 1315. 

(3) Electronic Funds Transfer (EFT). If the Government makes payment by EFT, see 52.212-5(b) for the 

appropriate EFT clause. 

(4) Discount. In connection with any discount offered for early payment, time shall be computed from the date of 

the invoice. For the purpose of computing the discount earned, payment shall be considered to have been made on 

the date which appears on the payment check or the specified payment date if an electronic funds transfer payment 

is made. 

(5) Overpayments. If the Contractor becomes aware of a duplicate contract financing or invoice payment or that the 

Government has otherwise overpaid on a contract financing or invoice payment, the Contractor shall immediately 

notify the Contracting Officer and request instructions for disposition of the overpayment. 

(j) Risk of loss. Unless the contract specifically provides otherwise, risk of loss or damage to the supplies provided 

under this contract shall remain with the Contractor until, and shall pass to the Government upon: 

(1) Delivery of the supplies to a carrier, if transportation is f.o.b. origin; or 

(2) Delivery of the supplies to the Government at the destination specified in the contract, if transportation is f.o.b. 

destination. 

(k) Taxes. The contract price includes all applicable Federal, State, and local taxes and duties. 

(l) Termination for the Government's convenience. The Government reserves the right to terminate this contract, or 

any part hereof, for its sole convenience. In the event of such termination, the Contractor shall immediately stop all 

work hereunder and shall immediately cause any and all of its suppliers and subcontractors to cease work. Subject 

to the terms of this contract, the Contractor shall be paid a percentage of the contract price reflecting the percentage 

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of the work performed prior to the notice of termination, plus reasonable charges the Contractor can demonstrate to 

the satisfaction of the Government using its standard record keeping system, have resulted from the termination. 

The Contractor shall not be required to comply with the cost accounting standards or contract cost principles for this 

purpose. This paragraph does not give the Government any right to audit the Contractor's records. The Contractor 

shall not be paid for any work performed or costs incurred which reasonably could have been avoided. 

(m) Termination for cause. The Government may terminate this contract, or any part hereof, for cause in the event 

of any default by the Contractor, or if the Contractor fails to comply with any contract terms and conditions, or fails 

to provide the Government, upon request, with adequate assurances of future performance. In the event of 

termination for cause, the Government shall not be liable to the Contractor for any amount for supplies or services 

not accepted, and the Contractor shall be liable to the Government for any and all rights and remedies provided by 

law. If it is determined that the Government improperly terminated this contract for default, such termination shall 

be deemed a termination for convenience. 

(n) Title. Unless specified elsewhere in this contract, title to items furnished under this contract shall pass to the 

Government upon acceptance, regardless of when or where the Government takes physical possession. 

(o) Warranty. The Contractor warrants and implies that the items delivered hereunder are merchantable and fit for 

use for the particular purpose described in this contract. 

(p) Limitation of liability. Except as otherwise provided by an express warranty, the Contractor will not be liable to 

the Government for consequential damages resulting from any defect or deficiencies in accepted items. 

(q) Other compliances. The Contractor shall comply with all applicable Federal, State and local laws, executive 

orders, rules and regulations applicable to its performance under this contract. 

(r) Compliance with laws unique to Government contracts. The Contractor agrees to comply with 31 U.S.C. 1352 

relating to limitations on the use of appropriated funds to influence certain Federal contracts; 18 U.S.C. 431 relating 

to officials not to benefit; 40 U.S.C. 3701, et seq., Contract Work Hours and Safety Standards Act; 41 U.S.C. 51-58, 

Anti-Kickback Act of 1986; 41 U.S.C. 265 and 10 U.S.C. 2409 relating to whistleblower protections; 49 U.S.C. 

40118, Fly American; and 41 U.S.C. 423 relating to procurement integrity. 

(s) Order of precedence. Any inconsistencies in this solicitation or contract shall be resolved by giving precedence 

in the following order: (1) the schedule of supplies/services; (2) the Assignments, Disputes, Payments, Invoice, 

Other Compliances, and Compliance with Laws Unique to Government Contracts paragraphs of this clause; (3) the 

clause at 52.212-5; (4) addenda to this solicitation or contract, including any license agreements for computer 

software; (5) solicitation provisions if this is a solicitation; (6) other paragraphs of this clause; (7) the Standard 

Form 1449; (8) other documents, exhibits, and attachments; and (9) the specification. 

(t) Central Contractor Registration (CCR). (1) Unless exempted by an addendum to this contract, the Contractor is 

responsible during performance and through final payment of any contract for the accuracy and completeness of the 

data within the CCR database, and for any liability resulting from the Government's reliance on inaccurate or 

incomplete data. To remain registered in the CCR database after the initial registration, the Contractor is required to 

review and update on an annual basis from the date of initial registration or subsequent updates its information in 

the CCR database to ensure it is current, accurate and complete. Updating information in the CCR does not alter the 

terms and conditions of this contract and is not a substitute for a properly executed contractual document. 

(2)(i) If a Contractor has legally changed its business name, “doing business as” name, or division name (whichever 

is shown on the contract), or has transferred the assets used in performing the contract, but has not completed the 

necessary requirements regarding novation and change-of-name agreements in FAR subpart 42.12, the Contractor 

shall provide the responsible Contracting Officer a minimum of one business day's written notification of its 

intention to (A) change the name in the CCR database; (B) comply with the requirements of subpart 42.12; and (C) 

agree in writing to the timeline and procedures specified by the responsible Contracting Officer. The Contractor 

must provide with the notification sufficient documentation to support the legally changed name. 

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(ii) If the Contractor fails to comply with the requirements of paragraph (t)(2)(i) of this clause, or fails to perform 

the agreement at paragraph (t)(2)(i)(C) of this clause, and, in the absence of a properly executed novation or changeof-name agreement, the CCR information that shows the Contractor to be other than the 

Contractor indicated in the contract will be considered to be incorrect information within the meaning of the 

“Suspension of Payment” paragraph of the electronic funds transfer (EFT) clause of this contract. 

(3) The Contractor shall not change the name or address for EFT payments or manual payments, as appropriate, in 

the CCR record to reflect an assignee for the purpose of assignment of claims (see Subpart 32.8, Assignment of 

Claims). Assignees shall be separately registered in the CCR database. Information provided to the Contractor's 

CCR record that indicates payments, including those made by EFT, to an ultimate recipient other than that 

Contractor will be considered to be incorrect information within the meaning of the “Suspension of payment” 

paragraph of the EFT clause of this contract. 

(4) Offerors and Contractors may obtain information on registration and annual confirmation requirements via the 

internet at http://www.ccr.gov or by calling 1-888-227-2423 or 269-961-5757. 

(End of clause) 

52.212-5 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT STATUTES OR 

EXECUTIVE ORDERS--COMMERCIAL ITEMS (DEC 2007) 

(a) The Contractor shall comply with the following Federal Acquisition Regulation (FAR) clauses, which are 

incorporated in this contract by reference, to implement provisions of law or Executive orders applicable to 

acquisitions of commercial items: 

(1) 52.233-3, Protest After Award (AUG 1996) (31 U.S.C. 3553). 

(2) 52.233-4, Applicable Law for Breach of Contract Claim (OCT 2004) (Pub. L. 108-77, 108-78). 

(b) The Contractor shall comply with the FAR clauses in this paragraph (b) that the Contracting Officer has 

indicated as being incorporated in this contract by reference to implement provisions of law or Executive orders 

applicable to acquisitions of commercial items: (Contracting Officer check as appropriate.) 

 _X_ (1) 52.203-6, Restrictions on Subcontractor Sales to the Government (SEP 2006), with Alternate I (OCT 

1995) (41 U.S.C. 253g and 10 U.S.C. 2402). 

 ___ (2) 52.219-3, Notice of HUBZone Small Business Set-Aside (Jan 1999) (15 U.S.C. 657a). 

 ___ (3) 52.219-4, Notice of Price Evaluation Preference for HUBZone Small Business Concerns (JUL 2005) (if the 

offeror elects to waive the preference, it shall so indicate in its offer) (15 U.S.C. 657a). 

 ___ (4) [Removed]. 

 ___ (5)(i) 52.219-6, Notice of Total Small Business Set-Aside (JUNE 2003) (15 U.S.C. 644). 

 ___ (ii) Alternate I (OCT 1995) of 52.219-6. 

 ___ (iii) Alternate II (MAR 2004) of 52.219-6. 

 ___ (6)(i) 52.219-7, Notice of Partial Small Business Set-Aside (JUNE 2003) (15 U.S.C. 644). 

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 ___ (ii) Alternate I (OCT 1995) of 52.219-7. 

 ___ (iii) Alternate II (MAR 2004) of 52.219-7. 

 ___ (7) 52.219-8, Utilization of Small Business Concerns (MAY 2004) (15 U.S.C. 637 (d)(2) and (3)). 

 _X_ (8)(i) 52.219-9, Small Business Subcontracting Plan (Nov 2007) (15 U.S.C. 637(d)(4)). 

 ___ (ii) Alternate I (OCT 2001) of 52.219-9 

 _X_(iii) Alternate II (OCT 2001) of 52.219-9. 

 ___ (9) 52.219-14, Limitations on Subcontracting (DEC 1996) (15 U.S.C. 637(a)(14)). 

 __ (10) 52.219-16, Liquidated Damages--Subcontracting Plan (JAN 1999) (15 U.S.C. 637(d)(4)(F)(i)). 

 ___ (11)(i) 52.219-23, Notice of Price Evaluation Adjustment for Small Disadvantaged Business Concerns (SEP 

2005) (10 U.S.C. 2323) (if the offeror elects to waive the adjustment, it shall so indicate in its offer). 

 ___ (ii) Alternate I (JUNE 2003) of 52.219-23. 

 ___ (12) 52.219-25, Small Disadvantaged Business Participation Program--Disadvantaged Status and Reporting 

(OCT 1999) (Pub. L. 103-355, section 7102, and 10 U.S.C. 2323). 

 ___ (13) 52.219-26, Small Disadvantaged Business Participation Program--Incentive Subcontracting (OCT 2000) 

(Pub. L. 103-355, section 7102, and 10 U.S.C. 2323). 

 ___ (14) 52.219-27, Notice of Total Service-Disabled Veteran-Owned Small Business Set-Aside (MAY 2004) 

(U.S.C. 657 f). 

 ___ (15) 52.219-28, Post Award Small Business Program Rerepresentation (JUNE 2007) (15 U.S.C. 

632(a)(2)). 

 _X_ (16) 52.222-3, Convict Labor (JUNE 2003) (E.O. 11755). 

 _X_ (17) 52.222-19, Child Labor--Cooperation with Authorities and Remedies (AUG 2007) (E.O. 13126). 

 _X_ (18) 52.222-21, Prohibition of Segregated Facilities (FEB 1999). 

 _X_ (19) 52.222-26, Equal Opportunity (MAR 2007) (E.O. 11246). 

 _X_ (20) 52.222-35, Equal Opportunity for Special Disabled Veterans, Veterans of theVietnam Era, and Other 

Eligible Veterans (SEP 2006) (38 U.S.C. 4212). 

 _X_ (21) 52.222-36, Affirmative Action for Workers with Disabilities (JUN 1998) (29 

U.S.C. 793). 

 _X_ (22) 52.222-37, Employment Reports on Special Disabled Veterans, Veterans of the Vietnam Era, and Other 

Eligible Veterans (SEP 2006) (38 U.S.C. 4212). 

 ___ (23) 52.222-39, Notification of Employee Rights Concerning Payment of Union Dues or Fees (DEC 2004) 

(E.O. 13201). 

 ___(24)(i) 52.222-50, Combating Trafficking in Persons (AUG 2007) (Applies to all contracts). 

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 ___ (ii) Alternate I (AUG 2007) of 52.222-50. 

 ___ (25)(i) 52.223-9, Estimate of Percentage of Recovered Material Content for EPA-Designated Products (AUG 

2000) (42 U.S.C. 6962(c)(3)(A)(ii)). 

 ___ (ii) Alternate I (AUG 2000) of 52.223-9 (42 U.S.C. 6962(i)(2)(c)). 

 ___ (26) FAR 52.223-15, Energy Efficiency in Energy-Consuming Products (DEC 2007) (42 U.S.C. 8259b) . 

 _X_ (27) 52.225-1, Buy American Act--Supplies (JUNE 2003) (41 U.S.C. 10a-10d). 

 _X_ (28)(i) 52.225-3, Buy American Act--Free Trade Agreements--Israeli Trade Act (AUG 2007) (41 U.S.C. 10a10d, 19 U.S.C. 3301 note, 19 U.S.C. 2112 note, Pub. L 108-77, 108-78, 108-286, 109-53 and 109-169). 

 ___ (ii) Alternate I (JAN 2004) of 52.225-3. 

 ___ (iii) Alternate II (JAN 2004) of 52.225-3. 

 ___ (29) 52.225-5, Trade Agreements (Nov 2007) (19 U.S.C. 2501, et seq., 19 U.S.C. 3301 note). 

 _X_ (30) 52.225-13, Restrictions on Certain Foreign Purchases (FEB 2006) (E.O.s, proclamations, and statutes 

administered by the Office of Foreign Assets Control of the Department of Treasury). 

 ___ (31) 52.226-4, Notice of Disaster or Emergency Area Set-Aside (Nov 2007) (42 U.S.C. 5150). 

 ___ (32) 52.226-5, Restrictions on Subcontracting Outside Disaster or Emergency Area (Nov 2007) (42 U.S.C. 

5150). 

 ___ (33) 52.232-29, Terms for Financing of Purchases of Commercial Items (FEB 2002) (41 U.S.C. 255(f), 10 

U.S.C. 2307(f)). 

 ___ (34) 52.232-30, Installment Payments for Commercial Items (OCT 1995) (41 U.S.C. 255(f), 10 U.S.C. 

2307(f)). 

 _X_ (35) 52.232-33, Payment by Electronic Funds Transfer--Central Contractor Registration (OCT 2003) (31 

U.S.C. 3332). 

 ___ (36) 52.232-34, Payment by Electronic Funds Transfer--Other than Central Contractor Registration (MAY 

1999) (31 U.S.C. 3332). 

 ___ (37) 52.232-36, Payment by Third Party (MAY 1999) (31 U.S.C. 3332). 

 ___ (38) 52.239-1, Privacy or Security Safeguards (AUG 1996) (5 U.S.C. 552a). 

 ___ (39)(i) 52.247-64, Preference for Privately Owned U.S.-Flag Commercial Vessels (FEB 2006) (46 U.S.C. 

Appx 1241(b) and 10 U.S.C. 2631). 

 ____ (ii) Alternate I (APR 2003) of 52.247-64. 

(c) The Contractor shall comply with the FAR clauses in this paragraph (c), applicable to commercial services, that 

the Contracting Officer has indicated as being incorporated in this contract by reference to implement provisions of 

law or Executive orders applicable to acquisitions of commercial items: (Contracting Officer check as appropriate.) 

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 _X__ (1) 52.222-41, Service Contract Act of 1965 (Nov 2007) (41 U.S.C. 351, et seq.). 

 _X__ (2) 52.222-42, Statement of Equivalent Rates for Federal Hires (MAY 1989) (29 U.S.C. 206 and 41 U.S.C. 

351, et seq.). 

 _X__ (3) 52.222-43, Fair Labor Standards Act and Service Contract Act--Price Adjustment (Multiple Year and 

Option Contracts) (NOV 2006) (29 U.S.C. 206 and 41 U.S.C. 351, et seq.). 

 ____ (4) 52.222-44, Fair Labor Standards Act and Service Contract Act--Price Adjustment (February 2002) (29 

U.S.C. 206 and 41 U.S.C. 351, et seq.). 

 ____ (5) 52.222-51, Exemption from Application of the Service Contract Act to Contracts for Maintenance, 

Calibration, or Repair of Certain Equipment--Requirements (Nov 2007) (41 U.S.C. 351, et seq.). 

 ____ (6) 52.222-53, Exemption from Application of the Service Contract Act to Contracts for Certain Services--

Requirements (Nov 2007) (41 U.S.C. 351, et seq.). 

 ____ (7) 52.237-11, Accepting and Dispensing of $1 Coin (AUG 2007)(31 U.S.C. 5112(p)(1)). 

(d) Comptroller General Examination of Record. The Contractor shall comply with the provisions of this paragraph 

(d) if this contract was awarded using other than sealed bid, is in excess of the simplified acquisition threshold, and 

does not contain the clause at 52.215-2, Audit and Records--Negotiation. 

(1) The Comptroller General of the United States, or an authorized representative of the Comptroller General, shall 

have access to and right to examine any of the Contractor's directly pertinent records involving transactions related 

to this contract. 

(2) The Contractor shall make available at its offices at all reasonable times the records, materials, and other 

evidence for examination, audit, or reproduction, until 3 years after final payment under this contract or for any 

shorter period specified in FAR Subpart 4.7, Contractor Records Retention, of the other clauses of this contract. If 

this contract is completely or partially terminated, the records relating to the work terminated shall be made 

available for 3 years after any resulting final termination settlement. Records relating to appeals under the disputes 

clause or to litigation or the settlement of claims arising under or relating to this contract shall be made available 

until such appeals, litigation, or claims are finally resolved. 

(3) As used in this clause, records include books, documents, accounting procedures and practices, and other data, 

regardless of type and regardless of form. This does not require the Contractor to create or maintain any record that 

the Contractor does not maintain in the ordinary course of business or pursuant to a provision of law. 

(e) (1) Notwithstanding the requirements of the clauses in paragraphs (a), (b), (c), and (d) of this clause, the 

Contractor is not required to flow down any FAR clause, other than those in paragraphs (i) through (vi) of this 

paragraph in a subcontract for commercial items. Unless otherwise indicated below, the extent of the flow down 

shall be as required by the clause-- 

(i) 52.219-8, Utilization of Small Business Concerns (May 2004) (15 U.S.C. 637(d)(2) and (3)), in all subcontracts 

that offer further subcontracting opportunities. If the subcontract (except subcontracts to small business concerns) 

exceeds $550,000 ($1,000,000 for construction of any public facility), the subcontractor must include 52.219-8 in 

lower tier subcontracts that offer subcontracting opportunities. 

(ii) 52.222-26, Equal Opportunity (MAR 2007) (E.O. 11246). 

(iii) 52.222-35, Equal Opportunity for Special Disabled Veterans, Veterans of the Vietnam Era, and Other Eligible 

Veterans (SEP 2006) (38 U.S.C. 4212). 

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(iv) 52.222-36, Affirmative Action for Workers with Disabilities (June 1998) (29 U.S.C. 793). 

(v) 52.222-39, Notification of Employee Rights Concerning Payment of Union Dues or Fees (DEC 2004) (E.O. 

13201). 

(vi) 52.222-41, Service Contract Act of 1965 (Nov 2007) (41 U.S.C. 351, et seq.). 

(vii) 52.222-50, Combating Trafficking in Persons (AUG 2007) (22 U.S.C. 7104(g)). Flow down required in 

accordance with paragraph (f) of FAR clause 52.222-50. 

(viii) 52.222-51, Exemption from Application of the Service Contract Act to Contracts for Maintenance, 

Calibration, or Repair of Certain Equipment--Requirements (Nov 2007) (41 U.S.C. 351, et seq.). 

(ix) 52.222-53, Exemption from Application of the Service Contract Act to Contracts for Certain Services--

Requirements (Nov 2007) (41 U.S.C. 351, et seq.). 

(x) 52.247-64, Preference for Privately Owned U.S.-Flag Commercial Vessels (FEB 2006) (46 U.S.C. Appx 

1241(b) and 10 U.S.C. 2631). Flow down required in accordance with paragraph (d) of FAR clause 52.247-64. 

(2) While not required, the contractor May include in its subcontracts for commercial items a minimal number of 

additional clauses necessary to satisfy its contractual obligations. 

(End of clause) 

52.216-18 ORDERING. (OCT 1995) 

(a) Any supplies and services to be furnished under this contract shall be ordered by issuance of delivery orders or 

task orders by the individuals or activities designated in the Schedule. Such orders may be issued from the start date 

through the contract end date. 

(b) All delivery orders or task orders are subject to the terms and conditions of this contract. In the event of conflict 

between a delivery order or task order and this contract, the contract shall control. 

(c) If mailed, a delivery order or task order is considered "issued" when the Government deposits the order in the 

mail. Orders may be issued orally, by facsimile, or by electronic commerce methods only if authorized in the 

Schedule. 

(End of clause) 

52.216-19 ORDER LIMITATIONS. (OCT 1995) 

(a) Minimum order. When the Government requires supplies or services covered by this contract in an amount of 

less than $1,000.00, the Government is not obligated to purchase, nor is the Contractor obligated to furnish, those 

supplies or services under the contract. 

(b) Maximum order. The Contractor is not obligated to honor: 

(1) Any order for a single item in excess of $50,000,000.00; 

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(2) Any order for a combination of items in excess of $50,000,000.00; or 

(3) A series of orders from the same ordering office within 7 days that together call for quantities exceeding the 

limitation in subparagraph (1) or (2) above. 

(c) If this is a requirements contract (i.e., includes the Requirements clause at subsection 52.216-21 of the Federal 

Acquisition Regulation (FAR)), the Government is not required to order a part of any one requirement from the 

Contractor if that requirement exceeds the maximum-order limitations in paragraph (b) above. 

(d) Notwithstanding paragraphs (b) and (c) above, the Contractor shall honor any order exceeding the maximum 

order limitations in paragraph (b), unless that order (or orders) is returned to the ordering office within 7 days after 

issuance, with written notice stating the Contractor's intent not to ship the item (or items) called for and the reasons. 

Upon receiving this notice, the Government may acquire the supplies or services from another source. 

(End of clause) 

52.216-22 INDEFINITE QUANTITY. (OCT 1995) 

(a) This is an indefinite-quantity contract for the supplies or services specified, and effective for the period stated, in 

the Schedule. The quantities of supplies and services specified in the Schedule are estimates only and are not 

purchased by this contract. 

(b) Delivery or performance shall be made only as authorized by orders issued in accordance with the Ordering 

clause. The Contractor shall furnish to the Government, when and if ordered, the supplies or services specified in 

the Schedule up to and including the quantity designated in the Schedule as the "maximum". The Government shall 

order at least the quantity of supplies or services designated in the Schedule as the "minimum". 

(c) Except for any limitations on quantities in the Order Limitations clause or in the Schedule, there is no limit on 

the number of orders that may be issued. The Government may issue orders requiring delivery to multiple 

destinations or performance at multiple locations. 

(d) Any order issued during the effective period of this contract and not completed within that period shall be 

completed by the Contractor within the time specified in the order. The contract shall govern the Contractor's and 

Government's rights and obligations with respect to that order to the same extent as if the order were completed 

during the contract's effective period; provided, that the Contractor shall not be required to make any deliveries 

under this contract after end of the contract period of performance. 

(End of clause) 

52.217-8 OPTION TO EXTEND SERVICES (NOV 1999) 

The Government may require continued performance of any services within the limits and at the rates specified in 

the contract. These rates may be adjusted only as a result of revisions to prevailing labor rates provided by the 

Secretary of Labor. The option provision may be exercised more than once, but the total extension of performance 

hereunder shall not exceed 6 months. The Contracting Officer may exercise the option by written notice to the 

Contractor within 7 days from the end of the contract period of performance. 

(End of clause) 

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52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000) 

(a) The Government may extend the term of this contract by written notice to the Contractor within 7 days from 

contract end date; provided that the Government gives the Contractor a preliminary written notice of its intent to 

extend at least 30 days before the contract expires. The preliminary notice does not commit the Government to an 

extension. 

(b) If the Government exercises this option, the extended contract shall be considered to include this option clause. 

(c) The total duration of this contract, including the exercise of any options under this clause, shall not exceed five 

years. 

(End of clause) 

52.232-19 AVAILABILITY OF FUNDS FOR THE NEXT FISCAL YEAR (APR 1984) 

Funds are not presently available for performance under this contract beyond each task order . The Government's 

obligation for performance of this contract beyond that date is contingent upon the availability of appropriated funds 

from which payment for contract purposes can be made. No legal liability on the part of the Government for any 

payment may arise for performance under this contract beyond each task order, until funds are made available to the 

Contracting Officer for performance and until the Contractor receives notice of availability, to be confirmed in 

writing by the Contracting Officer. 

(End of clause) 

52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998) 

This contract incorporates one or more clauses by reference, with the same force and effect as if they were given in 

full text. Upon request, the Contracting Officer will make their full text available. Also, the full text of a clause may 

be accessed electronically at this/these address(es): 

http://farsite hill.af.mil 

(End of clause) 

52.252-4 ALTERATIONS IN CONTRACT (APR 1984) 

Portions of this contract are altered as follows: 

None at this time. 

(End of clause) 

52.252-6 AUTHORIZED DEVIATIONS IN CLAUSES (APR 1984) 

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(a) The use in this solicitation or contract of any Federal Acquisition Regulation (48 CFR Chapter 1) clause with an 

authorized deviation is indicated by the addition of "(DEVIATION)" after the date of the clause. 

(b) The use in this solicitation or contract of any Federal Acquisition Regulation (48 CFR Chapter 1) clause with an 

authorized deviation is indicated by the addition of "(DEVIATION)" after the name of the regulation. 

(End of clause) 

252.212-7001 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT STATUTES OR 

EXECUTIVE ORDERS APPLICABLE TO DEFENSE ACQUISITIONS OF COMMERCIAL ITEMS (APR 2007) 

(a) The Contractor agrees to comply with the following Federal Acquisition Regulation (FAR) clause which, if 

checked, is included in this contract by reference to implement a provision of law applicable to acquisitions of 

commercial items or components. 

 _X_ 52.203-3, Gratuities (APR 1984) (10 U.S.C. 2207). 

(b) The Contractor agrees to comply with any clause that is checked on the following list of Defense FAR 

Supplement clauses which, if checked, is included in this contract by reference to implement provisions of law or 

Executive orders applicable to acquisitions of commercial items or components. 

 (1) _X_ 252.205-7000, Provision of Information to Cooperative Agreement Holders (DEC 1991) (10 U.S.C. 

2416). 

 (2) _X_ 252.219-7003, Small Business Subcontracting Plan (DoD Contracts) (APR 2007) (15 U.S.C. 637). 

 (3) ___ 252.219-7004, Small Business Subcontracting Plan (Test Program) (APR 2007) (15 U.S.C. 637 note). 

 (4) _X_ 252.225-7001, Buy American Act and Balance of Payments Program (JUN 2005) (41 U.S.C. 10a-10d, 

E.O. 10582). 

 (5) _X_ 252.225-7012, Preference for Certain Domestic Commodities (JAN 2007) (10 U.S.C. 2533a). 

 (6) ___ 252.225-7014, Preference for Domestic Specialty Metals (JUN 2005) (10 U.S.C. 2533a). 

 (7) ___ 252.225-7015, Restriction on Acquisition of Hand or Measuring Tools (JUN 2005) (10 U.S.C. 

2533a). 

 (8) ___ 252.225-7016, Restriction on Acquisition of Ball and Roller Bearings (MAR 2006) (Section 8065 of 

Public Law 107-117 and the same restriction in subsequent DoD appropriations acts). 

 (9) ___ 252.225-7021, Trade Agreements (MAR 2007) (19 U.S.C. 2501-2518 and 19 U.S.C. 3301 note). 

 (10) ___ 252.225-7027, Restriction on Contingent Fees for Foreign Military Sales (APR 2003) (22 U.S.C. 

2779). 

 (11) ___ 252.225-7028, Exclusionary Policies and Practices of Foreign Governments (APR 2003) (22 U.S.C. 

2755). 

 (12)(i) ___ 252.225-7036, Buy American Act--Free Trade Agreements--Balance of Payments Program (MAR 

2007) (41 U.S.C. 10a-10d and 19 U.S.C. 3301 note). 

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 (ii) ___ Alternate I (OCT 2006) of 252.225-7036. 

 (13) ___ 252.225-7038, Restriction on Acquisition of Air Circuit Breakers (JUN 2005) (10 U.S.C. 

2534(a)(3)). 

 (14) _X_ 252.226-7001, Utilization of Indian Organizations, Indian-Owned Economic Enterprises, and Native 

Hawaiian Small Business Concerns (SEP 2004) (Section 8021 of Pub. L. 107-248 and similar sections in 

subsequent DoD appropriations acts). 

 (15) _X_ 252.227-7015, Technical Data--Commercial Items (NOV 1995) (10 U.S.C. 2320). 

 (16) ___ 252.227-7037, Validation of Restrictive Markings on Technical Data (SEP 1999) (10 U.S.C. 2321). 

 (17) _X_ 252.232-7003, Electronic Submission of Payment Requests (MAR 2007) (10 U.S.C. 2227). 

 (18) ___ 252.237-7019, Training for Contractor Personnel Interacting with Detainees (SEP 2006) (Section 1092 of 

Public Law 108-375). 

 (19) _X_ 252.243-7002, Requests for Equitable Adjustment (MAR 1998) (10 U.S.C. 2410). 

 (20)(i) ___ 252.247-7023, Transportation of Supplies by Sea (MAY 2002) (10 U.S.C. 2631). 

 (ii) ___ Alternate I (MAR 2000) of 252.247-7023. 

 (iii) ___ Alternate II (MAR 2000) of 252.247-7023. 

 (iv) ___ Alternate III (MAY 2002) of 252.247-7023. 

 (21) _X_ 252.247-7024, Notification of Transportation of Supplies by Sea (MAR 2000) (10 U.S.C. 2631). 

(c) In addition to the clauses listed in paragraph (e) of the Contract Terms and Conditions Required to Implement 

Statutes or Executive Orders--Commercial Items clause of this contract (FAR 52.212-5), the Contractor shall 

include the terms of the following clauses, if applicable, in subcontracts for commercial items or commercial 

components, awarded at any tier under this contract: 

(1) 252.225-7014, Preference for Domestic Specialty Metals, Alternate I (APR 2003) (10 U.S.C. 2533a). 

(2) 252.237-7019, Training for Contractor Personnel Interacting with Detainees (SEP 2006) (Section 1092 of Public 

Law 108-375). 

(3) 252.247-7023, Transportation of Supplies by Sea (MAY 2002) (10 U.S.C. 2631). 

(4) 252.247-7024, Notification of Transportation of Supplies by Sea (MAR 2000) (10 U.S.C. 2631). 

(End of clause) 

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Section J - List of Documents, Exhibits and Other Attachments 

ATTACHMENTS

Attachment J.1 Contractor’s Proposal 

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Recruiting and Retention Services 

Solicitation No: W9133L-08-R-0009 

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

A, TOC-i 

CACI CMS 

Tab A: Table of Contents 

May 15, 2008 

A TABLE OF CONTENTS

A Table of Contents ....................................................................................................................................... TOC-i 

B Executive Summary ..................................................................................................................................... ES-1 

C Traceability Matrix ..................................................................................................................................... TM-3 

D Activity Categories ....................................................................................................................................... AC-5 

D.1 Activity Category A—Training ......................................................................................................... AC-5 

D.1.1 Understanding of the Activity ........................................................................................................ AC-6 

D.1.2 Approach ........................................................................................................................................ AC-6 

D.1.3 Labor Categories and Staffing ........................................................................................................ AC-9 

D.2 Activity Category B―Research and Analysis .................................................................................. AC-9 

D.2.1 Understanding of the Activity ........................................................................................................ AC-9 

D.2.2 Approach ........................................................................................................................................ AC-9 

D.2.3 Labor Categories and Staffing ...................................................................................................... AC-11 

D.3 Activity Category C―Specialized Recruiting................................................................................. AC-12 

D.3.1 Understanding the Activity .......................................................................................................... AC-12 

D.3.2 Approach ...................................................................................................................................... AC-12 

D.3.3 Labor Categories and Staffing ...................................................................................................... AC-13 

D.4 Activity Category D―Recruiting and Retention Services .............................................................. AC-13 

D.4.1 Understanding of the Activity ...................................................................................................... AC-14 

D.4.2 Approach ...................................................................................................................................... AC-14 

D.4.3 Labor Categories and Staffing ...................................................................................................... AC-15 

D.5 Activity Category E―Development, Production, and Management of End Items ......................... AC-15 

D.5.1 Understanding of the Activity ...................................................................................................... AC-15 

D.5.2 Approach ...................................................................................................................................... AC-16 

D.5.3 Labor Categories and Staffing ...................................................................................................... AC-17 

D.6 Activity Category F―Training Support Development ................................................................... AC-17 

D.6.1 Understanding of the Activity ...................................................................................................... AC-17 

D.6.2 Approach ...................................................................................................................................... AC-17 

D.6.3 Labor Categories and Staffing ...................................................................................................... AC-19 

D.7 Activity Category G—Content Managed Portal.............................................................................. AC-19 

D.7.1 Understanding the Activity .......................................................................................................... AC-20 

D.7.2 Approach ...................................................................................................................................... AC-20 

D.7.3 Labor Categories and Staffing ...................................................................................................... AC-22 

D.8 Activity Category H—Databases .................................................................................................... AC-23 

D.8.1 Understanding the Activity .......................................................................................................... AC-23 

D.8.2 Approach ...................................................................................................................................... AC-23 

D.8.3 Labor Categories and Staffing ...................................................................................................... AC-25 

E Recruiting and Retention Scenario Task ................................................................................................. ST-26 

E.1 Scenario Task Technical and Management Discussion .................................................................... ST-26 

E.1.1 Objectives and Situation Analysis ................................................................................................. ST-26 

E.1.2 Team CACI Solution ..................................................................................................................... ST-27 

E.1.3 Management Approach ................................................................................................................. ST-28 

E.1.4 Technical Approach ...................................................................................................................... ST-29 

E.1.5 Task Order Specific Metrics ......................................................................................................... ST-36 

E.2 Scenario Task Basis of Estimate ...................................................................................................... ST-37 

F Corporate Capabilities, Suppliers, and Staffing ................................................................................. CCSS-40 

F.1 Corporate Capabilities ................................................................................................................. CCSS-40 

F.1.1 Corporate Stability ................................................................................................................... CCSS-41 

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January 5, 2011 

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Recruiting and Retention Services 

Solicitation No: W9133L-08-R-0009 

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

A, TOC-ii 

CACI CMS 

Tab A: Table of Contents 

May 15, 2008 

F.1.2 Management Approach and Processes ..................................................................................... CCSS-41 

F.1.3 Personnel .................................................................................................................................. CCSS-46 

F.1.4 Operations and Subcontractor Management ............................................................................ CCSS-47 

F.2 Suppliers ...................................................................................................................................... CCSS-48 

F.3 Staffing ........................................................................................................................................ CCSS-48 

F.3.1 Additional Labor Categories .................................................................................................... CCSS-48 

F.3.2 Employee Statistics .................................................................................................................. CCSS-48 

G Small Business Subcontracting Plan ....................................................................................................... SBSP-1 

H Special Contract Requirements ............................................................................................................. SCR-49 

I Assumptions, Conditions, Or Exceptions .............................................................................................. ACE-50 

J Resumes ............................................................................................................................................................ R-i 

K Glossary ........................................................................................................................................................... G-1 

List of Figures 

Figure 1. Key Features of Team CACI’s Technical and Management Approach ................................ ES-1 

Figure 2. CACI Key Team Members .................................................................................................... ES-2 

Figure 3. Team CACI Program Execution Approach .......................................................................... AC-5 

Figure 4. Team CACI’s ISD Approach ............................................................................................... AC-6 

Figure 5. Interactive and Self-Paced Training ..................................................................................... AC-9 

Figure 6. Activity Category A Labor and Staffing .............................................................................. AC-9 

Figure 7. Team CACI’s Research and Analysis Approach................................................................ AC-10 

Figure 8. Activity Category B Labor and Staffing ............................................................................. AC-11 

Figure 9. Team CACI’s Specialized Recruiting Approach ................................................................ AC-12 

Figure 10. Activity Category C Labor and Staffing ............................................................................. AC-13 

Figure 11. Team CACI’s R&R Support Approach .............................................................................. AC-14 

Figure 12. Activity Category D Labor and Staffing ............................................................................ AC-15 

Figure 13. Team CACI’s End-Item Development, Production, and Management Approach ............. AC-16 

Figure 14. Activity Category E Labor and Staffing ............................................................................. AC-17 

Figure 15. Team CACI Instructional Systems Development and Delivery Process ............................ AC-18 

Figure 16. Activity Category F Labor and Staffing ............................................................................. AC-19 

Figure 17. The 4D Approach to Portal Development .......................................................................... AC-20 

Figure 18. Content Managed Portal Login Page .................................................................................. AC-21 

Figure 19. Activity Category G Labor and Staffing ............................................................................ AC-22 

Figure 20. Team CACI Database Development Approach .................................................................. AC-24 

Figure 21. Task Proposal Evaluation Flow .......................................................................................... AC-24 

Figure 22. Activity Category H Labor and Staffing ............................................................................ AC-25 

Scenario Task: Armed Services Vocational Aptitude Battery (ASVAB) 

Training Program ................................................................................................................. ST-26 

Figure 23. Team CACI’s ATOM Approach ......................................................................................... ST-28 

Figure 24. ASVAB Training and Outreach Plan Quarterly Milestones 

and Deliverables .............................................................................................................. ST-1-29 

Figure 25. Team CACI Organized for R&R Success ...................................................................... CCSS-40 

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January 5, 2011 

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Solicitation No: W9133L-08-R-0009 

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

A, TOC-iii 

CACI CMS 

Tab A: Table of Contents 

May 15, 2008 

Figure 26. Features and Benefits of the Team CACI Management Approach ................................ CCSS-41 

Figure 27. TO Management Process ................................................................................................ CCSS-42 

Figure 28. Team CACI Management Structure ............................................................................... CCSS-42 

Figure 29. R&R Program Risk Management Process ...................................................................... CCSS-43 

Figure 30. RRAMP .......................................................................................................................... CCSS-44 

Figure 31. Team CACI Additional Management Tools and Processes ........................................... CCSS-45 

Figure 32. CACI Subcontractor Management Structure .................................................................. CCSS-47 

Figure 33. Team CACI Office Locations ........................................................................................ CCSS-48 

Figure J-1. Team CACI Office Locations ................................................................................................ R-iv 

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Solicitation No: W9133L-08-R-0009 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

B, ES-1 

CACI CMS 

Tab B: Executive Summary 

May 15, 2008 

B EXECUTIVE SUMMARY

The enormous recruiting, retention, and attrition management challenges facing the National Guard 

in today’s complex and dynamic environment require a team with knowledge of the target audiences 

and how to reach them, forward-looking expertise in communications technology, and commitment to 

the mission. Team CACI is that provider. We offer Guard-based knowledge and expertise, a processdriven technical and management approach, and a deep-seated commitment to meet the National 

Guard Bureau, Army Strength Maintenance (NGB-ASM) Division’s end strength goals now and over 

the next five years. 

In this proposal, Team CACI presents a complete and thorough Recruiting and Retention (R&R) support program 

for NGB-ASM. As detailed in Tab D, Team CACI provides thought leadership and experience from our subject 

matter experts (SMEs), broad and deep functional expertise across all eight Statement of Work (SOW) Activity 

Categories, and a quick reaction response capability that spans all 54 states and territories. By applying our 

innovative tools, technologies, and continuous improvement process-based approach, we will deliver tailored, 

scalable, and cost-effective solutions to meet the Guard’s evolving requirements. 

Our proven, established task order (TO) processes, Guard-focused knowledge, and wide range of capabilities 

means we are ready to meet and exceed the requirements across all activity categories. Our four-phase approach 

to performing tasks includes: 1) planning and estimating; 2) scheduling and staffing; 3) performing, managing, 

and administering; and, 4) refining our processes and procedures. With our team members, we use up-planning, 

regular assessment, and periodic risk reviews to identify and address any significant program risk issues (e.g., 

performance and communications). We will ensure consistency and work performance by employing established 

industry best practices, standardized processes and procedures, and appropriate tools and technologies. 

Tab E describes our approach to the Scenario Task and demonstrates our creativity, knowledge, insight, and 

capabilities. Our overall solution combines a comprehensive, disciplined management methodology with a 

creative yet practical technical approach. This solution results in a “best practices training and media outreach 

program” to enable recruiters to raise awareness, and promote use, of the Armed Services Vocational Aptitude 

Battery (ASVAB) test to high school guidance counselors, students, and parents. Figure 1 summarizes the five 

key features of our low-risk, process-driven technical and management approach that ensures a quick response to 

meet any task requirement regardless of size, scope, or complexity. 

Figure 1. Key Features of Team CACI’s Technical and Management Approach 

Our Guard-focused, technology-aided, process-driven, performance-based, and best practices approach ensures that the 

Guard’s end strength goals are met. (b) (4)

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January 5, 2011 

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Solicitation No: W9133L-08-R-0009 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

B, ES-2 

CACI CMS 

Tab B: Executive Summary 

May 15, 2008 

 CACI leads a select team of Guard-experienced, knowledgeable, and capable 

who will provide comprehensive, efficient, and cost-effective solutions to meet the Guard’s R&R objectives. 

Figure 2. CACI Key Team Members 

Functional Activity Categories 

Company Team Role/Expertise and Experience 

A Training B Research & 

Analysis 

C Specialized 

Recruiting 

D Recruiting & 

Retention Svcs 

E End-Item 

Production 

F Training 

Support 

G Web Portal H Databases 

CACI and will provide expertise and experience across all eight activity categories to meet the Guard’s R&R 

goals and objectives. 

To broaden and further strengthen our team capabilities,

ab F includes information about each of our 

We are committed to achieving NGB-ASM’s end strength goals. Team CACI’s Guard-focused experts will 

combine their deep functional knowledge, capabilities, innovative tools and technologies, and mature 

management processes to meet the Guard’s recruiting, retention, and attrition management challenges now and 

over the next five years. 

(b) (4) (b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

(b) (4)

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January 5, 2011 

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Recruiting and Retention Services 

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this sheet 

is subject to the restriction on the title page of 

this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

C, TM-3 

CACI CMS 

Tab C: Traceability Matrix 

May 15, 2008 

C TRACEABILITY MATRIX

NOTE: Volumes I and II pages numbered in Roman lower-case (i, ii, etc.) are those excluded from the page count 

according to Section L instructions. 

RFP TITLE 

Volume I Technical and Management 

Tab A Table of Contents 

Tab B Executive Summary 

Tab C Traceability Matrix 

Tab D Activity Categories 

Tab D.1 Activity Category A—Training 

Tab D.2 Activity Category B—Research and Analysis 

Tab D.3 Activity Category C—Specialized Recruiting 

Tab D.4 Activity Category D—Recruiting and Retention Services 

Tab D.5 Activity Category E—Development, Production, and Management 

of End Items 

Tab D.6 Activity Category F—Training Support Development 

Tab D.7 Activity Category G—Content Managed Portal 

Tab D.8 Activity Category H—Databases 

Tab E Recruiting and Retention Scenario Task 

Tab E.1 Scenario Task Technical and Management Discussion 

Tab E.2 Scenario Task Basis of Estimate 

Tab F Corporate Capabilities, Suppliers, and Staffing 

Tab F.1 Corporate Capabilities 

Tab F.2 Suppliers 

Tab F.3 Staffing 

Tab G Small Business Subcontracting Plan 

Tab H Special Contract Requirements 

Tab I Assumptions, Conditions, or Exceptions 

Tab J Résumés 

Tab K Glossary 

Volume II Past Performance 

Tab A Table of Contents 

Tab B Executive Summary 

Tab C Past Performance Discussion 

Tab C.1 Project Summaries 

Tab C.2 Past Performance on Specific Tasks 

(b) (4)

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Solicitation No: W9133L-08-R-0009

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is subject to the restriction on the title page of 

this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

C, TM-4 

CACI CMS 

Tab C: Traceability Matrix 

May 15, 2008 

RFP TITLE 

Tab C.2.1 Activity Category A—Training 

Tab C.2.2 Activity Category B—Research and Analysis 

Tab C.2.3 Activity Category C— Specialized Recruiting 

Tab C.2.4 Activity Category D— Recruiting and Retention Services 

Tab C.2.5 Activity Category E—Development, Production, and Management 

of End Items 

Tab C.2.6 Activity Category F—Training Support Development 

Tab C.2.7 Activity Category G—Content Managed Portal 

Tab C.2.8 Activity Category H—Databases 

Tab C.3 Management and Client Relationships 

Tab C.4 Quality of Service and Cost Control 

Tab D Glossary, if applicable 

Volume III Price Proposal

Tab A Table of Contents 

Tab B Standard Form 33 

Tab C General Pricing and Costs 

Tab C.1 Labor Rates 

Tab C.1.1 Labor Rate Development 

Tab C.1.2 Labor Rate Ground Rules, Assumptions, Exceptions, and 

Conditions 

Tab C.1.3 Labor Rate Schedule Table 

Tab C.2 Other

Tab C.2.1 Government Furnished Materials or Support 

Tab C.2.2 Escalation Rates 

Tab C.2.3 Other Direct Costs 

Tab C.2.4 Materials, Equipment, Software, Supplies 

Tab C.2.5 Travel 

Tab C.2.6 Additional Charges 

Tab D Recruiting and Retention Scenario Task 

Tab D.1 Recruiting and Retention Task Scenario Basis of Estimate 

Tab D.2 Recruiting and Retention Task Scenario Ground Rules, 

Assumptions, Exceptions, and Conditions 

Tab D.3 Recruiting and Retention Task Scenario Price / Cost Tables 

Volume IV Plans 

Tab A Table of Contents 

Tab B Quality Control Plan 

Tab C Quality Assurance Surveillance Plan [Draft] 

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

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Recruiting and Retention Services 

Solicitation No: W9133L-08-R-0009 

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-5 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

D ACTIVITY CATEGORIES

Team CACI will address each activity in each task order (TO) with established processes, Guardfocused knowledge, deep resources, and the commitment to service we demonstrate in working with 

the National Guard every day. 

Team CACI is ready to meet and exceed the requirements of the eight Activity Categories. present 

specialization and redundancy to assure the National Guard we will always have the right resources available. 

 will lead the program and each task, ensuring consistency and performance by employing 

established, industry best practices and documented corporate procedures and tools. Our execution process for the 

R&R IDIQ Program is based on company and industry best practices, and is structured and repeatable while 

accommodating the specific activities and methodologies of each defined Activity Category. It is adapted to 

include the Task Proposal Template (TPT) and supporting databases described in the SOW as potential tasks and 

components of the government’s TO process. Figure 3 depicts our view of TO activity on the R&R IDIQ contract. 

Figure 3. Team CACI Program Execution Approach 

Team CACI’s established TO management approach drives execution of Activity Categories and 

supports the TO process. 

The combined National Guard R&R experience of our team and our knowledge of the business will inform each 

project and decision to ensure we not only meet the requirements of the TO, but give the Army National Guard 

products and results that make a difference in making mission. The following sections address the specific SOWdefined Activity Categories. The labor categories listed for each Activity Category do not necessarily comprise a 

full task team for a given TO. In sum, however, the labor categories and representative individuals listed across 

the eight Activity Categories demonstrate the breadth, qualifications, and flexibility of Team CACI. 

D.1 Activity Category A—Training 

Team CACI will answer each training TO with proven Instructional System Design (ISD) processes 

and skilled practitioners. Our knowledge, experience, innovation, and skill will ensure economical 

distribution, learner engagement, and measurable results. 

(b) (4) (b) (4)

(b) (4)

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Recruiting and Retention Services 

Solicitation No: W9133L-08-R-0009 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-6 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

A singular strength of Team CACI is our in-house expertise in recruiting, retention, and attrition management. 

Many companies can develop training, but only Team CACI has the depth of field-level R&R subject matter 

knowledge

Our past performance in training is 

summarized in Volume II, Subtab C.2.1. 

D.1.1 Understanding of the Activity 

The RRF requires consistent, quality training to improve skills and maximize the use of new and existing 

programs. The distributed nature of the RRF workforce creates the need for a comprehensive and consistent 

library of training curricula, materials, and channels, developed in accordance with industry best practices. Our 

mature ISD process is illustrated in Figure 4. 

Figure 4. Team CACI’s ISD Approach 

Team CACI’s ISD approach supports all delivery types and audiences. 

The RRF needs training in recruiting, attrition management, and retention skills. The National Guard Recruiter 

must master the art of selling and overcoming objections, understand legal requirements and eligibility criteria, 

and respond to any question a potential Soldier might ask. The states rely on on-the-job training to supplement the 

initial course of study offered by the Professional Education Center (PEC). Curriculum support under the R&R 

Program provides NGB-ASM with the opportunity to standardize this material nationally, based on a best 

practices and lessons learned approach for recruiting, retention, and attrition management. 

In addition to the RRF, the newly enlisted Soldier; community and business leaders; media representatives; local 

government; veterans; and influencers like educators, clergy, and parents all require some form of training, 

whether it be awareness of Guard benefits or the details of interpreting the Armed Services Vocational Aptitude 

Battery (ASVAB) results. 

Delivery channels range from instructor-led classroom training to the latest technology scenario-based interactive 

training. Twenty-first century technology continues to open new vistas for training delivery. Web-based training, 

podcasts, PDA transmissions, simulations and scenarios, avatars, and games―each has particular strengths in 

delivering content, engaging the student, and maximizing learning. 

D.1.2 Approach 

Team CACI has the instructional rigor, production capability, communications creativity, technological strength, 

and Guard-focused experience to provide the RRF with the training it needs to improve recruiter performance, 

boost market share, contribute to end strength, and recruit the best Soldiers. 

(b) (4)

(b) (4)

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Solicitation No: W9133L-08-R-0009 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-7 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

Team CACI’s process for training development is our ISD approach, shown in Figure 4, which is based on the 

Army’s Systems Approach to Training (SAT). 

 

 

 

(b) (4)

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Solicitation No: W9133L-08-R-0009 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-8 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

 

Team CACI’s interactive training: A delivery system for every training need. 

VIDEO-BASED TRAINING. Team CACI’s video-based elements range from simple, direct instruction by SMEs to 

integrating video into a full educational product using 3-D animations and Adobe Flash programming. 

BLENDED LEARNING. Blended learning refers to combining classroom training with electronic training. Team 

CACI works with the customer to combine various methods of delivery for the greatest instructional effect. 

GAMING TECHNOLOGIES. For certain target audiences, gaming provides a viable learning methodology that is 

gaining acceptance throughout DoD. This alternative technique for training uses games to reinforce facts, drill and 

practice to enhance recall, and a competitive framework that is highly motivating. The use of an immersive 

environment provided by interactive games can assist in final course assessment by helping to determine the level 

of skill mastery. Gaming technology can be incorporated for both soft skills and technical skills, especially useful 

for recruiters. 

(b) (4)

(b) (4)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-9 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

AWARENESS TRAINING. Frequently, the objective of training is merely to increase awareness of a topic or 

program. This is especially true when the audience is not part of the National Guard and, therefore, not generally 

available to structured training. Prospective Soldiers, parents and educators, local governments, and military 

support organizations are all possible recipients of communications to increase awareness. The channels available 

to Awareness Training range from printed handouts and brochures to advertising media and Websites. Team 

CACI is especially equipped (CACI Strategic Communications is a full service marketing firm) to develop and 

implement Awareness campaigns. 

PROMOTION AND MARKETING OF TRAINING. Promoting training programs to its target audiences and influencers 

is essential to success, to ensure attendance and attention. We will develop promotional and support materials that 

range from advertising media to collateral materials to Websites, videos, and Recruitment Promotional Items 

(RPIs). 

TRAINING EVALUATION. Team CACI will develop evaluation instruments and identify metrics for measuring the 

effectiveness of training programs. Metrics may include the number of students who take the training and the 

knowledge obtained through the training. Measurement tools include instructor reports, data collected via the 

National Guard Learning Management System (LMS), or pre-tests and post-tests. Depending on the National 

Guard’s learning objectives and instructional media to be used, we will incorporate assessment items and 

activities. Aggregate results will become part of performance measurement. 

D.1.3 Labor Categories and Staffing 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 6 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW. Staffing for Training 

Support Development is identified in Subtab D.6.

Figure 6. Activity Category A Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Instructional/Curriculum Developer J.14 

Military Consultant Specialist J.18 

Technical Trainer 1 J.51 

Technical Trainer 2 J.52 

Technical Trainer 3 J.53 

Technical Training Manager J.54 

Team CACI’s Training Team combines instructional expertise and Guard experience. 

D.2 Activity Category B―Research and Analysis 

Team CACI’s research and analysis capability provides a secure foundation of actionable 

information for understanding, process, and results. 

Team CACI works every day with National Guard data, providing analysis for National Guard programs. With 

 the Guard will have access to an even higher level of market data and 

insightful analysis. Our past performance in Research and Analysis is summarized in Volume II, Subtab C.2.2. 

D.2.1 Understanding of the Activity 

While we bring industry-leading capability to conduct primary research and analysis, Team CACI will primarily 

use the extensive data sources to which the National Guard already has access. 

D.2.2 Approach 

Research for recruiting and retention means collecting accurate data on what has worked in the past, is currently 

working, and will work most effectively in the future, then turning that data into information that can be reliably 

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b) (4)

(b) (4)

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Tab D: Activity Categories 

May 15, 2008 

acted on. The results of research conducted, analyzed, and interpreted by our team of Guard-smart SMEs will 

enable Team CACI to equip NGB-ASM management to make program decisions for maximum impact, and give 

us the tools to design and implement programs that work (see Figure 7). 

Figure 7. Team CACI’s Research and Analysis Approach 

Team CACI’s research puts actionable data and insightful Guard-based analysis into the hands of decision-makers.

Team CACI offers a full range of tools and techniques to support a data-driven approach to strategies, tactics, and 

decisions. Our qualitative and quantitative data collection methods enable clients to approach any research 

challenge using the most appropriate methodology. Our analysts use advanced data analysis techniques and 

software to provide clients a complete and clear understanding of their market or business. For the National 

Guard, 

RESEARCH AND ANALYSIS. As required, Team CACI will perform primary research and analysis services, 

including research design, data collection, data analysis, and statistical analysis. The result will be market 

intelligence that informs and supports recruiting, retention, and attrition management objectives. Normally, 

however, Team CACI will be able to provide reliable market insight, using available National Guard, DoD, and 

commercial market sources we have used successfully since 2001, without the need for primary research. Team 

CACI will also use other available data sources, including the following: 

 Team CACI Research.

 State Media Services Data.

 Cartel Research. (b) (4)

(b) (4)

(b) (4)(b) (4) (b) (4)

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Tab D: Activity Categories 

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 Yankelovich Research.

When primary research is required, Team CACI can provide it in any form and at any level of sophistication the 

Guard may desire, using a research portfolio, including quantitative and qualitative capabilities with a full range 

of research methodologies and tools. 

eam CACI has similarly powerful capability in mail and Web data collection. 

DETERMINING PREFERENCES AND ATTITUDES. Team CACI will use existing and new surveys as the data 

collection instruments to determine preferences and attitudes of target groups. 

By monitoring and managing StayGuard and similar data collection efforts, Team 

CACI will be able to suggest training or communication programs that meet real and current needs. 

AUTOMATED METHODS. Team CACI will employ automated methods and processes, including Web surveys, 

scanning, data capture, and report generation, as applicable, to task requirements or objectives. Team CACI has 

in-house access to a suite of automated data collection, analysis, and reporting tools that can be accessed for 

Guard purposes at any time. They include: 

ANALYSIS. Team CACI will produce value-added analysis results to ensure training strategies and curricula 

effectively accomplish their objectives. These analyses will be clear, concise, actionable, and based on data 

collected during training events and external to training. Measuring training effectiveness is central to our 

management principle of continual improvement and established training methodologies; Team CACI’s 

curriculum evaluation approach is described in D.1. Surveys of RRF personnel, enlistees, and the public provide 

data that is monitored to ensure training content and other R&R programs address current market issues. 

D.2.3 Labor Categories and Staffing 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 8 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW. 

Figure 8. Activity Category B Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Media Analyst J.16 

Research Director J.23 

Marketing Strategist J.38 

Strategy Consultant Expert J.43 

Strategy Consultant Expert, Senior J.44 

(b) (4)

(b) (4) (b) (4)

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

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Tab D: Activity Categories 

May 15, 2008 

Labor Category Representative Staffing Tab J Resume Location 

Subject Matter Expert 1 J.45 

Subject Matter Expert 2 J.46 

Subject Matter Expert 3 J.47 

Team CACI brings research skill and National Guard experience to the task of making data actionable. 

D.3 Activity Category C―Specialized Recruiting 

Specialized recruiting calls for specialized strategies. Team CACI has a process for developing the 

right program to recruit for specialized positions from a limited pool of professionals. 

Our innovative approaches to this challenge have included

 Our past performance in Specialized Recruiting is 

summarized in Volume II, Subtab C.2.3. 

D.3.1 Understanding the Activity 

The effects of operational tempo (OPTEMPO), deployment, financial considerations, and other factors pose 

challenges to meeting officer strength goals. These demands have spilled over into critical skill areas, such as 

military intelligence, healthcare providers, and chaplains. For example, vacancies for chaplain positions have 

soared since 2001 when many chaplains moved to active duty in the Army. Filling the openings has been difficult 

because faith leaders have been deterred by the likelihood of long and repeated deployments. Complicating 

matters, chaplains are not covered by a federal law protecting Soldier’s jobs while they are deployed. The Army 

National Guard is at approximately 40 percent of its authorized level for chaplains; similar shortfalls exist for 

JAG officers, physicians, and dentists. Low-density, high-demand professionals each have their own hot buttons 

and objections. They respond to personal approaches and customized solutions of the kind Team CACI has 

implemented and will continue to bring to NGB-ASM. 

D.3.2 Approach 

Team CACI will identify and support the recruiting of candidates for low-density, high-demand Military 

Occupational Specialties (MOSs). As required, we will perform searches to identify doctors, lawyers, dentists, 

judge advocates, chaplains, and others for National Guard positions, and we will perform specialized recruiting 

that targets specific low-density MOSs that are not typically addressed in general recruiting efforts. Figure 9 

outlines the process Team CACI uses to effectively target specialized professionals. 

Figure 9. Team CACI’s Specialized Recruiting Approach 

Team CACI knows that specialized recruiting calls for specialized strategies. 

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

(b) (4)

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There is no single, cookie-cutter approach to recruiting low-density officers. Each profession has its own appeals 

and objections. Each population—Non-Prior Service (NPS), Prior Service (PS), and Active Duty (AD)—has its 

own lifestyle and career path trigger points. These positions require professional skills requiring years of 

advanced study or training, and are generally well compensated in the civilian arena. Reaching these people with 

a compelling reason to bring their services to the National Guard takes personal and innovative approaches. 

 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 10 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW.

Figure 10. Activity Category C Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Account Coordinator J.1 

Account Supervisor J.3 

Communications Consultant J.8 

Contract Manager J.9 

Language Translator J.15 

Account Coordinator 2 J.26 

Support Specialist 1 J.48 

Support Specialist 2 J.49 

Support Specialist 3 J.50 

Team CACI’s Specialized Recruiting Team is selected for the target population. 

D.4 Activity Category D―Recruiting and Retention Services 

Team CACI’s process for Recruiting and Retention (R&R) Services is driven by our understanding 

that supporting the RRF in the field requires insight, experience, and expertise. We have the broad 

capabilities to provide material, product, and program support—including a ready pipeline of 

knowledgeable and highly qualified ex-military staff to immediately engage in R&R Services tasks. 

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b) (4) (b)(4), (b)(6) (b)(4), (b)(6)

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Team CACI members perform this work every day, providing support to Military Entrance Processing Station 

(MEPS), the Recruit Sustainment Program (RSP), Reserve Component Career Counselors (RCCCs), State 

Recruiting and Retention Commanders (RRCs), and other NGB and state-level offices. Our past performance in 

R&R Services is summarized in Volume II, Subtab C.2.4. 

D.4.1 Understanding of the Activity 

D.4.2 Approach 

 

 

Figure 11. Team CACI’s R&R Support Approach 

Team CACI’s approach to R&R support puts Guard-qualified people in place and keeps them there. 

The following paragraphs briefly discuss our capability to support potential tasks: 

(b) (4)

(b) (4)

(b) (4)

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MEPS SUPPORT. Team CACI will apply our experience-based approach to provide support at Military Entrance 

Processing Stations. We will supply expert personnel with first-hand knowledge of the details of applicant 

processing, including initial and final processing. 

RSP SUPPORT. Team CACI support services at Recruitment Sustainment Program locations will help prepare 

new Guard Soldiers for Basic Combat Training (BCT) and subsequent MOS qualification. As required, Team 

CACI will provide training, coordination, facilitation, administration, automation, marketing, counseling, 

processing, and administrative services in support of the RSP. 

RCCC SUPPORT. Team CACI is highly qualified to provide RCCCs with support to assist in transitioning active 

duty personnel to the National Guard. Potential RCCC support activities, many of which Team CACI members 

are currently supporting, include providing active duty Soldiers counseling on reserve obligations and the benefits 

of continued service in the reserve components, and enlisting them into the Army National Guard. 

ADDITIONAL SERVICES. Team CACI’s expertise will make us valued partners to NGB and the States in 

providing additional R&R Services, such as Marketing Support, RRNCO selection, administrative support, and 

functional or technical SMEs. 

D.4.3 Labor Categories and Staffing 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 12 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW. 

Figure 12. Activity Category D Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Account Executive J.2 

Communications Consultant J.8 

Project Manager J.22 

Account Coordinator 2 J.26 

Recruiting and Retention Support Coordinator J.39 

Recruiting and Retention Support Specialist J.40 

Recruiting and Retention Support Specialist, Senior J.41 

Support Specialist 1 J.48 

Support Specialist 2 s J.49 

Support Specialist 3 J.50 

Team CACI has the pipeline to provide whatever support is needed, wherever it is needed.

D.5 Activity Category E―Development, Production, and Management of End 

Items 

Team CACI has the facilities, methodologies, and relationships with vendors to perform the entire 

range of end-item activities, from concept to warehousing, from training packages to Recruitment 

Promotional Items (RPIs). Through our Guard-experienced Team CACI member Docupak, and 

redundant capability across our team, we will ensure uninterrupted flow of RPIs and other end items 

to the RRF. 

Team CACI is experienced in fulfilling end-item requirements for the National Guard, as well as other clients, 

and through multiple team members. Our past performance in End-Item Development, Production, and 

Management is summarized in Volume II, Subtab C.2.5. 

D.5.1 Understanding of the Activity 

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

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D.5.2 Approach 

Team CACI will develop promotional and recognition items for use in R&R programs. Items proposed will be 

within the parameters for use in accordance with NGR 601-1. Building on our established processes and facilities, 

Team CACI will provide all design, fabrication, and management services for RPIs and packaged products. In 

addition, we will bring promotional ideas to the program, suggesting activities to enhance the branding and 

awareness efforts of NGB-ASM to include Army National Guard Recruiting Commands, R&R NCOs, Retention 

NCOs, and Recruiting Assistants. Our approach is shown in Figure 13. 

Figure 13. Team CACI’s End-Item Development, Production, and Management Approach 

Team CACI’s complete design, production, and delivery capability provides full lifecycle support for end items. 

DEVELOPMENT OF PROMOTIONAL AND RECOGNITION ITEMS. Team CACI’s design, production, and 

coordination capabilities provide the skills and processes to create packaging, and promotional and recognition 

items. Team CACI will ensure that we have a clear understanding of NGB’s requirements through face-to-face 

consultation, understanding of the target audience, and a focus on providing quality end products. We will design, 

produce, and deliver creative materials in support of special promotions, events, conferences, mobile training, and 

Program and training packaging will be designed in cooperation with the training or program development team 

to ensure continuity of design and logistical efficiency. DVD and training material packaging will be professional 

in design and function. Where mastering and duplication are required, Team CACI will ensure in-house 

completion at any of our several existing facilities, including those of Gallup and CACI. 

PERFORMANCE OF ALL PHASES OF DEVELOPMENT. Team CACI will support the full lifecycle of requirements, 

including manufacture, warehousing, and distribution. The facility will offer at least 60,000 sq. ft. or more of 

space (expandable to meet future requirements), forklift capability, cataloged and bar coded bin storage, a 

conveyor system or other means of facilitating fulfillment, and packaging/shipping capabilities. If the 

Government desires, we will ensure that existing warehousing facilities and distribution channels familiar to the 

Guard through Docupak will remain in use. In response to requests from NGB-ASM or individual states, Team 

CACI will ensure rapid distribution via standard commercial shipping, such as UPS or Federal Express. 

Distribution may be in response to an on-demand order (potentially via online ordering through the Content 

Managed Portal addressed in D.7) or scheduled on regular monthly/quarterly intervals. In the event of overflow 

requirements, (b) (4) (b) (4)

(b) (4)

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D.5.3 Labor Categories and Staffing 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 14 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW. 

Figure 14. Activity Category E Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Desktop Publisher J.10 

Graphic Artist J.13 

Technical Writer J.24 

Graphic Artist 2 J.35 

Graphic Artist 3 J.36 

Technical Writer 2 J.55 

Team CACI has in-place redundant facilities and staff to develop, produce, and manage National Guard end items. 

D.6 Activity Category F―Training Support Development 

Team CACI will design and deliver interactive, multimedia, distributed learning solutions that 

provide effective instruction, reliable performance, meaningful interactivity levels, and timely 

delivery. We will provide the RRF with the training tools that will increase recruiter efficiency; 

enhance retention efforts; and showcase the National Guard’s incomparable assets, culture, and 

values. 

Team CACI has developed online instruction for a wide range of DoD clients. Our past performance in Training 

Support Development is summarized in Volume II, Subtab C.2.6. 

D.6.1 Understanding of the Activity 

D.6.2 Approach 

Team CACI will furnish all personnel, facilities, services, equipment, materials, and data necessary to support the 

RRF’s curriculum development requirements and objectives. We have extensive, historically proven experience 

using the Systems Approach to Training (SAT) in the design, development, and implementation of training and 

education curriculum and curriculum support products. We detail our Instructional Systems Development process 

in Sub-Tab D.1. Figure 15 illustrates Team CACI’s proven process for designing, developing, and delivering 

electronic learning. 

Team CACI has developed more than 500 Web-based lessons supporting almost 500 hours of actual instruction 

for a wide range of DoD clients, including ROTC, JROTC, Army, and Navy. These materials have supported the 

technical and professional growth of adult learners and have ranged from college accredited courses to missioncritical and performance improvement instruction. Team CACI has a complete staff of instructional developers, 

video specialists, graphic designers, and production staff employing two fully equipped in-house studios for 

broadcast-quality video and multimedia creation. CACI production teams routinely travel to customer sites for onlocation production in support of courseware development. 

(b)(4), (b)(6) (b)(4), (b)(6) (b) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

(b)(4), (b)(6)

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Figure 15. Team CACI Instructional Systems Development and Delivery Process 

Team CACI provides the skills, tools, and technology for full lifecycle training development. 

Team CACI’s depth provides the multimedia bench strength required to support multiple courseware 

development programs. Our capabilities include the following: 

 Multiple training groups serving the military, including our office in Norfolk, VA, which serves Army, Navy, 

Marine, and ROTC customers 

 Two CACI broadcast-quality production facilities for video and multimedia production, both in-studio and on 

location; additional facilities of 

 Award-winning graphic and Web designers, including CACI Strategic Communications, who have been 

supporting NGB-ASM since 2001 

 The technical expertise of CACI and Team CACI partner Iostudio, taking the lead in integrating online 

training delivery with any current Army National Guard Web system. 

DEVELOPMENT. Team CACI will develop visual, graphical, interactive, animation, and related software for R&R 

training programs. Our services include graphic design; script development; production; props; and coordination 

of production―on location, in studio, and digital―for movies, video, and digital graphics to be incorporated into 

training materials. Team CACI’s developers use industry-best tools in a variety of production packages on PC and 

Macintosh development platforms, such as the Adobe/Macromedia suite, 3DsMax, Character Studio, Sound 

Forge, and AutoCAD software. Team CACI will provide all design, development, duplication, and distribution 

services required to support training products. Our products will be compliant with applicable government and 

industry standards, such as SCORM and Section 508 of the Disabilities Act. 

AUDIO/VIDEO. CACI’s video production facilities—located in Norfolk, VA, and Chantilly, VA—allow us to 

capture video and audio in our studios or on location for a wide range of military and federal agency customers 

nationwide. Our video team works with instructional designers to write scripts that are engaging but 

instructionally sound. Our producers and support staff take care of all logistics for production on location, 

including location scouting, obtaining permissions and clearances, acquiring props, and securing releases. 

GRAPHIC DESIGN. Team CACI’s staff of award-winning graphic designers is capable of producing graphics for 

content presentations, instructional units, motivational programs, and promotional products. Team CACI’s 

development team includes talented animation artists who bring graphic concepts to life to more fully engage the 

student and more clearly deliver instructional content. We develop high-quality graphics using the conventions 

and design specifications identified for the courseware. This can include animation and visual exercises within the 

capabilities and bandwidth constraints of the delivery system. 

COURSEWARE/SOFTWARE. Team CACI will supply all supporting software and software coding to support 

delivery of Web-based multimedia programming. To support our creative platform approach, Team CACI will 

tag, catalogue, and archive all video, photographs, and images for entry into a digital asset management database 

for potential use in other programs and formats to serve Guard training needs. (b) (4)

(b) (4)

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May 15, 2008 

PRODUCTION. For all modes of distribution—from CD-ROM and DVD to Webcast and video game format—

Team CACI provides world-class production, packaging, and shipping capabilities to ensure prompt and seamless 

distribution of training materials worldwide. 

Team CACI has broad and deep capabilities to produce, manufacture, duplicate, inventory, and distribute training 

packages. For example, the CACI Productions Group—located in Chantilly, VA—regularly produces and 

packages CD and DVD materials in large bulk lots.

These capabilities are discussed at length in Subtab D.5. 

D.6.3 Labor Categories and Staffing 

Team CACI is currently haspersonnel who meet or exceed the Government’s requirements. Figure 16 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. Highlighted labor categories are proposed in addition to those listed in the SOW.

Figure 16. Activity Category F Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Animation Artist J.4 

Assistant Producer J.5 

Camera Operator J.6 

CD ROM/Multimedia/Web Programmer J.7 

Director J.11 

Executive Producer J.12 

Media Trainer J.17 

Producer J.19 

Production Assistant J.20 

Production Manager J.21 

Video Editor J.25 

Senior Curriculum Developer J.42 

Webmaster J.56 

Team CACI is fully equipped and fully staffed to support distributed learning development. 

D.7 Activity Category G—Content Managed Portal 

Team CACI will approach portal development for NGB with a development process that has been 

proven in NGB-ASM implementation, executed with CACI’s technology depth and the Web skills and 

Guard-centered Web knowledge of team member Iostudio. 

Team CACI offers deep experience in developing information portals. Team CACI member Iostudio is currently 

developing the www.1-800-GO-GUARD.com (800GG) RRF Portal. The prime, CACI, developed and maintains 

GuardSupport.com, a site successfully employed on the State Media Services Program. Our past performance in 

Portal Development is summarized in Volume II, Subtab C.2.7.

D.7.1 Understanding the Activity 

The National Guard has a need to consolidate information for its Recruiting and Retention Force to improve 

communications, increase efficiency, and reduce costs. By aggregating content into member-specific portals, the 

Army National Guard can empower leadership, the RRF, applicants, RSP Warriors, and regular members. With 

the continuing success of the online enlistment application, Path to Honor (PTH), the Guard’s primary recruiting (b) (4)

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b) (4) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

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Website, 800GG, is becoming an online communications center for the RRF that takes visitors from contact to 

contract and beyond. 

D.7.2 Approach 

Team CACI’s approach to developing NGB’s content-managed portal is based on Guard-proven processes that 

maximize client involvement; ensure rapid delivery; and provide a coherent, practical, and technologically solid 

structure for planning and managing the project. 

Figure 17. The 4D Approach to Portal Development 

Team CACI will adapt Iostudio’s successful Guard-based methodology. 

The 4D Approach divides each project into four distinct phases of development. Each phase has specific 

milestones and deliverables, with client feedback throughout. 







(b) (4)

(b) (4)

(b) (4) (b) (4)

(b) (4)

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

CONTENT MANAGED PORTAL MANAGEMENT. Team CACI will approach each portal requirement from the 

Government as part of an evolving, unified Web environment. 

 

(b) (4)

(b) (4)

(b) (4)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3 104) 

For Official Use Only 

D, AC-22 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

Figure 19. Activity Category G Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

CD ROM/Multimedia/Web Programmer J.7 

Applications Sys Analyst/Programmer 1 J.27 

Applications Sys Analyst/Programmer 3 J.29 

Functional Analyst 2 J.32 

Functional Analyst 3 J.33 

Functional Analyst, Lead J.34 

Webmaster J.56 

Team CACI’s Content Managed Portal Team will quickly and efficiently produce interactive projects for NGB on time and 

on budget. 

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

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For Official Use Only 

D, AC-23 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

D.8 Activity Category H—Databases 

Team CACI combines industry best development methodologies, developed over more than 45 years’ 

DoD IT work, with knowledge of the National Guard’s current data needs and database structures. 

Team CACI has implemented program management-related databases (and attendant interfaces) for DoD clients 

and TO programs. CACI implemented GuardSupport and CAPS for NGB under the State Media Services 

Program. 

our joint development efforts on best paths to economically integrate with NGB networks. Our past performance 

in databases is summarized in Volume II, Subtab C.2.8. 

D.8.1 Understanding the Activity 

Team CACI appreciates how the National Guard will use the databases and templates we develop to manage the 

R&R IDIQ contract and provide improved service to the Guard’s RRF. The Guard relies on data collection, 

storage, analysis, and reuse to make decisions, direct funding, and identify successful programs. NGB will require 

databases for performance metrics to evaluate program (and contractor) success, a document archive to track and 

maintain contract paperwork, and a TO response database that, together with the Task Proposal Template, will 

streamline the TO process for the Government and make award decisions data driven. 

D.8.2 Approach 

(b) (4)

(b) (4)

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For Official Use Only 

D, AC-24 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

DOCUMENT ARCHIVES DATABASE. Team CACI will design and implement a Document Archives database that 

will provide a repository for all documentation associated with the R&R IDIQ Program to include all TO 

deliverables. 

TASK PROPOSAL DATABASE. Team CACI will design and implement a Task Proposal Database. Information 

captured in the Task Proposal Database—augmented by contractor performance data from the Performance 

Metrics Database and materials from the Document Archives Database—

Figure 21. Task Proposal Evaluation Flow 

Team CACI’s Task Proposal Template and database will automate comparison and streamline the award process. 

TASK PROPOSAL TEMPLATE (TPT).

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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For Official Use Only 

D, AC-25 

CACI CMS 

Tab D: Activity Categories 

May 15, 2008 

Figure 22. Task Proposal Template 

Team CACI’s TPT captures the data needed to quickly evaluate R&R Task Order Proposals. 

D.8.3 Labor Categories and Staffing 

Team CACI currently has personnel who meet or exceed the government’s requirements. Figure 23 lists labor 

categories applicable to this Activity Category, representative staff, and the location of that individual’s resume in 

Tab J. The labor categories below are highlighted to indicate that they are proposed.

Figure 23. Activity Category H Labor and Staffing 

Labor Category Representative Staffing Tab J Resume Location 

Applications Sys Analyst/Programmer 2 J.28 

Applications Sys Analyst/Programmer 

Lead 

J.30 

Database Analyst Principal J.31 

IT Manager J.37 

Team CACI’s Database Team is developed based on in-depth knowledge of the National Guard’s current data needs and 

database structures. 

(b) (4)

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6) (b)(4), (b)(6)

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E, ST-26 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

E RECRUITING AND RETENTION SCENARIO TASK

Scenario Task: Armed Services Vocational Aptitude Battery (ASVAB) Training Program 

Contract No.: R&R IDIQ Date Issued: 2/29/08 

Task No.: Scenario Task Date Due: 5/15/08 

Submitted by: 

CACI CMS 1100 N. Glebe Rd. 

Arlington, VA 22201 

Contact:

Task Order Objective 

The offeror shall propose a training program to help recruiters raise awareness of and promote the use of the 

Armed Services Vocational Aptitude Battery (ASVAB) to school guidance counselors as a tool to students and 

shall rectify the negative perceptions of the ASVAB. Offerors shall propose their best single solution. 

Program/Solution Concept Summary 

E.1 Scenario Task Technical and Management Discussion 

E.1.1 Objectives and Situation Analysis 

(b)(4), (b)(6)

(b) (4)

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For Official Use Only 

E, ST-28 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

 A

The following graphic demonstrates the features of our approach: 

Figure 23. Team CACI’s ATOM Approach 

Team CACI’s ATOM approach has the strategy and tactics to meet NGB-ASM’s objectives. 

E.1.3 Management Approach 

(b) (4)

(b) (4) (b) (4)

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E, ST-29 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

To execute these activities, the TO team will follow a detailed annual schedule that drills down to daily activities. 

All activities, milestones, responsibilities, and performance reports will be mapped i

Figure 24 is a summary of major quarterly milestones and deliverables. 

Figure 24. ASVAB Training and Outreach Plan 

CACI’s Plan for ASVAB training and outreach has achievable and measurable quarterly milestones and deliverables. 

Management of this task will follow the structured process and methodologies detailed in Tab F. CACI will 

employ our established processes for subcontractor, risk, and financial management. Our management structure 

will ensure constant and open communication. 

Overall contract performance will be reported through monthly, quarterly, and annual written reports. These 

reports, as well as all other program documents, including strategies, schedules, milestones, deliverables lists, 

meeting minutes, contact lists, etc., will be available to all team members

E.1.4 Technical Approach

Team CACI’s major strategies and tactics are described below in a narrative outline format to clearly demonstrate 

how ATOM aligns with NGB-ASM’s stated objectives. 

OBJECTIVE 1: Provide recruiter training to achieve objectives. 

a) Strategic Approach 

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b

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E, ST-30 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

b) Tactics 

(b) (4)

(b) (4)

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For Official Use Only 

E, ST-31 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

 

OBJECTIVE 2: Create awareness and a persistent positive impression of the ASVAB among high school 

guidance counselors, high school students, parents, and other influencers. 

a) Strategic Approach 

b) Tactics 

(b) (4)

(b) (4)

(

b

) 

(

4

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CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

(b) (4)

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E, ST-33 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

 

(b) (4)

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E, ST-34 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

Strengths Finder 2.0 

 #1 Wall Street Journal Best Seller 

 #1 Business Week Best Seller 

 Voted in Best Books of 2007 by 

Amazon.com customers 

 

 

 

 

 

 

 

OBJECTIVE 3: Provide opportunities for Army National Guard recruiter contact with high school 

guidance counselors and high school students. 

a) Strategic Approach 

(b) (4)

(b) (4)

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E, ST-36 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

Performance Metrics 

E.1.5 Task Order Specific Metrics 

As outlined in E.1.1 Objectives and Situation Analysis, Team CACI has structured the scenario task around two 

outcomes-based goals and three activity-based objectives. Metrics, benchmarks (if applicable), and measurement 

tools have been identified for each goal and objective. 

Goal #1: Increase the number of high school students taking the ASVAB. 

 Metrics:

 Existing benchmarks:

 Measurement tools:

Goal #2: Generate leads for future recruitment activities. 

This goal includes two types of leads. The first lead is a post-test lead, the name and contact information of 

students who have already taken the test. Performance metrics for that type of lead consist of the metrics, 

benchmarks, and measurement tools defined above (Goal #1). The second is a pre-test lead, defined as students 

who have expressed interest in the ASVAB but have not yet taken the test. The following address performance for 

the pre-test lead group.

 Metrics:

 Existing benchmarks: . 

 Measurement tools:

Objective #1: Provide recruiter training to achieve objectives. 

 Metrics:

 Measurement tools: 

Objective #2: Create awareness and a persistent positive impression of the ASVAB to high school guidance 

counselors, high school students, parents, and other influencers. 

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

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For Official Use Only 

E, ST-37 

CACI CMS 

Tab E: Scenario Task 

May 15, 2008 

 Metrics:

 Existing benchmarks:

 Measurement tools:

Objective #3: Provide opportunities for ARNG recruiter contact with high school guidance counselors and 

high school students. 

 Metrics:

 Measurement tools: 

Basis of Estimate 

E.2 Scenario Task Basis of Estimate 

Team CACI’s Basis of Estimate (BOE) maps to our Work Breakdown Structure (WBS) elements and provides 

the costing rationale for our Scenario Task solution. An identical but more detailed BOE is included in Volume 

III, Pricing. 

Schedules—For scheduling purposes, the timelines suggested in the following table are based on a Task Award 

Date of July 1, 2008. 

Labor—Labor estimates are based on resources required to plan and execute activities to achieve cost, schedule, 

and performance requirements, based on Team CACI’s experience with other ARNG recruitment and training 

efforts. Specific talent and expertise were selected and appropriate labor categories used to ensure meeting 

specific task requirements as defined in the WBS, which forms the structure of this BOE, Attachment J.2, 

Scenario Task Description, as well as RFP Sections C, L, and M. 

Shipping—Unless otherwise stated, all materials will be shipped to Team CACI’s partner, Docupak, leveraging 

its existing central distribution point into all Army National Guard Recruiter locations, for package assembly 

(where required) and further distribution. 

WBS LEVEL 1.0 Program Management 

(b) (4) (b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Tab E: Scenario Task 

May 15, 2008 

WBS LEVEL 2.0 Provide Recruiter Training to Achieve Objectives 

WBS LEVEL 3.0 Create Awareness and Positive Impression of ASVAB 

(b) (4)

(b) (4)

(b) (4)

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Tab E: Scenario Task 

May 15, 2008 

WBS LEVEL 4.0 Provide Opportunities for Recruiter Contact with Counselors and Students 

Pricing - See Pricing Volume III Tab D.3 for Detailed Pricing Data

(b) (4)

(b) (4)

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Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

F, CCSS-40 

CACI CMS 

Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

F CORPORATE CAPABILITIES, SUPPLIERS, AND STAFFING

CACI’s policies, procedures, and industry best practices provide the foundation for effectively managing the 

R&R Program task orders (TOs). We will use our proven management tools and processes to ensure on-time, in 

budget, realistic and performance-based high quality service on all R&R tasks. As prime, CACI leads a team of 

highly qualified and capable companies (Figure 25) that possess the requisite knowledge, expertise, and 

experience to help us meet the Guard’s end strength goals. Team CACI has the capability and capacity to deliver 

all of the services and products across all eight activity categories (Tasks A – H) regardless of task order size, 

scope, or complexity. 

Figure 25. Team CACI Organized for R&R Success 

F.1 Corporate Capabilities 

Team CACI has the right people and right policies to provide R&R Program continuity to the National Guard. We 

bring ARNG a wealth of experience planning and implementing R&R programs in support of National Guard 

mission goals and have the facilities and infrastructure nationwide to support the R&R Program. The following 

sections detail our corporate capabilities, which we will bring to bear on the R&R Program. 

(b) (4)

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F, CCSS-41 

CACI CMS 

Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

F.1.1 Corporate Stability 

For 46 years, CACI has successfully provided solutions as a trusted partner of US Federal Government customers 

worldwide. A member of the Russell 1000 and Fortune 1000, CACI employs more than 11,800 people in 120 

offices in the US and Europe. Our stability is proven through our revenue growth more that doubling from $843M 

to the current $2.4B in just the last four years. CACI Strategic Communications, the organization performing the 

work on the R&R IDIQ Program, has been supporting federal recruitment programs for more than 20 years. Since 

2001, we have been the National Guard’s partner on the State Media Services Program. 

F.1.2 Management Approach and Processes 

Figure 26 summarizes the features and benefits of our management approach, which provides the National Guard 

fast, efficient communications; competent, accountable management; and mature, repeatable processes, resulting 

in low-risk TO execution to meet and exceed R&R Program goals: 

Figure 26.

Our responsive, innovative, and flexible management approach satisfies NGB-ASM requirements through quality 

deliverables, continuous improvement, and productive customer interactions. 

MANAGEMENT PROCESSES. CACI Defined Processes (CDPs) are a comprehensive set of standard operating 

procedures that guide every phase of program development, implementation, and evaluation. CACI has used these 

processes to manage more than $9.3B worth of programs of all sizes and scope. The following paragraphs provide 

an overview of these processes and their proposed application to the R&R Program. 

 TO Management Process.

 Quality Control (QC) Process.

 Performance Measurement Process.

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

Figure 27. TO Management Process 

Team CACI's TO management process is optimized for quick turnaround by using automated tools and proven procedures. 

MANAGEMENT STRUCTURE.

Figure 28. Team CACI Management Structure

Team CACI is organized to bring best value recruiting and retention solutions to NGB-ASM. 

(b) (4)

(b) (4)

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

ACCOUNTABILITY PROCEDURES FOR PROBLEM ESCALATION. If a problem or potential problem is identified, 

Team CACI will move quickly to contain and minimize project impact. Our problem resolution process includes 

RISK MITIGATION. Our risk management approach (Figure 29) is focused on problem avoidance—keeping risks 

from turning into problems, avoiding disruptions to the schedule, and avoiding increased costs. 

Figure 29. R&R Program Risk Management Process 

We use a systematic method to identify, analyze, track, and control program risk to ensure success in all functional, 

technical, schedule, and cost areas. 

OPERATIONAL METHODOLOGIES. CACI maintains standardized, corporate processes and enforces a companywide emphasis on quality, customer satisfaction, and dedication to the mission. Team CACI’s management 

approach leverages this insight to manage all aspects of the R&R Program with customer responsiveness, 

efficiency, and accuracy. 

MANAGEMENT AND BILLING SYSTEMS. Team CACI invoicing for services under this contract will be accurate, 

timely, and accompanied by supporting documentation of rates, fees, period of performance, claims, and 

adjustments. Our government-approved and audited cost monitoring, control, and expense-tracking systems and 

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

procedures were developed and refined through years of providing support to government clients. Our approach 

uses the following key systems: 

 R&R Activity Management 

Figure 30. RRAMP 

RRAMP provides powerful management tools, facilitates communication, and provides Guard visibility.

The following systems and tools, accessed will be used to support 

the R&R Program: 

 Contract Management System (CMS). CMS is an innovative, Web-based 

forecasting, budgeting, and reporting tool to support program and project 

management and provide near-real-time status, and on-demand reports of 

simultaneous tasks. CMS will allow us to account for and track financial and labor 

data, thereby minimizing risk. This information will be routinely accessed by 

Team CACI’s Deputy PM, Leads and TO Managers, 

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

BENEFITS TO THE GUARD

 Streamlines media 

buying process 

 Minimized labor costs 

 Stores customer 

preferences 

 Deltek CostPoint (CostPoint). CACI’s billing process is generally automated through an integrated 

Enterprise Resource Planning system called CostPoint that is linked to CMS. 

CostPoint tracks the true cost and revenue associated with performing any 

project or activity. This system automatically generates billings for all projects 

and customers, and gives CACI financial and project managers the necessary 

financial information for organizations, projects, and people required on a 

particular program. CostPoint integrates various components, including project 

and organizational accounting features, materials management, human resources, 

reporting tools, and electronic timekeeping. For the R&R Program, CACI will use CostPoint to produce 

required output to verify the TO project totals, including supporting schedules for labor or other cost, t

 CAPS. CAPS is our media buying database system, 

Figure 31 presents additional tools and processes we propose to use in managing the R&R Program to aid in 

providing the infrastructure for a smooth-operating, low-risk program, increasing efficiency and saving money. 

Figure 31. Team CACI Additional Management Tools and Processes 

Team CACI’s battery of tools ensures quick and accurate response on R&R TOs.

PROCEDURES TO ACQUIRE AND MAINTAIN SECURITY CLEARANCES AND ACCESS TO GOVERNMENT 

RESOURCES. On average, CACI processes 800 clearances (initial and updates) per year. 

METHODS AND TOOLS FOR TRACKING, MAINTAINING, AND DISPOSING OF GOVERNMENT-FURNISHED 

EQUIPMENT (GFE). As the prime, CACI is accountable for possessing and using GFE. CACI maintains a 

government property management system to ensure property in our possession or under our control is protected, 

preserved, and maintained according to industry practices and customer regulations. We maintain file tracking of 

GFE and adhere to the CACI Government Property Management System Manual that describes in detail how we 

manage government property entrusted to our care. This manual addresses the cycle of GFE and ContractorAcquired government-owned Property (CAP) from acquisition and receiving through our process of accountability 

for GFE and CAP to final closeout with the Government. For the R&R Program, we recognize that government-

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

furnished property will be requested in accordance with each TO. The Contracts Department and R&R Program 

DPM ensure authorization is contained in the contract for acquiring government property. CACI will provide the 

CACI Government Property Management System Manual to NGB-ASM upon request. 

F.1.3 Personnel 

Team CACI offers a robust force of trained and experienced personnel across the full scope of disciplines needed 

for this contract, to include extensive staffing of hard-to-fill positions. Our forward-looking recruiting, retention, 

and training policies provide top-notch personnel, a low turnover rate, and an intra-team development process to 

ensure availability of qualified staff. To attract, maintain, and retain high-quality personnel, CACI invests in 

employee-focused programs and policies that result in continuous employee development, high workforce morale, 

and low turnover rates. Highlights include: 

(b) (4)

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Tab F: Corporate Capabilities, Suppliers, & 

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F.1.4 Operations and Subcontractor Management 

As shown in Figure F-1, CACI has assembled a broad-based, experienced team of professionals providing quick 

response, high performance, and reliable R&R services with significant Guard knowledge. 

POLICIES AND PROCEDURES TO SUPPORT OPERATION OF CONTRACT. Team CACI’s existing policies and 

procedures are key to supporting operations under the R&R Program. Our approach to executing TOs, regardless 

of size or value, includes a focused approach and process from Day One and an avenue for valuable customer 

feedback for continuous process improvement. Our policies and procedures provide programmatic guidance and 

policy definition to all Team CACI personnel and include: 

Subcontractors are fully integrated into the program and support the same standards and processes. 

PROCESS OF OBTAINING GOVERNMENT REVIEW AND APPROVAL. We partner with NGB-ASM through formal 

and informal reviews, preliminary and draft approvals, and final review and acceptance of all project plans and 

deliverables. Mission success requires Guard feedback and visibility into the R&R Program. With that in mind, 

Guard review and approval is built into our task management process. The team will hold weekly and monthly 

meetings with Guard counterparts to get feedback and approval for all initiatives and solution development. 

(b) (4)

(b) (4)

(b) (4)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

F, CCSS-48 

CACI CMS 

Tab F: Corporate Capabilities, Suppliers, & 

Staffing May 15, 2008

Regular interaction and partnership in defining objectives and monitoring idea development into 

solutions result in more effective strategies, higher quality products, and greater ROI for NGB-ASM. 

F.2 Suppliers 

Team CACI’s approach to ensure ready and reliable access to high-quality vendors, services, and media will 

result in cost savings for NGB-ASM. CACI’s CAPS, as described in the Management and Billing Systems 

section, maintains data on nearly 13,000 vendors nationwide, to include information on mechanical specifications, 

addresses for materials and billing, circulation rates, discount negotiations, and points of contact. We hold 

vendors accountable for delivering as promised on signed contracts. We subscribe to the latest industry resources, 

publications, and newsletters to stay up-to-date with the latest advertising trends, including changes within key 

media segments, such as broadcast media, the Internet, student, diversity, out-of-home, and direct marketing 

opportunities. We have established relationships with printers, production houses, fulfillment contractors, and 

market research firms to draw on as needed in the performance against this contract. 

Team CACI is skilled at obtaining below competitive and discounted rates through a competitive bid process. We 

ask each vendor to extend either local, special non-profit, or Government rates to NGB-ASM, saving from 10 to 

40 percent off the national rate, depending on the publication and rate offered. CACI negotiates cost-effective 

media buys, such as pay-per-lead contracts with Internet venues and bulk advertising frequency discounts with 

print vendors. In developing media buys for the Guard, we secure an annual contract rate with vendors based 

upon projected volume or funds resulting in substantial savings. The R&R Program DPM will monitor vendor 

activities and sign off on work before it is delivered to NGB-ASM. As the Guard’s partner for the SMSP for the 

last six years, CACI has transformed more than $30M in national and state media budgets throughout the United 

States into increased buying power across numerous media platforms. We leverage spending across all program 

levels to find advantages in implementing media buys. We have secured discounted rates from a number of media 

companies that extend each State a fixed rate based upon the total buying power of all States. On average, these 

group discounts save each State about 35 percent per buy. 

F.3 Staffing 

Team CACI offers the Army National Guard a ready force of specialized, experienced personnel, capable of 

covering future TOs in all anticipated functional areas. We are familiar with the unique environment and 

challenges of the R&R Program and have applied this insight to recommend a staffing plan that includes 31 

additional labor categories to the 25 required in the RFP. We are ready to provide R&R Program support in 54 

states and territories, including Puerto Rico, the US Virgin Islands, and Guam. Figure 33 shows our locations. 

F.3.2 Employee Statistics 

In addition to our robust staff 

replacement and training risk 

mitigation strategy described in F.1.3, CACI has developed policies and practices that result in a stable workforce. 

While retention by labor category is not a statistic CACI tracks, the following are our statistics for overall 

company retention during the past three years:

Figure 33. Team CACI Office Locations 

Team CACI is ready to respond at all locations at any time. 

(b) (4)

(b) (4)

(b) (4) (b) (4)

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(b) (4) (b) (4)

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(b) (4) (b) (4)

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

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(b) (4)

(b) (6) (b) (6)

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(b)(4), (b)(6) (b) (4) (b) (4) (b)(4), (b)(6)

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(b) (6) (b) (6)

(b) (6) (b) (6)

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Use or disclosure of data contained on this sheet is 

subject to the restriction on the title page of this 

proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

H, SCR-49 

CACI CMS

Tab H: Special Contract Requirements 

 May 15, 2008 

H SPECIAL CONTRACT REQUIREMENTS

CACI takes no exception to the provisions of Section H—Special Contract Requirements. 

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subject to the restriction on the title page of this 

proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only 

I, ACE-50 

CACI CMS 

Tab I: Assumptions, Conditions, or Exceptions 

May 15, 2008 

I ASSUMPTIONS, CONDITIONS, OR EXCEPTIONS

CACI takes no exception to the technical and management requirements detailed in the SOW. Additionally, 

CACI’s offer places no additional conditions on the Government. Specific assumptions regarding performance of 

the Recruiting and Retention Scenario Task are listed in our Scenario Task Basis of Estimate located at Tab E.2 of 

this proposal volume. 

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Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

J, R-i 

CACI CMS 

Tab J: Resumes 

May 15, 2008 

J RESUMES

Team CACI has an extensive depth and breadth of resources to include a ready force of experienced 

personnel in all labor categories necessary to support NGB-ASM in all required functional activity 

categories. 

The resumes supplied below are presented in three categories. The first category, consisting of the first 25 

resumes (J.1 – J.25), presents representative resumes for the 25 required labor categories as defined by the RFP. 

The second category, consisting of 31 resumes (J.26 - J.56), presents representative resumes for additional labor 

categories that Team CACI proposes to fully cover all activity categories referenced in the RFP. The third 

category, consisting of ten resumes (J.57 – J.66), presents the experience of our team’s senior-level leadership, as 

seen in our team organization chart in Tab F. These staff members offer unparalleled experience in all aspects of 

Army National Guard Recruiting and Retention (R&R), and they bring this experience to the leadership and 

strategic direction of our entire team. This mix of labor categories and depth of the available resources Team 

CACI provides will provide full coverage in all IDIQ Activity Categories, as demonstrated by the following 

matrix: Ref # 

RFP Labor Category Name Company Preferred Required Education (unless base is indicated) 

ctual Education (1.5 

ears work exp. 

ubstitutes for 1 year 

f college, when 

ecessary) 

Req’d Yrs. Exp. Actual Relevant Yrs. Exp. 

J.1 Account Coordinator BS/BA 1+ yrs 5 

J.2 Account Executive BA/BS 5+ yrs 10 

J.3 Account Supervisor BA/BS 7+ yrs 12 

J.4 Animation Artist AA/AS 3+ yrs 19 

J.5 Assistant Producer BA/BS 8+ yrs 15 

J.6 Camera Operator BA/BS 5+ yrs 15 

J.7 CD ROM/ Multimedia/Web 

Programmer BA/BS 5+ yrs 8 

J.8 Communications 

Consultant BA/BS 7+ yrs 14 

J.9 Contract Manager BA/BS 5+ yrs 14 

J.10 Desktop Publisher AA/AS 3+ yrs 4 

J.11 Director BA/BS 5+ yrs 10 

J.12 Executive Producer BS/BA 

(Base) 15+ yrs 29 

J.13 Graphic Artist AA 3+ yrs 3 

J.14 nstructional/ Curriculum 

Designer 

BS/BA 

(Base) 8+ yrs 9 

J.15 Language Translator BA/BS 5+ yrs 5 

J.16 Media Analyst BS/BA 

(Base) 10+ yrs 13 

J.17 Media Trainer BA/BS 5+ yrs 9 

J.18 Military Consultant 

Specialist BA/BS 5+ yrs 14 

J.19 Producer BA/BS 7+ yrs 14 

J.20 Production Assistant BA/BS 3+ yrs 15 

J.21 Production Manager BA/BS 3+ yrs 14 

(b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (b) (4) (b) (b) (b) (b) (b) (

(b) 

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

J, R-ii 

CACI CMS 

Tab J: Resumes 

May 15, 2008 

Ref # RFP Labor Category Name Company Preferred Required Education (unless base is indicated) Actual Education (1.5 years work exp. substitutes for 1 year of college, when necessary) Req’d Yrs. Exp. Actual Relevant Yrs. Exp. 

J.22 Project Manager BA/BS 

(Base) 15+ yrs 18 

J.23 Research Director BA/BS 5+ yrs 5 

J.24 Technical Writer BA/BS 5+ yrs 8 

J.25 Video Editor BA/BS 3+ yrs 6 

ADDITIONAL LABOR CATEGORIES 

( ) ( ) (

(b) (b) (b) 

(b)(4), (b)(6)

(b) (4)

(b)(4), (b)(6) (b)(4), (b)(6)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

J, R-iii 

CACI CMS 

Tab J: Resumes 

May 15, 2008 

Ref # RFP Labor Category Name Preferred Required Education (unless base is indicated) Actual Education (1.5 years work exp. substitutes for 1 year of college, when necessary) Req’d Yrs. Exp. Actual Relevant Yrs. Exp. 

J.52 

J.53 

J.54 

J.55 

J.56 

LEADERSHIP RESUMES 

J.57 Leadership 

J.58 Leadership 

J.59 Leadership 

J.60 Leadership 

J.61 Leadership 

J.62 Leadership 

J.63 Leadership 

J.64 Leadership 

J.65 Leadership 

J.66 Leadership 

(b) 

(4)

(b) 

(4) (b)(4), (b)(6)

(b)(4), (b)(6)

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These pages have been withheld 

in their entirety pursuant to 

5 U.S.C. § 552 (b)(4), (b)(6). 

(Pages 124 - 243) 

(Employee Resumes as part of 

Contractor Proposal) 

It is unreasonable to segregate any 

portions within this record for release. 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-i 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

K GLOSSARY

Acronym Definition 

AAR After Action Report 

AASA American Association of School Administrators 

ABO Army Budget Office 

AC Activity Categories 

AC Active Component 

ACAP Army Career and Alumni Program 

ACQ Acquisition 

AD Active Duty 

ADCS Automated Data Capture System 

ADIIS Automated Document Image Indexing System 

ADL Advanced Distributed Learning 

AFOSI Air Force Office of Special Investigations 

AFRT Armed Forces Radio and Television 

AGR Active Guard and Reserve 

AKO Army Knowledge Online 

ALMS Army Learning Management System 

AMEDD Army Medical Department 

ANCOC Advanced Noncommissioned Officer Course 

ANG Air National Guard 

AP Advanced Placement 

ARCENT Army Central 

ARH Armed Reconnaissance Helicopter 

ARISS Army Recruiting Information Support System 

ARNG Army National Guard 

ARO Army Research Office 

ASCA American School Counselor Association 

ASG Area Support Group 

ASM Army Strength Maintenance 

ASTD American Society for Training and Development 

ASVAB Armed Services Vocational Aptitude Battery 

ATOM ASVAB Training and Outreach Model 

ATRRS Army Training Requirements & Resource System 

AUSA Association of the US Army 

BAIM Baseline Advanced Industrial Management 

BCST Battle Command Staff Training 

BCT Basic Combat Training 

BD Business Development 

BIG Business Information Gateway 

BOA Basic Ordering Agreements 

BOE Basis of Estimate 

BPC Battle Projection Center 

BPG Battle Projection Group 

BRAC Base Realignment and Closure 

CAPS CACI Ad Placement System 

CASCOM Combined Arms Support Command 

CASI Commission on Accreditation and School Improvement 

CBT Computer Based Training 

CDP CACI Defined Processes 

CDRL Contract Data Requirements List 

CEA Creative Excellence Award 

CEG Combat Equipment Group 

CEP Career Exploration Program 

CFC Combined Forces Command 

CFLCC Coalition Forces Land Component Command 

CGI Common Gateway Interface 

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Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-ii 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

CHCS Composite Health Care System 

CI Counter Intelligence 

CIA Central Intelligence Agency 

CIM Corporate Information Management 

CIO Chief Information Officer 

CIVFORS Civilian Forecasting System 

CMF Career Management Fields 

CMI Computer Managed Instruction 

CMM Capability Maturity Model 

CMMI Capability Maturity Model Integration 

CMS Contract Management System 

CNCS Corporation for National and Community Service 

COO Chief Operating Officer 

COR Contracting Officer’s Representative 

COTR Contracting Officer’s Technical Representative 

CPAF Cost Plus Award Fee 

CPAR Contractor Performance Assessment Report 

CPFF Cost Plus Fixed Fee 

CPIAF Cost Plus Incentive Award Fee 

CPIF Cost Plus Incentive Fee 

CPMRS CACI Program Management Reporting System 

CQ Coaches Quarterly 

CRS Courseware Review System 

CT Counter Terrorism 

CTAM Cable and Telecommunications Association for Marketing 

DARNG Director, Army National Guard 

DB Database 

DBA Database Administrator 

DBase Database 

DCAA Defense Contract Audit Agency 

DCAP Deficiency Corrective Action Program 

DDARNG Deputy Director, Army National Guard 

DEA Drug Enforcement Agency 

DIA Defense Intelligence Agency 

DL Distance Learning 

DoD Department of Defense 

DODDS Department of Defense Dependent Schools 

DOE Department of Energy 

DOJ Department of Justice 

DPM Deputy Program Manager 

DSRO Director’s Strength Readiness Overview 

ECM Enlistment Criteria Memorandum 

EEO Equal Employment Opportunity 

EESOH-MIS Enterprise Environmental, Safety, Occupational Health Management Information System 

ELO Extended Learning Opportunities 

ENRD Environmental and Natural Resources Division 

EOUSA Executive Office for United States Attorneys 

EPCRA Emergency Planning and Community Right-to-Know Act 

EPM Executive Program Manager 

EPSS Electronic Performance Support System 

ERP Enterprise Resource Planning 

ERS Engine Room Simulator 

ESAR Every Soldier A Recruiter 

ESO Executive Services Office 

ESRI Environmental Systems Research Institute 

ESS Education Support Specialist 

ETOSS Engineering, Technical, and Operational Support Services 

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Use or disclosure of data contained on this 

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page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-iii 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

ETS Expiration, Term of Service 

EXW Expeditionary Warfare 

FAA Federal Aviation Administration 

FBI Federal Bureau of Investigation 

FDG Federal Defense Group 

FDIC Federal Deposit Insurance Corporation 

FFP Firm Fixed Price 

FIFA Force Integration Functional Area 

FLARNG Florida Army National Guard 

FPI Fixed Price Incentive 

FTE Full Time Equivalent 

FTP File Transfer Protocol 

FTRRF Full Time Recruiting and Retention Force 

G-RAP Guard Recruiting Assistance Program 

GED General Education Development 

GFE Government Furnished Equipment 

GIS Geographic Information System 

GKO Guard Knowledge Online 

GTOL Government Task Order Lead 

GUI Graphical User Interface 

GWOT Global War on Terrorism 

GX Guard Experience 

HCSDRO Healthcare Staff Development & Retention Office 

HQ Headquarters 

HRC Human Resources Command 

HRRO Healthcare Retention and Recruitment Office 

HUBZone Historically Underutilized Business Zone 

IC Integration Contractor 

IDEF Integrated Definition Methods 

IDIQ Indefinite Delivery Indefinite Quantity 

IET Initial Entry Training 

IG Inspector General 

IIS Internet Information Server 

IMDR Instructional Media Design Report 

IMI Interactive Multimedia Instruction 

INARNG Indiana Army National Guard 

INSCOM United States Army Intelligence and Security Command 

IP Internet Protocol 

IPX Internet Packet Exchange 

IPX/SPX Internet Packet Exchange/Sequenced Packet Exchange 

IRISS Industrial Rehabilitation Institute and Support Services 

IRR Individual Ready Reserve 

ISD Instructional System Design 

ISDN Integrated Services Digital Network 

ISO International Standards Organization 

IST Interstate Transfer 

ITAA International Technology Association of America 

ITVA International Television and Video Association 

JAMRS Joint Advertising Market Research Studies 

JCL Job Control Language 

JCS Joint Chiefs of Staff 

JFS Journaled File System 

JPAS Joint Personnel Adjudication System 

JPMO Joint Program Management Office 

JROTC Junior Reserve Officer Training Corps 

JSOCC Joint Special Operations Component Commander 

JTF Joint Task Force 

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page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-iv 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

KO Contracting Officer 

LAN Local Area Network 

LDR Low Density Recruiting 

LMS Learning Management System 

LOA Letters of Assignment 

LOE Level of Effort 

LP Lesson Plans 

LSI Lead Systems Integrator 

M&A Mergers and Acquisitions 

MAARNG Massachusetts Army National Guard 

MACOM Major Command 

MAIDIQ Multiple Award Indefinite Delivery Indefinite Quantity 

MCAS Marine Corps Air Station 

MDW Military District of Washington 

MEPCOM Military Entrance Processing Command 

MEPS Military Entrance Processing Station 

MI Military Intelligence 

MIRIP Military Intelligence Readiness Improvement Program 

MIS Management Information System 

MNCO Marketing Non-Commissioned Officer 

MOBIS Mission Oriented Business Integration Services 

MOS Military Occupational Specialty 

MTF Military Treatment Facility 

N/A Not Applicable 

NACAC National Association for College Admission Counseling 

NADEP Naval Aviation Depot 

NARMC Navy Regional Medical Center 

NASA National Aeronautics and Space Administration 

NATAS National Academy of Television Arts and Sciences 

NATO North Atlantic Treaty Organization 

NAVSEA Naval Sea Systems Command 

NBC Nuclear Biological and Chemical 

NCA National Command Authority 

NCO Non-Commissioned Officer 

NCODP Non-Commissioned Office Development Program 

NCOIC Non-Commissioned Officer in Charge 

NCTC National Counterterrorism Center 

NEARNG Nebraska Army National Guard 

NEMAIS Navy Enterprise Maintenance Automated Information System 

NETCOM Network Enterprise Technology Command 

NG National Guard 

NGAUS National Guard Association of the United States 

NGB National Guard Bureau 

NGB-ASM NGB-Strength Maintenance Division 

NGPEC National Guard Professional Education Center 

NGR National Guard Regulation 

NIC Network Interface Card 

NINT Not Interested 

NPS Non-Prior Service 

NRO National Reconnaissance Office 

NSA National Security Agency 

NSG National Solutions Group 

NSSE National Study of School Evaluation 

NTCSS Naval Tactical Command Support System 

NYARNG New York Army National Guard 

OCONUS Outside the Continental United States 

OCR Optical Character Recognition 

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page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-v 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

OCS Officer Candidate School 

ODC Other Direct Costs 

ODCSOP Office of the Deputy Chief of Staff Operations Plan 

ODNI Office of the Director of National Intelligence 

OIC Officer in Charge 

OIF Operation Iraqi Freedom 

OMC-A Office of Military Cooperation in Afghanistan 

OPM Office of Personnel Management 

OPTARSS Operations Planning Training and Resource Support Services 

OPTEMPO Operational Tempo 

ORSA Operations Research Society of America 

OSD Office of the Secretary of Defense 

PAARNG Pennsylvania Army National Guard 

PAED Program Analysis and Evaluation Directorate 

PBD Program Budget Decision 

PBS Public Broadcasting System 

PC Personal Computer 

PDA Personal Digital Assistant 

PDF Portable Document Format 

PEC Professional Education Center 

PEO Program Executive Office 

PERSCOM U.S. Army Human Resources Command 

PH Population Health 

PIEMS Public Education Information Management Systems 

PL Procedural Language 

PM Program Manager 

PMGR Project Manager’s Guidelines and Responsibilities 

PMO Program Management Office 

PMOS Primary Military Specialty 

POC Point of Contact 

POI Program of Instruction 

PS Prior Service 

PSA Public Service Announcement 

PSAT Preliminary Scholastic Achievement Test 

PTH Path to Honor 

PWS Performance Work Statement 

QA Quality Assurance 

QASP Quality Assurance Surveillance Plan 

QC Quality Control 

QCP Quality Control Plan 

QMS Quality Management System 

R&R Recruiting and Retention 

RC Reserve Component 

RCCC Reserve Component Career Counselor 

RCMS Reserve Component Manpower System 

RDECOM Research Development and Engineering Command 

RFP Request for Proposal 

RIARNG Rhode Island Army National Guard 

RMFS Road Map for Success 

ROI Return on Investment 

ROM Rough Order of Magnitude 

ROTC Reserve Officers Training Corps 

RPI Recruitment Promotional Item 

RRAC Recruiting and Retention Area Command 

RRAMP Recruiting and Retention Activity Management Page 

RRB Recruiting and Retention Battalion 

RRC Recruiting and Retention Command 

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page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-vi 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

RRF Recruiting and Retention Force 

RRNCO Recruiting and Retention Non Commissioned Officer 

RRNCOIC Recruiting and Retention Non Commissioned Officer in Charge 

RRPM Regional Recruiting Potential Model 

RSID Recruiting Station ID 

RSP Recruit Sustainment Program 

RSS Really Simple Syndication 

SALT Society for Applied Learning Technology 

SAMS Standard Automated Medical System 

SAT Systems Approach to Training 

SATCOM Satellite Communication 

SB Small Business 

SCORM Shareable Content Object Reference Model 

SCS Society for Computer Simulation 

SD Small Disadvantaged 

SDAA State Developed Alternative Assessment Test 

SDVOSB Service Disabled Veteran Owned Small Business 

SEG Simulation Exercise Group 

SEI Software Engineering Institute 

SIA Social Impact Assessment 

SIDPERS Standard Installation Division Personnel System 

SIMS Security Information Management System 

SME Subject Matter Expert 

SMLC Strength Maintenance Leadership Conference 

SMOM Strength Maintenance Operations Message 

SMOS Secondary Military Occupational Specialty 

SMSP State Media Services Program 

SMSR Strength Management Systems Redesign 

SMTC Strength Maintenance Training Center 

SOCC Special Operations Component Commander 

SOP Standard Operating Procedure 

SOW Statement of Work 

SPS Standard Procurement System 

SSBI Single Scope Background Investigation 

START Strategic Army Training 

T&M Time and Materials 

TAA Total Army Analysis 

TAG The Adjutant General 

TAKS Texas Assessment of Knowledge and Skills 

TAPDB-G Total Army Personnel Database - Guard 

TAPS Tragedy Assistance Program for Survivors 

TBD To Be Determined 

TDY Temporary Duty 

TLO Terminal Learning Objective 

TO Task Order 

TOA Transfer of Authority 

TOC Table of Contents 

TORP Task Order Requirements Package 

TPT Task Proposal Template 

TQM Total Quality Management 

TRADOC Training and Doctrine Command 

TRAT Technology Readiness Assessment Team 

TSAMS Training Support Automated Management System 

TSAMS-E Training Support Automated Management System - Enhanced 

TSC Theatre Surface Combatant 

TSP Training Support Package 

TXARNG Texas Army National Guard 

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page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab K, Glossary-vii 

CACI CMS 

Tab K: Glossary 

May 15, 2008 

Acronym Definition 

UATP User Acceptance Test Plan 

USAR United States Army Reserve 

USAREC United States Army Recruiting Command 

USAREUR United States Army Europe 

USMC United States Marine Corps 

USP&FO United States Property & Fiscal Office 

USPS United States Postal Service 

VA Department of Veterans Affairs 

VHA Veterans Health Administration 

VNR Video News Releases 

VoIP Voice over Internet Protocol 

VPD Virtual Private Databases 

VTC Video Teleconference 

VTR Video Tape Recorder 

WBS Work Breakdown Structure 

WBT Web Based Training 

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sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

A, PP-i

CACI CMS

Tab A: Table of Contents

May 15, 2008

A TABLE OF CONTENTS

A Table of Contents .......................................................................................................................................... PP-i

B Executive Summary ......................................................................................................................................PP-1

C Past Performance Discussion .......................................................................................................................PP-4

C.1 Project Summaries .............................................................................................................................. PP-4

C.1.1 National Guard Bureau State Media Services Program .................................................................. PP-4

C.1.2 Florida Army National Guard State Marketing Support Account Executive .................................. PP-6

C.1.3 JROTC-JSOCC Distance Learning ................................................................................................. PP-8

C.1.4 Operations, Planning, Training, and Resource Support Services (OPTARSS)............................. PP-10

C.1.5 National Security Agency Recruitment Advertising ..................................................................... PP-11

C.1.6 www.1-800-GO-GUARD.com ..................................................................................................... PP-13

C.1.7 Army National Guard Military Entrance Processing Station (MEPS) Guidance Counselor 

Program ......................................................................................................................................... PP-14

C.1.8 Texas ARNG R&R Services ......................................................................................................... PP-16

C.1.9 GX Magazine: The Guard Experience .......................................................................................... PP-18

C.1.10 Indiana ARNG R&R Services ....................................................................................................... PP-19

C.1.11 National Guard Bureau Low-Density Recruiting (LDR) Program ............................................... PP-21

C.1.12 ARNG and US Army Human Resources Command Reserve Component Career 

Counselor (RCCC) and Help Desk Program ................................................................................. PP-22

C.2 Past Performance on Specific Activity Categories ........................................................................... PP-23

C.2.1 Activity Category A—Training .................................................................................................... PP-24

C.2.2 Activity Category B—Research and Analysis .............................................................................. PP-25

C.2.3 Activity Category C—Specialized Recruiting .............................................................................. PP-27

C.2.4 Activity Category D—Recruiting and Retention Services ............................................................ PP-28

C.2.5 Activity Category E—Development, Production, and Management of End Items....................... PP-29

C.2.6 Activity Category F—Training Support Development ................................................................. PP-30

C.2.7 Activity Category G—Content Management Portal ..................................................................... PP-30

C.2.8 Activity Category H—Databases .................................................................................................. PP-32

C.3 Management and Client Relationships .............................................................................................. PP-34

C.4 Quality of Service and Cost Control ................................................................................................. PP-36

D Glossary ....................................................................................................................................................... PP-ii

List of Figures

Figure 1. Summary of Team CACI’s Key Past Performance Programs ............................................... PP-2 

Figure 2. Past Performance Summary and Activity Category Matrix .................................................. PP-4 

NGB FOIA Reading Room Record 

January 5, 2011 

Page 132 of 282
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sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

B, PP-1

CACI CMS

Tab B: Executive Summary

May 15, 2008

B EXECUTIVE SUMMARY

Team CACI’s comprehensive and relevant experience in all eight functional activity categories has 

been demonstrated successfully in many customer environments. We are especially proud of our 

team’s work for the National Guard, for whom we have been a trusted contractor for nearly 40 years 

combined. We will merge this outstanding background with our strong commitment to quality, 

customer satisfaction, and innovation to provide NGB-ASM customers with superior performance 

and best practices to meet their recruiting, retention, and attrition management challenges. 

Team CACI consists of highly professional and capable National Guard Recruiting and Retention (R&R) support 

services providers.

To substantiate the relevance of our experience in 

accomplishing the work under the R&R services contract, we have selected several key programs and projects 

from our team members. 

With our proven, established task order (TO) processes, Guard-focused knowledge, and wide-range of 

capabilities, we meet and exceed the requirements across the functional Activity Categories. As prime, CACI will 

lead each task order to ensure consistency and work performance by employing established, industry best 

practices, standardized processes and procedures, and the application of appropriate tools and technologies. Team 

CACI provides NGB with:

 National Guard Mission Understanding—Team CACI has a 38-year combined history of superior 

performance in delivering mission support services to NGB-ASM. This includes CACI’s State Media 

Services Program and our Florida Army National Guard Recruitment Marketing, 

 National Guard Knowledge and Experience—CACI brings extensive Guard knowledge and experience across 

all eight functional activity task areas. Our application of technology and tools is augmented by our in-depth 

understanding of the NGB-ASM mission. This combination is particularly important in an environment where 

NGB and state staff assigned to guide, review, and oversee recruiting and retention projects tend to be already 

very busy. Having Team CACI provide efficient and effective staff to augment and interface with Guard staff 

helps expedite task orders while retaining NGB-ASM guidance and oversight.

 Large and Small Tasks— CACI has the size (more than 11,000 employees) and demonstrated 

experience to successfully perform tasks of any size, scope, or complexity—encompassing all eight Activity 

Categories. The project descriptions provided in this volume demonstrate this range of experience, while 

CPAR and Excellence+ (EP) scores (provided with project descriptions where available), demonstrate our 

successful results for our customers. 

 Proven Processes and Procedures—Over the past five years, CACI’s vigorous process improvement program 

has yielded very high-quality software development and program delivery practices and procedures. During 

this time, many of our organizations and projects have been rated/evaluated at SEI CMM/CMMI Level 3 and 

ISO 20000. Our processes incorporate the discipline, specialization, documentation, and effective 

presentations and reviews needed for successful program implementation. Our methods, procedures, and 

plans are adapted to specific customer environments and task orders, and lessons learned from our work with 

other Government agencies, as well as new technologies, are factored into updating our processes, which have 

proven successful in projects performed for scores of our government clients.

(b) (4)

(b) (4)

(b) (4)

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January 5, 2011 

Page 133 of 282
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sheet is subject to the restriction on the title 

page of this proposal or quotation.

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For Official Use Only

B, PP-2

CACI CMS

Tab B: Executive Summary

May 15, 2008

 Client Satisfaction—Customer satisfaction is not only part of our culture, it is acknowledged in our 

government evaluations via CPARs and our independent Excellence+ customer satisfaction program. This 

commitment to quality and customer satisfaction is inherent in our everyday activities and will be applied to 

every R&R task order.

CACI’s experience, proven processes, and commitment to customer satisfaction uniquely position us to support 

the NGB-ASM R&R IDIQ Services contract. The benefits CACI offers to NGB include best value, low risk, high 

quality, and cost-effective and efficient services and solutions. 

As shown in Figure 1, this volume provides summaries and past performance in specific activity categories of 

similar size, scope, or operational complexity to the work outlined in the SOW. Individually, the summaries and 

Activity Categories represent the strength and capabilities Team CACI provides to its clients. Collectively, these 

summaries emphasize the unique, diverse, and comprehensive experience and expertise we provide the National 

Guard. The summaries were selected by weighing the strength and quality of the services we reference against the 

requested areas of expertise. While we have scores of contracts that we could draw from, we chose only the most 

relevant to show we are not just capable of fulfilling the duties outlined in the RFP, but that we are the team that 

NGB-ASM should select to provide the services and solutions for the R&R contract. 

Figure 1. Summary of Team CACI’s Key Past Performance Programs

Program Brief Program Description

Relevant R&R Activity Category 

(Tasks)

State Media Services 

Program

CACI supports the Army and Air National Guards (ARNG and 

ANG) in its recruitment advertising and marketing endeavors

across all 54 states and territories to provide creative, technical, 

and media support for individual state and territory marketing 

and advertising, as well as management oversight to a 

nationwide, decentralized field of recruiters, MNCOs, and 

RRBs.

•

Florida Army National 

Guard Recruitment 

Marketing 

CACI provides effective marketing and advertising support to 

the Florida RRB to help them meet and exceed end-strength 

goals. This is accomplished by setting and achieving the 

following objectives: addressing accessions, retention, and 

attrition rates through full-spectrum statewide marketing and 

advertising services; integrating national and local advertising to 

increase lead generation; increasing the Guard’s overall state

market share; establishing new programs to maximize reach to 

its prospects; and improving information flow between NGBASM and the field.

•

Junior ROTC School of 

Cadet Command 

(JSOCC) Distance 

Learning

CACI provides JSOCC courses and documentation in an online 

format using multimedia and interactive technology, and 

provides professionally narrated, self-paced, interactive 

instruction on PCs via Internet without the need for special 

hardware and software. During development and 

implementation, the following tasks are performed: 

storyboarding, sequencing, course treatment, programming, 

media elements, beta testing, and determination of required 

management reports. The Web-based training uses the existing 

School of Cadet Command Computer Management Instruction 

(CMI) tool to assemble the curriculum, assign the training 

delivered via Web, track performance and completions, and 

provide reports for management analysis.

•

Operations, Planning, 

Training, and Resources 

Support Services 

(OPTARSS)

CACI provides support in the majority of the 12 OPTARSS 

Activity Category areas for FORSCOM, TRADOC, USAREUR, 

3d US Army (ARCENT), USARC, and the Joint Staff. 

Specifically, CACI supports platform instruction at the Signal 

School, transformation support related to BRAC at Ft. Sill, 

modeling and simulations support to the USARC, mobilization 

planning and deployment operations at the USARC and 

FORSCOM, acquisition support to CFLCC, and Army readiness 

(b) (b) 

(4)

(4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4) (b) (4)

(b) 

(

(4)

b

) 

(

4

)

(

b

) 

(

4

)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 134 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

B, PP-3

CACI CMS

Tab B: Executive Summary

May 15, 2008

Program Brief Program Description

Relevant R&R Activity Category 

(Tasks)

reporting at ARCENT. CACI provides individual and unit activity 

category analysis for training resource support, facility support, 

and strategic planning for the G6 within the United states Army 

Reserve Command.Because of the nature of the contract 

vehicle (IDIQ) and the multiple projects on which CACI works, 

an ordered, multi-faceted and multi-disciplined approach is 

necessary to ensure customer requirements are met.

NSA Recruitment 

Advertising

There are three major areas that CACI supports for NSA’s 

Recruitment Marketing and Advertising. First, CACI raises 

awareness of the agency and its mission. Second, CACI 

provides communications in a manner that stimulates qualified 

candidates to apply, thus becoming leads. Third, CACI provided 

an employment brand image for NSA that appealed to the 

individual career demands of select niche audiences.

Texas ARNG R&R 

Services

MTCI provides ESS staff and resources throughout Texas to 

the Recruiting and Retention Command (RRC). Staff are 

situated regionally and work in concert with the Region OIC and 

SGM to improve relationships with learning institutions including 

high schools, junior colleges, and universities. Tasks include 

rebuilding the state’s marketing and advertising plan into a 

robust marketing campaign and helping the Guard identify 

funding concerns and providing recommendations for best 

solutions, and coordinating with the appropriate authorities to 

problem areas are resolved.

ARNG MEPS Guidance 

Counselor Program

IIF provides program management and staffing of 65 V7 school 

trained professional guidance counselors, one at each of the 

MEPS throughout the United States. This national program 

directly supports the recruiting and strength maintenance 

mission of the Army National Guard Strength Maintenance 

Division and supports each of the individual 54 states and 

territories.

1-800-GO-GUARD.com Iostudio provides a robust online capability for NGB-ASM to 

support numerous national marketing promotions and 

advertising initiatives. This helps the Guard to streamline 

enlistment processing with an online application portal and to 

provide the RRF and RSP Soldiers with resources to ensure 

success and meet the demands of prospective recruits and 

current members of the Army National Guard. Work includes 

drawing content from an existing site, as well as a large volume 

of fresh content, a video library, a way to demystify the 

recruiting process, live online help via a chat and call center, 

and an online application process.

Team CACI’s major past performance citations provide the relevance, qualifications, and demonstrated capabilities to 

perform all of the work under the R&R IDIQ Services contract.

Our past performance citations focus on our team’s work for defense-related interests, such as the National Guard 

Bureau, the National Security Agency, the Army Cadet Command, and US Army Forces Command in relation to 

the SOW Activity Categories. In the section that follows, each project summary includes detailed contract 

information as well as the relevance to the SOW Activity Categories. 

Following the project summaries, we have included a summary of how Team CACI has performed specific work 

in each of the proposed Activity Categories. Most of these examples map directly back to the project summaries 

and are categorized under the name of each project. 

(b) 

(4) (b) (b) (b(b) (4)

(

b

) 

(

4

)

(

b

) 

(

4

)

(

b

) 

(

4

(

b

) 

(

4

)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 135 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-4

CACI CMS

Tab C: Past Performance

May 15, 2008

C PAST PERFORMANCE DISCUSSION

C.1 Project Summaries

This section contains project summaries as requested in Section L.5.3.1 of the RFP. Figure 2 shows the 

summaries we are using as examples of past performance. The table further indicates where Team CACI has 

applied our expertise in the specified Activity Categories (A-H). These references have been selected based on 

applicability to our approach to achieve R&R IDIQ Services requirements, including our experience in contracts 

of similar size, scope, and/or operational complexity. 

Figure 2. Past Performance Summary and Activity Category Matrix

Client Contract (Offeror) A B C D E F G H

1 ARNG State Media Services Program 

2 ARNG Florida Army National Guard Recruitment Marketing 

3 JROTC JSOCC Distance Learning 

4 FORSCOM Operations, Planning, Training and Resource Support 

Services 

5 NSA NSA Recruitment Advertising 

6 ARNG 1-800-GO-GUARD.com 

7 ARNG ARNG MEPS Guidance Counselor Program 

8 ARNG Texas ARNG R&R Services

9 ARNG GX Magazine 

10 ARNG Indiana ARNG R&R Services

11 ARNG Low-Density Recruiting (LDR) Program

12 ARNG/Army RCCC – Reserve Component Career Counselor and Help 

Desk Services

For each contract listed above we provide a project summary. Those with a green background are further augmented by a 

client questionnaire. Those with a yellow background provide additional information about the strong work Team CACI does 

for our clients.

C.1.1 National Guard Bureau State Media Services Program 

Project Title: National Guard Bureau State Media Services Program (CACI)

Contracting Agency: National Guard Bureau Role (Prime or 

Subcontractor):

Prime

Contract Number: DAHA90-02-D0002 Contract Type: Firm Fixed Price

CO: ARNG: Phone: (703) 607-1267

COTR: ARNG: Phone: (703) 601-2260

Contract Value: $50 Million Period of Performance: December 2001 - Present

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (b) ( (b) (b) (b) (b) (4) (b) (b) (b) (4) (b) (b) (4) (b) 

(b) (4) (b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 136 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-5

CACI CMS

Tab C: Past Performance

May 15, 2008

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 137 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-6

CACI CMS

Tab C: Past Performance

May 15, 2008

Results: In an Excellence+ survey, CACI’s internal survey similar to the Government’s CPAR, the SMSP 

received an overall average score of 4.5 out of 5, including a 4.5 out of 5 for Cost Control. One survey respondent

wrote: “The costs are very much in line with the proposals. There have been times when CACI has offered us 

additional elements or enhancements of existing elements within a program for an added cost. That’s a good 

thing because it means we’re not boxed into our original plans. In terms of getting the price lower so we have 

money to do more things, CACI has come through on that for us as well. Well done.” 

There has been greater consistency in the content, themes, messages, and overall branding of NGB recruitment 

efforts as a result of a concentrated integration of the national advertising campaign at the state and local level. 

The benefit of a concentrated campaign is measured in effective strategic planning and greater cost efficiencies in 

terms of savings on creative development and the ability to secure bulk advertising frequency discounts.

C.1.2 Florida Army National Guard State Marketing Support Account Executive

Project Title: Florida Army National Guard State Marketing Support Account Executive (CACI)

Contracting Agency: National Guard Bureau Role (Prime or Subcontractor): Prime

Contract Number: DAHA90-02-D0002 Contract Type: FFP

CO: Phone: (703) 607-1267

COTR: Phone: (703) 601-2260

Contract Value: $50 Million Period of Performance: December 2001 - Present

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 138 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-7

CACI CMS

Tab C: Past Performance

May 15, 2008

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 139 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-8

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.3 JROTC-JSOCC Distance Learning

Project Title: JROTC-JSOCC Distance Learning

Contracting Agency: Army Cadet Command Role (Prime or Subcontractor): Prime

Contract Number: MOBIS Schedule; GS-23F-9785H 

/W912SU-04-F-001

Contract Type: FFP

CO: Phone: (757) 878-3166 ext 3277

COTR: Phone: (757) 788-4032

Contract Value: $15,519,336.52 Period of Performance: 14 October 2003 – 14 

October 2006

Relevant Subcontractor Support: n/a 

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) 

(4)

(b) (4)

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 140 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-9

CACI CMS

Tab C: Past Performance

May 15, 2008

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 141 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-10

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.4 Operations, Planning, Training, and Resource Support Services (OPTARSS)

Project Title: Operations, Planning, Training, and Resource Support Services (OPTARSS) (CACI)

Contracting Agency: HQ, US Army Forces Command, AFOP-PB Role (Prime or Subcontractor): Prime

Contract Number: DABK01-03-D-0006 Contract Type: IDIQ: CPFF, T&M, FFP 

Task Orders

CO: Phone: (404) 464-3844

COTR: Phone: (404) 464-6088

Contract Value: Initial IDIQ: Up to $650 Million

Modified IDIQ: $900 Million

CACI Portion: $235 Million

Period of Performance: March 2003 – June 2008

Relevant Subcontractor Support: n/a 

Personnel Who are also Proposed on the R&R Program

N/A 

(b) (4)

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 142 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-11

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.5 National Security Agency Recruitment Advertising

Project Title: National Security Agency Recruitment Advertising

Contracting Agency: National Security Agency Role (Prime or Subcontractor): Prime

Contract Number: H98230-07-07-C-0054 Contract Type: Time and Materials (T&M)

CO: Phone: (301) 688-2130

COTR: Phone: (410) 854-0073

Contract Value: Potential of $7.6 Million Period of Performance: 25 May 2007 – 30 

(b) (4)

(b) 

(4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 143 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-12

CACI CMS

Tab C: Past Performance

May 15, 2008

Project Title: National Security Agency Recruitment Advertising

September 2011

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

b) 

(4)

(

b

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 144 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-13

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.6 www.1-800-GO-GUARD.com

Project Title: www.1-800-GO-GUARD.com 

Contracting Agency: Docupak, Inc. (for NGB) Role (Prime or Subcontractor): Subcontractor

Contract Number: Subcontractor to Docupak, Inc. Contract Type: Firm Fixed Price

CO: Phone: (205) 621-3378

COTR: N/A Phone: N/A

Contract Value: $1.5M in FY07 Period of Performance: Annual, FY06-FY08

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 145 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-14

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.7 Army National Guard Military Entrance Processing Station 

(MEPS) Guidance Counselor Program

Project Title: Army National Guard Military Entrance Processing Station (MEPS) Guidance Counselor Program (IIF)

Contracting Agency: National Guard Bureau NGB-AQ Role (Prime or Subcontractor): Prime

Contract Number: W9133L-05-F-0130 Contract Type: Firm Fixed Price

CO: Phone: (703) 607-1267

COTR: Phone: (703) 607-3639

Contract Value: $22,200,000 Period of Performance: 6 May 2005 - 5 May 2010

Relevant Subcontractor Support: n/a

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 146 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-15

CACI CMS

Tab C: Past Performance

May 15, 2008

Project Title: Army National Guard Military Entrance Processing Station (MEPS) Guidance Counselor Program (IIF)

Personnel Who are also Proposed on the R&R Program

(b) (4) (b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 147 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-16

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.8 Texas ARNG R&R Services

Project Title: Texas ARNG R&R Services

Contracting Agency: USP&FO for Texas Role (Prime or Subcontractor): Prime

Contract Number: W912L1-07-C-5009 Contract Type: Firm Fixed Price

CO: Phone: (512) 782-5784

COTR: Phone: (512) 782-6224

Contract Value: $546,058.60 Period of Performance: 15 August 2007 – 14 August 2008

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) 

(4)

(b) (4) (b) (4)

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 148 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-17

CACI CMS

Tab C: Past Performance

May 15, 2008

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 149 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-18

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.9 GX Magazine: The Guard Experience

Project Title: GX Magazine: The Guard Experience

Contracting Agency: Docupak, Inc. (for NGB) Role (Prime or Subcontractor): Subcontractor

Contract Number: Subcontrator to Docupak, Inc. Contract Type: Firm Fixed Price

CO: Phone: (205) 621-3378

COTR: N/A Phone: N/A

Contract Value: $3.6M in FY07 Period of Performance: Annual, FY04-FY08

Relevant Subcontractor Support: n/a 

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 150 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-19

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.10 Indiana ARNG R&R Services

Project Title: Indiana ARNG Recruiting and Retention Services

Contracting Agency: USP&FO Indiana Role (Prime or Subcontractor): Prime

Contract Number: W912L9-05-F-0071 Contract Type: FFP

CO: Phone: (317) 247-3310

COTR: Phone: (317) 964-7120

POC: Phone: (317) 964-7089

Contract Value: $4.9M Period of Performance: 17 March 2005 – 28 

February 2010

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) 

(4)

(b) (4)

(b) (4)

(b) (6) (b) (6) (b) (6)

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January 5, 2011 

Page 151 of 282
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Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-20

CACI CMS

Tab C: Past Performance

May 15, 2008

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 152 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-21

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.11 National Guard Bureau Low Density Recruiting (LDR) Program 

Project Title: Low Density Recruiting (LDR) Program (a.k.a. the Military Intelligence Readiness Improvement Program)

Contracting Agency: National Guard Bureau Role (Prime or Subcontractor): Prime

Contract Number: W9133L-06-P-0137 Contract Type: Firm Fixed Price

CO: Phone: (703) 607-8534

COTR: Phone: (703) 607-1267

Contract Value: $1,711,809 Period of Performance: 1 January 2004 to 30 June 

2006 and 1 July 2006 to 

30 June 2008

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

(b) (4)

(b) 

(4)

(b) (4)

(b) (4)

(b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 153 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-22

CACI CMS

Tab C: Past Performance

May 15, 2008

C.1.12 ARNG and US Army Human Resources Command Reserve Component Career Counselor 

(RCCC) and Help Desk Program

Project Title:

ARNG and US Army Human Resources Command 

Reserve Component Career Counselor (RCCC) and Help Desk Program (IIF)

Contracting Agency: National Guard Bureau

Formerly US Army RDECOM ACQ CTR

Role (Prime or Subcontractor): Prime

Contract Number: W9133L-08-F-0047

Formerly W91CR-06-F-0237

Contract Type: Labor Hours 

CO: Phone: (703) 607-2089

COTR: Phone: (703) 325-0089

Contract Value: $8.6M Period of Performance: 29 September 2006 – 18 

March 2009

Relevant Subcontractor Support: n/a

Personnel Who are also Proposed on the R&R Program

Relevance to R&R Contract Objectives and SOW Activity Categories: IIF’s ongoing management and 

services in support of the ARNG Reserve Component Career Counselor and Help Desk Program show how Team 

CACI significantly contribute to the ARNG prior service accessions and Strength Maintenance mission. 

These services include training, including curriculum, course, and material development (Activity Category A); 

research and analysis of methodologies (Activity Category B); specialized recruiting of appropriate professionals 

to fill the necessary positions (Activity Category C); services support personnel to implement plans (Activity 

Category D); and Web-based and database services to assist in successfully fulfilling contract objectives (Activity 

Categories G and H).

Activity

Category A

Activity

Category B

Activity

Category C

Activity

Category D

Activity

Category E

Activity

Category F

Activity

Category G

Activity

Category H

x x x x x x 

Scope: This effort’s scope is to provide program management and professional staffing of up to 85 Reserve 

Component Career Counselors (RCCCs) strategically stationed at military installations worldwide. IIF provides 

leadership, management, and technical and subject matter expertise, coupled with staffing, training, mentorship, 

and IT tools to coordinate, market, administer, and execute the program. RCCCs provide counseling on reserve 

obligations and the benefits of continued service in the reserve components to active duty Soldiers. RCCCs enlist 

prior service Soldiers into the Guard and USAR. This is not limited to just active Army Soldiers, as expansion to 

active Navy, Air Force, and USMC personnel is a projected requirement. Further within the scope of this program 

is to provide Help Desk/Customer Service operations to facilitate and coordinate assignment of prior active 

service Soldiers to the ARNG and facilitate and coordinate interstate transfers of ARNG Soldiers between states.

Objective: Under this contract, the ARNG aims to significantly contribute to prior service accessions to meet end 

strength and readiness goals. By outsourcing RCCCs, we enable the Guard to reallocate senior controlled grade 

ARNG AGR R&R authorizations currently in that role. This enhances supervision and substantially increases the 

ARNG recruiting force. To keep this pipeline working properly, secondary objectives include significantly 

reducing the no show rate of prior active duty Soldiers enlisted by the RCCCs, which was 28 percent at the 

beginning of the award; minimizing the significant losses of Soldiers due to interstate transfers; and enhancing the 

accessions of active duty Soldiers leaving active service.

(b) (4)

(b) (4) (b) (6) (b) (6)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 154 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-23

CACI CMS

Tab C: Past Performance

May 15, 2008

C.2 Past Performance on Specific Activity Categories

This section highlights actions taken by Team CACI organized according to specific Activity Categories (A-H) as 

requested in Section L.5.3.3 of the request for proposal. Each citation explains an action taken by Team CACI 

that is analogous or similar to the indicated Activity Category. Many examples provided map directly back to one 

of the contracts featured in Section B. Other pertinent experience that relates to the Activity Category has been 

provided from previously uncited contracts. These are listed following the work represented in the project 

summaries.

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 155 of 282
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Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-24

CACI CMS

Tab C: Past Performance

May 15, 2008

C.2.1 Activity Category A—Training

This section describes and explains Team CACI’s past experience performing activities that are similar or 

analogous to Activity Category A: Training, as described in SOW Section C.5.1. This includes subcategories of 1. 

the development of courses and curriculum; 2. the development of training materials, modules, tools, and 

resources; 3. the delivery of specified training that considers interaction between instructors, materials, and target 

audiences; 4. ensure training delivery methods are consistent with the program and target; and 5. the development 

of instruments to evaluate and calculate training metrics. 

Project (Team CACI) Activity Category A: Training

State Media Services Program 

(SMSP)

OPTARSS FORSCOM Task

Orders 

www.1-800-GO-GUARD.com 

(800GG) 

ARNG MEPS Program

Texas ARNG (TXARNG) 

Indiana ARNG Recruit 

Sustainment Program (RSP) 

Battle Drill Training

Indiana ARNG Recruiting 

Services and Support

RCCC and Help Desk Program 

Training

Army Corps of Engineers 

Leadership Assessment and 

Advisory

(b) 

(4)

(b) 

(4)

(b) (4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 156 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-25

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category A: Training

ARNG State Recruiting and 

Retention Commands (

IRMIS Training

NGB Professional Education 

Center 

NTCSS

RCMS Application Training 

(

Q12 Process, Air National 

Guard and Air Force Material 

Command

C.2.2 Activity Category B—Research and Analysis

This section describes and explains past experience performing activities that are similar or analogous to Activity 

Category B: Research and Analysis, as described in SOW Section C.5.2. This includes: 1. produce market 

intelligence through research and analysis of data collection, data analysis, and statistical analysis; 2. determine 

attitudes and preferences of target groups using a variety of surveys to include but not limited to existing surveys; 

3. use automated methods and processes for data collection and reporting; and 4. provide value-added analysis 

results in clear, concise language to ensure training strategies and curricula are effective.

Project (Team CACI) Activity Category B: Research and Analysis

SMSP CACI provides in-depth state-level marketing research, analysis, and planning to assist state Guards with 

(b) (b) (4)

(b) (4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4)

(b) (4)

(b) 

NGB FOIA Reading Room Record 

January 5, 2011 

Page 157 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-26

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category B: Research and Analysis

OPTARSS Task Orders 

National Security Agency 

(NSA) Recruitment 

Advertising

NSA Recruitment Advertising 

(

800GG

Texas ARNG

GX Magazine 

Indiana ARNG R&R Services 

National Guard Bureau (NGB) 

Low Density Recruiting (LDR) 

Program (

Army National Guard RCCC 

and Help Desk Program

Department of Veterans 

(b) (4)

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4)(b) 

(4)

(b) (4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 158 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-27

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category B: Research and Analysis

Affairs (VA) Healthcare 

Retention and Recruitment 

Office (HRRO)

Q12 Process, Air National 

Guard and Air Force Material 

Command

C.2.3 Activity Category C—Specialized Recruiting

This section describes and explains our past experience performing activities that are similar to Activity Category 

C: Specialized Recruiting, as described in the SOW section C.5.3. This includes: 1. identifying and supporting the 

recruitment of advanced candidates for specific MOS categories; and 2. performing extensive or targeted searches 

to identify advanced specialty candidates and performing specialized recruiting for low density MOSs. 

Project (Team CACI) Activity Category C: Specialized Recruiting

SMSP 

NSA 

800GG

GX Magazine

NGB Low Density Recruiting 

Program

(b) 

(4)

(b) (4)

(b) (4)

(b) (4)

(b) 

(4)

(b) 

(4)

(b) (4)(b) (4)

(b) (4)

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 159 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-28

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category C: Specialized Recruiting

Army National Guard RCCC 

and Help Desk Program

SRI Development and 

Personnel Selection 

VA-HRRO

C.2.4 Activity Category D—Recruiting and Retention Services

This section describes and explains past experience performing activities that are similar or analogous to Activity 

Category D: Recruiting and Retention Services, as described in the SOW section C.5.4. This includes providing a 

full range of Recruitment and Retention Services similar to Military Entrance Processing Stations (MEPS), 

Recruit Sustainment Program (RSP) locations, and Reserve Component Career Counselors (RCCC). 

Project (Team CACI) Activity Category D: Recruiting and Retention Services

OPTARSS Task Orders

800GG 

ARNG MEPS Guidance 

Counselor Program 

Texas ARNG 

GX Magazine 

NGB LDR Program 

(b) (4)

(b) 

(4)

(b) (4) (b) 

(4)

(b) (4)

(b) (b) (4) (b) (b) (b) (4)(b) 

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 160 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-29

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category D: Recruiting and Retention Services

ARNG RCCC and Help 

Desk Program 

Individual State ARNG R&R 

Services and Support 

Nebraska ARNG 

NGB Road Map For 

Success (RMFS) (

RCMS Help Desk Support 

Staff Augmentation with 

Functional Area Subject 

Matter Experts (SME) 

(

C.2.5 Activity Category E—Development, Production, and Management of End Items

This section describes and explains past experience performing tasks that are similar or analogous to Activity 

Category E: Development, Production and Management of End Items, as described in SOW Section C.5.5. This 

includes: 1. developing, executing, and integrating into appropriate tasks effective promotional and recognition 

items in support of recruiting and retention programs; and 2. performing all phases of promotional item 

development from concept and design through manufacture and management. 

Project (Team CACI) Activity Category E: Development, Production, and Management of End Items

National Guard RPI 

(b) (4)

(b) 

(4)

(b) (4) (b) (b) (b) (b) (b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 161 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-30

CACI CMS

Tab C: Past Performance

May 15, 2008

OPTARRS Task Orders

NSA 

Texas ARNG 

GX Magazine 

NGB LDR Program 

Daring Eagle and Victory 

Challenge 

C.2.6 Activity Category F—Training Support Development

This section describes and explains past experience performing tasks that are similar or analogous to Activity 

Category F: Training Support Development, as described in the SOW Section C.5.6. This includes: 1. developing 

visual, graphical, interactive, and related software for Recruiting and Retention training programs, which could 

further include graphic design, scripting, production (including props and filming) for movies, video, and digital 

graphics for training materials; and 2. producing, manufacturing, inventorying, and distributing training packages 

that incorporate these produced materials.

Project (Team CACI) Activity Category F: Training Support Development

NSA (

800GG

Texas ARNG 

VA-HRRO

C.2.7 Activity Category G—Content Management Portal

This section describes and explains past experience performing tasks that are similar or analogous to Activity 

Category G: Content Managed Portal, as described in SOW section C.5.7. This includes: 1. implementing a Web-

(b) (4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4)(b) 

(4)

(b) (4)

(b) (4)

(b) 

(4)

(b) (4)(b) 

(4)

(b) 

(4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 162 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-31

CACI CMS

Tab C: Past Performance

May 15, 2008

based portal to serve as a central forum for recruiters and others; 2. manage, operate, and maintain the Recruiting 

and Retention portal; and 3. continued development of modules, which may include a document repository, 

discussion forums, scheduling functionality, a Service Members programs area, ordering location for Freedom 

Salute materials, and numerous databases. 

Project (Team CACI) Activity Category G: Content Management Portal

SMSP 

NSA 

800GG (

ARNG MEPS Guidance 

Counselor Program (

Texas ARNG 

(b) 

(4)

(b) 

(4)

(b) (4) (b) 

(4)

(b) 

(4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 163 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-32

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category G: Content Management Portal

GX Magazine 

NGB LDR Program 

ARNG RCCC and Help Desk 

Program

CIVFORS Interface

Integrated Resource 

Management Information 

System (IRMIS) 

SMSR Legacy Systems 

Transition

VA-HRRO

C.2.8 Activity Category H—Databases

This section describes and explains past experience performing tasks that are similar or analogous to Activity 

Category H: Databases, as described in SOW section C.5.8. This includes: 1. design and implementation of a 

performance metrics database that captures, manages, and reports the performance of germane R&R tasks

performed under the multiple award R&R contracts, 2. design and implementation of a documents archive 

database; 3. design and implementation of an R&R Task Proposal Database; and 4. design and implement an 

R&R Task Proposal Template that interfaces with the Task Proposal Database. 

Project (Team CACI) Activity Category H: Database Support

OPTARSS Task Orders 

(b) (4)(b) 

(4)

(b) 

(4)

(b) (4) (b) (4) (b) (4) (b) 

(4)

(b) (4)

(b) 

(4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 164 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-33

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category H: Database Support

NSA 

800GG (

Texas ARNG 

GX Magazine 

Indiana ARNG Recruit 

Sustainment Program 

NGB LDR Program 

ARNG RCCC and Help Desk 

Program (

Development and 

Maintenance

ETOSS

IRMIS Data 

Maintenance/Validation/

Cleansing 

RCMS Data 

Maintenance/Validation/

Cleansing 

SIDPERS

VA-HRRO

(b) 

(4)

(b) (4)(b) 

(4) (b) (4) (b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4) (b) 

(4)

(b) (4) (b) (4) (b) 

(4)

(b) 

(4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 165 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-34

CACI CMS

Tab C: Past Performance

May 15, 2008

Project (Team CACI) Activity Category H: Database Support

C.3 Management and Client Relationships

Communication is the most vital function that occurs between organizations, whether it is in terms of exchanging 

large quantities of information, delivering progress reports, or a simple conversation between two people. Clear, 

concise, and, above all, forthright communications is the key to effective management of projects and establishing 

client relationships built on mutual respect. It also facilitates the on-time delivery of products and services, assists 

in maintaining scheduling between groups, and allows for functional and ad hoc reporting. This is why Team 

CACI goes to great lengths to provide reliable and consistent communication. 

, CACI holds all members of our team to this same philosophy and ensures that this is 

the guiding principal in all communications between the team and our client. Certainly this will be accomplished 

through traditional methods like cell phones and email. But in addition, some of the tools Team CACI deploys to 

facilitate a positive exchange between us and our clients have already been discussed in the previous two sections. 

Other CACI clients, including NSA, TRICARE, and VA, have benefited from this service through client review 

sites and program management sites. Client review sites are password protected sites that allow personnel to 

review, comment on and approve creative documents online. These sites bypass several issues like

Program Management sites include client review capabilities plus access to reports, program news, archives, and 

program specific communications channels

From a program management perspective, these sites allow multiple stakeholders to share 

feedback and collaborate on new materials development, rapid communication among stakeholders, and greatly 

facilitate the review and approval process. Here are a few more examples of effective communications and client 

relationships: 

CACI: STATE MEDIA SERVICES PROGRAM (SMSP)

 CACI provides an experienced dedicated team of marketing communications professionals organized to 

handle different regions of the country. By giving the MNCOs a single point of contact who is reliable and 

accountable for executing the marketing communications efforts for their state, business relationships have 

been established and maintained, and projects are being completed on time and within budget. 





CACI: CORPORATION FOR NATIONAL AND COMMUNITY SERVICE (CNCS)

When Hurricane Katrina hit the Gulf Coast, AmeriCorps, a government-sponsored volunteer organization with 

CNCS, mobilized to the area to join the relief efforts. Still, the response paled in comparison to the magnitude of 

destruction. More help was needed. AmeriCorps called on CACI to manage, write, and produce a series of 12 

PSAs that would feature original audio from those already on the Coast, include studio recorded intros and outros, 

feature professional packaging and collateral material. This sort of program usually takes approximately six 

weeks to complete. Because of notoriously short media cycles, and AmeriCorps’ upcoming attendance at the 

(b) (4)

(b) (4)

(b) (4) (b) (4) (b) (4)

(b) (4)

(b) (4)

NGB FOIA Reading Room Record 

January 5, 2011 

Page 166 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-35

CACI CMS

Tab C: Past Performance

May 15, 2008

National Association of Broadcasters convention, they wanted it completed in nine days. To facilitate the request, 

CACI set up regular status calls to update CNCS and regular review sessions to ensure that all materials were 

compliant with AmeriCorps’ desired messages. This, in addition to the large volume of communications that 

would normally occur between key members of the team. Our performance prompted the following comment 

from Jackie Aker of CNCS: “On behalf of the Corporation for National and Community Service I wanted to thank 

your entire team for all of your hard work. I've never seen a more dedicated group of individuals to making a 

PSA campaign successful [emphasis included]. I know we appreciate you, but I'm sure our AmeriCorps members 

appreciate being recognized for all that they do each day as well. I hope these spots really make a difference in 

getting more Americans engaged in service. Again, thanks so much!” 

NATIONAL SECURITY AGENCY

CACI’s management approach includes several processes and systems that keep projects within deadline and 

maintain integral relationships. For NSA, CACI has established regular Program Status Review meetings, inprocess reviews, teleconferences, and program documentation. 

: NATIONAL GUARD BUREAU, ARIP REPORT

LTC Jack Parker, Branch Chief, Individual Training, National Guard Bureau, sent the following comment 

about the kind of service he was receiving and the response to the program: 

“Just a note of praise for ARIP. The G3 of California is putting Soldiers in schools by the hundreds due to the 

ARIP workshops that are so aggressive, and way beyond ‘admin fixes,’ by including in their workshops concise 

plans to sign up. This is exactly the vision and level of attention the Training Division had for ARIP over a year 

ago. Tell your team to continue to focus and spread these efforts in every possible way across the country.”

USA TRADOC

MAJ Monie Ulis of USA TRADOC ARNG had this to say “I need to 

drop a big HOOAH to CTR USA TRADOC ARNG] for helping me out during the DCA telephone 

conference providing clarity and knowledge. He assisted me in finding an answer to fix RSID structure that could 

have had a major impact on DCA. Big HOOAH!”

LDR PROGRAM

 The LDR Program published an informational Website in January 2008 that includes a backend database that 

is administered through a Web portal. This system enables the efficient flow of information and management 

of contacts, contracts, funding, and other essential program components. The LDR Program COR and other 

key personnel have access to the database enabling them to view near real-time data on demand. This 

management database has increased the flow and visibility of key information vital to the program and NGB 

recruiting and personnel efforts. 

 The LDR Program Manager performed at a level that has earned the trust and confidence of the client as well 

as key outside stakeholders (i.e., NGB-ARO-I and NGB-ART-I). As a result, the Program Manager is often 

called upon to represent NGB-ASM at key conferences (e.g., CAPSTONE and G2/S2 Conferences). The level 

of support goes beyond simple recruiting to providing consultation services to MI that include personnel, 

training, equipment fielding, and force structure issues. The Program Manager has been verbally recognized 

by the NGB-ART-I Branch Chief as the leading SME on MI personnel and recruiting issues for the ARNG. In 

a letter dated 16 June 2006, Dr. Robert Ali-Carr wrote: “During [the] past nine months your associates have 

assigned over 150 new Military Intelligence DMOSQ personnel in the Army National Guard Military 

Intelligence Units ... Your innovative approach, “Can-Do” attitude, and tireless work ethic have improved 

MI community combat readiness by positioning qualified individuals during critical war-time requirements.”

IIF: MEPS GUIDANCE COUNSELOR PROGRAM

Although not a deliverable or stated PWS objective, early after contract award, 

recognized that the COTR and the Recruiting and Retention Commanders in the states and territories required 

daily updated information on the status of processing and enlistments that was not available by other automated 

means. At no expense to the Guard, developed, fielded, host and administer a Web based program 

management data system that provides real time daily updated MEPS information for reporting, analysis, and 

management decision making also developed Customer Dashboard view of Reportable Activities increases 

(b) (4) (b) (4) (b) (4) (b) (4) (

b

(

b

(b) (4) (b) (4) (b) (4) (b) (4)(b

) 

(b) (4) (b) 

(4)

) 

(4)

(b) 

(4) NGB FOIA Reading Room Record 

January 5, 2011 

Page 167 of 282
Recruiting and Retention Services

Solicitation No: W9133L-08-R-0009

Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-36

CACI CMS

Tab C: Past Performance

May 15, 2008

communication, productivity, and customer satisfaction. Additional refinements and capture fields have been 

added whenever requested by the COTR at no cost. 

C.4 Quality of Service and Cost Control

Team CACI takes great pride in its ability to provide superior products and services at a reasonable cost. What 

usually goes unsaid is that those superior products and services usually result in additional return on investment. 

By watching costs at every point in the process, we can ensure that the Government will get its money is worth, 

and likely more, in the future. Other examples include: 

CACI: STATE MEDIA SERVICES PROGRAM (SMSP)

 CACI program teams use a process-driven purchasing system that provides for program controls on media, 

materials, and services.

 Tasked with targeting the college market, CACI developed the CY06 Fall Campus Campaign. The plan called 

for teams of National Guard recruiters and members visiting campuses to promote Guard service and pass out 

literature and RPIs including free music downloads through iTunes®. One of the states CACI targeted for this 

campaign was Alabama. Before the campaign could be implemented, a tornado struck Enterprise, Alabama, 

necessitating an Alabama National Guard mobilization. This made it impossible for an adequate amount of 

Guard members to join in on the Campus Campaign. Therefore, CACI immediately adjusted campaign 

scheduling of the various campus recruiting events in that state. Obviously, the Alabama program would have 

had little to no impact without the necessary Guard members to participate. Furthermore, in the course of 

implementing this program nationwide, an RPI status check and forecast report indicated that there would be 

remaining music downloads upon program conclusion. CACI personnel responded promptly by adding more 

colleges to the campaign schedule to ensure distribution of the full complement of RPIs. This was an 

important step not only to maximize opportunities for the Guard to connect with the target demographic, but 

also to use all the RPIs, which had already been purchased by the Guard. 

CACI: NATIONAL SECURITY AGENCY

 In February 2005, a two-part NSA email blast for a specific career field was sent to opt-in lists of 50,000 

people. The emails achieved 32.9 and 36.4 percent open rates as well as 25.8 and 35.4 percent click through 

rates (industry average typically measures between 6 and 10 percent). The program was so successful in 

returning qualified applicants that the remaining media for the campaign could be pulled, allowing NSA to 

save nearly 80 percent of its overall budget for the initiative.

 CACI has saved 15 to 40 percent of NSA’s media dollars by securing contact and frequency rates and through 

negotiation. For the magazine Diversity Careers, the rate for a full page, four color ad, was listed at 

CACI: DEPARTMENT OF VETERANS AFFAIRS (VA) HEALTHCARE RETENTION AND RECRUITMENT OFFICE

(HRRO)

 During the first 10 months of a VA broadcast PSA program, it is estimated that it received $1.5 million in free 

exposure and provided substantial support to local efforts. 

 Similar to what CACI does for ARNG, CACI negotiates premium media placements at substantial discounts 

for HRRO, enabling VA to extend the reach and frequency of their ad placements without substantial increase 

in costs. Media rate discounts include specialized government and nonprofit rates, frequency and volume 

discounts, and added value offers. Successful negotiations with media vendors on VA’s behalf have saved (b) (4)

(b) (4)

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Use or disclosure of data contained on this 

sheet is subject to the restriction on the title 

page of this proposal or quotation.

Source Selection Information (See FAR 2.101 and 3.104)

For Official Use Only

C, PP-37

CACI CMS

Tab C: Past Performance

May 15, 2008

more than $500,000. Detailed monitoring of VA’s education debt-reduction program transactions by CACI 

has allowed VA to recapture $1 million in funding annually. 

STANDARD PROCEDURES

 Project Managers ensure all travel is conducted IAW the FAR and JTR and strictly follows COR/POC 

preapproval processes. They track travel expenditures by individual and by expense category providing a detailed, 

simple to understand, monthly invoice of all travel expenditures incurred, and a monthly balance remaining in the 

travel ODC. travel policy requires the least cost method for traveling ensuring that contract travel dollars are 

maximized. For example, travel policy requires that airfares will be purchased at 21-day advanced discounts, 

whenever possible. Our savings are passed on to the contract budget.

LDR PROGRAM

LDR program resulted in assigning 150 new Military Intelligence DMOSQ personnel to ARNG 

Intelligence Units and achieved more than $22 million in cost savings. Now, less than two years later, those 

numbers equate to 400 accessions and the retention of more than 200 Soldiers in the toughest MOSs to recruit for 

and train. The training cost avoidance to date is more than $60 million.

Team CACI has a 95 percent renewal rate for all our ARNG R&R support contracts awarded over the past four 

years, so clearly customer satisfaction is a key part of the team’s core performance objectives. This kind of loyalty 

is only created when a contractor continuously provides reliable, high quality suppliers and vendors, delivers 

quality products and services on schedule, an ability to save its client’s money while securing an exponentially 

larger return on investment. This is what Team CACI has done for the Guard and our other clients in the past. 

This is what Team CACI will continue doing in the future as part of the R&R services award.

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) 

(4)

(b) (4) (b) (4)

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-i 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

D GLOSSARY

Acronym Definition 

AAR After Action Report 

AASA American Association of School Administrators 

ABO Army Budget Office 

AC Activity Categories 

AC Active Component 

ACAP Army Career and Alumni Program 

ACQ Acquisition 

AD Active Duty 

ADCS Automated Data Capture System 

ADIIS Automated Document Image Indexing System 

ADL Advanced Distributed Learning 

AFOSI Air Force Office of Special Investigations 

AFRT Armed Forces Radio and Television 

AGR Active Guard and Reserve 

AKO Army Knowledge Online 

ALMS Army Learning Management System 

AMEDD Army Medical Department 

ANCOC Advanced Noncommissioned Officer Course 

ANG Air National Guard 

AP Advanced Placement 

ARCENT Army Central 

ARH Armed Reconnaissance Helicopter 

ARISS Army Recruiting Information Support System 

ARNG Army National Guard 

ARO Army Research Office 

ASCA American School Counselor Association 

ASG Area Support Group 

ASM Army Strength Maintenance 

ASTD American Society for Training and Development 

ASVAB Armed Services Vocational Aptitude Battery 

ATOM ASVAB Training and Outreach Model 

ATRRS Army Training Requirements & Resource System 

AUSA Association of the US Army 

BAIM Baseline Advanced Industrial Management 

BCST Battle Command Staff Training 

BCT Basic Combat Training 

BD Business Development 

BIG Business Information Gateway 

BOA Basic Ordering Agreements 

BOE Basis of Estimate 

BPC Battle Projection Center 

BPG Battle Projection Group 

BRAC Base Realignment and Closure 

CAPS CACI Ad Placement System 

CASCOM Combined Arms Support Command 

CASI Commission on Accreditation and School Improvement 

CBT Computer Based Training 

CDP CACI Defined Processes 

CDRL Contract Data Requirements List 

CEA Creative Excellence Award 

CEG Combat Equipment Group 

CEP Career Exploration Program 

CFC Combined Forces Command 

CFLCC Coalition Forces Land Component Command 

CGI Common Gateway Interface 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-ii 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

CHCS Composite Health Care System 

CI Counter Intelligence 

CIA Central Intelligence Agency 

CIM Corporate Information Management 

CIO Chief Information Officer 

CIVFORS Civilian Forecasting System 

CMF Career Management Fields 

CMI Computer Managed Instruction 

CMM Capability Maturity Model 

CMMI Capability Maturity Model Integration 

CMS Contract Management System 

CNCS Corporation for National and Community Service 

COO Chief Operating Officer 

COR Contracting Officer’s Representative 

COTR Contracting Officer’s Technical Representative 

CPAF Cost Plus Award Fee 

CPAR Contractor Performance Assessment Report 

CPFF Cost Plus Fixed Fee 

CPIAF Cost Plus Incentive Award Fee 

CPIF Cost Plus Incentive Fee 

CPMRS CACI Program Management Reporting System 

CQ Coaches Quarterly 

CRS Courseware Review System 

CT Counter Terrorism 

CTAM Cable and Telecommunications Association for Marketing 

DARNG Director, Army National Guard 

DB Database 

DBA Database Administrator 

DBase Database 

DCAA Defense Contract Audit Agency 

DCAP Deficiency Corrective Action Program 

DDARNG Deputy Director, Army National Guard 

DEA Drug Enforcement Agency 

DIA Defense Intelligence Agency 

DL Distance Learning 

DoD Department of Defense 

DODDS Department of Defense Dependent Schools 

DOE Department of Energy 

DOJ Department of Justice 

DPM Deputy Program Manager 

DSRO Director’s Strength Readiness Overview 

ECM Enlistment Criteria Memorandum 

EEO Equal Employment Opportunity 

EESOH-MIS Enterprise Environmental, Safety, Occupational Health Management Information System 

ELO Extended Learning Opportunities 

ENRD Environmental and Natural Resources Division 

EOUSA Executive Office for United States Attorneys 

EPCRA Emergency Planning and Community Right-to-Know Act 

EPM Executive Program Manager 

EPSS Electronic Performance Support System 

ERP Enterprise Resource Planning 

ERS Engine Room Simulator 

ESAR Every Soldier A Recruiter 

ESO Executive Services Office 

ESRI Environmental Systems Research Institute 

ESS Education Support Specialist 

ETOSS Engineering, Technical, and Operational Support Services 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-iii 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

ETS Expiration, Term of Service 

EXW Expeditionary Warfare 

FAA Federal Aviation Administration 

FBI Federal Bureau of Investigation 

FDG Federal Defense Group 

FDIC Federal Deposit Insurance Corporation 

FFP Firm Fixed Price 

FIFA Force Integration Functional Area 

FLARNG Florida Army National Guard 

FPI Fixed Price Incentive 

FTE Full Time Equivalent 

FTP File Transfer Protocol 

FTRRF Full Time Recruiting and Retention Force 

G-RAP Guard Recruiting Assistance Program 

GED General Education Development 

GFE Government Furnished Equipment 

GIS Geographic Information System 

GKO Guard Knowledge Online 

GTOL Government Task Order Lead 

GUI Graphical User Interface 

GWOT Global War on Terrorism 

GX Guard Experience 

HCSDRO Healthcare Staff Development & Retention Office 

HQ Headquarters 

HRC Human Resources Command 

HRRO Healthcare Retention and Recruitment Office 

HUBZone Historically Underutilized Business Zone 

IC Integration Contractor 

IDEF Integrated Definition Methods 

IDIQ Indefinite Delivery Indefinite Quantity 

IET Initial Entry Training 

IG Inspector General 

IIS Internet Information Server 

IMDR Instructional Media Design Report 

IMI Interactive Multimedia Instruction 

INARNG Indiana Army National Guard 

INSCOM United States Army Intelligence and Security Command 

IP Internet Protocol 

IPX Internet Packet Exchange 

IPX/SPX Internet Packet Exchange/Sequenced Packet Exchange 

IRISS Industrial Rehabilitation Institute and Support Services 

IRR Individual Ready Reserve 

ISD Instructional System Design 

ISDN Integrated Services Digital Network 

ISO International Standards Organization 

IST Interstate Transfer 

ITAA International Technology Association of America 

ITVA International Television and Video Association 

JAMRS Joint Advertising Market Research Studies 

JCL Job Control Language 

JCS Joint Chiefs of Staff 

JFS Journaled File System 

JPAS Joint Personnel Adjudication System 

JPMO Joint Program Management Office 

JROTC Junior Reserve Officer Training Corps 

JSOCC Joint Special Operations Component Commander 

JTF Joint Task Force 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-iv 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

KO Contracting Officer 

LAN Local Area Network 

LDR Low Density Recruiting 

LMS Learning Management System 

LOA Letters of Assignment 

LOE Level of Effort 

LP Lesson Plans 

LSI Lead Systems Integrator 

M&A Mergers and Acquisitions 

MAARNG Massachusetts Army National Guard 

MACOM Major Command 

MAIDIQ Multiple Award Indefinite Delivery Indefinite Quantity 

MCAS Marine Corps Air Station 

MDW Military District of Washington 

MEPCOM Military Entrance Processing Command 

MEPS Military Entrance Processing Station 

MI Military Intelligence 

MIRIP Military Intelligence Readiness Improvement Program 

MIS Management Information System 

MNCO Marketing Non-Commissioned Officer 

MOBIS Mission Oriented Business Integration Services 

MOS Military Occupational Specialty 

MTF Military Treatment Facility 

N/A Not Applicable 

NACAC National Association for College Admission Counseling 

NADEP Naval Aviation Depot 

NARMC Navy Regional Medical Center 

NASA National Aeronautics and Space Administration 

NATAS National Academy of Television Arts and Sciences 

NATO North Atlantic Treaty Organization 

NAVSEA Naval Sea Systems Command 

NBC Nuclear Biological and Chemical 

NCA National Command Authority 

NCO Non-Commissioned Officer 

NCODP Non-Commissioned Office Development Program 

NCOIC Non-Commissioned Officer in Charge 

NCTC National Counterterrorism Center 

NEARNG Nebraska Army National Guard 

NEMAIS Navy Enterprise Maintenance Automated Information System 

NETCOM Network Enterprise Technology Command 

NG National Guard 

NGAUS National Guard Association of the United States 

NGB National Guard Bureau 

NGB-ASM NGB-Strength Maintenance Division 

NGPEC National Guard Professional Education Center 

NGR National Guard Regulation 

NIC Network Interface Card 

NINT Not Interested 

NPS Non-Prior Service 

NRO National Reconnaissance Office 

NSA National Security Agency 

NSG National Solutions Group 

NSSE National Study of School Evaluation 

NTCSS Naval Tactical Command Support System 

NYARNG New York Army National Guard 

OCONUS Outside the Continental United States 

OCR Optical Character Recognition 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-v 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

OCS Officer Candidate School 

ODC Other Direct Costs 

ODCSOP Office of the Deputy Chief of Staff Operations Plan 

ODNI Office of the Director of National Intelligence 

OIC Officer in Charge 

OIF Operation Iraqi Freedom 

OMC-A Office of Military Cooperation in Afghanistan 

OPM Office of Personnel Management 

OPTARSS Operations Planning Training and Resource Support Services 

OPTEMPO Operational Tempo 

ORSA Operations Research Society of America 

OSD Office of the Secretary of Defense 

PAARNG Pennsylvania Army National Guard 

PAED Program Analysis and Evaluation Directorate 

PBD Program Budget Decision 

PBS Public Broadcasting System 

PC Personal Computer 

PDA Personal Digital Assistant 

PDF Portable Document Format 

PEC Professional Education Center 

PEO Program Executive Office 

PERSCOM U.S. Army Human Resources Command 

PH Population Health 

PIEMS Public Education Information Management Systems 

PL Procedural Language 

PM Program Manager 

PMGR Project Manager’s Guidelines and Responsibilities 

PMO Program Management Office 

PMOS Primary Military Specialty 

POC Point of Contact 

POI Program of Instruction 

PS Prior Service 

PSA Public Service Announcement 

PSAT Preliminary Scholastic Achievement Test 

PTH Path to Honor 

PWS Performance Work Statement 

QA Quality Assurance 

QASP Quality Assurance Surveillance Plan 

QC Quality Control 

QCP Quality Control Plan 

QMS Quality Management System 

R&R Recruiting and Retention 

RC Reserve Component 

RCCC Reserve Component Career Counselor 

RCMS Reserve Component Manpower System 

RDECOM Research Development and Engineering Command 

RFP Request for Proposal 

RIARNG Rhode Island Army National Guard 

RMFS Road Map for Success 

ROI Return on Investment 

ROM Rough Order of Magnitude 

ROTC Reserve Officers Training Corps 

RPI Recruitment Promotional Item 

RRAC Recruiting and Retention Area Command 

RRAMP Recruiting and Retention Activity Management Page 

RRB Recruiting and Retention Battalion 

RRC Recruiting and Retention Command 

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Tab D, Glossary-vi 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

RRF Recruiting and Retention Force 

RRNCO Recruiting and Retention Non Commissioned Officer 

RRNCOIC Recruiting and Retention Non Commissioned Officer in Charge 

RRPM Regional Recruiting Potential Model 

RSID Recruiting Station ID 

RSP Recruit Sustainment Program 

RSS Really Simple Syndication 

SALT Society for Applied Learning Technology 

SAMS Standard Automated Medical System 

SAT Systems Approach to Training 

SATCOM Satellite Communication 

SB Small Business 

SCORM Shareable Content Object Reference Model 

SCS Society for Computer Simulation 

SD Small Disadvantaged 

SDAA State Developed Alternative Assessment Test 

SDVOSB Service Disabled Veteran Owned Small Business 

SEG Simulation Exercise Group 

SEI Software Engineering Institute 

SIA Social Impact Assessment 

SIDPERS Standard Installation Division Personnel System 

SIMS Security Information Management System 

SME Subject Matter Expert 

SMLC Strength Maintenance Leadership Conference 

SMOM Strength Maintenance Operations Message 

SMOS Secondary Military Occupational Specialty 

SMSP State Media Services Program 

SMSR Strength Management Systems Redesign 

SMTC Strength Maintenance Training Center 

SOCC Special Operations Component Commander 

SOP Standard Operating Procedure 

SOW Statement of Work 

SPS Standard Procurement System 

SSBI Single Scope Background Investigation 

START Strategic Army Training 

T&M Time and Materials 

TAA Total Army Analysis 

TAG The Adjutant General 

TAKS Texas Assessment of Knowledge and Skills 

TAPDB-G Total Army Personnel Database - Guard 

TAPS Tragedy Assistance Program for Survivors 

TBD To Be Determined 

TDY Temporary Duty 

TLO Terminal Learning Objective 

TO Task Order 

TOA Transfer of Authority 

TOC Table of Contents 

TORP Task Order Requirements Package 

TPT Task Proposal Template 

TQM Total Quality Management 

TRADOC Training and Doctrine Command 

TRAT Technology Readiness Assessment Team 

TSAMS Training Support Automated Management System 

TSAMS-E Training Support Automated Management System - Enhanced 

TSC Theatre Surface Combatant 

TSP Training Support Package 

TXARNG Texas Army National Guard 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab D, Glossary-vii 

CACI CMS 

Tab D: Glossary 

May 15, 2008 

Acronym Definition 

UATP User Acceptance Test Plan 

USAR United States Army Reserve 

USAREC United States Army Recruiting Command 

USAREUR United States Army Europe 

USMC United States Marine Corps 

USP&FO United States Property & Fiscal Office 

USPS United States Postal Service 

VA Department of Veterans Affairs 

VHA Veterans Health Administration 

VNR Video News Releases 

VoIP Voice over Internet Protocol 

VPD Virtual Private Databases 

VTC Video Teleconference 

VTR Video Tape Recorder 

WBS Work Breakdown Structure 

WBT Web Based Training 

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sheet is subject to the restriction on the title 

page of this proposal or quotation. 

Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab A - 1 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

TAB A - TABLE OF CONTENTS 

TAB B - Completed Standard Form 33 .................................................................................. B-1 

TAB C - General Pricing and Costs ........................................................................................ C-1 

C.1 Labor Rates ................................................................................................................... C-2

C.1.1 Labor Rates Development....................................................................................... C-3 

C.1.1.1 Labor Rate Methodology and Rationale ............................................................ C-3 

C.1.1.2 Rates and Productivity ....................................................................................... C-3 

C.1.2 Labor Rates Ground Rules, Assumptions, Exceptions, and Conditions ................. C-6 

C.1.3 Labor Rate Schedule Table ..................................................................................... C-7 

C.2 Other .............................................................................................................................. C-8

C.2.1 Government Furnished Materials or Support ......................................................... C-9 

C.2.2 Escalation Rates .................................................................................................... C-10 

C.2.3 Other Direct Costs Data ........................................................................................ C-11 

C.2.4 Materials, Equipment, Software, and Supplies ..................................................... C-12 

C.2.5 Travel .................................................................................................................... C-13 

C.2.6 Additional Charges ............................................................................................... C-14 

C.2.6.1 Indirect Burdens and Applicable Allocation Bases ......................................... C-14 

C.2.6.2 Indirect Burden Cost Breakdown ..................................................................... C-14 

C.2.6.3 Proposed Indirect Burden Rates ....................................................................... C-17 

C.2.6.4 CACI Fiscal Year ............................................................................................. C-17 

C.2.6.5 Fee .................................................................................................................... C-17 

C.2.6.6 Rounding .......................................................................................................... C-17 

C.2.6.7 Team Members ................................................................................................ C-17 

C.2.6.8 Subcontractor Cost/Price Analysis .................................................................. C-18 

C.2.6.9 Remittance Address ......................................................................................... C-18 

C.2.6.10 Cognizant ACO and DCAA ............................................................................. C-18 

Tab D - Recruiting and Retention Task Scenario .................................................................. D-1 

D.1 Recruiting and Retention Task Scenario Basis of Estimate .................................... D-16

D.1.1 Costing Methodology............................................................................................ D-16 

D.1.1.1 Labor ................................................................................................................ D-16 

D.1.1.2 Travel ............................................................................................................... D-16 

D.1.1.3 Supplies ............................................................................................................ D-16 

D.1.1.4 Other Direct Costs ............................................................................................ D-16 

D.1.1.5 Materials, Equipment, and Software ................................................................ D-16 

D.1.1.6 Government Furnished Materials or Support .................................................. D-17 

D.1.1.7 Additional Charges .......................................................................................... D-17 

D.2 Recruiting and Retention Task Scenario Ground Rules, Assumptions, Exceptions, 

and Conditions ........................................................................................................................ D-34

D.3 Recruiting and Retention Task Scenario Price/Cost Tables ................................... D-35

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab B - 1 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

TAB B - Completed Standard Form 33 

This section includes the following CACI documents; 

 Completed and signed Standard Form 33 (SF33) 

 Completed and signed Standard Forms 30 (SFs30) 

 Completed Section K 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab C - 1 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

TAB C - General Pricing and Costs 

CACI - CMS Information Systems, Inc. (CACI) is pleased to provide supporting cost 

information for providing program management and technical support services for the Recruiting 

and Retention for the Army National Guard, Solicitation Number W9133L-08-R-0009. The 

expected period of performance for this effort is outlined in the chart below. 

 Period Start Finish 

Base Period 07/01/2008 6/30/2009 

Option Period 1 07/01/2009 6/30/2010 

Option Period 2 07/01/2010 6/30/2011 

Option Period 3 07/01/2011 6/30/2012 

Option Period 4 07/01/2012 6/30/2013 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

Tab C - 2 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

C.1 Labor Rates 

In accordance with the solicitation instructions, CACI has provided fully burdened labor rates for 

the labor categories identified in the RFP’s Statement of Work (SOW) and 

 We have provided the Labor Rate Schedule Table, which can be found in Tab 

C.1.3, entitled “Labor Rate Schedule Table”. 

(b) (4)

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For Official Use Only 

Tab C - 3 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

C.1.1 Labor Rates Development

Labor rates for projected new hires are within established bid rate ranges for each Labor 

Category/Grade. These bid rate ranges are on file with the Defense Contract Audit Agency 

(DCAA). Rates for non-exempt employees covered by the Service Contract Act are based on the 

Washington, D.C. regional area, Wage Determination No. 05-2103, Revision 4, dated 07/05/07. 

C.1.1.1 Labor Rate Methodology and Rationale 

CACI has included an Excel spreadsheet that reflects the development, methodology, and the 

calculation of our fully burdened labor rates are provided at the end of this tab section. 

Labor Rates for Fair Labor Standards Act (FLSLA)-exempt personnel were derived by dividing 

annual salaries by 2,137 hours for CACI-site personnel the historical average for work being 

performed at these respective sites. This yields hourly rates adjusted to reflect the effect of 

uncompensated overtime (UCOT). For part-time, on-call, and non-exempt employees, the 

annual salary is divided by 2,088 hours to derive the direct labor rate. 

C.1.1.2 Rates and Productivity 

CACI’s escalation methodology is described as follows; 

Year Rate 

2008 

2009 

2010 

2011 

2012 

2013 

(b) (4) (b) (4)

(b) (4)

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Tab C - 4 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

Composite Escalation Calculation 

 Extended 

Year Rate Months Factor 

2008 

2009 

2010 

2011 

2012 

2013 

Totals: 

The following figure illustrates our methodology for applying escalation. 

 Average days/month: 30.42 

 Date Escalation 

 Salary Period of Performance Midpoint Escalation Rate = 

Contract 

Year 

Chart 

Date Start Finish in months Occurs 2.54% 

New 

Hires 

Base Period 05/01/2008 07/01/2008 06/30/2009 

Option Period 1 07/01/2009 06/30/2010 

Option Period 2 07/01/2010 06/30/2011 

Option Period 3 07/01/2011 06/30/2012 

Option Period 4 07/01/2012 06/30/2013 

CACI uses 1,913 hours as the basis for defining a productive man-year or full time equivalent 

(FTE) for CACI-site personnel. The CACI-site FTE hours of 1,913 are calculated as such; 2,137 

hours less 104 hours for vacation, 80 hours for holidays, and 40 hours for sick. 

With reference to CACI’s uncompensated overtime: 

 CACI has an established cost accounting system, approved by DCAA, which records all 

hours worked, including uncompensated hours for all employees, regardless of the 

contract type. 

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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For Official Use Only 

Tab C - 5 

CACI CMS 

Volume III - Price 

May 15, 2008 

 

 All uncompensated overtime hours are included in CACI’s base for allocation of 

overhead costs. 

 No uncompensated overtime effort will be performed without supervision. 

Uncompensated effort is supported by clerical and secretarial personnel only when 

necessary; i.e., if the uncompensated effort would otherwise be unproductive. 

 Employees are required or encouraged to perform uncompensated effort only when 

necessary to refine work products, meet deliverable deadlines, or otherwise respond to 

customer requirements. 

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Source Selection Information (See FAR 2.101 and 3.104) 

For Official Use Only 

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C.1.2 Labor Rates Ground Rules, Assumptions, Exceptions, and Conditions

 CACI has not deviated for its DCAA approved estimating policies and procedures in 

producing this price proposal. 

 The rates and prices set forth in this proposal are based on Solicitation No W9133L-08-

R-0009, issued February 28, 2008, including Amendments 0001-0004. Our offer takes no 

exceptions to the Solicitation provisions. 

 This proposal shall remain valid for a period of one hundred twenty (120) days from the 

Solicitation closing date. 





 CACI takes no exception to the ground rules and assumptions specified in the 

solicitation. Additionally, CACI’s offer places no additional conditions on the 

government. 

(b) (4)

(b) (4)

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C.1.3 Labor Rate Schedule Table

CACI has completed the table format identified in Section B. The Excel rate table can be found 

in the following pages, and is entitled “Labor Rate Schedule Table”. This table reflects CACI’s 

proposed fully burdened labor rates for the labor categories found in the RFP’s Statement of 

Work (SOW). 

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C.2 Other 

The following tab sections describe CACI proposed materials, rates, travel, and other direct costs 

and prices. 

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C.2.1 Government Furnished Materials or Support

CACI assumes that any Government Furnished Information, Government Furnished Property 

and Government Furnished Equipment will be specified in individual task orders (at the 

discretion of the Contracting Officer) and will be provided by the Government to CACI on a rent 

free and unrestricted use basis during the performance of the task order work. Therefore, CACI 

does not anticipate a need to price GFE, GFI, or GFP in preparing our task order proposals. 

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C.2.2 Escalation Rates

(b) (4)

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C.2.3 Other Direct Costs Data

In the event that a task order price proposal requires other direct costs (CLIN X002), CACI shall 

present a detailed list of all ODC items, item pricing, and a basis of estimate for each price. 

CACI assumes that any other direct costs necessary for performance will be reimbursed at actual 

cost plus applicable burdens, such as material handling, and will exclude fee. 

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For Official Use Only 

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C.2.4 Materials, Equipment, Software, and Supplies

In the event that a task order price proposal requires materials, equipment, software, or supplies 

(CLIN X002), CACI shall present a detailed list of all materials, equipment, software, and 

supplies including quantities, unit prices, proposed vendors (if known), and the basis of estimate 

rationale. CACI assumes that any materials, equipment, software, or supplies necessary for 

performance will be reimbursed at actual cost plus applicable burdens, such as material handling, 

and will exclude fee. 

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For Official Use Only 

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C.2.5 Travel

In the event that a task order price proposal requires travel costs (CLIN X002), CACI shall 

present a detailed list, which includes a breakout by purpose, number of trips, origin and 

destination(s), duration, and travelers per trip. All travel shall be in accordance with the Joint 

Travel Regulations (JTR). 

CACI assumes that any travel costs necessary for performance will be reimbursed at actual cost, 

and will exclude applicable burdens and fee. 

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C.2.6 Additional Charges

C.2.6.1 Indirect Burdens and Applicable Allocation Bases 

 

In accordance with the solicitation instructions, no indirect burdens have been applied to travel 

costs. 

C.2.6.2 Indirect Burden Cost Breakdown 

The allocation base for indirect rates and costs included in developing each indirect rate item 

1.

2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

1.

(b) (4)

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4) (b) (4)

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2.

3.

4.

5.

6.

7.

8.

9.

10.

11.

12.

13.

14.

15.

16.

17.

18.

19.

20.

21.

22.

23.

24.

25.

26.

27.

28.

29.

30.

31.

32.

33.

34.

35.

36.

37.

38.

39.

40.

41.

42.

43.

(b) (4)

(b) (4)

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(b) (4)

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Cost centers are maintained for each of these functions and are allocated to the CACI 

subsidiaries using various methods of allocations, previously reviewed and approved by DCAA. 

 

Consultant and Subcontractor costs are charged to the contracts for which these services were 

incurred. That is, if a consultant or subcontractor works on a contract, those costs are charged 

directly to the project. If such costs are incurred for an indirect purpose or function, such as 

marketing or accounting systems review, these costs are charged to an indirect expense account 

and recovered through our indirect rates as described above. 

C.2.6.3 Proposed Indirect Burden Rates 

CACI’s proposed indirect rates have been reviewed and approved by both DCAA and the 

Administrative Contracting Officer (ACO) as of July 26, 2007. 

C.2.6.4 CACI Fiscal Year 

CACI's fiscal year is July 1st through June 30th. CACI’s proposed indirect burden rates remain 

constant for the duration of this effort, regardless of the fiscal year. 

C.2.6.5 Fee 

C.2.6.6 Rounding 

Any minor cost differences between this detailed submission and/or that submitted by our team 

members are the result of rounding. 

C.2.6.7 rs 























(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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For Official Use Only 

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C.2.6.8 Subcontractor Cost/Price Analysis 

CACI is committed to performing this contract in support of our client, the Army National 

Guard. We understand the necessity of balancing team goals/cost/price tradeoffs with effectively 

and efficiently managing maximum performance within the constraints of the Government 

budget. To that end, we have painstakingly analyzed the Statement of Work to digest and 

understand the cost of performing. 

This analysis helped determine our overall costing and pricing approach. Our proposal 

represents our best approach to creating a fair and reasonable offer for performance of this 

contract. We have concluded that our rates internally developed, with the assistance of 

competitive data from external sources, provide the most realistic and reasonable cost of 

performance for this contract and provide the basis of our subcontractor cost/price analysis. 

C.2.6.9 Remittance Address 

CACI’s remittance address is: 

CACI – CMS Information Systems Inc. 

P.O. Box 630967 

Lockbox Number 630967 

Baltimore, MD 21263-0967 

C.2.6.10 Cognizant ACO and DCAA 

ACO Information DCMC Information

 DCMA Virginia Defense Contract Audit Agency 

 10500 Battleview Parkway Herndon Branch Office 

 Suite 200 171 Elden Street 

 Manassas, Virginia 20109-2342 Herndon, Virginia 20170-4810 

 Attn: , ACO Attn: Branch Manager

 (P) 703-530-3204 (P) 703-735-3469 

 (F) 703-530-3601 (F) 703-735-8229 

DCAA Audit Information 

Defense Contract Audit Agency 

 DCAA - CACI Sub-Office 

 1100 N. Glebe Road 

 Arlington, Virginia 22201 

 Attn: Audit Supervisor 

 (P) 703 841-7681 

(F) 703 812-8737

(b) (6) (b) (6)

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For Official Use Only 

Tab D - 1 

CACI CMS 

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Tab D - Recruiting and Retention Task Scenario 

CACI has provided the Recruiting and Retention Task Scenario task proposal (also provided in 

the Technical Management Volume I, Tab E) for purposes of showing the relationship to the 

BOEs, required price tables, and other information.

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For Official Use Only 

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D.1 Recruiting and Retention Task Scenario Basis of Estimate 

CACI has provided our detailed Basis of Estimates (BOEs) for the task scenario. These BOEs 

map to our WBS (Level 3) elements and provide the costing rationale for our Scenario Task 

solution. The Task Scenario Summary Level BOEs along with the Task Scenario Detailed Level 

BOEs can be found at the end of this tab section. 

Additionally, following the BOEs, CACI has included its Media Plan. 

D.1.1 Costing Methodology 

D.1.1.1 Labor 

CACI fully burdened labor rates have been proposed for each labor category. Labor estimates 

are based on resources required to plan and execute activities to achieve cost, schedule, and 

performance requirements, based on CACI’s experience with other ARNG recruitment and 

training efforts. Specific talent and expertise were selected and appropriate labor categories 

utilized to ensure meeting specific task requirements as defined in the WBS, which forms the 

structure of the Basis of Estimates, and Attachment J. 2 - Scenario Task description, as well as 

the solicitation Sections C, L, and M. 

D.1.1.2 Travel 

Travel is estimated based on number of trips anticipated in our solution to the task scenario. 

Actual travel will be billed at cost with no additional charges applied, and is based on the 

prevailing per diem costs in each destination. 

D.1.1.3 Supplies 

D.1.1.4 Other Direct Costs 

All other direct costs (ODC’s) for the program (e.g., media printing and production costs) will be 

billed at cost plus a material handling charge. No additional fees will be applied. Program 

supplies (e.g., Training Workbooks) are considered as ODCs. 

D.1.1.5 Materials, Equipment, and Software 

While in performance of this task scenario, the required materials, equipment, software, or 

supplies will be invoiced at cost plus a material handling charge. No additional fees will be 

applied. 

(b) 

(4)

(b) (4)

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Tab D - 17 

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Additionally, CACI will present a detailed list of all materials, equipment, software, and supplies 

including quantities, unit prices, and proposed vendors. 

D.1.1.6 Government Furnished Materials or Support 

CACI does not anticipate a need to price GFE, GFI, or GFP in preparing the task scenario 

proposal. 

CACI assumes that any Government Furnished Information, Government Furnished Property 

and Government Furnished Equipment will be specified in other individual task orders (at the 

discretion of the Contracting Officer) and will be provided by the Government to CACI on a rent 

free and unrestricted use basis during the performance of the task order work. 

D.1.1.7 Additional Charges 

All shipping costs assume delivery to one central distribution point for package assembly (where 

required) and further distribution. Individual fulfillment and shipping costs will be based on costs 

from existing ARNG warehouse providers, and will be invoiced as incurred, at cost plus a 

material handling charge. No additional fees will be applied. 

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Tab D - 33 

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For Official Use Only 

Tab D - 34 

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D.2 Recruiting and Retention Task Scenario Ground Rules, Assumptions, 

Exceptions, and Conditions 

CACI’s task scenario assumptions are: 

 Schedules - For scheduling purposes, the timelines are based on a Task Order Award 

Date of July 1, 2008. 

 Shipping and Fulfillment - Unless otherwise stated, all materials will be shipped to 

 Specific assumptions regarding performance of the Recruiting and Retention Scenario 

Tasks are listed in our detailed Scenario Task Basis of Estimate, located in Tab D.1. 

CACI takes no exception to the requirements of the Recruiting and Retentions Scenario Task 

detailed in the SOW. CACI places no additional conditions on the Government. 

(b) (4)

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For Official Use Only 

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D.3 Recruiting and Retention Task Scenario Price/Cost Tables 

CACI’s Task Scenario price proposal and cost tables as specified in Section J.2, are listed below 

and can be found in the following sections, (as indicated by slip-sheets): 

 RRET-1 Labor Hours by WBS Element by Labor Category by Month 

 RRET-2 Travel Costs by Month 

 RRET-3 Labor Cost by WBS Element by Labor Category by Month 

 RRET-4 Non-Labor Costs by Month 

 RRET-5 Cost by WBS Element by Month 

 T.S. Labor Detail Supporting Labor Cost Information 

 T.S. ODC Detail Supporting Non-Labor Cost Information, excluding Travel 

 T.S. Travel Detail Supporting Travel Cost Information 

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Tab D 

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RRET-1 

Labor Hours by WBS Element by Labor Category by Month 

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Tab D 

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RRET-2 

Travel Costs by Month 

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Tab D 

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RRET-3 

Labor Cost by WBS Element by Labor Category by Month 

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Tab D 

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RRET-4 

Non-Labor Costs by Month 

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Tab D 

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RRET-5 

Cost by WBS Element by Month 

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Tab D 

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T.S. Labor Detail 

Supporting Labor Cost Information 

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T.S. ODC Detail 

Supporting Non-Labor Cost Information 

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T.S. Travel Detail 

Supporting Travel Cost Information 

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WBS Task Table 

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D-2 

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E RECRUITING AND RETENTION SCENARIO TASK

Scenario Task: Armed Services Vocational Aptitude Battery (ASVAB) Training Program 

Contract No.: R&R IDIQ Date Issued: 2/29/08 

Task No.: Scenario Task Date Due: 5/15/08 

Submitted by: 

CACI CMS 1100 N. Glebe Rd. 

Arlington, VA 22201 

Contact: 

Task Order Objective 

The offeror shall propose a training program to help recruiters raise awareness of and promote the use of the 

Armed Services Vocational Aptitude Battery (ASVAB) to school guidance counselors as a tool to students and 

shall rectify the negative perceptions of the ASVAB. Offerors shall propose their best single solution. 

Program/Solution Concept Summary 

E.1 Scenario Task Technical and Management Discussion 

E.1.1 Objectives and Situation Analysis 

(b)(4), (b)(6) (b)(4), (b)(6)

(b) (4)

(b)(4), (b)(6)

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(b) (4)

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

The following graphic demonstrates the features of our approach: 

Figure 23. Team CACI’s ATOM Approach 

Team CACI’s ATOM approach has the strategy and tactics to meet NGB-ASM’s objectives. 

E.1.3 Management Approach 

(b) (4)

(b) (4) (b) (4)

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D-5 

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To execute these activities, the TO team will follow a detailed annual schedule that drills down to daily activities. 

All activities, milestones, responsibilities, and performance reports will be mapped

Figure 24 is a summary of major quarterly milestones and deliverables. 

Figure 24 ASVAB Training and Outreach Plan Quarterly and Deliverables 

CACI’s Plan for ASVAB training and outreach has achievable and measurable quarterly milestones and deliverables. 

Management of this task will follow the structured process and methodologies detailed in Tab F. CACI will 

employ our established processes for subcontractor, risk, and financial management. Our management structure 

will ensure constant and open communication. 

Overall contract performance will be reported through monthly, quarterly, and annual written reports. These 

reports, as well as all other program documents, including strategies, schedules, milestones, deliverables lists, 

meeting minutes, contact lists, etc., will be available to all team members

E.1.4 Technical Approach

Team CACI’s major strategies and tactics are described below in a narrative outline format to clearly demonstrate 

how ATOM aligns with NGB-ASM’s stated objectives. 

OBJECTIVE 1: Provide recruiter training to achieve objectives. 

a) Strategic Approach 

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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b) Tactics 

All training curriculum development, materials development and delivery will be conducted according to 

(b) (4)

(b) (4)

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OBJECTIVE 2: Create awareness and a persistent positive impression of the ASVAB among high school 

guidance counselors, high school students, parents, and other influencers. 

a) Strategic Approach 

(b) (4)

(b) (4)

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(b) (4)

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(b) (4)

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OBJECTIVE 3: Provide opportunities for Army National Guard recruiter contact with high school 

guidance counselors and high school students. 

(b) (4)

(b) (4)

(b) (4)

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(b) (4)

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Performance Metrics 

E.1.5 Task Order Specific Metrics 

As outlined in E.1.1 Objectives and Situation Analysis, Team CACI has structured the scenario task around two 

outcomes-based goals and three activity-based objectives. Metrics, benchmarks (if applicable), and measurement 

tools have been identified for each goal and objective. 

Goal #1: Increase the number of high school students taking the ASVAB. 

 Metrics:

 Existing benchmarks:

 Measurement tools:

Goal #2: Generate leads for future recruitment activities. 

This goal includes two types of leads. The first lead is a post-test lead, the name and contact information of 

students who have already taken the test. Performance metrics for that type of lead consist of the metrics, 

benchmarks, and measurement tools defined above (Goal #1). The second is a pre-test lead, defined as students 

who have expressed interest in the ASVAB but have not yet taken the test. The following address performance for 

the pre-test lead group.

 Metrics:

 Existing benchmarks: . 

 Measurement tools:

Objective #1: Provide recruiter training to achieve objectives. 

 Metrics:

 Measurement tools: 

Objective #2: Create awareness and a persistent positive impression of the ASVAB to high school guidance 

counselors, high school students, parents, and other influencers. 

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4) (b) (4)

(b) (4)

(b) (4)

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 Metrics:

 Existing benchmarks:

 Measurement tools:

Objective #3: Provide opportunities for ARNG recruiter contact with high school guidance counselors and 

high school students. 

Metrics:

Measurement tools: .

Basis of Estimate 

E.2 Scenario Task Basis of Estimate 

Team CACI’s Basis of Estimate (BOE) maps to our Work Breakdown Structure (WBS) elements and provides 

the costing rationale for our Scenario Task solution. An identical but more detailed BOE is included in Volume 

III, Pricing. 

Schedules—For scheduling purposes, the timelines suggested in the following table are based on a Task Award 

Date of July 1, 2008. 

Labor—Labor estimates are based on resources required to plan and execute activities to achieve cost, schedule, 

and performance requirements, based on Team CACI’s experience with other ARNG recruitment and training 

efforts. Specific talent and expertise were selected and appropriate labor categories used to ensure meeting 

specific task requirements as defined in the WBS, which forms the structure of this BOE, Attachment J.2, 

Scenario Task Description, as well as RFP Sections C, L, and M. 

Shipping—Unless otherwise stated, all materials will be shipped to Team CACI’s partner, Docupak, leveraging 

its existing central distribution point into all Army National Guard Recruiter locations, for package assembly 

(where required) and further distribution. 

WBS LEVEL 1.0 Program Management 

(b) (4) (b) (4)

(b) (4)

(b) (4)

(b) (4)

(b) (4)

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Volume III - Price 

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WBS LEVEL 2.0 Provide Recruiter Training to Achieve Objectives 

WBS LEVEL 3.0 Create Awareness and Positive Impression of ASVAB 

(b) (4)

(b) (4) (b) (4)

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Volume III - Price 

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WBS LEVEL 4.0 Provide Opportunities for Recruiter Contact with Counselors and Students 

Pricing - See Pricing Volume III Tab D.3 for Detailed Pricing Data

(b) (4) (b) (4)

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(b) (4) (b) (4) (b) (4)

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Task Scenario - Summary Level BOEs

WBS LEVEL 1.0 Program Management 

WBS LEVEL 2.0 Provide Recruiter Training to Achieve Objectives

(b) (4)

(b) (4)

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May 15, 2008 

(b) (4)

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WBS LEVEL 4.0 Provide Opportunities for Recruiter Contact with Counselors and Students 

(b) (4)

(b) (4)

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D-21 

C

Volume 

Ma

Task Scenario - Detailed Basis of Estimates (BOEs)

WBS Level 1.0 Program Management 

WBS Level: 1.1 WBS Title: Program Launch 

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Co

Assumption

1.1.1 

, 

r 

N/A 

1.1.2 f 

r 

N/A 

1.1.3 N/A 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 233 of 282
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D-22 

C

Volume 

Ma

WBS Level: 1.2 WBS Title: Ongoing Program Manage

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel C

Assumptio

1.2.1 N/A 1.2.2 N/A  Rationale 

WBS Level 2.0 Provide Recruiter Training to Achieve Objectives 

WBS Level: 2.1 WBS Title: Prepare Program Roll-out at SM

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

2.1.1 2.1.2 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 234 of 282
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D-23 

C

Volume 

Ma

WBS Level: 2.1 WBS Title: Prepare Program Roll-out at SM

2.1.3 2.1.4 

WBS Level: 2.2 WBS Title: Develop Talking Points for 

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

2.2 

WBS Level: 2.3 

WBS Title: Develop, Produce and D

Curriculum, Materials and Support for All Tr

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

2.3.1 N/A 2.3.2 

r 

 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 235 of 282
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D-24 

C

Volume 

Ma

WBS Level: 2.3 

WBS Title: Develop, Produce and D

Curriculum, Materials and Support for All Tr

d 

2.3.3 2.3.4 

d 

2.3.5 , - 

(b) (4)

(b) (4) (

b

(b(4

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 236 of 282
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D-25 

C

Volume 

Ma

WBS LEVEL 3.0 Create Awareness and Positive Impression of ASVAB 

WBS Level: 3.1 WBS Title: Develop Campaign Branding an

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

3.1 N/A 

WBS Level: 3.2 WBS Title: Develop and Produce Testim

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cost 

Assumptions 

3.2 

Labor estimates based on similar video projects with other clients. 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 237 of 282
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D-26 

C

Volume 

Ma

WBS Level: 3.3 WBS Title: Develop, Produce and Deliver Targeted E

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

3.3.1 

(b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 238 of 282
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D-27 

C

Volume 

Ma

WBS Level: 3.3 WBS Title: Develop, Produce and Deliver Targeted E

3.3.2 

t 



l 

0 

o 

Rationale 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 239 of 282
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D-28 

C

Volume 

Ma

WBS Level: 3.4 WBS Title: Develop and Publish Web-based Ed

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

3.4.1 N/A 3.4.2 N/A 3.4.3 N/A 

WBS Level: 3.5 WBS Title: Develop, Produce and Deliver Advertising and Pro

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cost 

Assumptions 

3.5.2 , 

 f 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 240 of 282
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D-29 

C

Volume 

Ma

WBS Level: 3.5 WBS Title: Develop, Produce and Deliver Advertising and Pro



3.5.3 

t 

als 



 f 

N/A 

3.5.4  N/A 3.5.5 

l 

N/A 

3.5.6  

( (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (

b) (4)

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 241 of 282
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D-30 

C

Volume 

Ma

WBS LEVEL 4.0 Provide Opportunities for Recruiter Contact with Counselors and Stude

WBS Level: 4.1 WBS Title: Develop Strength Finder Partner

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

4.1.1 , 4.1.2 , 

WBS Level: 4.2 WBS Title: Develop, Produce and Deliver ASVAB 

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs) 

ODC/Travel Cos

Assumptions 

4.2.1 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) ( (b) (4) (b) (4) (b) (4) (b) (4)

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D-31 

C

Volume 

Ma

t 

page document, finissize 8.5x11 

WBS Level: 4.3 WBS Title: Develop, Produce and Deliver Program Data 

WBS Activity Activity Description/WBS Dictionary Labor Categories and LOE (hrs)

ODC/Travel Co

Assumptions 

4.3.1 

f 

N/A 

(b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4) (b) (4)

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D-32_33a

(b) (4)

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D-32_33b

(b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 245 of 282
(b) (6) (b) (6)

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(b) (6) (b) (6)

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(b) (6) (b) (6)

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(b) (6) (b) (6)

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(b) (6) (b) (6)

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C-5.8

 (TAB C.1.1.1

(b) (4) (b) (4)

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C-5.9

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C-5.10

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C-5.11

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C-5.12

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C-5.13

(b) (4)

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C-5.14

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C-5.15

(b) (4)

NGB FOIA Reading Room Record January 5, 2011 Page 258 of 282
These pages have been withheld 

in their entirety pursuant to 

5 U.S.C. § 552 (b)(4) 

 

(Pages 378-474) 

(Labor Rate Information) 

It is unreasonable to segregate any 

portions within this record for release. 

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A, ToC-i 

CACI CMS

Tab A: Table of Contents 

May 15, 2008 

A TABLE OF CONTENTS

A Table of Contents ...................................................................................................................................... TOC-i

B Quality Control Plan ................................................................................................................................ QCP-1 

B.1 Introduction ..................................................................................................................................... QCP-1 

B.2 Quality Control Plan Overview ....................................................................................................... QCP-1 

B.2.1 Approach .......................................................................................................................... QCP-1 

B.2.2 NGB-ASM R&R Program QC Process ........................................................................... QCP-2 

B.2.3 Quality Policy .................................................................................................................. QCP-3 

B.2.4 Quality Management Responsiblity ................................................................................. QCP-3 

 B.2.5 Quality Standards ............................................................................................................. QCP-4 

B.3 Continuous Improvement ................................................................................................................ QCP-5 

B.3.1 Self-Inspection Plan and Oversight ................................................................................. QCP-5 

B.3.2 Management Review Process .......................................................................................... QCP-5 

B.3.3 Lessons Learned Process ................................................................................................. QCP-6 

B.3.4 Corrective and Preventive Action .................................................................................... QCP-6 

B.4 Reporting Requirements and Feedback .......................................................................................... QCP-7 

B.4.1 Reporting ......................................................................................................................... QCP-7 

B.4.2 Feedback Mechanisms ..................................................................................................... QCP-7 

C Quality Assurance Surveillance Plan (QASP) (Draft) ........................................................................ QASP-1 

C.1 Introduction ................................................................................................................................... QASP-1 

C.2 Purpose .......................................................................................................................................... QASP-1 

C.3 Scope ............................................................................................................................................. QASP-1 

C.4 Team CACI Responsibilities ........................................................................................................ QASP-1 

C.5 Government Responsibilities (Proposed) ...................................................................................... QASP-2 

C.6 Task-Order Level QASP ............................................................................................................... QASP-2 

C.7 Performance Standards ................................................................................................................. QASP-2 

C.8 Methods of Surveillance ............................................................................................................... QASP-2 

C.9 Surveillance Matrix ....................................................................................................................... QASP-3 

List of Figures 

Figure QCP-1. Quality Management System ............................................................................................. QCP-1 

Figure QCP-2. Team CACI’s QC Processes .............................................................................................. QCP-3 

Figure QCP-3. Quality Control Reporting Responsibilities and Organization ........................................... QCP-4 

Figure QCP-4. Lessons Learned Process .................................................................................................... QCP-6 

Figure QASP-1. QASP Performance Measurement Matrix ....................................................................... QASP-3 

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B, QCP-1 

CACI CMS 

Tab B: Quality Control Plan 

May 15, 2008 

B QUALITY CONTROL PLAN 

B.1 Introduction 

Team CACI’s Quality Control Plan (QCP) for the National Guard’s Recruiting and Retention (R&R) IDIQ 

Program addresses the quality objectives and our team’s commitment to reaching these objectives and meeting 

our customers’ expectations. This plan’s ultimate goal is to achieve the highest level of customer satisfaction 

through responsive and proactive quality control (QC) of products and processes. It defines the policies used to 

deliver high-quality products and services, assigns the responsibilities of our staff in executing those policies, and 

specifies the procedures to follow as products are developed and services are performed. 

As prime contractor, CACI will establish and enforce the QCP for Team CACI as the Quality Control Policy for 

execution of task orders (TOs) under the R&R IDIQ contract, and we will ensure compliance of all Team CACI 

personnel with the CACI QCP. Using corporate assets, CACI controls costs and ensures consistently excellent 

quality management. CACI’s QC managers are recognized industry experts in International Standards 

Organization (ISO) 9001:2000 quality systems management and will provide best-of-breed oversight of day-today quality activities by periodically auditing key management processes. 

B.2 Quality Control Plan Overview 

B.2.1 Approach 

CACI’s approach to maintaining a workable QCP includes leveraging a Quality Management System (QMS) that 

consists of four core functions that work to ensure that customer requirements and customer satisfaction drive 

CACI’s efforts as depicted in Figure QCP-1. 

Figure QCP-1. Quality Management System 

CACI’s approach to QC responds continuously to NGB-ASM requirements. 

 Management responsibility is key to ensuring that quality is ingrained into CACI’s efforts. CACI 

management is charged with an active role in the QMS. Management, including project and CACI corporate 

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management, continually participates to ensure project performance results in customer satisfaction through 

frequent customer interaction, audits, and team member interviews. 

 Quality planning identifies the quality standards that are relevant to NGB-ASM and CACI, along with the 

criteria for satisfying these standards. As depicted in Figure QCP-1, quality planning is an iterative process 

that is continuously performed throughout the life of the project. Quality planning allows CACI to modify its 

internal process and adapt as customer requirements change. 

 Quality assurance (QA) consists of the quality activities performed to ensure the program employs the right 

processes to meet formal requirements and stakeholder expectations. QA processes are periodically reviewed 

by the QA staff, management, and all team members using the processes. QA processes are developed and 

maintained to supplement and work within the NGB-ASM Standard Operating Procedures (SOPs) structure. 

The QA processes help to ensure consistency among team members performing the same tasks, thereby 

reducing rework and increasing team efficiency, with the ultimate goal to increase customer satisfaction. 

 Quality control (QC) includes an inspection system (scheduled and unscheduled), timely and accurate 

submittal of reports, dedicated involvement of CACI’s quality professionals with clear lines of 

communication to top management, a quality training program, and proven procedures for handling customer 

complaints. 

CACI’s QMS is based on its experience with ISO 9001:2000-registered processes. We employ the tenets and 

practices of Six Sigma and Lean to our quality programs to ensure continuous improvement through project and 

executive oversight. 

CACI leverages the QMS to help meet and exceed customer requirements, continuously improve its ability to 

provide excellent service and products, and ensure NGB satisfaction. CACI has consistently demonstrated its 

ability to complete a variety of tasks at sustained high levels of quality and reliability and has satisfied 

simultaneous surges in contract demands. 

The structure of this QCP provides an effective quality policy, identifies responsible personnel, and defines QC 

procedures for maintaining high-level quality performance on all R&R IDIQ TOs. 

B.2.2 NGB-ASM R&R Program QC Process 

Our data-driven, proactive, and collaborative QC process an integral part of our performance-based approach to 

provide our TO managers with direction for all TOs throughout the life of the R&R IDIQ program. Written 

procedures and standards describe all development and delivery efforts; a series of checks and balances ensures 

no detail is overlooked. 

As shown in Figure QCP-2, 

Team CACI’s quality management continuously monitors and checks delivered products and services against the 

performance levels required for each TO. When problems are discovered, they are quickly surfaced and analyzed 

for impact. Corrective action is taken when indicated to get the TO back on track, and the issues are collected and 

reported to Team CACI senior management. Through our lessons learned process, we document the issue and 

avoid making it again. Our quality monitoring/corrective action process interacts with our Risk Management 

process to identify those quality issues that pose risks to future tasks, so that problems encountered might be 

avoided entirely by taking early action. Our QC process is under continuous monitoring by CACI and 

Government QA auditors, and internally our corporate Risk Management and Earned Value Management 

Specialists review each project to ensure we are delivering quality products and services at a reasonable and 

sustainable price. 

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Figure QCP-2. Team CACI’s QC Processes 

CACI’s QC process ensures execution of each TO meets NGB-ASM expectations. 

B.2.3 Quality Policy 

CACI sets quality goals and establishes a quality culture for R&R IDIQ Program support through our quality 

policy. CACI takes great pride in this policy, summarized in our corporate tag line, “Quality Client Service/Best 

Value” which forms the basis of our quality orientation and training program. We are committed to quality, 

service, and best value. Our staff members are required to be aware of and understand the Quality Policy, and 

each person is trained to carry out assigned responsibilities in execution of the QCP. 

CACI’s quality policy is to conduct continuous reviews and evaluations of our ongoing activities, coupled with 

monthly management reviews of the QCP, to assess the status of our support and identify ways to improve system 

performance. Results of the evaluations and management reviews are used to verify and improve the effectiveness 

of the QCP and the overall quality and reliability of our critical support activities. This is accomplished by 

implementing preventive and corrective actions, improving documented processes and procedures and providing 

effective training. CACI senior managers are given a monthly program review. 

B.2.4 Quality Management Responsibility 

CACI’s NGB organization and support structure is designed to present the most effective, efficient processes to 

our customers and is shown in Figure QCP-3. 

These parallel, but separate, quality management chains within CACI provide redundant oversight and crosscheck mechanisms to ensure the highest quality of performance, the most cost-effective management of resources, 

and the most responsive resolution of any issues. Within the R&R IDIQ program, we have established a QA team 

reporting to the to 

monitor and correct artifacts and deliverables produced for NGB-ASM to ensure the highest level of quality 

deliverables. 

CACI provides 

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Figure QCP-3. Quality Control Reporting Responsibilities and Organization 

CACI’s QCP gives NGB-ASM quality monitoring and reporting options. 

CACI also provides Excellence+, a totally independent advocate for our customers 

This CACI QCP is the authoritative document for establishing and communicating QC responsibility and 

authority to the project team; it consolidates individual QC responsibilities and processes under one cover. 

Primary CACI personnel QC responsibilities and authority are outlined below: 

 QC is the responsibility of all CACI employees; 

 CACI Corporate Quality Assurance, 

B.2.5 Quality Standards 

CACI is committed to a standards-based delivery. Industry standards provide a publicly accessible and 

documented framework through which program objectives are implemented, resulting in reduced risk and the 

increased predictability of program outcomes. The standards-based approach ensures that the substance of NGB 

information security policies is implemented in the NGB R&R IDIQ Program’s products and services and that 

quality standards are used in all project activities. Most important, it ensures customer satisfaction. 

Although industry standards for program management, information assurance, and DoD security regulations 

provide the high-level structure for planning and delivery processes, they typically do not specify how the work 

will get done. This is where industry best practices and CACI’s experience with ISO-registered processes enable 

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the team to excel. Best practices constitute the collective wisdom of practitioners in the areas of project 

management on how to execute programs to ensure that issues are properly managed and quality products and 

services are developed and delivered. CACI will adhere to the standards set forth by NGB and the QASP for each 

individual TO. 

CACI has developed a complete set of repeatable quality processes over our more than 45 years in business, and 

has refined these processes 

B.3 Continuous Improvement 

One critical quality value CACI has learned from its extensive ISO 9001:2000 performance is the importance of 

continuous improvement. The active use of a QC plan to improve performance is the single most effective way to 

establish and maintain a culture of quality throughout projects. We use the quality policy, quality objectives, audit 

results, analysis of data, management review, and corrective/preventive action processes to generate, implement, 

measure, and validate improvements to customer services and management processes. 

B.3.1 Self-Inspection Plan and Oversight 

Product reviews are the cornerstone of any QCP. As described in Figure QCP-2, every key product and service is 

subject to review during delivery. In addition, CACI divisional and corporate quality staff members perform 

periodic spot-checks and audit-the-auditor reviews, as noted in the table. External quality reviewers have an 

independent reporting line to ensure the immediate escalation of any important issues. 

Process auditing is the principal tool CACI uses to ensure sustained capability and lay the groundwork for 

improvement. The CACI process audit technique is as follows: 

1.

2.

3.

4.

5.

B.3.2 Management Review Process 

The primary objective of the management review process is to review the quality policy, objectives, and QC 

program for adequacy, effectiveness, and continuing suitability, and identify any actions and related resources 

needed for its improvement. 

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B.3.3 Lessons Learned Process 

CACI will use lessons learned to improve task processes and procedures, and as a mechanism to ensure team 

conformity and distribution of best practices through collaboration and communication.

CACI will use each task completion as an opportunity to 

and, if indicated, change the appropriate defined processes the team follows. 

B.3.4 Corrective and Preventive Action 

When a product or process audit detects a nonconformity that requires correction (or when a performance issue 

arises through other means), CACI initiates a corrective action process. When process audits, management 

reviews, or other investigations uncover an opportunity for improvement or a chance to prevent a potential future 

issue,

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Continuous improvement is built into our process. 

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B.4 Reporting Requirements and Feedback 

B.4.1 Reporting 

Reporting procedures establish a chain of accountability and responsibility for resolving QA issues. Deficiencies, 

noncompliance, and other quality issues are reported to the team members whose work products or processes are 

under review and to the CACI project manager.

B.4.1.1 Monthly Quality Assurance Report 

The project managers for each TO will provide a summary of QA activities and measures in a monthly Quality 

Control Report. The report will summarize lessons learned, catalog process improvements, and describe process 

and product deficiencies and the actions taken to resolve them. 

CACI’s commitment to quality and customer satisfaction is enhanced by the availability of CACI corporate 

resources that perform the audit the auditor within a separate and independent QC structure. These corporate QC 

assets are empowered to inspect and assess both the performance and QC procedures in place and resolve any 

contract-related issues. These personnel will monitor and audit activities, address deficiencies, identify solutions, 

and make appropriate changes for process and product improvement. 

B.4.2 Feedback Mechanisms 

CACI’s mission is to ensure we provide a high-quality product on time and within budget. We accomplish this by 

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Ultimately Team CACI providing quality products and services to the National Guard is evidenced by the 

improvements we are able to document in the R&R IDIQ Program and the ability of NGB-ASM to reach and 

maintain manpower strength.

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Quality Assurance Surveillance Plan 

(QASP) (Draft) 

Developed for the US Army National Guard Bureau 

Recruiting and Retention Services IDIQ Proposal 

W9133L-08-R-0009

by 

Team CACI

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C QUALITY ASSURANCE SURVEILLANCE PLAN (QASP) (DRAFT) 

C.1 Introduction 

C.2 Purpose 

C.3 Scope 

C.4 Team CACI Responsibilities 

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C.5 Government Responsibilities (Proposed) 

Contracting Officer (KO)

Contracting Officer Representative (COR)—

Government Task Order Lead (GTOL)—

C.6 Task-Order Level QASP 

C.7 Performance Standards 

C.8 Methods of Surveillance 

The COR or designee conducts periodic performance evaluations to verify Contractor performance. The 

following techniques are used to perform surveillance: 

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C.9 Surveillance Matrix 

Figure QASP-1. QASP Performance Measurement Matrix 

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