Attachment 2 - SAF-FMB Draft Performance Work Statement.pdf

CUI FA7014‐XX-X-XXXX

CUI

PERFORMANCE WORK STATEMENT

FOR

SAF/FMB Contract Support

AT

PENTAGON, VIRGINIA

26 July 2022

DRAFT

Controlled by: AFDW/PK CUI Categories: PROCURE Distribution/Dissemination Controls:

FEDCON AFTER AWARD

POC: Tiffany Rodriquez (405-596-8424)

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

1.2 Background

SECTION II

2.0 Task Descriptions

2.1 Task 1

2.n Task 2

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Kickoff Meeting/Orientation Meeting

6.3 Transition-In Plan

6.4 Transition-Out Plan

6.5 Quality Control

6.6 Emergency Operations/Mission Essential Personnel

6.7 System for Award Management (formerly CMRA)…………………………………….. 13

6.8 Security Instructions

6.9 Travel

6.10 Employee Accountability & Turnover

SECTION VII

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

2.0 ACRONYMS

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The SAF/FM Deputy Assistant Secretary for Budget (FMB) is responsible to formulate, build, defend, and execute the Department of the Air Force (DAF) budget and funding in all appropriations. SAF/FMB formulates, builds, defends, and executes funds aligned to achieve DAF priorities and the National Defense Strategy. SAF/FMB leads a staff of military and civilian financial managers who develop, integrate, justify and defend Department of the Air Force resource requests to the Office of the Secretary of Defense, the Office of Management and Budget, and Congress. The organization manages and executes funding that supports military operations and Department priorities at the direction of the Secretary of Defense and Congress. To accomplish these actions SAF/FMB is made up of five sub-organizations, Budget Investment Directorate, Budget and Appropriations Liaison Directorate, Budget Programs Directorate, Budget Operations Directorate, and Policy and Fiscal Control Directorate. To do this, SAF/FMB must remain agile and fully capable of effective and efficient engagement on all tasks throughout the budget appropriation lifecycle.

1.1.1 Scope. The Contractor shall ensure Contractor personnel take action to fully integrate into the OFFICE creating a seamless Government-Contractor team. The Contractor shall manage contractor personnel. The Contractor shall interface and perform technical and programmatic liaison support with all Department of the Air Force organizations (Components, DRUs, FOAs, SAF/FM, etc.), the Office of the Secretary of Defense, the Joint Staff agencies, and additional government and commercial organizations (e.g. Defense Finance Accounting Service (DFAS), other government contractors, etc.) conducting or interfacing with the budget appropriation lifecycle.

1.2 Background. The SAF/FMB is responsible to formulate, build, defend, and execute the DAF budget and funding in all appropriations. The contractor shall provide financial analysis support.

Actions will include providing full spectrum decision support, financial execution, budget development and analysis, and budget operations across the Department of the Air Force in all appropriations and working capital funds. Assist FMB with development and integration of DAF financial management systems and databases. Support network certification and accreditation activities in support of development and integration of financial systems and databases including planning models with seamless interfaces to recent technology that provide efficient and effective FM processes and procedures. The contractor will assist to perform database administration functions related to FM systems and databases. SAF/FMB requires project management support to achieve a clear and mutual understanding of SAF/FM budget, system, and database requirements. SAF/FM requires specific functional user training development, presentation and sustainment related to specific FM budget activities, systems, databases, and audit processes and procedures.

SECTION II

2.0 Task Descriptions

2.1 Financial Analysis Support. SAF/FMB provides full spectrum decision support, financial execution, budget development and analysis, and budget operations across the Department of the Air Force (Components, DRUs, FOAs, and SAF/FM) in all appropriations and working capital funds. In addition, SAF/FMB provides policy, systems, and training guidance as well as audit support/translation and total force analysis and integration. The Contractor shall:

2.1.1 Provide senior financial analysts performing a wide range of duties associated with the overall technical and management interface with the budget formulation, presentations, and execution process for all Department of the Air Force (DAF) organizations, appropriations, fund accounts, account structures, and supporting financial management systems.

2.1.2 Provide senior financial analysts to integrate all appropriation databases across all fiscal years ensuring proper application of each enacted budget, providing analytical and trend analysis as requested.

2.1.3 Assist SAF/FMB personnel analysis and training requirements in the accomplishment of Department-wide budget/programs to include funds control, policy, and guidance for all appropriations.

2.1.3.1 Analyze and interpret budget and program guidance to provide impact analysis of new or revised legislation, policies, and procedures based on the review and interpretation of circulars, directives, regulations, Comptroller General decisions, and other government reports/guidance.

2.1.3.2 Accurately documents budget data in a variety of unrelated forms, reports, and schedules. Considers impact changes being made will have on various other schedules and takes appropriate action to advise SAF/FMB on impacts to fiscal accounts and lower level organizations.

2.1.3.3 Reviews and monitors the annual Appropriation fund codes which will be used throughout the DAF in determining appropriations, budget programs, and budget projects.

2.1.4 Assist in development/integration of the President’s Budget from planning and programing to enactment and support the development of current year financial planning.

2.1.4.1 Monitors Congressional legislation to provide SAF/FMB with status of budget/program authority and limitations established (i.e. funding limitations, restrictions) and provides impact to DAF financial processes.

2.1.4.2 Analyzes budgetary relationships and develops appropriate recommendations to accommodate actions under conditions of short or rapidly changing programs and budgetary deadlines.

2.1.4.3 Develops guidance and process milestones and timelines for the DAF annual execution plan database. Communicates with staff and component organizations for explanation and training of all roles and responsibilities.

2.1.4.4 Develops, maintains, and modifies the budget structure including appropriations, account structures, related special transactions codes, descriptions, and definitions.

2.1.4.5 Compiles and summarizes narrative information and quantitative budget related data in accordance with prescribed procedures and regulations.

2.1.5 Performs senior budget analysis providing financial advisory services for all DAF executed appropriations.

2.1.5.1 Analyzes expenditure of funds, and reviews requests for allotments of funds for distributing to lower level organizations.

2.1.5.2 Provides leadership with financial information such as financial reports articulating status of funds, obligations, and expenditures;

comparisons of actual performance to the financial/execution plan and identifies variances.

2.1.5.3 Advises leadership as financial consultant for budgeting strategies and techniques; use of financial management products,; resource distribution; program priorities; financial forecasts and projections; and development of annual and long-range financial plans.

2.1.5.4 Monitors, review, checks, and verifies requests for allotments of funds from approved operating budgets, assuring funds are being spent for the proper purpose of appropriation.

2.1.5.5 Assists in allocation of funds on a time-phased basis (quarterly, or for specific purpose/projects) through the apportionment process.

2.1.5.6 Maintains administrative controls necessary to prevent expenditures in excess of apportioned funds; compares obligations and expenditures and accurately identifies conditions of over/under obligations of funds.

2.1.5.7 Coordinates and develops department level reprograming actions in accordance with OSD-C policy and procedures.

2.1.6 Assist in the provision of expert level guidance in the development and preparation of budgetary policies and guidance.

2.1.6.1 Accurately, prepares clear, budgetary guidance and/or interpretations of regulatory, supplementary, and similar guidance in one or more phases of budgeting that can be used effectively by subordinate echelons and components to satisfactory safeguard funding and accomplish budget responsibilities.

2.1.6.2 Prepare and provide guidance/interpretations within timeframes that are response to the needs of budget staffs and program managers.

2.1.6.3 Provides policy research in response to Component and staff questions related to proper utilization of funds.

2.1.6.4 Ensure proper integration and maintenance of all DAF budgetary regulations and policy manuals in accordance with fiscal laws/regulations and DoD Financial Management Regulations (DoDFMR); including annual (or as directed) regulatory reviews and publishing.

2.1.7 Provides senior budgetary analysis and advice on matters such as types of funding available, effects of budgetary changes on related activities, status of funds, etc.

2.1.7.1 Maintains an effective working relationship with substantive program/project managers, and/or budget and financial analysts at various levels throughout the DAF and other government agencies (e.g. OSD-C, Department of the Army, Department of Homeland Security, etc.).

2.1.7.2 Attends, Presents, explains, and defends, on behalf of SAF/FMB, budget actions at meetings and conference with higher-level review officials. Gathers and consolidates required information and prepares accurate and thorough documentation to support budget actions.

2.1.7.4 Uses knowledge of mini-computer applications for maintenance of financial databases, forecasts and tracking of obligations/outlays and executor reporting.

2.1.7.5 Accurately discerns trends in spending and anticipates needs for future budgeting procedures.

2.1.7.6 Provides analysis on appropriate budgetary techniques such as cost-benefit analysis, zero based budgeting, amortization, depreciation, to successfully predict or assess the effects of budgetary and/or program changes and fully evaluate the significance of conflicting program and budget data.

2.1.8 Provides specialized economic analysis and/or impact studies in support of a variety of budget programs.

2.1.8.1 Conducts cost management effectiveness and sensitivity studies/analysis dealing with major issues and problems affecting budget programs.

2.1.8.2 Plans, initiates, and conducts studies to analyze and evaluate actual or potential effectiveness of current or projected budget programs.

2.1.8.3 Interprets source information and applies it to the studies/analysis.

2.1.8.4 Develops logical, defensible cost estimating relationships based on quantitative and statistical principles.

2.1.8.5 Documents sources and cost methodology, ensuring study can be duplicated by other review agencies and personnel.

2.9.1 Develops audit readiness plan for all appropriations and working capital funds and assists in translating audit readiness issues into financial management operations.

2.9.1.1 Identifies standard documentation, provide training and guidance to DAF organizations (components, DRUs, FOAs, Headquarters Commands, etc.).

2.9.1.2 Builds metrics to provide timely information valuable in decision support.

2.9.1.3 Provide SAF/FMB with detailed reports of audit readiness progression.

2.9.1.4 Integrate SAF/FMB, and external organization’s communication, correspondences, and corrective action plans as requested/directed by DoD Inspector General (DoDIG), U.S. Government Accountability Office (U.S.

GAO), Air Force Audit Agency (AFAA), and other audit agencies.

2.9.1.5 Provide decision support and process improvement capabilities in order to meet SAF/FMB strategy objectives.

2.10.1 Provide support for resource management duties including collection, analysis and reporting of resource information to inform decision support, financial execution and budget analysis in all appropriations and working capital funds throughout the life cycle of funding. Assist with financial analysis within or impacting DAF financial and accounting systems.

2.10.1.1 Provides End of Month (EOM balancing with SAF/FMF, DFAS, and Office of the Secretary of Defense for Comptroller (OSD-C))

2.10.1.2 Provides DAF annual obligations reporting (fall-in/fall-out) analysis to OSD-C.

2.10.1.3 Reviews fiscal limitation execution, monitoring, and reporting.

2.10.1.4 Data/database validation/testing and prior year accounting corrections.

2.10.1.5 Assist with all appropriations Operating Budget Authority Documents (OBAD), including but not limited to DAF, Defense-Wide, and other agency funding.

2.10.1.6 Facilitates the interaction of DAF budget and DFAS operations in the development of systems and procedures for production of financial statements.

2.10.7 Perform foreign currency fluctuation oversight and reconciliation with OSD-C.

2.10.8 Provide database framework in the establishment of AF unique fund codes with OSD-C.

2.10.9 Reconcile and provide fiscal end-of-year accounting data for Congressional reporting and input into Program and Budget Enterprise Service (PBES).

2.10.10 Develop processes in coordination with SAF/FMF, SAF/FMC, and DFAS to assist Components in resolving accounting issues impacting budget resources.

2.11.1 Assist in the provision of policy guidance and technical support in coordination with SAF/FMF to facilitate coordination, collection, analysis and reporting of resources information in support of requests for information related to all budget drills, ensuring Budget and Accounting policy guidance is consistent.

2.11.1.1 Meets with key customers and coordination officials to assess customer satisfaction, explain organization policy and procedures, and resolve problems that arise.

2.11.1.2 Evaluates reports by analyzing facts and performing appropriate research and recommends appropriate actions or interpretation of issues that impact organizations, installations, commands, or agencies.

2.12.1 Provide senior financial analysis performing duties associated with the overall accounting and reimbursement technical and management interfaces and liaison with appropriate financial offices.

2.12.1.1 Includes support to budget formulation, presentation, and execution processes for all DAF organizations, appropriations, fund accounts, account structures and supporting financial management systems.

2.12.1.2 Liaison between multiple financial offices on all accounting operations to ensure budget optimization.

2.12.1.3 Facilitate the integration of DAF budget and DFAS on accounting function to ensure proper obligation reporting.

2.12.1.4 Support working groups to shape initiatives, assess feasibility, and evaluate progress toward accomplishment of reimbursable goals and milestones.

2.13.1 Provide oversight and reconciliation of DAF reimbursement accounts utilizing financial and accounting systems consistent with SAF/FM accounting policies.

2.13.1.1 Assist in development of policy and guidance for execution of reimbursement funding.

2.13.1.2 Assists in allocation of funds on a time-phased basis (quarterly, or for specific purpose/projects) through the apportionment process.

2.13.1.3 Provide technical support and direction for intra/inter-Service reimbursement procedures.

2.13.1.4 Assist in DAF collection, reconciliation and reimbursements from foreign governments.

2.14.1 Assist with financial analysis and database support of programing and budgetary systems for SAF/FMB and components.

2.15.1. Assist with development of requests for information by outside agencies and organizations to include Congressional staffs, Office of Management and Budget (OMB), OSD-C, etc.

2.15.1.1 Support SAF/FMB in response to coordination tools through assisting with response analysis and development (e.g. Task Management Tool).

2.16.1 Assist with DAF financial systems (i.e. DEAMS, AFM, FM Suite, GAFS-BL/GAFS-R, CRIS, etc.) oversight and integration of budgetary process.

2.16.1.1 Work with the program management offices (PMO) to identify shortfalls/weaknesses in financial processes and provide framework to streamline and correct existing process gaps.

2.16.1.2 Gather appropriate financial data, fiscal law, guidance, and system reference materials to support process improvement efforts.

2.16.1.3 Enhance and facilitate process improvement events with the system user perspective.

2.16.1.4 Create implementation, communication and control plans for process changes.

2.16.1.5 Research and make policies and procedures recommendation relative to capability and functionality and accounting capability.

2.16.1.6 Research, analyze, and provide technical and functional system data to support SAF/FMB with requests for information from stakeholders.

2.16.1.7 Provide in-person training and support to SAF/FMB users as necessary.

2.17.1 Assist with OSD-C financial system reporting (i.e. Advana, DDRS, EFD, etc.) and fiscal integration policies and procedures.

2.17.1.1 Work with the OSD-C to identify shortfalls/weaknesses in financial processes and provide framework to streamline and correct existing process gaps.

2.17.1.2 Gather appropriate financial data, fiscal law, guidance, and OSD-C reference materials to support process improvement efforts.

2.17.1.3 Enhance and facilitate process improvement events with the user perspective.

2.17.1.4 Create implementation, communication and control plans for process changes.

2.17.1.5 Research and make policies and procedures recommendation relative to system capability and functionality and accounting capability.

2.16.1.6 Research, analyze, and provide technical and functional system data to support OSD-C and SAF/FMB with requests for information from stakeholders.

2.16.1.7 Provide local and remote training at directed locations to support to SAF/FMB users as necessary.

2.2 Budget Systems and Analytics Support. SAF/FMB is responsible for assisting with development and integration of AF financial management systems and databases as well as network certification and accreditation activities in support of development and integration of AF financial systems and databases including planning models with seamless interfaces to recent technology that provide efficient and effective FM processes and procedures keeping the end user in mind. To achieve this objective, SAF/FMB is required to perform database administration functions related to FM systems and databases. SAF/FMB is also required to work with the SAF/CN CIO to develop and maintain the Certification and Accreditation (C&A) package to facilitate the accreditation of AF financial systems & databases. The process and format specified by the DoD Information Assurance Certification and Accreditation Process (DIACAP) and DoDI 8510.01 represent the minimum requirements and when appropriate may be augmented by requirements as requested by the Government in accordance with this task outline.

SAF/FMB requires project management support to achieve a clear and mutual understanding of SAF/FM budget systems and database requirements as well as identification and recommended resolution of potential problems through awareness of all applicable government laws, policies and operations security and identification of changes that impact FM systems and databases.

Finally, SAF/FM requires specific functional user training development, presentation and sustainment related to specific FM budget systems/database processes and procedures. The Contractor shall;

2.2.1 Provide systems and database engineer and data architect duties to ensure standardization and minor enhancement of existing systems and database applications across the AF. This includes analysis, requirement identification, minor enhancement and standardization of multiple systems and databases, schedules, testing and installation of supporting software in the AF unclassified and classified environment consistent with existing SAF/CN and CIO policy. This includes coordinating supporting software and hardware requirements, identifying and installing required software licenses, ensuring server and application compliance with identified security standards and guidelines, and implementing system and database software within the technical environments. Provide a Monthly FM Systems status/Progress Report using Microsoft Word that includes but is not limited to;

accomplishments for the previous month, a plan of activities for the next month and program management support requirements (including monthly metrics and performance reports for each applicable system) and issues/concerns with associated recommendations. In addition, an IPR in the form of a briefing may be required on an as needed basis upon notification to the contractor.

2.2.1.1 Perform server-level database administration task and responsibilities to include enabling, configuring, and monitoring security audit logs (such as C2) and transaction log files to troubleshoot and fix any logging issues.

2.2.1.2 Set up, monitor, and troubleshoot db mail, linked servers, maintenance plans, database jobs, sql logins, aliases, and alerts.

2.2.1.3 Establish backup schedules, monitor and archive backups, compress backup files, and ensure proper restoration of backup files.

2.2.1.4 Monitor, troubleshoot and resolve coding language such as Python, R, and SQL server failures or issues, database jobs, memory usage issues and database server disk space issues.

2.2.1.5 Analyze security patches to determine impact on database servers and evaluate and monitor DoD IT policy related to database servers Set up, manage, and upgrade coding language such as Python, R, and SQL Server database configurations (e.g., COOP, clusters) and versions.

2.2.1.6 Work with the Air Force and OSD to prepare and align the systems & databases to support and to include administrative functions, establishment of user permissions and reporting capabilities.

2.2.1.7 Work with the designated Communications Squadron/Cloud Administrators to implement software, hardware and security updates as needed as well as obtain, set up, configure and manage test and production servers within unclassified or classified environments. This includes updating systems & database applications to support latest software releases within the user and server environments as well as applying and testing network security patches.

2.2.1.8 Provide a SAF/FMB web-based data analytics tool for multi-appropriations to include database development and visualization support.

2.2.2 Initiate and execute all activities associated with Certification and Accreditation of AF financial budget systems or databases for multiple appropriations (e.g. Advana Air Force

Community Space, Air Force ASARS, AFMIDAS, EAS and any new Budget Systems) to satisfy the Federal Information Security Act of 2002 (FISMA) and DoD Information Assurance Certification and Accreditation Process (DIACAP) requirements. This includes:

2.2.2.1 Identifying, adhering to, and assessing the impact of security requirements for each SAF/FM financial system and database IAW SAF/CN and CIO policy.

2.2.2.2. Accomplishing C&A on FM systems and databases minimally by researching selected software/hardware products (COTS, GOTS, GFE) for security impacts or concerns as required.

2.2.2.3 Evaluating the technical and non-technical features of each SAF/FM budget system & database to determine the level of protection provided and participating in security related meetings for SAF/FM budget systems and databases.

2.2.2.4 Keeping abreast of numerous applicable security policies, regulations/directives from various Government agencies to confirm the appropriate versions are being used for each release. In the event applicable Federal, DoD, and/or AF policy changes or updates are identified by the Government, the Contractor shall prepare a change proposal to bring the system into compliance with new policies, guidance, and/or standards.

Also, as part of Information Assurance Evaluation (IAE), verifying security policy objectives are met, penetration testing is accomplished, and interviews are conducted (for completion of security requirements at the system/application level).

2.2.2.5 Identifying and analyzing the technical and non-technical security features of SAF/FM budget systems & databases, documenting test procedures and results, and providing a residual risk assessment technical report. The purpose of the technical report is to make certain an agreed appropriate level of protection is present for information contained in the SAF/FM budget systems & databases and that the design and implementation shall meet a pre-specified set of security requirements.

2.2.2.6 Maintaining ISSM/ISSO personnel with SAF/FMF required training and certifications for package submissions within eMASS based on SAF/FM requirements per DoDI 8500.01, Cybersecurity, DoDI 8510.01, Risk Management Framework (RMF) for DoD Information Technology (IT) and other security guide.

2.2.3 Develop and maintain effective program management support activities to aid the Air Force in achieving a clear and mutual understanding of SAF/FM systems & database requirements and identify and resolve potential problems. The Contractor shall maintain awareness of all current and applicable government laws, policies, and operations security as they pertain to the application and when changes occur, the contractor shall develop a plan of action and milestones and a cost estimate to address any required changes for government approval. This project management activity shall include, at a minimum:

2.2.3.1 Developing and maintaining effective program reviews for SAF/FM systems & databases to ensure services are performed including development and implementation procedures to identify, prevent, and ensure non-recurrence of defective services.

2.2.3.2 Developing and providing support for existing and planned applications and technical initiatives for each SAF/FM budget system & database; and construct, coordinate and review planned integrated master schedules (IMS) and work breakdown structures (WBS) for each system & database.

2.2.3.3 Define a process for the designated government representative that supports the execution of the tasks delineated for SAF/FM budget systems and databases. The plan shall include inspections, validations, evaluations, change requests, corrective actions and procedures necessary to affect quality control of all performance and products. The Contractor shall apply industry standards and best practices for quality assurance in program management to include, at a minimum, identification of quality control factors and processes, evaluation methods, performance monitoring and process improvement. The contractor shall prepare and present briefings to the AF on the results for each applicable SAF/FM system or database. The Contractor shall deliver bi-weekly and/or as required or requested by the designated government representative In-Progress Reviews (IPR).

2.2.4. The Contractor shall provide functional user training for SAF/FM budget systems & databases to system administrators and end users. Training is coordinated as necessary and is held at the appropriate level, i.e. SAF, MAJCOM, or Installation. The Contractor shall provide continuous up-to-date source training materials to include, as a minimum, user manuals, train the trainer, quick tip sheets, and system administrator guides and other identified future training material as provided by the government Program Manager. The Contractor shall provide in-person (e.g. classroom), web-based (e.g. DCS), desk-side, or computer-based video training that is tailored specifically for the applicable system and the owner of the system. Additional training will include training for new and existing users (desk-side or one on one) including J-Book exhibits, budget briefs, tools, reports, or target loading, etc. utilized throughout the various phases of the budget cycle. The development and conduct of this training will support requirements of the DoD FM Certification Program including providing support for DoD mapping of the course to applicable FM competencies. Finally, the contractor shall provide telephonic and electronic mail support to include on-site support as deemed necessary by the system owner and/or program manager.

2.3. Administrative Support. SAF/FM is required to ensure administrative support for SAF/FMB, FMB Directorates, and SAF/FMB customers as required by Air Force regulation and goals and objectives of the SAF/FMB leadership. This support includes answering phone calls, filing; compliant data storage; preparation of slides, spreadsheets, reports and schedules as required as well as assembling or preparing papers addressing topics as required to fulfill the SAF/FMB mission. It also includes organizing, scheduling, attendance, and logistical preparations for meetings or activities, and training events held in the FMB conference room. Administrative Support also includes tracking, monitoring, and maintaining SAF/FMB, Directorate or Customer Workflow Boxes, Distribution Lists and Task Management Tool (TMT) programs in order to track due outs and deliverables from inception to closure and reporting on open and closed TMT requirements. The Contractor shall:

2.3.1 Maintain compliant electronic filing systems and data storage for SAF/FMB, FMB directorates or other Air Force customers in accordance with AFI 33-322. Report progress in the SAF/FMB Monthly Status Report.

2.3.2 Assist in the preparation of briefing slides, spreadsheets, reports and schedules.

Assemble/prepare papers. Draft, develop and publish standard operating procedures, business rules and other office procedures for continuity.

2.3.4 Organize conferences and meetings, and other similar high-level meetings including the location and scheduling of meeting venues, identification of meeting attendees and de conflicting schedules to ensure correct personnel are in attendance. Disseminate event information, facilitate audio/visual needs for meetings and conferences and training courses held or hosted by SAF/FMB or directorates. Provide logistical or administrative support including but not limited to building preview binders and set-up of the Conference Room or other assigned venues with name cards, water, and note-taking materials. At the conclusion of the meeting, assist with the disposal of all unused or excess materials.

Provide and distribute meeting minutes (where required), track and follow-up on noted action items from the meeting. Report progress, status of action items, and provide status by event in the SAF/FMB Monthly Status Report.

2.3.5 Track FMB suspense items and maintain suspense database to include any SAF/FMB Task Management Tool (TMT) process. Ensure suspense's are properly distributed to points of contact (POC). Assist in electronic and hard-copy coordination and monitor suspense items from inception to closure reporting on status to SAF/FMB or applicable director or director's organic staff as directed. Report progress in the SAF/FMB Monthly Status Report.

2.3.6 Provide assistance with responsive, flexible and well-organized administrative support to meet a wide range of responsibilities which requires continuity and institutional knowledge of the complex Air Force environment. Report progress in the SAF/FMB Monthly Status Report.

2.3.7 Provide expertise in drafting, developing and publishing standard operating procedures, business rules and other office procedures. Report progress in the SAF/FMB Monthly Status Report.

2.3.8 Monitor organization workflow boxes and provide assistance with assignment of tasks to the appropriate OPR or OCR, monitor completion of tasks, and assist with finalization of response packages. Provide training when required to all workflow box users.

2.3.9 Ensure all in-processing emails are reviewed, create in-processing folders and log the actions within the in-processing database. Inventory all in-processing documents and contact members if any documents were not submitted.

2.3.10 Prepare documents for in-processing actions for FMB senior leaders and executive office staff to include Building Passes, Members Data Sheet, Computer Access Requests, Phone Rosters, Distro Lists, Recall Rosters, and other similar administrative tasks.

Coordinate with assigned government personnel to gain approval and final disposition on all prepared documents.

2.3.11 Assist in the preparation of travel trip books for FMB senior leaders. Create DTS travel authorizations, prepare itinerary, and build travel binder.

2.4 Provide Program Enhancements (Option CLIN)

During performance of the requirements identified in this PWS, it is possible that the anticipated effort could potentially expand by as much as 30% of the anticipated, on-going support hours.

Vendors are requested to utilize the 30% surge figure as a baseline in developing proposed pricing for this task, to ensure an adequate level of support is maintained. This task refers to an optional level of effort that may be exercised at the Government’s discretion. The decision to invoke the task shall be based on the level of support that is required, project length and the amount of project funding received. The Government may exercise the Optional CLIN more than once or in any combination thereof not to exceed 30% of the price of the current (exercised – Base or Option) performance period.

SECTION III

3.0 SERVICE SUMMARY

The Contractor service requirements are summarized into performance objectives that relate directly to mission essential items. The performance threshold briefly describes the minimum acceptable levels of service required for each requirement and will be assessed on an “Acceptable” or “Unacceptable” basis. These thresholds are critical to mission success.

Performance Objective

PWS

Paragraph Performance Threshold Method of

Surveillance Provide qualified people at contract start

2.1, 2.2, 2.3

Performance is excellent when 100% of qualified personnel are on the job, Performance is very good when 95% of qualified personnel are on the job, Performance is good when 90% of qualified personnel are on the job, Performance is marginal when 80 to 89% of qualified personnel are on the job

Customer Complaint

Effectively replaces/ substitutes personnel

2.1, 2.2, 2.3

Performance is acceptable when:

a) Resumes are submitted to the COR to ensure all candidates meet the minimum requirements.

Vacancies are filled with qualified personnel for key personnel within 7 days and all others within 14 days of vacancy, unless approved in writing by CO AND b) there is no impact to mission

100% Surveillance

Labor Invoices, and Travel CLIN are submitted timely, accurately and have valid receipts.

Performance is excellent when 95% to 100% of invoices are timely and accurate.

Performance is very good when 90% to 94% of invoices are timely and accurate.

100% Surveillance

Develop and submit all required deliverables

2.0 Performance is acceptable when

95% of deliverable requirements are met and received on time as

100% Surveillance stated in the contract AND critical information is accurate

Provide accurate resolutions to customer needs and agency requirements

2.0 Provide at least 95% acceptable

responses during the month OR Receive no more than 3 valid complaints about service during the month

Periodic Surveillance

SECTION IV

4.0 DELIVERABLES

The Contractor shall provide deliverable(s) in a format mutually agreed upon by the Government and the Contractor.

The following enumerated deliverables are not expected to change. Due Date intervals are not expected to change but actual dates may need to be revised depending on actual contract start date.

DELIVERABLE PWS

PARA DUE DATE DELIVERY

Kickoff Meeting Agenda 6.2 NLT 5 days business days a By email to the COR in Microsoft

Word/Office format

Transition-In Plan 6.3 Submitted at Kickoff Meeting

By email to the COR in Microsoft Word/Office format

Transition-Out Plan 6.4 NLT 90 days prior to contract expiration

By email to the COR in Microsoft Word/Office format

Monthly Status Report

2.1, 2.2, 2.3

Monthly; 5th business day of each month

By email to the COR in Microsoft Word and PDF

Monthly Technical Meeting 2.2

Monthly, NLT 5th business day of each month

Briefing to COR and FMB principals via MS Office and collaboration tools.

Quality Control Plan 2.1, 2.2, 2.3

Submitted at Kickoff Meeting and annual revisions submitted 15 days after award.

By email to the COR in Microsoft Word format

Trip Reports 2.1, 2.2, 2.3

5 Days after completion of TDY

By email to the COR in MS Word

IAW AFH 33-337 (T&Q)

Employee List 2.1, 2.2,

2.3 Upon Request By email to COR in MS Excel

Database integration 2.2 Upon Request As directed by COR

FM analysis and training 2.1, 2.2 Upon Request

As directed by COR, through Microsoft Office tools, Adobe tools, and other products internal to the organization.

President's Budget Integration 2.1.4

NLT 5 business days following Congressional reporting

By email to the COR in Microsoft Excel/Office format

Execution Plan Development 2.1.4 NLT 15 Feb annually

By email and briefing to the COR in Microsoft Office and Adobe formats

Reprogramming development 2.1.4.3 Monthly

By email to the COR or FMB principal in Microsoft Office format

Fiscal Guidance development 2.1.6 Upon Request

By email to the COR or FMB principal in Microsoft Office format

Funds availability 2.1.7 Upon Request By email to the COR or FMB principal in Microsoft Office format

Financial reporting status 2.1.7 Upon Request

By email to the COR or FMB principal in Microsoft Excel format

Economic impact analysis 2.1.8 Quarterly

By email to the COR or FMB principal in Microsoft Office format

Audit Readiness report 2.1.9 Quarterly

By email to the COR or FMB principal in Microsoft Office format

Monthly analysis 2.1,

2.2 Monthly

By email to the COR or FMB principal in Microsoft Office format

Reimbursement analysis

2.1.13,

2.1.14 Monthly

By email to the COR or FMB principal in Microsoft Office format

External response analysis 2.1.16 Upon Request As directed by the COR or FMB principal

Key Personnel Roster 6.10 Upon Request As directed by the COR or FMB principal

Changes in Key Personnel 6.10

As Required. Contractor shall provide a copy of the resume of key personnel replacement in sufficient time for the Government to verify qualifications.

COR

Notification of Subcontracting 6.7.2

NLT five business days before the Subcontractor is to perform any tasks under this PWS.

COR

Telework Agreement and Approval Process 5.1

Initial: NLT fifteen (15) business days following contract award.

Updates/Changes: NLT five (5) days following publication of change/update.

COR and FMB Principal

Non-Disclosure Agreement 6.8.11

Five (5) workdays after award for all Key Personnel and Contractor personnel immediately performing work on the Task Order.

Two (2) workdays before addition of other Contractor personnel after award

COR

RMF artifacts 2.2.2 Upon Request As required by the Task 2.2 Lead

Budget training 2.2.4 Upon Request As directed by the COR or FMB principal

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services.The contract requires the contractor to work in a Government facility unless extenuating, unusual circumstances prevail. Telework shall be coordinated and communicated to the Contracting Officer’s Representative (COR). The Government will furnish or make available working space, network access, and equipment to include:

• Windows PC with Microsoft Office Suite (Outlook, Word, Excel, PowerPoint, etc.)

• Telephone (local and long distance calls authorized as dictated by contract performance requirements)

• Facsimile

• Copier

• Printer

Copies of required Government furnished materials cited in the solicitation, PWS and otherwise in the contract will be provided to the contractor in hard copy or soft copy. All materials will remain the property of the Government and will be returned to the associated Government COR upon request or at the end of the contract period of performance.

5.2 Contractor Acquired Property. The contractor will not be required to acquire any property.

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns.

6.1.1 Duty Hours. The Contractor shall have access to Government facility five days per week, Monday through Friday, eight hours a day, except when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings, unless otherwise approved. Contractor personnel are expected to conform to customer agency normal operating hours; however, the Contractor may be required access to Government facility outside of duty hours based on the customer agency’s needs. As a baseline, Contractor personnel shall work 8 hours per day, 40 hours per week. Compensatory time arrangements are permissible for temporary spikes in worktime; but overtime pay is prohibited without COR and CO approval. Federal Holidays shall be observed in accordance with Office of Personnel Management policy.

6.1.2 Core Duty Hours and Base Shutdown/Inclement Weather. Core duty hours are 0600 - 1800, Monday through Friday (excluding federal holidays). The Contractor shall follow guidance of the installation containing their place of performance to determine reporting schedules whether due to a base closure or inclement weather. The website for guidance regarding status of performance for work to be performed in the National Capital Region (NCR) is http://www.opm.gov/status/.

6.2 Kickoff Meeting/Orientation Meeting

6.2.1 The Contractor shall schedule and coordinate a Project kick-off Meeting no later than (NLT) five (5) calendar days after contract award at the location approved by the Government.

The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will provide the opportunity to discuss technical, management, and logistic issues; travel authorization; communication process between Government and Contractor; and reporting procedures. At a minimum, the attendees shall include key Contractor personnel, OFFICE (SAF/# or AF/#), key Government representatives, and the COR. The Contractor shall provide a Kick-Off Meeting Agenda that will include, but not be limited to, the following.

• Introduction of personnel

• Overview of project tasks

• Review of organization (complexity)

• Schedule (shows major tasks, milestones, and deliverables; planned and actual start and completion dates for each)

• Communication Plan/lines of communication overview (between both Contractor and Government)

• Discussion of draft Program Management Plan (PMP)

• Travel notification and processes

• Government-furnished information (GFI)

• Security requirements (Building access, badges, Common Access Cards (CAC)) http://www.opm.gov/status/

• Analytical Support Status Accreditation (ASSA) Documentation

• Invoice procedures

• Monthly meeting dates

• Reporting Requirements, e.g., Monthly Status Report (MSR)

• POCs

• Roles and Responsibilities

• Overview of incoming Transition Plan to include process, timeframes, and status

• Prioritization of Contractor activities

• Any initial deliverables

• Other logistic issues

• Quality Control Plan (QCP)

• Sensitivity and protection of information

• Additional issues of concern (Leave/back-up support)

6.2.2 The Contractor shall provide a draft copy of the agenda NLT 3 days after contract award for review and approval by the COR prior to finalizing. The Government will provide the Contractor with the number of participants for the kick-off meeting and the Contractor shall provide sufficient copies of the presentation for all present.

6.2.3 The Kickoff Meeting location will be held at the SAF/FMB Conference Room (Pentagon, 5D912) or another designated location and the date and time will be mutually agreed upon by both parties.

6.3 Transition-In Plan

6.3.1 The Contractor shall provide a Transition-In Plan at the Kickoff Meeting, the plan shall facilitate the accomplishment of a seamless transition from the incumbent Contractor (if applicable) and incoming Contractor. The Contractor shall identify how it will coordinate with the incumbent Contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of key personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

6.3.2 The Contractor shall also establish and maintain effective communication with the incumbent Contractor and Government personnel for the period of the transition via weekly status meetings per the COR’s direction.

6.3.3 Incumbent employees may be interviewed for possible employment by the incoming Contractor; however, the employees will have the first right of refusal.

6.4 Transition-Out Plan

6.4.1 The Contractor shall provide a Transition-Out Plan NLT than 90 calendar days prior to expiration of the contract. The plan shall facilitate the accomplishment of a seamless transition from the incumbent to and incoming Contractor (if applicable). In addition, the Contractor will continue to accomplish all tasks as outlined in the contract during this period. The Contractor shall identify how it will coordinate with the incoming Contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of key personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

6.4.2 The Contractor shall also establish and maintain effective communication with the incoming Contractor and Government personnel for the period of the transition via weekly status meetings.

6.4.3 Current employees under this contract may be interviewed for possible employment by a succeeding Contractor; however, the Contractor will have the first right of refusal. The current Contractor will release any employee who chooses to be employed by a succeeding Contractor.

The current Contract will assist by orienting assigned employees of the succeeding Contractor during the last 30 days of the period of this contract, if so, directed by the CO. The Government shall make available to such employees existing Government Furnished Property listed under Section V of this PWS. Items that are not accountable, such as desks, chairs, telephones, and other normal office equipment and office supplies during the orientation period, will only be transferred to the incoming Contractor if items were solely purchased by the current Contractor’s company.

6.5 Quality Control.

6.5.1. Quality Assurance. The Government shall rely on the Contractors’ existing quality assurance system as the method to ensure that the requirements of the contract and performance thresholds are met; however, the Government reserves the right to monitor and evaluate the quality of services provided and compliance with the contract terms and conditions at any time.

6.5.2. Quality Control Plan (QCP). The Contractor shall develop and maintain an effective quality control program to ensure services are performed IAW this PWS, applicable laws and regulations, and best commercial practices. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services with special emphasis placed on those services listed in this PWS. The Contractor’s quality control program is the means by which it assures itself that the work complies with the requirement of the contract.

6.6 Emergency Operations/Mission Essential Personnel.

6.6.1. Continuation of Essential Contractor Services During Crisis. All services in this PWS HAVE NOT been defined or designated as essential services for performance during crisis IAW DFARs 252.237-7023, “Continuation of Essential Contractor Services.”

6.7 System for Award Management (formerly CMRA)

6.7.1. The Contractor shall report ALL labor hours (including subcontractor labor hours) required for performance of services provided under this contract via the System for Award Management (SAM) data collection site. The Contractor is required to completely fill in all required data fields at http://www.SAM.gov. Reporting inputs shall be for the labor executed during the period of performance for each Government fiscal year (FY), which runs 1 October through 30 September. The UIC for AFDW is FF16M0. While inputs may be reported anytime during the FY, all data shall be reported not later than 31 October of each calendar year. The Contractor may direct questions to the System for Award Management help desk.

6.7.2. Subcontractor Input in SAM. Prime Contractors are responsible to ensure all subcontractor data is reported. Subcontractors will not be able to enter any data into SAM, but will enter their information into a Bulk Loader spreadsheet available from the SAM helpdesk.

Subcontractor shall fill in columns A-C then return it to the SAM helpdesk after it's completed and a technician team will enter the information into SAM.

6.8 Security Instructions

6.8.1 Physical Security. The Contractor shall safeguard all Government property, documents and controlled forms provided for Contractor use and adhere to the…