BSS PWS 11 July 2023.pdf

Business Support Services Page 1 of 18 Pages

Assistant Secretary of the Army Financial Management and Comptroller (ASA(FM&C))

Deputy Assistant Secretary of the Army (DASA) Financial Operations & Information (FOI)

Business Support Services (BSS)

27 June 2023

3. Background. The Assistant Secretary of the Army (Financial Management and Comptroller) (ASA (FM&C)) is the principal adviser to the Secretary of the Army (SecArmy) on financial management. The ASA (FM&C) is responsible for exercising the comptroller function, including financial management functions and operations for ensuring financial management systems are in compliance with statutory and regulatory requirements, standards established by the Comptroller General, and regulations governing internal control, accounting, and financial reporting principles. The ASA (FM&C) has the authority to (1) supervise and direct the preparation of budget estimates, (2) approve and supervise any project to design or enhance a financial management system, and (3) approve the establishment and supervise the operation of any asset management system. The Office of the ASA (FM&C) is designated the single office in HQDA responsible for the comptroller function, including financial management and, subject to the authority, direction, and control of the SecArmy, provides the Chief of Staff of the Army (CSA) such staff support as the CSA considers necessary to perform his duties and responsibilities.

a. Oversee the Planning, Programming, Budgeting, and Execution (PPBE) process, including supporting groups and boards that assist in the process.

b. Supervise and direct the development, submission, defense, and execution of the Army budget, including for contingency operations and related appropriations; the associated automated systems that support PPBE;

analytical reviews of the Army budget; and the development and coordination of cost and budget plans and reports.

c. Provide strategic guidance and supervision for policies and programs for Army financial management, as executed by the Secretariat; the Army Staff, including the Deputy Chief of Staff (DCS), G-8; and other DA officials.

d. Oversees the execution of the financial statement audit and the mitigation of audit findings.

e. Maintain and annually revise a five-year plan describing the activities DA proposes to conduct to improve financial management; achieve audit readiness; and oversee the creation, adaption, and management of financial systems, including within the operation of Army business domains and architecture.

f. Transmit to the SecArmy a report each year on the activities of the Assistant Secretary during the preceding year. Each such report shall include a description and analysis of the status of the DA financial management.

g. Serve as the functional proponent for Financial Management across the Army, including the Military and Civilian workforce, and ensuring the development of the career financial management workforce and the achievement of the necessary certifications across the entire workforce.

h. Supervise and direct the preparation of budget estimates for DA and otherwise carry out statutory budget responsibilities; direct the Army's funds distribution process; direct and advise the SecArmy on cost and economic concerns during the budget year of execution; and prepare, certify, and submit Army financial statements.

i. Coordinate, in conjunction with the DCS, G-3/5/7, performance reviews with respect to yearly goals and priorities.

j. Approve and supervise any project to design or enhance a financial management system for DA and any operation of an asset management system of DA, including systems for cash management, credit management and debt collection, and systems for accounting for the quantity, location, and cost of property and inventory. Such systems shall provide for:

i) Complete, reliable, consistent, and timely information that is prepared on a uniform basis and is responsive to the financial information needs of department management.

ii) Development and reporting of cost information.

iii) Integration of accounting and budgeting information.

iv) Systematic measurement of performance.

k. Approve the establishment and supervision of the operation of any asset management system of the Department of the Army, including:

i) Systems for cash management, credit management, and debt collection.

ii) Systems for the accounting for the quantity, location, and cost of property and inventory.

I. Direct the DA cost and economic analysis program, including the establishment of cost and economic policies, methods, and procedures; develop and maintain standard cost and economic analysis systems, models, and databases; develop statutory independent cost estimates; develop and maintain cost factors for installation operations

Page 2 of 18 Pages and civilian personnel; ensure the use of sound methods for setting cost factors for preparing the program and budget; chair the Army Cost Review Board and approve the Army Cost Position for major acquisition programs;

and supervise and provide technical guidance and support for cost management efforts.

m. Set Army finance and accounting policies, practices, and procedures in coordination with DFAS, including for classified Army programs and the tactical finance and accounting network; and establish policy for and direct the implementation of DA's Internal Review and Audit Compliance Program.

n. Establish policy for, direct, and ensure compliance with applicable laws and regulations for Army financial programs, including Management Control; Travel Charge Card; and Fraud, Waste and Abuse Programs; and manage Army electronic commerce and banking programs, including coordination with DoD and interagency partners.

o. Serve as liaison between DA and Congress for appropriations, except for Civil Works, and fulfill all necessary related functions.

p. In accordance with agency policies, designate a senior military official to serve on financial service-related boards, including the Board of Directors of the Army and Air Force Exchange Service and the Defense Commissary Agency Board of Directors.

q. Provide financial management oversight of non-appropriated funds.

r. Oversee the proper and effective use of appropriated resources to accomplish the Army's assigned missions.

s. Provide timely, accurate, and reliable financial information to enable leaders and managers to incorporate cost considerations into their decision making.

t. Provide transparent reporting to Congress and the American people on the use of appropriated resources and achieving established Army-wide performance objectives.

u. Develop, manage, and implement the governance processes for the FM Domain.

v. Define performance standards and measures for the enterprise.

w. Identify and actively manage the roles, responsibilities, relationships, and authorities across the FM Enterprise.

x. Synchronize and integrate the elements (e.g., business processes, systems, workforce; Military and Civilian) for the FM enterprise to achieve auditability and improve the use of limited resources

4. Objectives. The objective of this effort is to provide contractor support to DASA-FOI’s Business Support Services (BSS) Directorate which is the single-entry point for all areas of requirements identification, program financial management, acquisition management, investment management, and strategic communications. Overall objectives include implementing and conducting the following:

• Enhanced Organizational Structure: Assist DASA-FOI in defining its foundational designs, hierarchies, processes, and strategic plans and acquisitions by providing recommendations rooted in private-sector best practices, decisions supported by quantitative scoring and weighting, and observations based on customer input and environmental data.

• Vendor Management Program: Implement a vendor management program approach to ensure activities are performed consistently throughout the lifecycle that align people, processes and systems to support the organization.

• Investment Management: Enable a successful transition to a Working Capital Fund (WCF) and provide the agency the tools to make sound IT investment decisions.

• Financial Management: provide the organization with timely, accurate and compliant planning, organizing, and monitoring of financial resources with a view to achieve organizational goals and objectives.

• Improved Procurement Positioning: survey the overall procurement environment and develop new DASA-FOI procurement strategies that better position the organization to make optimized decisions, leading to improved consolidation plans, robust requirements, and a clarified contract landscape.

• Strategic Communications: enable timely and accurate information sharing between internal and external stakeholders with one goal in mind to accomplish ASA(FM&C)/DASA-FOI long-term strategic planning.

5. Scope. The scope of this work is to provide DASA-FOI’s BSS with acquisition, financial, requirement investment management, and organizational communications support which is organized into five functional areas that combine to meet the objectives.

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1. Program Management

2. Investment Control

3. Financial Management

4. Procurement and Acquisition Management

5. Administrative Support

6. Performance Requirements.

6.1 Task 1 – Program Management.

6.1.1 Subtask 1 – Kick-off Meeting. The contractor shall conduct a Kick-off Meeting within 10 business days after task order award to discuss the project requirements within this task order. The date, time, and location of the meeting shall be mutually agreed upon between the Government and the contractor. The contractor shall prepare and provide required meeting materials, to an agenda and presentation. The contractor shall record, distribute, and report status of Kick-off meeting action items.

6.1.2 Subtask 2 – Status Reporting.

6.1.2.1 Monthly Status Reports (MSRs). The contractor shall provide an MSR. The MSR shall include the following information:

• A section for technical tasks and subtasks detailing work accomplished, milestones achieved, deliverables submitted, the status of tasks, and plans for the next monthly reporting period;

• A section detailing Government action needed;

• Events or circumstances (e.g., lack of sufficient contractor personnel or resources) that may impact the contractor's ability to meet contractual obligations;

• Other information the contractor believes is relevant to supporting or improving the objectives and goals of the organization;

6.1.2.2 In-Progress Reviews (IPR). The contractor shall conduct a monthly, formal IPR to report overall project performance status to the COR. The IPR shall discuss issues and recommend courses of action pertaining to tasks specified in the PWS. The IPR is intended to address information and issues at a higher level than the MSR, and provides the contractor the opportunity to present and discuss topics that may require decisions by the COR. The IPR may include a summary of the MSR, but shall not duplicate the MSR. Following each IPR, the contractor shall prepare and distribute minutes with an Action Item Status Report. The contractor or COR may schedule additional formal and informal progress reviews/project briefings to discuss tasks and deliverables, address and eliminate potential issues, or for general discussions regarding the contract.

6.1.3 Subtask 3 – Contract Administration. The contractor shall establish processes and assign appropriate resources to effectively administer the requirements. The contractor shall respond to Government requests for contractual actions as identified in the PWS. The contractor shall have a Program Manager as the single point of contact (POC) between the Government and contractor personnel assigned to support the task order period of performance.

6.1.4 Subtask 4 – Organization Chart, Personnel Contact and Recall Lists and Staffing Schedules. The contractor shall maintain a contact list/roster of all personnel across all functional tasks and subtask areas. The contact list must include the following: personnel names, primary and alternate phone numbers, email addresses, functional task area assignments and locations, Government POC, and additional information as needed. This Personnel Contact List shall serve as a master list for all functional task and subtask areas and must be disseminated to the COR on a monthly basis.

6.1.5 Subtask 5 - Meeting Support. The contractor shall prepare and assist with briefings, information papers, reports, strategic planning, program planning, contract financials, procurement planning, quality assurance, scheduling, management of electronic, and paper filing systems, email, and administrative support as required. The contractor shall provide meeting notes or summaries, monitoring, and reporting out on completion of action items for internal review and distribution.

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6.1.6 Subtask 6 - Integrated Master Schedule (IMS). The contractor shall develop, maintain, and track an IMS for the Acquisition Division. The contractor shall develop, analyze, and maintain project schedules. The contractor shall integrate multiple project schedules into the master schedule. The contractor shall identify the impacts of tasks performed as scheduled and/or performed late, conduct dependency analyses, identify critical paths, assesses interdependencies, and illustrate project links. The contractor shall prepare weekly schedule reports to support meetings, including transferring project data into Microsoft (MS) PowerPoint presentations, and Milestones Professional schedules. The contractor shall assist the Government in generating project schedules and monitoring impacts to the master schedule. The contractor shall coordinate with the Acquisition division to maintain project schedule status and potential impacts to long-term and short-term goals of each acquisition. The contractor shall support, participate, and regularly provide the latest schedule-related information to BSS leadership.

6.1.7 Subtask 7 - Standard Operating Procedures (SOP) and Process Maps. The contractor shall develop and update SOPs and Process Maps which prescribe methods and processes to be followed routinely for the performance of each task and each subtask in this PWS. All SOPs shall include tactics, techniques, and procedures and be developed in all applicable federal guidelines and FM&C DASA-FOI policy.

Deliverables:

PWS

Task#

Deliverable Title Format Due Date Distribution/Copi es

Frequency and Remarks

6.1.1 Kick-off Meeting

Materials and Presentation

PPT or PDF 10 business days after task order award

Standard Distribution*

One Time

6.1.1 Kick-off Meeting

Minutes and Action Items

MS Word, PPT, or PDF

No later than (NLT) three business days after kick-off meeting

Standard Distribution*

One Time

6.1.2.1 Monthly Status

Report

MS Word, PPT, or PDF

NLT five business days from end of previous month

Standard Distribution*

Monthly

6.1.2.2 IPR Presentation and

Materials

MS Word, PPT, or PDF

Two business days prior to IPR

Standard Distribution*

Monthly

6.1.2.2 IPR Minutes and

Action Items

MS Word, PPT, or PDF

NLT three business days after

IPR

Standard Distribution*

Monthly

6.1.4 Organizational

Chart, Personnel Contact and Recall Lists and Staffing Schedules

MS Word, Excel, PPT, or

PDF

NLT seven business days of start of Period of Performance (PoP)

Standard Distribution*

Within three business days of any changes or updates to roster;

verified and disseminated monthly

6.1.6 IMS MS Word, Excel, PPT, or

PDF

NLT 60 business days after start of PoP

Standard Distribution*

Monthly

6.1.7 SOPs MS Word Within 120

business days after start of PoP

Standard Distribution*

Annual review and update

6.1.7 Process Maps MS PPT, Visio, or PDF

Within 120 business days after start of PoP

Standard Distribution*

Annual review and update

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*Standard Distribution: One copy of the transmittal letter with the deliverable to the Primary and Alternate CORs.

Task 6 - 6.2 Administration Support. The contractor shall assist the BSS to maintain and monitor administrative tasks to include but not limited to the following.

Contractor shall assist with: Office supply logistics, calendar management, meeting minutes, organization charts, access control, burn bags, conference room management, travel/credit card requests, GFE hand receipts, space/ facilities management, assist with onboarding and offboarding, records management, Task Management Tasker (TMT)/ action management, forms management, telework program management, defense travel system tracking and mandatory training, BSS MS Teams/ share drive repository management.

Deliverable Title Format Due Date Distribution/ Copies

Frequency and Remarks

6.2 Organization Charts MS Word, PDF, Visio, PowerPoint and uploaded on Government provided site

30 business days Post award

*Standard Distribution

Monthly

6.2 GFE Hand Receipts MS Word, PDF, or PowerPoint, and uploaded on Government provided site

30 business days post award

*Standard Distribution

Monthly

6.2 Meeting Minutes MS Word, PDF, Project Binders, and uploaded on Government provided site

24 hours post meeting

*Standard Distribution

As needed

6.2 Mandatory Training MS Word, PDF, or PowerPoint and uploaded on Government provided site

45 business days post award

*Standard Distribution

Monthly

*Standard Distribution: One copy of the transmittal letter with the deliverable to the Primary and Alternate

COR.

6.3 Task 3 - Financial Management. The contractor shall provide financial management expertise to the BSS and serve as a liaison to the Comptroller’s Office. Support shall include the full range of financial management support including programming, budgeting, and execution functions to the General Fund and WCF. DASA-FOI ’s budget is comprised of Operations & Maintenance; Research, Development, Test, & Evaluation; Procurement Defense-Wide (PDW) appropriated funding. Additionally, the contractor shall provide support to DASA-FOI ’s reimbursable and billing services.

6.3.1 Subtask 1 - Financial Management and Execution. The contractor shall assist in the planning and execution of DASA-FOI General Fund and WCF resources by providing business analysis relating to budget, financial management, and execution-related tasks. Provide the technical and functional activities that enable processes to support financial execution actions and reviews, including the evaluation of program results. Contractor shall monitor and control DASA-FOI ’s budgetary resources. Support shall include the following activities:

• Development and formulation of budget and program financial resources;

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• Prepare, review, and verify Appropriation, WCF, and Budget Exhibits and justification materials in support of the DoD Budget Reviews, OSD Review, and the President’s Budget submission to Congress.

• Preparation of budget briefings and responses to budget taskers;

• Create, analyze, and manage annual spend plans in line with DoD and FM&C execution benchmarks;

• Provide analytical assessments of programmatic financial and spend plan issues and to enable resource allocation decisions;

• Conduct budget execution reviews to monitor execution performance against approved spend plans and

FM&C execution benchmarks;

• Prepare monthly funds execution status reports and weekly financial activities;

• Provide detailed analysis of budget and execution plans to gain efficiencies, respond to budgetary drills and reductions, and enable senior-level decision making;

• Provide quality assurance checks on all requests for purchase requests for output codes, line of accounting information, and funds availability;

• Collect signed funding document acceptances and signed contract modifications for submission to office accounting for posting obligations.

6.3.2 Subtask 2 – Support Agreements Support. The contractor shall support DASA-FOI ’s reimbursable program by preparing billing packages to include funding document instructions, support agreements (i.e., 7600A/B), customer cost sheets, and customer Rough Order Magnitudes (ROMs). The contractor shall interface with the DASA-FOI customers, FM&C Chief Financial Officer (CFO), and DASA-FOI CORs on customer reimbursable requirements.

6.3.2.1 Support Agreements and Vendor Billing. The contractor shall draft customer Support Agreements and coordinate with the FM&C CFO. The contractor shall coordinate with DASA-FOI customers on the collection of funding associated with the Support Agreements to include customer communication and follow-up until receipt of customer funding. The contractor shall track all incoming customer funds and maintain a list of delinquent customer bills.

The contractor shall draft and modify all Support Agreements for DASA-FOI products and services in order to create annual bills and monthly invoices. This task requires coordination with the FM&C Support Agreement Manager (SAM) for the routing and approval of all DASA-FOI agreements. These Support Agreements will contain the projection of costs for contractual services, supply and equipment transactions, and civilian pay for each reimbursable service. The contractor shall generate projected values and incorporate into the draft Support Agreements prior to submission to FM&C SAM. The contractor shall modify and reissue Support Agreements to customers requiring modifications. The contractor shall provide final support agreements to DASA-FOI customers.

The contractor shall produce rough order of magnitude estimates, quote validations, cost models, cost allocation methodologies, and business case analyses, utilizing best practice costing methodologies, in order to build accurate models for current or potential DASA-FOI products and services. Upon receipt of validated customer requirements, costing products shall be generated within two business days.

The contractor shall perform initial validation of reimbursable funding documentation for completeness (e.g., include Line of Accounting, Department of Defense Activity Address Code (DODAAC), and Agency Location Code) and verify a final support agreement is in place prior to processing and accepting customer funds in GFEBS.

Deliverable Title Format Due Date Distribution/Copi es

Frequency and Remarks

Page 7 of 18 Pages

6.3.1 FY Spend Plan MS Excel NLT one month

prior to start of FY

Standard Distribution*

Updated weekly or as needed

6.3.1 Status of funds

report

MS Excel, Word, PPT, or

PDF

Initial due NLT 30 calendar days after award. Update provided monthly

Standard Distribution*

Monthly

6.3.1 Financial Execution

Report

MS Excel, Word, PPT, or

PDF

Initial due NLT 30 calendar days after award. Update provided weekly

Standard Distribution*

Weekly

6.3.2 Reimbursable

Collections Status Report

MS Word, Excel, PDF, or

PPT

NLT 5th business day of the month

*Standard Distribution

Monthly

6.3.2 Master Telecom

BAC and status of funds tracker

MS Excel NLT 25th calendar day of the month

*Standard Distribution

Monthly

6.3.2 Validation of

Government Invoice Reports

MS Word, Excel, PDF, or

PPT

NLT 25th calendar day of the month

*Standard Distribution

Monthly

*Standard Distribution: One copy of the transmittal letter with the deliverable to the Primary and Alternate

6.4 Task 4 – Investment Control. The contractor shall implement a sound business approach rather than a one-size-fits all solution with a consistent set of technical activities that translates a customer’s needs and into a balance solution. In support of the PPBE process, the DoD Instruction 5000.75 Defense Business Systems Requirements and Acquisition, and the Program Evaluation Groups (PEG) process which assists to conduct resource alignment to the Defense Business Systems (DBS) for the Program Objective Memorandum (POM) Build. All are decision-making processes for ensuring IT investments integrate strategic planning, budgeting, procurement, and the management of IT capabilities in support of DASA-FOI ’s mission and business demands. The contractor shall assist DASA-FOI in strategic decisions through governance structures (i.e., Business Mission Area Champion, Tactical Financial Information Council, and the Financial Information Council).

• Provides for the selection, management, and evaluation of IT investments

• Is integrated with the processes for making budget, financial, and program management decisions.

• Bases IT investment-funding decisions on minimum criteria, which facilitate the comparison and prioritization of competing IT investment Alternatives.

• Provides for the identification of measurements which quantify the risks and benefits of the investment to the mission of business area.

• Provides the means for management personnel to obtain timely information regarding the progress of the IT investment including the status of meeting specified milestones in terms of cost, schedule, quality, etc.

The contractor shall provide related best practice framework (i.e. Technology Business Management) support services to DASA-FOI. The contractor shall establish or leverage existing applications and systems to improve the presence for automated investment reviews.

1. The contractor shall integrate efforts associated with IT investment management activities. The contractor shall recommend policy, business rules, and procedures for Clinger-Cohen compliance in IT Investment Strategies.

2. The contractor shall conduct periodic investment reviews. The contractor shall lead the review by (1) developing the agenda and presentation materials, (2) reviewing all materials for quality and consistency, (3) prepare investment review material, (4) facilitate a structured review of the materials, and (5) record the review minutes.

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3. The contractor shall develop, implement, and execute automated media to incorporate data into the appropriate storage format. Support shall include researching, planning, and developing various capital planning and investment-related processes and reports for assigned distribution systems, programs, and initiatives.

4. The contractor shall use functional expertise to develop key summary information for use by the multilevel investment review process for assigned distribution systems.

5. The contractor shall recommend an integration method for presenting key decision-making financial information for use by each level of the IT investment review process.

6. The contractor shall benchmark the performance of DASA-FOI ’s IT activities against comparable processes in the public and private sector.

7. The contractor shall support management of the DASA-FOI IT portfolio to assist the DASA-FOI ’s BSS with setting IT investment priorities and aligning business processes.

8. The contractor shall review the completeness and quality of the Business Case Analysis (BCA) and cost estimates and provide submitters with guidance on improvement.

9. The contractor shall update and maintain Investment Documents (process maps, templates, completed BCAs, and FY implementation plans) in an authoritative repository.

10. The contractor shall maintain the scoring criteria for investment and document the scoring methodology.

11. The contractor shall provide improvement recommendations and implement lessons learned, best practices, continuous improvements, and suggestions concerning the DASA-FOI processes and products on a continual basis.

12. The contractor shall assess and report on the success of the investment by monitoring the investment outputs based on the success criteria/measures identified in the BCA.

13. The contractor shall develop lessons learned from the performance of investments and the IT Portfolio by evaluating some areas of input that serve as feedback into the IT portfolio management for continuous improvement to include:

a. Evaluation of the quality and accuracy of assumptions used as the basis of the investment (e.g., actual versus planned schedule, deliverables, costs, and risks).

b. Level of support to the customer’s business processes and customer satisfaction with the IT investment.

c. Achievement of target objectives and benefits (e.g., reduction in cycle time, compliance with regulatory requirements, increase in productivity, and cost savings).

d. Utilization of the IT investment (e.g., adequate training, features and functionality, and forecast versus actual users).

14. The contractor shall maintain the history of all approved FY investments

Deliverable Title Format Due Date Distribution/Copi es

Frequency and Remarks

6.4 Investment Control

SOP

MS Word, PPT, or PDF

Initial 30 business days after start of PoP

Standard Distribution*

Annual update

6.4 Investment Business

Case Analysis (BCAs)

MS Word, PPT, or PDF

Last business day of the FY

Standard Distribution*

Annual.

BCA

required for each investment (25 per year on average)

6.4 Investment Cost

Estimates

MS Word, PPT, or PDF

Last business day of the FY

Standard Distribution*

Annual.

Cost Estimate required for each investment

Page 9 of 18 Pages

(100 per year on average)

6.4 Process Map MS Word, PPT, or PDF

Initial 30 business days after start of PoP

Annual update

6.4 FY Lessons Learned MS Word, PPT, or PDF

30 business days after start of new

FY

Standard Distribution*

Annual

Task 5 - 6.5 - Procurement and Acquisition Management Support. The contractor shall provide technical expertise in the area of DoD acquisition management to DASA-FOI acquisition development and improvement efforts.

Support shall include the development of strategic plans, requirements development, procurement package development, and post award support. The contractor shall provide personnel with skilled Federal procurement experience, often acquired thru Federal Acquisition Institute and Defense Acquisition University training. The contractor shall have experience working and conducting these analyses within the DoD environment and be familiar with all Federal, DoD and ASA (FM&C) acquisition policies, processes, and procedures.

The contractor shall support procurement improvement efforts to assist in the consolidation of existing requirements and contracts to achieve probity, efficiencies, and cost savings, develop strategic plans for contract consolidation and future contract bundles, provide requirements development support to ensure new contracts contain accurate data and assist in the development of procurement packages. The contractor will incorporate industry best practices and advanced assessment methods to justify the use of specific procurement types. Contractor shall conduct these detailed analyses and make recommendations to enhance the overall requirement portfolio. Contractor will provide automation and Artificial Intelligence (AI) software to allow for the streamlining of procurement tracking and optimization. Contractor will possess experience working and conducting these analyses within the DoD environment, to include familiarity with Other Transaction Authority (OTA) submissions.

6.5.1 Subtask 1 - Acquisition Process Improvement and Strategic Planning Support. The contractor shall analyze DASA-FOI ’s procurement environment and ability to meet current and emerging customer needs and provide recommendations to improve DASA-FOI ’s procurement efforts. The contractor shall develop strategic plans for contract consolidations in order to gain efficiencies and cost savings. The contractor shall provide recommendations in compliance with statutes and regulations such as the FAR, Defense Federal Acquisition Regulations Supplement (DFARS), and Defense Acquisition Regulations Supplement. The contractor shall incorporate industry best practices for procurement planning and execution.

The contractor shall support the Acquisition Management Division’s Acquisition Center of Excellence. The Center is designed to employ contracting best practices, build a consistent understanding of contractor engagement, and answer procurement questions. Support shall include developing educational materials and presenting to DASA- FOI stakeholders and customers.

Contractor will ensure records are available to support business operations and meet statutory requirements to provide appropriate access throughout the life cycle of the records and maintain records management files for all actions, both in progress and closed. Additionally, the Contractor shall support planning/tracking, to include development and maintaining of Project Files, Strategic planning documents and use of an acquisition workflow tool to ensure planning is shared collaboratively across DASA-FOI.

Additionally, Contractor will document, monitor, and update levels of obligated funding on contract awards via electronic databases, funding spreadsheet/or document log and respond to ad hoc requests to research contract awards, modifications, invoices, and payments on contracts as needed within timeframes specified by the government.

6.5.2 Subtask 2 - Pre-award Support. The contractor shall review acquisition documents, to include the following:

PWS, Acquisition Plans, Independent Government Cost Estimates (IGCEs), Market Research, Quality Assurance Surveillance Plans, and all other pre-award documents for completeness, grammar, and formatting to ensure

Page 10 of 18 Pages compliance with DoD and FM&C procurement policy and guidelines and all applicable DoD and FM&C laws, regulations, policies, and guidance.

The contractor shall review funding documents to ensure compliance with funds certification criteria in DASA- FOI ’s accounting system, GFEBS. Perform package peer reviews and ensure all appropriate documents are attached, accurate, and approved in the Agency spend plan.

6.5.3 Subtask 3 - Post-Award Support. The contractor shall monitor contract financial management performance post-award to ensure contracts are closed-out in accordance with FM&C regulations and policies. Tasks shall include contract financial status tracking, document management, invoice validation and research, and contract closeout.

6.5.3.1 Vendor Payment Reconciliation. The contractor shall coordinate contract invoice validation with third party vendors, DASA-FOI CORs, and with the supporting Defense Finance & Accounting Service payment office to assist with the identification and resolution of any instance of delayed or non-payment of submitted invoicing associated with procurement actions. The contractor shall maintain and record copies of all correspondence between the contractor, the Government, and other third-party vendors relating to a specific payment issue.

6.5.3.2 Contract Financial Status Monitoring and Reporting. The contractor shall document, monitor, and update the contract financial status for DASA-FOI contracts. Documentation and monitoring of contract values, obligated and invoiced funding levels shall be at the Contract Line-Item Number (CLIN), Sub CLIN, and Accounting Classification Reference Number as appropriate. Documentation of obligated funding levels for each contract shall begin upon initial award and be updated upon any subsequent modification. The contractor shall update documentation upon the processing and payment of any invoice.

The contractor shall provide research to contract awards, modifications, invoices, and payments on legacy and existing contracts as requested by DASA-FOI CORs within timeframes specified by the Government.

6.5.3.3 Contract Closeout. The contractor shall conduct contract closeouts by researching, coordinating, and filing documentation supporting delivery of goods and services, verifying awarded contract funding, invoiced and paid, and reporting any amounts to be de-obligated. The contractor shall prepare responses to customer requests for de-obligation of funds, track, and report the status of customer requests for de-obligation of funds, line items to be closed out, and amounts to be de-obligated.

6.5.4 Subtask 4 - Procurement Planning and Records Management. The contractor shall create and maintain records management files for all procurement actions, both in progress and closed. The records management files shall be inclusive of all procurement award documents, associated pre-award requirement package documents, subsequent delivery, inventory, inspection of deliverables, associated invoicing, and record copies of all correspondence between the contractor, the Government, and other third-party vendors relating to a specific procurement. The contractor shall ensure records are available to support business operations and meet statutory requirements to provide appropriate access throughout the life cycle of the records.

6.5.5 Subtask 5 - Requirements Tracking. The contractor shall develop a procurement requirement tracking methodology to record all DASA-FOI customer requirements for the procurement of products and services in a Government approved tool. The contractor shall use and maintain actions for the Acquisition division submitted through the Government approved tool. The contractor shall maintain the current status for each requirement as it progresses through the contract life cycle (i.e., pre-award, award, post-award). The contractor shall gather information on timing and scheduling of procurement actions and consolidate with requirement tracking information to produce a fiscal year obligation plan. This tracking documentation shall include pre-award, current, and post award actions and be provided to the Government on a weekly basis.

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Deliverable Title Format Due Date Distribution/Copi es

Frequency and Remarks

6.5.1 Acquisitions Center

of Excellence (ACES) Educational Materials

MS PPT or PDF Five business days prior to ACES meeting

Standard Distribution*

Monthly

6.5.1 Procurement

Environment Strategic Plan

MS Word, PPT, or PDF

NLT 90 business days after award

Standard Distribution*

Once

6.5.3 Contract Financial

Status Report

MS Word, PPT, or PDF

Initial NLT 60 business days after award

Standard Distribution*

Monthly

6.5.5 Acquisition Tracker

Worksheet

MS Word, Excel, or PowerPoint

NLT 30 business days after award and weekly

Standard Distribution*

Weekly

*Standard Distribution: One copy of the transmittal letter with the deliverable to the Primary and Alternate

Task 6 - 6.6 Organizational Change Management (OCM). As a premier financial service provider, the DASA-FOI customer base is evolving requiring expertise in organization change management. The contractor shall facilitate organizational and intragovernmental change management using industry-standards and best practices for OCM and continuous improvement.

The contractor shall possess knowledge of public policy development processes and their implications on OCM with demonstrated success in fostering teamwork, vision, consensus, and buy-in among executives and other key stakeholders responsible for organizational change projects.

The contractor shall possess expertise in personnel communications and organizational changes on projects with diverse labor pools, competing priorities with respect to maintaining existing operations while preparing to use a new system and processes, including Government and contractor personnel, and other factors.

Tasks include:

1. Information gathering to facilitate stakeholder identification.

2. Conducting research to define audience level of awareness.

3. Determination of most effective way to reach stakeholder/audience groups.

4. Collaborating with DASA-FOI and other stakeholders to understand how policy changes should be incorporated into applicable audience messages.

5. Monitoring stakeholder feedback and responses.

6. Revising organizational products based on stakeholder feedback.

7. Develop documentation of streamlined program management and governance processes.

8. Build upon a successful program implementation process including clearly defined roles and responsibilities of the various groups within DASA-FOI and handoffs among these groups.

9. Establish a maturity model framework to automate, standardize, and tailor processes.

10. Standardize program management processes and documentation across DASA-FOI.

11. Improve management visibility into the status of DASA-FOI programs and functions and reduce administrative reporting burdens through the development of management systems and streamlined processes.

12. Organize program and functional information so that it is accessible through DASA-FOI information systems, such as SharePoint.

13. Define and implement a stakeholder transition plan to assist with the transition of customer agencies into the DASA-FOI and providers. Support shall include coordinating intergovernmental relationships

Page 12 of 18 Pages in order to finalize transition to DASA-FOI and assisting with onboarding through proper stakeholder communication and transition documents.

Deliverable Title Format Due Date Distribution/Copi es

Frequency and Remarks

6.6 Business Process

Documents

MS Word, PDF, Visio, PowerPoint and uploaded on Government provided site

60 business days after award and updated quarterly

*Standard Distribution

Quarterly

6.6 Communication

Strategy and Plan

MS Word, PDF, or PowerPoint, and uploaded on Government provided site

Initial submission 90 business days after award and updated quarterly

*Standard Distribution

Quarterly update

6.6 Fiscal Year Defense

Plan (FYDP) Strategic Plan

MS Word, PDF, Project Binders, and uploaded on Government provided site

150 business days post award

*Standard Distribution

Annual

6.6 Operating Plan MS Word, PDF

or PowerPoint and uploaded on Government provided site

75 business days post award

*Standard Distribution

Once

6.6 Organizational

Charters and execution plans

MS Word, PDF, or PowerPoint, and uploaded on Government provided site

90 business days after award

*Standard Distribution

Semi-annual review/updat e

6.6 Change

Management Communications Plan

MS Word, PDF, or PowerPoint and uploaded on Government provided site

60 business days post award

*Standard Distribution

Once

*Standard Distribution: One copy of the transmittal letter with the deliverable to the Primary and Alternate

Page 13 of 18 Pages

7. Performance Standards.

Performance Standard Acceptable Quality Level

(AQL)

Methods of Calculation

Responding to ad-hoc requests (e.g.

data calls and briefing materials from DASA-FOI leadership) (6.1 through 6.6)

95% of requests will be responded to within two business days.

Minimum Acceptable:

> 90% of requests will be responded to within two business days.

Calculation:

The number of requests responded to within two business days divided by the number of requests submitted.

Timely and accurate recurring reports and leadership briefings (6.1 through 6.6)

95% on-time completion and of acceptable quality

Minimum Acceptable:

>90% on-time completion.

Any required revisions are resolved within one week

Calculation:

Percentage is calculated by number of on-time reports and briefings divided by total number of requests.

Establish and execute a uniformed model for procurements within the organization and apply to DASA-FOI procurement packages (Task 6.5)

95% on-time completion and of acceptable quality

Minimum Acceptable:

>90% on-time completion.

Any required revisions are resolved within one week

Calculation:

Percentage is calculated by number of completed pre-award procurement packages divided by total number of procurement requests.

Deliverables shall be submitted on time with small/minor rework (6.1 through 6.6)

95% on-time completion and of acceptable quality

Minimum Acceptable:

>90% on-time completion Any required revisions are resolved within one week

Calculation:

Percentage is calculated by number of on-time deliverables divided by total number of monthly deliverables.

8. Incentives. For both positive and negative performance, ratings shall be recorded in CPARS. Further, a 2.5% deduction of the task value on monthly invoices will be applied for failure to meet AQLs in the invoicing period.

The deduction will be from the total amount of FFP values of the impacted task(s) and CLIN(s).

9. Place of Performance. The primary place of performance is the Pentagon, 109 Army Pentagon, Washington, DC 20301. The contractor may be required to provide support at additional locations within the NCR and Taylor Building, 2530 Crystal Drive, Arlington, VA 22202.

Page 14 of 18 Pages

Alternate Place of Performance - Contingency Only. As determined by the COR, contractor employees may be required to work at an alternate place of performance (e.g., home, the contractor's facility, or another approved activity within the local travel area) in cases of unforeseen conditions or contingencies (e.g., pandemic conditions, exercises, Government closure due to inclement weather, etc.). Additionally, the contractor may be required to account for the whereabouts of their personnel should this information be requested by the COR. Non-emergency/non-essential contractors should not report to a closed Government facility. The contractor shall prepare all deliverables and other contract documentation utilizing contractor resources. To the extent possible, the contractor shall use best efforts to provide the same level of support as stated in the PWS. In the event the services are impacted, reduced, compromised, etc., the KO or the contractor may request an equitable adjustment pursuant to the Changes clause of the contract.

The contractor shall ensure each section is sufficiently staffed during the normal business hours to meet the requirements of the PWS. Normal workdays are Monday through Friday (with the exception of US Federal Holidays) and normal business hours of work are from 0700 to 1700 daily

10. PoP. The PoP shall be for a base period of 12 months with four 12-month option periods.

11. Security Requirements.

The contractor shall coordinate site visits with site POCs at least 72 hours prior to requiring any site access.

Contractor personnel without security clearances performing any task under this PWS must be escorted by Government personnel who are cleared.

11.1 Facility Security Clearance. The work to be performed under this order is up to the Secret level. Therefore, the company must have a final Secret Facility Clearance from the Defense Counterintelligence and Security Agency.

11.2 Security Clearance and Information Technology (IT) Level. All personnel performing on or supporting a FM&C contract/order in any way shall be U.S. citizens. The personnel security requirements for this order covers the individuals supporting the Task Areas delineated in the table below. Contractor personnel must possess the interim or final security clearance and interim or final IT-level eligibility delineated in the table below when performance starts.

PWS Task / Subtask

Clearance Level

IT Level Access

Level of Classified Access Justification for Access to Classified

6.1-6.6 Secret IT-II SIPRNET Contractors will regularly handle classified, proprietary, and contract-sensitive documentation. Contractor will need access to classified rooms and spaces.

11.3 Investigation Requirements.

All personnel requiring Secret or IT-II access under this order shall undergo a favorably adjudicated Tier 3 (T3) Investigation formerly known as a National Agency Check, Local Agency Check, and Credit Check or Access National Agency Check and Inquiries as a minimum investigation. The Tier 3 Investigation will be maintained current within 10-years and requests for Secret Periodic Reinvestigations will be initiated by submitting a Tier 3R investigation prior to the 10-year anniversary date of the previous Tier 3 Investigation.

11.3.1 The contractor is required to have personnel cleared with an interim or final Secret/IT-II (as specified in the table located in section 11.2) at period of performance start date. If contractor personnel are replaced during performance of the order, replacement personnel should also have interim or final clearance Secret/IT-II (as specified in the table located in section 11.2).

Page 15 of 18 Pages

11.4 Visit Authorization Letters (VAL). Visit requests shall be processed and verified through DEFENSE INFORMATION SECURITY SYSTEM (DISS) to DISS SMO: W6APAA6. DISS visits for contracts/orders are identified as “Other” or “TAD/TDY” and will include the Contract/Order Number and ADP/IT-Access level of the contract/order in the Additional Information section.

If DISS is not available, the VAL must contain the following information on company letterhead

• Company name, address, telephone number, facility security clearance

• Commercial and Government Entity Code

• Contract/Order Number

• Name, Social Security Number, date and place of birth, and citizenship of the employee intending to visit

• Certification of personnel security clearance and any special access authorizations required for the visit

(type of investigation & date, adjudication date & agency, and IT access level)

• Name of COR/Alt COR

• Dates or period the VAL is to be valid

11.5 Security Contacts. FM&C Security Personnel can be contacted for Industrial or Personnel Security related issues at via mail at:

Name: Suzanne M. DeNeal Chief Support Branch G8 and ASA(FM&C) 703-545-1803

E-mail: suzanne.m.deneal.civ@army,mil

11.6 Information Security and other miscellaneous requirements.

11.6.1 Contractor personnel shall comply with all local security requirements including entry and exit control for personnel and property at the Government facility.

11.6.2 Contractor employees shall be required to comply with all Government security regulations and requirements.

Initial and periodic safety and security training and briefings will be provided by Government security personnel.

Failure to comply with Government security regulations and requirements shall require the company to provide the Government with a written remediation/corrective action plan; furthermore, failure to comply with such requirements can be cause for removal and the contractor will not be able to provide service on this order.

11.6.3 Contractor employees with an incident report in DISS who have had their access to classified suspended will not be permitted to fill positions requiring access to classified information on a FM&C contract/order.

11.6.4 The contractor shall not divulge any information, classified or unclassified, about DoD files, data processing activities or functions, user identifications, passwords, or any other knowledge that may be gained, to anyone who is not authorized to have access to such information.