A23 Attachment 07 Workload Estimates.pdf

HCRM Program Support

Workload Estimates

January 10, 2022

CUI

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Following are excerpts from the Human Capital and Resource Management Program Support (HPS) PWS and associated workload estimates.

# PWS Paragraph and Excerpt Workload Estimate

1 4.1. Task 1: Program Integration. The contractor shall provide the Director with the ability to rapidly respond to changes in priorities in an agile, flexible manner.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

2 4.1.1. Program Management. The contractor shall provide program management to integrate, coordinate, and manage activities needed to deliver the services required by this contract.

The contractor shall identify a Program

Manager (PM) IAW paragraph 3.3 to make work assignments, manage the efforts of contractor personnel, and to act as the single point of contact between contractor personnel assigned to support this effort and the

Government.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

3 4.1.1.1. Through the PM, the contractor shall provide cross-cutting task deliverables and manage timeliness, completeness, and quality of services. The PM shall provide effective supervision and management of all contractor personnel, including subcontractors; quality control of products; timely identification of issues; and effective corrective action plans.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

4 4.1.1.2. The contractor shall deliver a Monthly

Status Report (MSR). (Deliverable 1.1)

IAW PWS paragraph 6, one MSR is required each month.

5 4.1.1.3. The contractor shall deliver, maintain, and follow a Contract Management Standard

Operating Procedure (CMSOP) (Deliverable

1.2).

IAW PWS paragraph 6, one final CMSOP is due during the base period, and updates as required thereafter. The government estimates that, on average, one CMSOP update will be required every 12 months over the life of the contract.

6 4.1.1.4. The contractor shall schedule and conduct a Post-Award Orientation (PAO)

(Deliverable 1.3) within seven calendar days of the start of performance.

IAW PWS paragraph 6, one PAO is required.

7 4.1.1.5. The contractor shall attend meetings, as needed, to discuss contract performance and staffing with the Contracting Officer, COR, Director, and/or other Government officials. As required by the Government the contractor shall provide In-Progress Reviews (IPR).

(Deliverable 1.4)

Estimated number of meetings is between two and four meetings each month. Estimated number of IPRs is between four and six IPRs each year.

8 4.1.1.6. The contractor shall develop and execute a Transition-Out Plan (Deliverable 1.5) to facilitate the accomplishment of a seamless transition from the incumbent to incoming contractor and/or Government personnel at the end of the contract.

IAW PWS paragraph 6, one Transition-Out Plan is required sixty calendar days prior to expiration of contract.

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# PWS Paragraph and Excerpt Workload Estimate

9 4.1.2. Project Management and Support. The contractor shall deliver and maintain a Master

Program Management Plan (MPMP) IAW PWS

Section 6, Deliverables, that provides an integrated view of all HCRM work priorities and projects and describes the contractor’s technical approach (Deliverable 1.6). The contractor shall deliver a Change Plan (CP) at the direction of the COR in response to an anticipated within-scope change in the

Government’s requirement. (Deliverable 1.7)

IAW PWS paragraph 6, one MPMP is required each option period starting with Option Year 1, with updates as required thereafter. The government estimates that, on average, one MPMP update will be required every

12 months over the life of the contract.

The government estimates that between three and five

Change Plans will be required over the life of the contract.

10 4.1.2.1. The contractor shall provide project management and support for data analytics as well as each of the PWS tasks for communication, workforce strategic planning, and workforce management operations. For each project, the contractor shall deliver a project management plan (Deliverable 1.8) to initiate, plan, execute, monitor/control, and close the project.

The government estimates between 15 and 30 project plans of varying size and complexity will be required each year.

11 4.1.2.2. Event Management and Support. The contractor shall identify, coordinate, facilitate, and support events in support of HCRM

Objectives. Events include, but are not limited to, meetings (on-site or off-site), conferences, outreach recruitment and retention initiatives in the public and private sectors (e.g., job fairs), professional education (e.g., NPS), professional development (e.g., FM STARS), recognition programs (e.g., OUSD(C) FM Awards

Program), and other similar events (e.g., ASMC

National and Regional PDI).

Estimated number of outreach events each year: 20-25

12 4.1.3. Data Analytics/Metrics. The contractor shall use technology-driven processes to analyze raw technical data and integrate, compile, and display meaningful results through multi-media presentations that support mission initiatives and provide for informed business decisions. The contractor shall use Advana, which is OUSD(C)’s big data platform, and other industry state-of-the-art tools to provide data analytics and metrics support.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

13 4.1.3.1. The contractor shall identify, define, and group critical data resources for organizational analytic and integration needs.

(Deliverable 1.10)

Activities and deliverables for this PWS paragraph are in support of and driven by work requirements identified in PWS Tasks 1 through 4. Assessment of workload for this activity (i.e. PWS 4.1.3.1) can be obtained by reviewing the PWS Tasks 1 through 4 taskings and associated workload estimates provided in this document.

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# PWS Paragraph and Excerpt Workload Estimate

14 4.1.3.2. The contractor shall develop, maintain, and continuously improve standard reports and data visualizations. Presentation delivery will be dependent on the Communications Plan and shall take the form of briefings, scripts, graphic displays, electronic media, and like services.

(Deliverable 1.11)

Estimated number of reports and visualizations developed per year: 20-30

15 4.1.4 Technical Drafting, Editing, and

Document Review. The contractor shall provide subject matter expertise for drafting, editing, and document review support for a variety of formal and informal documents including, but not limited to, strategies, policies, reports, standard operating procedures, guides, and white papers. (Deliverable 1.12)

Estimated number of documents drafted, edited, and/or reviewed per year: 250-300. This workload estimate includes a wide variety of documents such as social media posts, Financial Management community-wide emails, PowerPoint slide decks, and memorandums, as well as strategies, policies, reports, standard operating procedures, guides, and white papers.

16 4.1.5. Strategic Planning. The contractor shall assist the Government with strategic planning in support of HCRM Objectives. The contractor shall facilitate meetings, draft strategic plans, and perform similar activities as required by the

Government. (Deliverable 1.13)

Estimated number of meetings includes at least twelve

Component Functional Community Manager (CFCM)

Working Group meetings, two Senior Leader Group meetings, and two virtual forums per year. In addition, Strategic Workforce Planning (SWP) Year in Review is conducted annually, and Strategic Workforce Plan workshops and data coordination are conducted every four years. Financial Management (FM) competency validation requires Subject Matter Expert (SME) panels of two-week duration every two years in addition to five touch points with the Defense Civilian Personnel

Advisory Service (DCPAS).

17 4.1.6. Transition-In. The contractor shall perform transition-in to this contract. The contractor shall deliver and execute a

Transition-In Plan (Deliverable 1.14)

IAW PWS paragraph 6, one Transition-In Plan is required seven calendar days after the start of performance.

18 4.2 Task 2: Communications. The contractor shall provide multidisciplinary expertise for both strategic and operational communications and integrate this capability with other PWS tasks for the effective and efficient achievement of HCRM Objectives.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

19 4.2.1. Strategic Communications Plan. The contractor shall support the Government in delivering, executing, and maintaining a

Strategic Communications Plan (CP). The contractor shall proactively identify, advise, and provide the Government with recommended CP updates in response to changes to existing activities or emergent requirements.

(Deliverable 2.1).

Estimated number of Strategic Communications Plans developed per year: 2

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# PWS Paragraph and Excerpt Workload Estimate

20 4.2.2. Communication Action Plans. The contractor shall lead development of

Communication Action Plans (CAP) as required for specific communication objectives. This may include, but is not limited to, key events, significant announcements, or initiatives. The

CAP will identify communication objectives, key messaging, stakeholders, responsibilities, actions, and timelines. (Deliverable 2.2)

Estimated number of CAPs developed per year: 40-60

21 4.2.3. Written and Printed Communications.

The contractor shall develop, coordinate, deliver, and maintain communication products such as, but not limited to, briefing decks, talking points, remarks, newsletters, emails, brochures, slick sheets, pamphlets, posters, and tri-folds. Focus should be placed on format, content, and graphic design. (Deliverable 2.3)

Estimated number of written products developed per year: 180-200

22 4.2.4. Digital Communication Platforms. The contractor shall design, develop, administer, and maintain relevant and timely content and graphic design for digital communications to achieve HCRM Objectives. Support is required for, but not limited to, the OUSD(C) internal and public facing websites, FM Online, collaborative platforms such as MS SharePoint and Teams, and social media platforms to include, but not limited to, Twitter and

LinkedIn. (Deliverable 2.4)

Estimated number of designed product developed per year: 50

23 4.3. Task 3: Workforce Strategic Management.

As the OSD FM Functional Community

Manager, the Director requires a capability to provide guidance and oversight for the recruitment, retention, training, and professional development of the DoD financial management workforce. The contractor shall provide expertise with federal financial management workforce design, policy, procedure, and governance. The contractor shall integrate this capability with other PWS tasks for the effective and efficient achievement of HCRM

Objectives.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

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# PWS Paragraph and Excerpt Workload Estimate

24 4.3.1. Workforce Design. The contractor shall support the Director with optimization of FM workforce performance levels and competency for the DoD. (Deliverable 3.1)

Competency validation requires SME panels of two-week duration every two years in addition to five touch points with DCPAS. Competency validation will also require notification and education to CFCMs and FM workforce members.

Once competency gaps are identified, provide support to DOD FM training and development programs to include fmVisionExchange (2 one-hour training sessions per month) and the annual DoD FM STARs

Program (review developmental assignments, review nomination packages, convene nomination panel, notify individuals selected for program and manage corresponding documents).

25 4.3.2. Policy, Procedure, and Governance.

Informed by deliberate workforce design, the contractor shall support the Director in developing strategies, policies, and procedures necessary for governance of the DoD FM workforce and the DoD FM Certification

Program.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

26 4.3.2.1. The contractor shall support the

Director with workforce competency management, gap analysis, FM position identification and coding, and other topics related to the governance of the DoD FM workforce and DoD FM Certification Program through ongoing data analysis, research, stakeholder outreach, and related initiatives, actions, and taskers. (Deliverable 3.2)

Workforce Health Index: Defense Human Resources

Activity (DHRA) data pulls on a weekly basis; monitor and validate data in data analytics tools, such as Power

BI and Advana, on a weekly basis.

Benchmarking required on an as needed basis.

Benchmark outreach includes interviewing partners, consolidating responses and delivering report of findings.

Professional Development outreach support includes requesting and consolidating annual Component nominations for various professional development programs (Defense Civilian Emerging Leader Program

(DCELP) programs, CXO fellows).

Other outreach includes coordinating responses from partners to include the Chief Financial Officers’ Council and Budget Line of Business (spring and fall virtual forum).

27 4.3.2.2. The contractor shall support the

Director by drafting and maintaining related policy, procedure, and governance documents.

(Deliverable 3.3)

Estimated number of documents drafted per year: 60-

100 to include the SWP Year in Review, Strategic

Workforce Plan, FM workforce update materials.

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# PWS Paragraph and Excerpt Workload Estimate

28 4.4. Task 4: DFMCP Operations. The Director requires a capability to operationalize policy and procedure for the Department’s financial management workforce. The contractor shall provide DoD FM Certification Program

(DFMCP) expertise in support of this requirement. The contractor shall integrate this capability with other PWS tasks in support of

HCRM Objectives.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

29 4.4.1. DFMCP Program Management. The contractor shall support the Director with administering the DFMCP program IAW DoDI

1300.26, Operation of the DoD Financial

Management Certification Program.

The contractor shall assist with regular program assessments and offer recommendations for modifications to ensure an innovative, adaptable and responsive program. The contractor shall deliver, maintain, and comply with DFMCP

DoDI, Manual, and Standard Operations

Procedures (SOPs) which define and describe the contractor’s support procedures for the

DFMCP Operations task. (Deliverable 4.1)

The contractor shall support the Director in developing, maintaining, and executing a sound business process for conducting random audits of certifications approved by Preferred

Component Certification Authorities as well as certification maintenance packages for

Continuing Education and Training (CET) requirements. The contractor shall review each competency requirement to ensure compliance with policy. (Deliverable 4.2)

All financial management courses developed by the OUSD(C) and DoD Components must be accredited for continuing professional education

(CPE) by the National Association of State

Boards of Accountancy (NASBA). The contractor shall provide expertise with NASBA

CPE accreditation standards and shall assist the

Government as required with NASBA accreditation. The contractor shall provide at least one Certified Public Accountant (CPA) with an active CPA license issued by a state licensing authority to provide this assistance.

The contractor shall pay all National State

Boards of Accountancy registration fees to support the DoD FM Certification Program via

Other Direct Costs. The contractor shall obtain advance written approval from the COR prior to incurring costs for NASBA registration fees.

(Deliverable 4.3)

On average the DFMCP Program Office performs an estimated range of 500-800 quality assurance reviews on certification requests per month. On average, the

DFMCP Program Office performs an audit of continuing education and training (CET) submissions on an estimated range of 13-54 Domains each month.

On average the DFMCP Program Office performs an estimated range of 3-4 annual program assessments to modify, innovate, adapt and ensure a responsive program. These assessments vary in size and complexity. Examples include but are not limited to reviewing DFMCP certification requirements and competency alignments, and assessing governing policy or procedure documents such as DoD instructions or manuals, standard operating procedures, and/or user guides.

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# PWS Paragraph and Excerpt Workload Estimate

30 4.4.2.1. The contractor shall provide a DFMCP

Help Desk to assist FM workforce members with DFMCP policy, program, and technical questions. The contractor shall coordinate as required with associated technical Help Desks to de-conflict user support requirements and ensure efficient and effective user support. The contractor shall manage electronic mailboxes and respond to inquiries sent to established mailboxes within 8 business hours. At times customer service may include phone calls. The contractor shall contact customers by phone or respond to voicemails within 8 business hours.

The contractor shall provide help desk metrics.

The contractor shall manage and update a

SharePoint information repository in support of the DFMCP Program. (Deliverable 4.4)

On an average, the DFMCP Program Office addresses an estimated range of 600-1100 DFMCP Help Desk mailbox emails per month. Email inquiries are focused on assisting users, supervisors, and CAs correcting issues in the FM LMS and FM myLearn. Issues requiring higher level interaction or access are forwarded to the FM LMS Tier 1, Tier 2, component

CAs, and Program Manager as needed.

31 4.4.2.2. The contractor shall deliver a DFMCP training program. The contractor shall develop and maintain training aids, conduct training workshops, perform one-on-one training, and carry out related activities to inform, train, and educate DFMCP stakeholders. (Deliverable 4.5)

On average, the DFMCP Program Office performs an estimated range of 1-3 guide updates for maintenance and 5-10 one-on-one training events per month. On average, the DFMCP Program Office performs an estimated range of 1-3 training workshops per year.

32 4.4.2.3. Component Administrator Support.

The contractor shall serve as the Component

Administrator (CA) for the Office of the

Secretary of Defense (OSD) FM Domain(s).

The contractor shall perform the duties of the

Component Administrator as described in DoDI

1300.26 and the SOP. The contractor shall assist the OUSD(C) Component Certification

Authority (CCA) with ensuring that

Components requiring OUSD(C) CCA approval fall under an over-arching Comptroller Domain within the Comptroller Hierarchy. The contractor shall support the OSD Functional

Community Manager CCA by providing reports, metrics, and customer support for all

Components needing OUSD(C) Component

Certification Authority (CCA) approval.

(Deliverable 4.6)

On average, the DFMCP Program Office provides CA support to an estimated range of 10-14 Domains for which OUSD(C) performs Component Certification

Authority each month. Support includes management of the organizational and user information within the

FM LMS and providing first response support for FM

LMS specific questions. This may include responding to between 100-200 customer contacts a month. The majority of responses to these customer contacts require a simple answer; very few responses are resource intensive.

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# PWS Paragraph and Excerpt Workload Estimate

33 4.4.3. DFMCP Certification Online Tools

Support. The contractor shall administer and support the DFMCP Certification online tools used to support the management and administration of the DoD FM Certification

Program in accordance with DoDI 1300.26 and the SOP. The contractor shall provide expert advice and support for the DFMCP roles defined in DoDI 1300.26. The contractor shall provide functional research and analysis to support program requirements and modifications. The contractor shall possess an expert understanding of the critical military and civilian DoD systems that interface with the

DFMCP online tools and shall support data migration requirements.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

34 4.4.3.1. Change Management. The contractor shall provide support for Certification change management. The contractor shall draft, assess, and revise System Change Requests (SCR). The contractor shall monitor Help Desk requests in order to distinguish between system change deficiencies and other problems, such as inadequately trained personnel; identify trends of current or future system issues; and collect accurate data to support SCRs. (Deliverable

4.7)

The estimated number ranges between three and six

SCRs each year. SCRs can be required for a number of reasons, such as a change in DFMCP policy or business process or an LMS system upgrade, and can require significant effort. For example, a recent DFMCP policy change that allowed use of professional certifications as a substitute for courses included defining the required system functionality, testing the system, revising user guides and training users, and communicating the change

35 4.4.3.2. Guard and Reserve Components. The contractor shall develop and maintain processes to manage Guard and Reserve Components participation in the DFCMP, specifically dual persona personnel who serve as both military members and as DoD civil servants.

(Deliverable 4.8)

Typically, this process requires the DFMCP Program

Office to confirm that the FM member is coded correctly in the System of Record; track and log the receipt of the dual persona (DP) memorandum; and add the military alternate supervisor to the DP FM member’s account. Guard and Reserve Components dual persona members represent less than 1% of the total FM Workforce population. The process is also reviewed annually.

36 4.4.3.3. Data Files Support. The contractor shall support the collection, analysis, manipulation, and uploading of automated

DCPAS data feeds and manual files from intelligence and military personnel systems.

(Deliverable 4.9)

At a minimum each week, the DFMCP Program Office validates and combines flat file inputs from an estimated range of 13-54 Domains.

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# PWS Paragraph and Excerpt Workload Estimate

37 4.4.3.4. LMS User Interface (UI) Maintenance.

The contractor shall maintain/sustain the simplified UI external to the DoD FM LMS that allows a user to export his/her Learning History to the FM LMS. The UI walks the user through a process to find courses that the user has completed and then record the competency and proficiency level alignment toward the user's

DoD FM Certification requirements. The UI is built on top of the current FM Online/FM myLearn database. (Deliverable 4.10)

At a minimum each week, the DFMCP Program Office validates data integrity, researches errors, and coordinates the export of user learning history to the FM

LMS. Additionally each week the learning history is updated with certification input from FM LMS reports.

38 4.4.4. Course Management Support. The contractor shall provide Course Management

Support IAW the SOP.

See subordinate PWS paragraphs for specific taskings and associated workload estimates.

39 4.4.4.1. eCatalog Management and Support.

The contractor shall manage and maintain the eCatalog of aligned courses. The contractor shall ensure that courses in the eCatalog are aligned IAW DoDI 1300.26, information in the eCatalog is current and error-free, and the eCatalog is easy to use. The contractor shall advise and assist the Director, Governing Body

Secretary and members, component course managers, and other individuals and groups with the course submission and course-to-competency alignment process. The contractor shall align courses with competencies, provide course gap and overlap analysis, and provide recommendations for efficiency and effectiveness of courses available to the workforce. The contractor shall provide metrics on course submissions, approvals, denials, and usage; facilitate course approvals and course alignments in the Course Management System

(CMS); and perform CMS duties in the Super

User role in support of the FM Certification

Program. (Deliverable 4.11)

On an average, the DFMCP Program Office supports an estimated range of 40-60 non-academic reviews on course alignments per month. The DFMCP Program

Office provides 1-3 new course manager training events per month. On average, the DFMCP Program Office conducts 6-8 course manager meetings each year to cover current events for all current course managers and alternates. Monthly the DFMCP Program Office collects course management metrics.

40 4.4.4.2. Academic Course Alignment Database.

The contractor shall maintain and enhance a database of academic courses approved for use in achieving FM certification. The contractor shall ensure that courses in the Academic

Database are aligned IAW DoDI 1300.26, information in the Academic Database is current and error-free, and the Academic Database is easy to use. (Deliverable 4.12)

On average, the DFMCP Program Office reviews an estimated range of 40-60 academic courses for alignment against competencies per month.