04 - Performance Work Statement - CFO Support Services.pdf

Performance Work Statement Submitted by Office of the Chief Financial Officer

Strategic Framework, Program Management and Project Management Services, and Executive Support

1 - Introduction

The IRS Office of the Chief Financial Officer (CFO) is requesting specialized support services to assist in the development of a Strategic Framework, Program Management and Project Management Services.

2 - Scope The scope of this Performance Work Statement (PWS) is to obtain a full range of program planning, management, and support services. The contractor shall provide expertise to identify, analyze, and apply the accepted principles, methods, and guidelines for qualitative and/or quantitative analysis to administrative support, project management oversight, recommendations, and monitoring. Contractor support will also include problem solving capability to mitigate issues that occur administratively and/or related to specific projects.

Task 1: Strategic Framework, Program Management and Project Management Support Services

Strategic Framework Services

• Assist program leaders, project managers, and subject matter experts develop a framework through which operational and organizational requirements of the future state can be identified, designed, and communicated based on IRS CFO priorities.

• Develop an action plan for transitioning between the current and future states to accelerate organizational transformation.

• Define internal and external stakeholders, outline inputs, tools, techniques, templates, and outputs required to ensure strong engagement and optimization of programs.

• Create a project repository for storage and centralization of all artifacts.

• Facilitate off-sites, workshops, and meetings aligned with business needs and objectives, as appropriate.

• Developing presentations, infographics, data visualizations, talking points, policy guides, concepts of operations, and other documents for internal and external audiences as assigned by the CFO, Deputy CFO, or Front Office.

• Providing performance management and measurement support including the development, analysis, and reporting of operational and strategic measures including monthly and quarterly metrics reviews. Includes reports for internal and external audiences.

• Conducting data analytics tasks in support of the strategic framework including advanced statistical and quantitative analysis, sampling, regression modeling, evaluations, and impact analysis.

• Providing SME support to implement key initiatives identified in the strategic framework including project management, program management, process improvement, and other transformation services.

Program Management

Provide expertise and support in applying proven and mature program and project management practices to execute various innovation and automation projects, including strategic planning, portfolio management, business case analysis, risk management, communication management, contingency planning, performance measurement, program reporting, and quality management.

• Develop and deploy creative and innovative methods to improve return on investment to IRS program stakeholders, utilizing a consistent benchmarking and deep-dive analysis template and/or process.

Project Management

• Develop and maintain a performance management identification and selection process to assist in organizational analysis, development of a set of evaluation criteria, and applying a selection approach to identify the projects that provide the most benefit.

• Develop and maintain a project pipeline that aligns with the strategic priorities of the IRS CFO, including support for each project with project planning and management, milestone status tracking and reviews, risk and issue identification, tracking and resolution and participation in program and release level activities

Task 2: Process Improvements, Reengineering, Automation, and Analytics

• Support the IRS CFO in the planning, management, and execution of process improvements including the end-to-end mapping inventory of existing and recommended improvements to processes. The contractor shall refine existing as-is current state process mappings and narratives for both basic and technical accounting related portions of IRS business. The contractor shall also compose new mappings / narratives for discovered processes.

• Support the IRS CFO in the planning, management, and execution of increased automation and analytic capabilities, which make reengineered processes more effective and efficient. This includes the identification of enhanced uses of technologies, recommendations for the adoption of and the subsequent implementation of emerging technologies.

• Exercise due care and professional judgment, including gaining an understanding of IRS business operations and financial activity and providing technical accounting expertise to ensure appropriateness of accounting treatment and quality and reliability of the accounting transactions. Advise the IRS CFO in applicable legislation, accounting standards and guidance for implementation and incorporation into business operations.

• Analyze CFO business processes using a risk-based approach to identify improvement opportunities, and present recommendations for process improvement or reengineering. Functional business areas may include but are not limited to budget formulation, budget execution, accounts receivable, reimbursable processing, general ledger, cost management, travel, credit card services, and custodial revenue accounting.

• The contractor shall use organizational and process improvement techniques to improve CFO-wide critical performance across functional areas including budgeting, financial management, strategy, performance management, data analysis, internal controls, and accounting. This includes identifying opportunities for utilizing data analytics to deliver insights or showcase how data could be used to deliver insights and provide recommendations for infrastructure or process changes to improve data availability or efficiency of analytics.

• The contractor shall facilitate, compile, and compose lessons learned documentation after the completion of process improvements or business reengineering projects. This documentation shall be maintained as a status tracker in the project repository.

Task 3: Organizational Change Management and Employee Experience Program

• The contractor shall assist CFO leadership in developing and implementing a communications and staff engagement plan which:

o Utilizes formal and informal channels of communication;

o Considers all types and levels of stakeholders;

o Promulgates expectations, events, and mission critical information to all CFO staff in a consistent manner (both upward and downward on the chain of command);

o Drives a sincere connection and sense of belonging to all CFO staff, in support of the IRS mission and Strategic Operating Plan.

• Develop communications products including infographics, CFO messages, videos, newsletters, one pagers, and policy guides to fully deploy the communications and staff engagement plan. All products should be 508 compliant and aligned with the IRS existing style guides and communications requirements.

• Supporting the design and implementation planning of the CFO Employee Experience Office (EXO) including creation of organizational strategies, capability design and SOPs, concepts of operations, and change management plans.

• Supporting the implementation of the CFO EXO including training design, development, and deployment, analytics, operations support, communications design, program management and logistics, and workforce management subject matter expertise.

• The contractor shall assist CFO leadership in planning and pushing communication materials related to transformation efforts and changes in business processes.

• The contractor shall engage CFO management in order to provide a workforce development plan that aligns with EXO strategies, ensures future-state readiness, and assists in the design of ongoing succession planning activities. Such activities included in this area may include, but are not limited to: identification of key staff and activities, analysis of skills, cross-training, and knowledge gaps, attrition and rate of hiring analysis.

• The contractor shall design and assist in implementing a robust change management program for CFO, which interfaces with business analysis / reengineering efforts performed as part of Task 2. In delivering change management related work, the contractor will utilize the ProSci school of thought, in order to address the key question “how does this affect the staff?” in conjunction with the business process recommendations being explored and implemented by the CFO.

3 - Deliverables

Task 1 Deliverables:

1. IRS CFO Strategic Framework and Action Plan - delivered within 90 days of contract award, the contractor shall develop a Strategic Framework and Action Plan that contrasts the IRS CFO current state against the future state described in the CFO Vision Document, and establish a clear and compelling framework for bridging organizational gaps. The Framework will describe the approaches and strategies to be leveraged in addressing organizational challenges, and the Action Plan will lay out a series of milestones, initiatives, and KPIs required to fully deploy the framework.

2. Work Products Associated with Deploying the CFO Strategic Framework and Action Plan - the contractor shall work under the direction of the CFO Front Office, or those Program Leads assigned by the CFO Front Office to support initiatives associated with the Strategic Framework and Action Plan. This could include project management, performance management, strategic planning, data analytics, or data visualization / graphic design support. For each project completed in alignment with the CFO strategic framework and action plan - the contractor will develop a charter and scoping statement approved by the CFO Front Office or their designee. The charter will include the specific work products required and applicable deadlines. The contractor will then work in accordance with those requirements (ongoing during the duration of the contract).

3. IRS CFO Strategic Framework Project Repository - The contractor shall maintain a project repository associated with the deployment of the strategic framework and action plan that includes an executive dashboard with information on implementation status (milestones, risks, schedules, dependencies), as well as documentation associated with initiative completion (process maps, project plans, strategies, et al) (ongoing during the duration of the contract).

4. Bi-Weekly Executive Briefings of the Project Repository - shall be conducted by the contractor during the entirety of the contract and will include all stakeholders deemed relevant by the IRS CFO. The contractor will take notes and action items and follow up as appropriate with identified stakeholders (ongoing during the duration of the contract).

Task 2 Deliverables:

1. IRS CFO Process Improvement Project Repository - delivered within 30 days of contract award, the contractor shall develop a repository of automation and process improvement projects in a shared software accessible to key stakeholders. The repository will incorporate, at a minimum, active and planned improvement projects, descriptions, documentation, milestones, risks, ongoing status tracking, portfolio-wide KPIs, and individual automation / project KPIs.

2. Weekly Updates to the IRS CFO Process Improvement Project Repository - during the duration of the contract the contractor shall update the project repository including milestone completion, new project intake, performance indicators, and all relevant fields on at least a weekly basis to ensure information is kept accurate and relevant for IRS CFO executives.

3. Bi-Weekly Executive Briefings of the Project Repository - shall be conducted by the contractor during the entirety of the contract, and will include all stakeholders deemed relevant by the IRS CFO. The contractor will take notes and action items, and follow up as appropriate with identified stakeholders.

4. IRS CFO Process Improvement SOP - delivered within 60 days of contract award, the contractor will develop an SOP approved by the IRS CFO project team, that provides a standard operating procedure for conducting performance and process interventions across CFO operations. This will include project intake and assessment, current and future state process design, process reengineering, solution determination, documentation gathering and completion, automation development, testing, and ongoing operations/maintenance. The SOP will include narratives, as well as tools and templates for completing activities associated with each phase.

5. Work Products associated with Deployment of the CFO Process Improvement SOP - The contractor will complete the appropriate steps of the CFO Process Improvement SOP during the deployment of process and performance interventions. The completed artifacts required by the SOP will be stored in the Project Repository for stakeholder accessibility (ongoing during the duration of the contract) and could include process maps, automation design documentation, and security / IT approvals.

Task 3 Deliverables:

1. IRS OCFO Communications and Staff Engagement Plan delivered within 6 months of contract award that includes key communications strategies, messaging, mediums, frequency, and roles and responsibilities. The Plan should identify existing engagement challenges and how strategies selected will mitigate those challenges. The contractor should iterate with the IRS CFO front office in the completion of the plan, as well as Office and Division Leads as assigned.

2. Communications Work Products associated with the IRS OCFO Communications and Staff Engagement Plan delivered in accordance with the timeline in the Plan (ongoing during the duration of the contract).

3. Employee Experience Office (EXO) CONOPS delivered within 3 months of contract award that defines roles and functional responsibilities, standard operating procedures, key performance metrics, work products, and resourcing approach. The CONOPs should also include an implementation plan that defines immediate activities required to deploy the EXO as well as long term activities.

4. Work Products associated with the EXO CONOPs implementation plan including strategies, capabilities, reporting tools, process designs, analytics, and metrics definition / collection (ongoing during the duration of the contract).

5. Workforce Development Plan delivered within 9 months of contract award that provides an overarching strategy for developing and deploying IRS OCFO’s future state workforce including identifying key staff, skills analysis, training and competencies, knowledge gaps, attrition and hiring rates.

6. Work Products associated with the Workforce Development Plan including strategies, capabilities, reporting tools, process designs, analytics, and metric definition / collection (ongoing during the duration of the contract).

7. Change Management Activities associated with individual process reengineering interventions (from Task 2) including the development of process guides, communications material, metrics collection, and training (ongoing during the duration of the contract and completed in accordance with project plans established for each process intervention in Task 2).

4 - Delivery Schedule

Deliverable Format Deliver To Schedule

CFO Strategic

Framework and Action Plan

Microsoft Word or PDF unless otherwise agreed upon

COR, CFO Within 90 days of contract award

Work Products

Associated with Deploying the CFO

Strategic Framework and Action

TBD CFO Front Office, Program Leads

As determined by program charter

IRS CFO Strategic

Framework Project Repository

Repository site such as

Sharepoint unless determined otherwise with accompanying dashboard

COR, CFO, Front

Office Staff

Ongoing during duration of contract

Bi-Weekly Executive Briefings of the Project

TBD IRS CFO and any additional stakeholders made known by

CFO

IRS CFO Process Improvement Project Repository

Repository site such as

Sharepoint unless determined otherwise with accompanying dashboard

COR, CFO, Front

Office Staff

Delivered within

30 days of

Weekly Updates to the

TBD

IRS CFO and CFO

Deliverable Format Deliver To Schedule

IRS CFO Process Improvement Project

Executives contract, weekly

Bi-Weekly Executive Briefings of the Project Repository

TBD IRS CFO and any additional stakeholders made known by

CFO

contract

IRS CFO Process Improvement SOP

TBD IRS CFO Project Team

Delivered within 60 days of

Work Products associated with Deployment of the CFO

Process Improvement

SOP

Completed artifacts to be stored in Project

CFO Project Team and other stakeholders as deemed necessary contract

IRS OCFO

Communications and Staff Engagement Plan

Word or PDF

Document/meetings

CFO, Front Office, Office and Division Leads as necessary

Delivered within

6 months of contract award

Communications Work Products associated with the IRS OCFO Communications and Staff Engagement Plan

TBD CFO and Staff Ongoing during duration of contract

Employee Experience Office (EXO) CONOPS

TBD CFO Delivered within 3 months of contract award

Work Products associated with the EXO CONOPs

TBD CFO Ongoing during duration of contract

Workforce Development

Plan

Microsoft Word, PDF

Document

CFO Delivered within

9 months of contract award

Work Products associated with the Workforce Development Plan

TBD CFO Ongoing during duration of contract

Change Management

Activities

TBD CFO Ongoing during

5 - Period of Performance

The period of performance is for one 12-month base period plus 4 option years.

Option Years 1 through 3 Tasks

The Government may exercise Option Years to selectively extend the work described in the PWS for up to 4 additional years. If these options are exercised, then the contractor shall continue to provide support as described in the respective Task CLINs.

6 – Skill Requirements and Key Personnel Requirements The Contractor shall provide personnel with the following specialized experience:

• Project Management Professional Certification

• The contractor will provide subject matter experts and development experts across all proposed tasks. The subject matter experts and development experts shall possess the range of skills needed to successfully advise and support CFO in the implementation changes on an accelerated timeline.

The contractor shall provide key personnel to fulfill the following duties and specify these personnel in their quote. The contractor shall utilize these key personnel across all Tasks. The Contractor shall make every effort to retain the key personnel assigned to each role to ensure continuity until Task Order completion. The same Contractor staff may fulfill multiple Key Personnel roles. Key Personnel shall be available during core hours – 8:00 a.m. to 4:30 p.m. Eastern, Monday thru Friday except Federal holidays. The contractor shall propose labor categories that are appropriate for the experience, knowledge, and skills needed to perform the tasks.

• A designated contractor staff member should oversee all tasks and is the primary point of contact for contractual matters.

• A designated contractor staff member should be responsible for submitting all required documents for contractor onboarding, offboarding, and mandatory training documentation to the COR.

• A designated contractor staff member should be responsible for submitting invoices to the Invoice Processing Platform (IPP). On the same day invoices are submitted to IPP, a designated contractor personnel should email the COR informing the COR invoices have been submitted.

The Contractor shall designate a point of contact for each task as defined in C.4 Tasks and Deliverables. The task point of contact shall be responsible for the performance of work performed under their designated Task.

7 - Contract Type

Firm Fixed Price.

8 - Place of Performance

The place of performance will be at the contractor’s work site or via telework.

9 - Travel

As directed, ad hoc long-distance travel within CONUS may need to occur (for example, for meetings with stakeholders), however this is not currently anticipated.

Reference B.12 TRAVEL PRICING (ALL ORDER TYPES) in the November 2017 GSA MAS Conformed Contract for travel pricing policy.

All reimbursable Contractor travel in the performance of this Task Order must pre-approved in writing by the Task Order COR before the travel takes place.

Any Travel reimbursement shall use a separate CLIN for the Base Year and subsequent Option Years.

10 – Government Furnished Property Government furnished property to include material, equipment, and/or information may be provided in the performance of this award. The following will be provided to the contractor:

• Contractor Identification Badge - One (1) per contractor

• Laptop Computer with IRS Network Access - One (1) per contractor

• Standard IRS Software Package - One (1) per contractor

At the completion of the Task Order, when Contractor staff separate from the Task Order, or within 1 working day of COR request, the Contractor shall return any Government provided equipment, specialized or off-the-shelf software, documents, data and all other materials that were provided by the Government for the Contractor to use to complete the assigned tasks.

11 – Government Furnished Information Government furnished information to include manuals, notes, memos, instruction materials and other information may be provided in the performance of this award to individuals supporting the contract who have obtained a staff like access security clearance.

Upon completion, disposition of government furnished information shall be in accordance with

FAR 52.245-5.

12 - Security Requirements

The Contractor shall follow the procedures identified in Publication 4812, Contractor Security Controls.

Publication 4812 is available at https://www.irs.gov/about-irs/procurement/publication-4812-contractor-security-controls. Contractor personnel shall complete initial and annual required IRS security training as defined by Publication 4812 and as designated by the COR.

The Contractor shall follow the procedures in the Internal Revenue Manual (IRM), including but not limited to the Sections in IRM 10.8, Information Technology (IT) Security.

A redacted publicly available version of the IRM is available at https://www.irs.gov/irm .

https://www.irs.gov/about-irs/procurement/publication-4812-contractor-security-controls https://www.irs.gov/about-irs/procurement/publication-4812-contractor-security-controls https://www.irs.gov/irm

Upon being granted staff-like access, Contractor personnel may review unredacted IRM sections on a need-to-know basis at http://irm.web.irs.gov .

After Task Order award, the Contractor Security Team Leader shall work with the COR to initiate the background investigation process for all contractor personnel performing work on the Task Order.

Contractor personnel should be ready to complete background investigation forms the day of Task Order award.

Contractor personnel shall undergo background investigative processing appropriate to the position sensitivity and risk level designation associated to determine whether the Contractor personnel should be permitted to work in the identified position. This background investigative processing ranges from a revalidation of an existing background investigation to a full background investigation, as determined by the Government. Investigations that reveal derogatory information about contractor personnel may be sufficient cause to forbid those contractor personnel from working under the Task Order.

The Contractor shall use a process complaint with Publication 4812 and the IRM to transfer files to the COR. Presently, this is accomplished by submitting the files in a FIPS 104-2 compliant zip file using SecureZip, encryption, and strong password. The Government does not provide a SecureZip license to Contractor Security Team Leader.

The Contractor shall complete all work defined in C.4 Tasks and Deliverables on IRS equipment, behind the IRS firewall, and using IRS-provided email accounts unless express written permission is given by the COR or is specified elsewhere in this Task Order.

All Contractor personnel performing work on this Task Order shall complete a Non-Disclosure Agreement

(NDA).

This Task Order will involve the design, development or operation of prototype/proof-of-concept applications that will process data covered by a Privacy Act system of records.

SBU taxpayer data expected to be used in the performance of this Task Order includes, but is not limited to:

• Securities and Exchange Commission (SEC) data

• Modernized E-File (MeF) data

• Individual Returns Transaction File (IRTF) data

• Business Returns Transaction File (BRTF) data

• Passport data

• Third-Party Data (Including State Department, World Bank, International Monetary Fund, and United

Nations)

• John Doe Summons

Privacy Act System of Records Number: All work order activities involving the use of SBU information shall be completed under the routine use clause of SORN Treasury/IRS 42.021 entitled Compliance Programs & Projects Files.

13 - Data Rights http://irm.web.irs.gov/

Unless otherwise specified by the Government, the Government has unlimited rights to all documents and materials produced under this Task Order. All documents and materials, to include the source codes of any software, produced under this Task Order shall be Government owned and are the property of the Government with all rights and privileges of ownership/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the contractor without written permission from the CO. All materials supplied to the Government shall be the sole property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.

The contractor shall not retain or reproduce for private or commercial use any data or other materials furnished by the Government under this Task Order.

14 - Invoicing Schedule

The Contractor shall propose an invoicing schedule based on Government acceptance of final deliverables. The Contractor shall delineate the amounts invoice per CLIN in the invoicing schedule. Contractor should base invoice amounts on the estimated level of Contractor effort associated with producing each deliverable. If the quote is selected for Task Order award, the Contractor’s invoicing schedule will be incorporated into the awarded Task Order.

The Contractor shall submit an invoice for and accepted deliverable no later than 3 business days after receiving written acceptance from the COR. Any prompt payment discounts on invoices shall adhere to the terms in the contractor’s GSA pricing schedule.

15 - Inspection of Services

The Contractor shall summarize its internal quality control methodology in its quote.

The deliverable acceptance process shall be as follows:

1. The Contractor shall submit a final deliverable to the COR for formal acceptance.

2. The COR shall provide written feedback (if any) on deliverables within ten (10) business days.

3. The Contractor shall revise the deliverable within five (5) business days of receipt of any required revision, thereby reverting to Step 1 of this process.

4. The COR shall provide written acceptance of the deliverable.

5. The contractor shall not exceed more than 20% of deliverables requiring more than 1 round of revisions.

6. A deliverable will be considered non-conforming after two rounds of revisions.

See attached Quality Assurance Surveillance Plan (QASP) for the Government’s methodology for inspecting services.

16 - Primary Points of Contact

The Government shall identify the specific staff assigned to the following roles after Task Order award.

Contracting Officer (CO) The CO has the authority to enter into, administer, modify and/or terminate contracts.

The CO is responsible for monitoring Task Order compliance, Task Order administration and cost control;

and resolving any differences between the observations documented by the Contracting Officer’s Representative (COR) and the contractor. The CO designates one or more CORs as the Government authorities for performance management.

Contract Specialist (CS) The CS serves as an administrative liaison for the Contracting Officer. The CS is typically the first point of contact for the COR and the Contractor for matters that may require the CO’s attention.

Primary Contracting Officer’s Representative (COR) The COR is designated and authorized in writing by the CO to act as the CO’s authorized representative to assist with day-to-day contract administration and proper government surveillance of the contractor’s performance. COR limitations are contained in the written appointment letter.

The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf. Any changes that the contractor deems may affect Task Order price, terms, or conditions shall be referred to the CO for action.

Alternate Contracting Officer’s Representative (COR) The alternate COR performs COR duties when the primary COR is unavailable.

Government Technical Monitors (GTMs) GTMs are Government program staff that monitor day-to-day progress of the contractor’s technical efforts, provide technical guidance to the Contractor’s Project Managers, assist Contractor staff with access to systems/software/GFI, and complete Quality Assurance Monitoring Forms to document the contractor’s performance. GTMs may delegate their duties to another Government employee when they are unavailable.

GTMs are not empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf. Any changes that the contractor deems may affect Task Order price, terms, or conditions shall be referred to the CO for action.

C.17 Acronym Definitions

Acronym Definition

A-CIS AIMS Computer Information System

ADCCI Assistant Deputy Commissioner for Compliance Integration

AIMS Audit Information Management System

ARL SPS Advanced Research Lab Special Projects Sandbox

BRTF Business Returns Transaction File

CBF Case Built File

CDW Compliance Data Warehouse

CLIN Contract Line Item Number

CMC Content Management & Collaboration

CO Contracting Officer

CONUS Continental United States

COR Contracting Officer’s Representative

COTS Commercial Off the Shelf

CS Contract Specialist

DA Data Analytics

DAS Direct Attached Storage

DMD Data Management Division

DS The primary IRS network domain for production systems

DSTEST The primary IRS network domain for test systems

EOAD Examination Operational Automation Database

ERCS Examination Return Control System

ETL Extract, Transform, and Load

EUP Employee User Portal

FATCA Foreign Account Tax Compliance Act

FPP Foreign Payments Practice

FRC Foreign Residence Compliance

GFI Government Furnished Information

GFP Government Furnished Property

GII Generalized IDRS Interface

GSA General Services Administration

GTM Government Technical Monitor

HSPD-12 Homeland Security Presidential Directive-12

ICE International Correspondence Exam

IDRS Integrated Data Retrieval System

IIC International Individual Compliance

IRM Internal Revenue Manual

IRS Internal Revenue Service

IPP Invoice Processing Platform

IRTF Individual Returns Transaction File

IT Information Technology

JAWS Job Access With Speech

LB&I Large Business & International

LWIS LB&I Workload Identification System

Me F Modernized e-File

OCS Outer Continental Shelf

PAAES Project Assessment, Analysis and Evaluation Services

PC Project Code

PSP Programs Special Projects

PTCA Penetration Testing and Code Analysis

QA Quality Assurance

QASP Quality Assurance Surveillance Plan

RPM Required Performance Metrics

SAN Storage Area Network

SBU Sensitive But Unclassified

SEC Securities and Exchange Commission

SOI-DIN Statistics of Income - Distribution Processing System Image Net

SORN System of Records Notice

SQL Structured Query Language

TC Tracking Code

TIN Taxpayer Identification Number

WEIIC Withholding, Exchange, & International Individual Compliance