CFO FPA RFI 02112026.docx

Introduction The Program Executive Office (PEO) Defense Health Management Systems (DHMS) is seeking industry input to inform the potential separation and competition of Financial Planning and Analysis (FP&A) work from the broader Chief Financial Office (CFO) functions. This RFI is intended to gather insights, best practices, and innovative approaches from industry regarding operationalization of FP&A work, including whether to consider it a standalone function. Responses to this RFI will help shape the Government’s strategy for structuring, implementing, and competing FP&A work to align with PEO DHMS’s mission and vision.

Background The CFO office serves as a critical strategic advisor to the PEO DHMS, conducting Budget Execution, FP&A, Audit/Compliance, Talent Management, Operations, and Communications activities. Over the past two years, the Government has worked with a vendor to prototype and implement a CFO Support Model that integrates commercial best practices, novel technologies, and standardized processes. This model has demonstrated operational utility and achieved measurable success in areas such as financial operations, audit readiness, stakeholder integration, and governance.

This prototype is currently in flight; the Government is now considering its long-term strategy and weighing the pros, cons, and risks of two potential paths: continuing the prototype or formally separating the FP&A functions. As the Government considers separating its FP&A activities from the broader functions of the CFO, it is seeking industry perspectives on how to effectively structure, transition, and compete this work. The goal is to deliver world-class FP&A to drive measurable outcomes, align with strategic priorities, and leverage innovative practices and technologies.

Purpose The purpose of this RFI is to:

1. Understand industry perspectives on the implications of splitting off FP&A work from other CFO functions.

2. Identify best practices, challenges, and innovative approaches for structuring and operationalizing world-class FP&A.

3. Gather insights on workforce, technology, governance, and stakeholder integration to inform the Government’s strategy for transitioning and competing FP&A work.

Respondents are invited to provide input on the following questions:

1. What are the key considerations and best practices for structuring and operationalizing world-class FP&A in a Government environment?

In particular, the government is interested in understanding industry's perspective and actual experience (both successful and unsuccessful), on the scope and scale of world class FP&A and the opportunities and risks of implementing this in government. Please discuss the breadth and depth of influence FP&A can or should have in facilitating, influencing, and/or determining portfolio strategy, individual product and service strategies, and performance management - especially as compared to the responsibilities of other corporate or business unit/program office functions.

2. What challenges should the Government anticipate when separating FP&A work from other CFO functions, and how can these challenges be mitigated?

What are the critical success factors for ensuring seamless integration of FP&A work with other financial functions, such as budget execution and audit/compliance?

3. What technologies, tools, or platforms are most effective for supporting FP&A work in a Government environment?

How can intelligent automation and data integration be leveraged to enhance FP&A processes, and what considerations should be made when integrating FP&A work with existing systems like OneStream or other COTS tools?

4. What workforce skills, capabilities, and strategies are essential for successfully executing FP&A work in a standalone capacity?

How can the workforce be upskilled and transitioned effectively to support the split-off FP&A function?

5. What governance structures, metrics, and Key Performance Indicators (KPIs) should be established to ensure effective oversight, accountability, and measurable performance improvement of FP&A work?

How can FP&A work be prioritized and managed to balance strategic focus with operational execution?

6. What strategies can be employed to ensure effective coordination and integration of FP&A work with internal and external stakeholders?

How can FP&A work be structured to improve transparency and collaboration with federal partners and other PEO offices?

7. What are the key steps, timelines, risks, and lessons learned for transitioning FP&A work into a standalone function?

How can the Government ensure a smooth and successful transition while maintaining continuity of operations?

Submission Guidelines

· Response Format: Responses should be submitted in a Microsoft Word or PDF document format. Please limit responses to no more than 10 pages, excluding appendices or supplemental materials.

· Submission Deadline: Responses must be submitted no later than March 15, 2026, at 5:00 PM EST.

· Submission Method: Email responses to dha.ncr.peo-ipo.mbx.dhms-enablers@health.mil with the subject line: "RFI Response – FP&A Work Transition."

· Point of Contact: For questions or clarifications regarding this RFI, please contact:

Contracting Officer: Sonya Edom (sonya.m.edom.civ@health.mil) Contracting Specialist: Gabriela Hurte (gabriela.y.hurte.civ@health.mil)