DRAFT_DFC IT Operations PWS.pdf

PERFORMANCE WORK STATEMENT

U.S. INTERNATIONAL DEVELOPMENT FINANCE CORPORATION OFFICE OF

INFORMATION TECHNOLOGY

ENTERPRISE IT OPERATIONS SERVICES

Contents

SECTION 1: BACKGROUND

1.1 Agency Overview

1.2 Operational Environment

1.3 Regulatory Framework

1.4 IT Service Management Platform

SECTION 2: SCOPE OF WORK

2.1 General Scope

2.2 Task Areas

SECTION 3: PROGRAM MANAGEMENT AND GOVERNANCE

3.1 Program Management Services

3.2 Program Management Plan

SECTION 4: KEY PERSONNEL

4.1 Designation of Key Personnel

4.2 Key Personnel Requirements

4.3 Program Manager Responsibilities

4.4 Technical Lead Responsibilities

4.5 Enterprise Architect Responsibilities

SECTION 5: REPORTING AND DELIVERABLES

5.1 Program-Level Reporting

5.2 Report Format and Usage

SECTION 6: PERSONNEL SECURITY AND ACCESS REQUIREMENTS

6.1 Suitability and Background Requirements

6.2 Access Management

SECTION 7: SECURITY, PRIVACY, AND TRAINING SUPPORT

7.1 Compliance Support

7.2 Security Operations Coordination

SECTION 8: SERVICE LEVEL GOVERNANCE AND ENFORCEMENT

8.1 Service Level Agreements

8.2 Performance Remediation

SECTION 9: GOVERNMENT SURVEILLANCE AND ACCEPTANCE

9.1 Performance Monitoring

9.2 Deliverable Acceptance

SECTION 10: GOVERNMENT RIGHTS AND REMEDIES

10.1 Government Rights

10.2 Performance Enforcement

10.3 Inspection and Audit Rights

10.4 Nonconforming Services

10.5 Remedies Not Exclusive

TASK AREA 1: PROGRAM MANAGEMENT

1.1 OVERVIEW AND PURPOSE

1.1.1 Program Management Overview

1.1.2 Purpose

1.1.3 Background

1.2 SCOPE OF PROGRAM MANAGEMENT

1.3 PROGRAM GOALS AND OBJECTIVES

1.4 PROGRAM GOVERNANCE

1.4.1 Governance Framework

1.4.2 Governance Structure

1.4.3 Governance Participation

1.5 PROGRAM ORGANIZATION AND INTEGRATION

1.6 COMMUNICATIONS MANAGEMENT

1.6.1 Communications Plan

1.6.2 Communication Requirements

1.7 REPORTING REQUIREMENTS

1.7.1 Required Reports

1.7.2 Report Content

1.8 RISK MANAGEMENT

1.8.1 Risk Management Process

1.8.2 Risk Identification and Reporting

1.9 QUALITY MANAGEMENT

1.9.1 Quality Management Plan

1.9.2 Quality Measurement

1.10 ISSUE AND ACTION ITEM MANAGEMENT

1.11 STAFFING AND WORKFORCE MANAGEMENT

1.11.1 Staffing Requirements

1.11.2 Staffing Plan

1.12 TRAINING AND CERTIFICATION REQUIREMENTS

1.12.1 Certification Standards

1.12.2 Training Topics

1.13 CONTRACTOR PERFORMANCE MONITORING

1.13.1 Internal Oversight

1.13.2 Performance Monitoring Activities

1.14 STAKEHOLDER AND CUSTOMER ENGAGEMENT

1.15 TRANSITION MANAGEMENT

1.15.1 Transition Overview

1.15.2 Transition-In Requirements

1.15.3 Transition-Out Requirements

1.16 QUALITY CONTROL PLAN

1.17 DOCUMENTATION AND ARTIFACT MANAGEMENT

1.18 PERFORMANCE MANAGEMENT INTEGRATION

1.19 CONTRACT CLOSEOUT REQUIREMENTS

TASK AREA 2: SERVICE MANAGEMENT (ITSM)

6.1 OVERVIEW

6.1.1 Scope of Service Management

6.1.2 ITSM Framework Alignment

2.1.1 ServiceNow Platform Overview

2.1.2 Service Management Objectives

6.2 INCIDENT MANAGEMENT

2.1.I Incident Management Overview 2.1.II Incident Management Activities

2.2 SERVICE REQUEST MANAGEMENT

2.2.I Service Request Overview 2.2.II Service Request Activities

2.3 PROBLEM MANAGEMENT

2.3.I Problem Management Overview 2.3.II Problem Management Activities

2.4 ITSM PROCESS INTEGRATION

2.5 CHANGE MANAGEMENT

2.5.I Change Management Overview 2.5.II Change Types and Classification 2.5.III ERB/CCB Support and Coordination 2.5.IV Change Implementation and Validation 2.5.V Release and Deployment Coordination 2.5.VI Change Reporting and Continuous Improvement

2.6 CONFIGURATION MANAGEMENT (CMDB)

2.6.I CMDB Overview 2.6.II CMDB Data Accuracy and Maintenance

2.7 IT ASSET MANAGEMENT SUPPORT

2.8 KNOWLEDGE MANAGEMENT

2.8.I Knowledge Management Overview 2.8.II Knowledge Management Activities

2.9 ITSM PROCESS INTEGRATION

2.10 SERVICE LEVEL OBJECTIVES

2.10.I SLA Overview 2.10.II Service Management SLAs 2.10.III Key Performance Indicators

2.11 REPORTING REQUIREMENTS

2.12 CONTINUOUS IMPROVEMENT

2.13 ACCEPTANCE CRITERIA

TASK AREA 3: SERVICE DESK AND DESKSIDE OPERATIONS

2.1 OVERVIEW AND OBJECTIVES

2.1.1 Service Desk Overview

2.1.2 Service Desk Objectives

2.2 HOURS OF OPERATION AND COVERAGE MODEL

2.2.1 Operating Hours

2.2.2 After-Hours Support

2.3 SUPPORT CHANNELS AND INTAKE

2.3.1 Multi-Channel Support

2.3.2 Ticket Creation and Recordkeeping

2.4 TIER I SERVICE DESK RESPONSIBILITIES

2.4.1 Tier I Scope

2.4.2 Tier I Standard Operating Procedures

2.5 TIER II SERVICE DESK RESPONSIBILITIES

2.5.1 Tier II Scope

2.6 VIP AND EXECUTIVE SUPPORT

2.6.1 VIP Support Requirements

2.6.2 VIP Service Standards

2.7 CUSTOMER EXPERIENCE AND PROFESSIONAL STANDARDS

2.8 QUEUE MANAGEMENT, PRIORITIZATION, AND ESCALATION

2.8.1 Queue Management

2.8.2 Priority Assignment

2.8.3 Escalation Rules

2.9 KNOWLEDGE MANAGEMENT AND SHIFT-LEFT

2.10 DESKSIDE SUPPORT

2.10.1 General Deskside Support

2.10.2 NYC Onsite Requirement

2.11 USER ONBOARDING AND OFFBOARDING SUPPORT

2.12 MAJOR INCIDENT SUPPORT

2.13 SECURITY, IDENTITY VALIDATION, AND ZERO TRUST SUPPORT

2.14 SERVICENOW TICKETING STANDARDS

2.14.1 ServiceNow as System of Record

2.14.2 Minimum Ticket Data Elements

2.14.3 Ticket Hygiene and Quality Assurance

2.15 SERVICE LEVEL AGREEMENTS AND KEY PERFORMANCE INDICATORS

2.15.1 Service Desk SLAs

2.15.2 Status Update Cadence

2.16 DELIVERABLES AND REPORTING

2.17 INTERFACES WITH OTHER TASK AREAS

2.18 STAFFING, SCHEDULING, AND CONTINUITY

2.17.1 Staffing Requirements

2.17.2 Minimum Staffing Principles

TASK AREA 4: INFRASTRUCTURE AND CLOUD OPERATIONS

3.1 SCOPE OF INFRASTRUCTURE AND CLOUD OPERATIONS

3.1.1 General Scope

3.1.2 Integration with ITSM

3.2 DFC INFRASTRUCTURE ENVIRONMENT

3.2.1 Environment Overview

3.2.2 On-Premises Infrastructure

3.3 SUPPORTED PLATFORMS AND TECHNOLOGIES

3.4 SERVICE OBJECTIVES

3.4.1 Primary Objectives

3.4.2 Specific Service Objectives

3.5 MICROSOFT AZURE OPERATIONS

3.5.1 General Azure Support

3.5.2 Azure Monitoring and Availability Management

3.5.3 Azure Configuration and Change Support

3.6 MICROSOFT 365 OPERATIONS

3.6.1 General M365 Support

3.6.2 Exchange Online Operations

3.6.3 SharePoint Online and OneDrive Operations

3.6.4 Microsoft Teams Operations

3.6.5 Integration with Service Desk

3.7 IDENTITY AND ACCESS MANAGEMENT (IAM)

3.7.1 ICAM Overview

3.7.2 Azure AD (Entra ID) Operations

3.7.3 Azure AD Change and Configuration Support

3.7.4 Active Directory (on-prem) – section includes Group Policy and Certificate Management

3.7.5 Okta Operations

3.7.6 Federation and SSO Support

3.7.7 Identity Incident Response

3.7.8 Identity Governance and Compliance Support

3.8 ON-PREMISES INFRASTRUCTURE

3.8.1 On-Premises Overview

3.8.2 Configuration Management Support

3.8.3 Physical Server and Hyper-V Operations

3.8.4 Server Room Operations and Environmental Monitoring

3.8.5 On-Premises Incident and Change Support

3.8.6 Capacity, Lifecycle, and Documentation Management

3.8.7 Server Room Management

3.9 CONTINUITY AND DISASTER RECOVERY

3.10 BACKUP AND RECOVERABILITY

3.10.1 Backup Overview

3.10.2 Microsoft 365 Backup Operations (AvePoint)

3.10.3 On-Premises Backup Operations (HYCU)

3.10.4 Disaster Recovery and Resiliency Support

3.10.5 Backup Compliance and Audit Support

3.11 PATCH MANAGEMENT

3.11.1 Patch Management Overview

3.11.2 Endpoint and Server Patch Management (BigFix)

3.12 INFRASTRUCTURE MONITORING AND ALERTING

3.12.1 Monitoring Overview

3.12.2 Monitoring Activities

3.12.3 Capacity and Performance Management

3.12.4 Monitoring Integration with ServiceNow

3.13 SERVICENOW INTEGRATION

3.13.1 Integration Overview

3.13.2 Incident and Request Integration

3.13.3 Change Management (ERB/CCB) Support

3.13.4 Configuration Management Database (CMDB) Support

3.13.5 Alignment and Traceability

3.13.6 Reporting and Continuous Improvement

3.14 SERVICE LEVEL OBJECTIVES

3.14.1 SLA Overview

3.14.2 Infrastructure and Cloud SLAs

3.14.3 Key Performance Indicators

3.15 DELIVERABLES

3.16 PERFORMANCE REVIEW AND CONTINUOUS IMPROVEMENT

3.17 ACCEPTANCE CRITERIA

TASK AREA 5: NETWORK OPERATIONS (ZERO TRUST)

4.1 OVERVIEW

4.1.1 Scope of Network Operations

4.1.2 DFC Network Environment Overview

4.1.3 Zero Trust Network Operations Principles

4.1.4 Network Operations Objectives

4.2 Cisco Network Operations Overview

4.2.1 Cisco Network Operations

4.2.2 Incident Monitoring and Response

4.2.3 Configuration & Change Execution

4.2.4 Integration with Zero Trust and Other Domains

4.3 PALO ALTO FIREWALL OPERATIONS

4.3.1 Firewall Operations Overview

4.3.2 Firewall Policy Management

4.3.3 Firewall Change and Deployment Support

4.3.4 Monitoring, Logging, and Incident Response

4.3.5 Integration with Zero Trust and Other Task Areas

4.4 ZSCALER OPERATIONS

4.4.1 Zscaler Operations Overview

4.4.2 Zscaler Internet Access (ZIA) Operations

4.4.3 Zscaler Private Access (ZPA) Operations

4.4.4 Zscaler Client Connector Support

4.4.5 Zscaler Change, Incident, and Integration Support

4.5 ARUBA WIRELESS and CLEARPASS NETWORK OPERATIONS

4.5.1 Aruba Operations Overview

4.5.2 Aruba Operations

4.5.3 Aruba Wireless Operations

4.5.4 Aruba Central Management

4.5.5 Integration with Zero Trust and Other Task Areas

4.6 NETWORK MONITORING AND ALERTING

4.7 NETWORK INCIDENT MANAGEMENT

4.8 NETWORK CONTINUITY AND DISASTER RECOVERY

4.9 NETWORK CHANGE MANAGEMENT SUPPORT

4.10 SERVICENOW AND CMDB INTEGRATION

4.11 CROSS-TOWER COORDINATION

4.12 SERVICE LEVEL OBJECTIVES

4.12.1 SLA Overview

4.12.2 Network Operations SLAs

4.12.3 Key Performance Indicators

4.13 DELIVERABLES

4.14 PERFORMANCE REVIEWS AND CONTINUOUS IMPROVEMENT

4.15 ACCEPTANCE CRITERIA

TASK AREA 6: IT ASSET MANAGEMENT

7.1 SCOPE

7.2 ENVIRONMENT AND ASSET TYPES

7.3 ASSET LIFECYCLE MANAGEMENT

7.3.1 Lifecycle Overview

7.4 INVENTORY MANAGEMENT AND DATA QUALITY

7.4.1 Inventory Requirements

7.4.2 Reconciliation

7.5 HARDWARE ASSET MANAGEMENT (HAM)

7.5.1 HAM Overview

7.5.2 Hardware Asset Lifecycle Management

7.5.3 Inventory Control and Physical Accountability

7.5.4 Hardware Asset Data Quality

7.6 SOFTWARE ASSET MANAGEMENT (SAM)

7.6.1 Software License Management

7.6.2 SAM Activities

7.7 LEASED ASSETS AND MULTI-FUNCTION DEVICE (MFD) MANAGEMENT

7.7.1 Leased Asset Management

7.7.2 MFD Management Requirements

7.8 ENDPOINT MANAGEMENT, MDM, AND DEVICE PSOTURE CONTROLS

7.8.1 Scope

7.8.2 Endpoint Management Architecture and Role

7.8.3 Device Enrollment and Lifecycle Integration

7.8.4 Policy Enforcement and Compliance Monitoring

7.8.5 Lookout Mobile Threat Defense Operations

7.8.6 Integration with ITSM, CMDB, and Security Processes

7.8.7 Reporting and Performance Management

7.8.8 Service Levels and Performance Metrics

7.8.9 Government Monitoring and Acceptance

7.9 INTEGRATION WITH ITSM AND SECURITY OPERATIONS

7.10 REPORTING AND DELIVERABLES

7.11 SERVICE LEVELS AND PERFORMANCE METRICS

7.12 GOVERNMENT SURVEILLANCE AND ACCEPTANCE

TASK AREA 7: ENGINEERING SERVICES

8.1 SCOPE OF ENGINEERING SERVICES

8.1.1 General Scope

8.1.2 Operational Complement

8.2 ENGINEERING SERVICES FRAMEWORK

8.2.1 Structured Approach

8.2.2 Collaboration

8.3 ENGINEERING SERVICES OBJECTIVES

8.4 GOVERNANCE AND INTEGRATION

8.5 ENTERPRISE ARCHITECTURE SUPPORT

8.5.1 Architecture Overview

8.5.2 Architecture Activities

8.6 SOLUTION DESIGN AND TECHNICAL REVIEW

8.6.1 Solution Design

8.6.2 Design Activities

8.7 TECHNICAL STANDARDS AND REFERENCE ARCHITECTURES

8.8 SECURITY AND ZERO TRUST DESIGN INTEGRATION

8.9 DESIGN DOCUMENTATION AND KNOWLEDGE TRANSFER

8.9.1 Documentation Requirements

8.9.2 Operational Readiness Review

8.9.3 Documentation Activities

8.10 MODERNIZATION AND TECHNOLOGY REFRESH

8.10.1 Modernization Overview

8.10.2 Modernization Activities

8.11 INFRASTRUCTURE AND NETWORK OPTIMIZATION

8.12 ZERO TRUST ENGINEERING ENABLEMENT

8.13 SECURITY ENGINEERING SUPPORT

8.14 INNOVATION AND CONTINUOUS IMPROVEMENT

8.15 ENGINEERING SUPPORT FOR OPERATIONS

8.15.1 Continuity of Operations (COOP) and Disaster Recovery (DR)

8.16 ENGINEERING SUPPORT FOR PROJECTS AND INITIATIVES

8.17 TRANSITION FROM ENGINEERING TO OPERATIONS

8.18 COORDINATION WITH GOVERNANCE AND ITSM

8.19 ENGINEERING SERVICES DELIVERABLES

8.20 SERVICE LEVEL OBJECTIVES

8.20.1 SLA Overview

8.20.2 Engineering Services SLAs

8.20.3 Key Performance Indicators

8.21 REPORTING AND REVIEWS

8.22 CONTINUOUS IMPROVEMENT AND INNOVATION

8.23 ACCEPTANCE CRITERIA

APPENDIX A: DEFINITIONS AND ACRONYMS

A.1 DEFINITIONS

A.2 ACRONYMS

APPENDIX B: PERFORMANCE METRICS SUMMARY

B.1 SERVICE DESK METRICS

APPENDIX C: GOVERNANCE MEETING STRUCTURE

C.1 GOVERNANCE TIERS

C.1.1 Daily Operations Stand-Up C.1.2 Weekly Integrated Project Team (IPT) Meeting C.1.3 Biweekly PMO Sync C.1.4 Monthly Service Review (MSR) C.1.5 Quarterly Executive Review (QER)

C.2 GOVERNANCE REPORTING REQUIREMENTS

APPENDIX D: TRANSITION REQUIREMENTS

D.1 TRANSITION-IN REQUIREMENTS

D.1.1 Transition-In Plan Components

1. Staffing Plan

2. Knowledge Transfer Plan

3. Access and Onboarding

4. Documentation Inventory

5. Performance Baselines D.1.2 Transition-In Timeline

D.2 TRANSITION-OUT REQUIREMENTS

D.2.1 Transition-Out Plan Components

1. Knowledge Transfer

2. Roles and Responsibilities

3. Asset and Data Management

4. Operational Continuity D.2.2 Transition-Out Support Period

SECTION 1: BACKGROUND

1.1 Agency Overview

The U.S. International Development Finance Corporation (DFC) Office of Information Technology (OIT) enables the agency's economic development and global investment mission by delivering secure, reliable, and compliant enterprise IT services that support domestic and international investment, financial, and operational activities. OIT operates as a mission-support organization within DFC's Operations function and reports to the Chief Information Officer (CIO).

1.2 Operational Environment

DFC's IT environment supports approximately 575 Federal employees and 250 contractor personnel, operating primarily from the agency headquarters in Washington, DC, with a satellite office in New York City. Contractors are required to be on-site at one of two physical DFC office locations, with allowance for accommodations as approved by DFC. Infrequent travel between the sites will be required by resources covering particular Task Areas identified in this PWS.

DFC systems process sensitive but unclassified information and are subject to federal cybersecurity, privacy, records management, and audit requirements.

1.3 Regulatory Framework

OIT operates within a regulated federal environment and is subject to statutory, regulatory, and policy requirements, including:

Federal Information Security Modernization Act (FISMA) OMB Circular A-130 NIST Special Publication 800-53 Other applicable federal IT and security mandates

1.4 IT Service Management Platform

ServiceNow is the authoritative system of record for IT Service Management (ITSM), including incident, request, change, configuration, asset, and knowledge management. All contract activities shall be documented and tracked within ServiceNow unless otherwise authorized by the Government.

SECTION 2: SCOPE OF WORK

2.1 General Scope

This Performance Work Statement (PWS) establishes contract-wide program management, governance, security, and oversight requirements applicable to all task area PWS documents referenced by the DFC IT Operations Statement of Objectives (SOO). These requirements apply to all Contractor personnel and activities and supplement, but do not replace or restate, task-area operational requirements.

2.2 Task Areas

This PWS encompasses the following task areas:

1. Program Management

2. Service Desk and Deskside Operations

3. Infrastructure and Cloud Operations

4. Network Operations

5. Service Management (ITSM)

6. IT Asset Management

7. Engineering Services

SECTION 3: PROGRAM MANAGEMENT AND GOVERNANCE

3.1 Program Management Services

The Contractor shall provide comprehensive program management services to ensure coordinated execution, integration, and oversight across all task areas. The Contractor shall maintain accountability for staffing, schedule, risk management, quality control, and performance outcomes.

3.2 Program Management Plan

Within ten (10) business days of contract award, the Contractor shall conduct a formal contract kickoff meeting and submit a Program Management Plan (PMP) for Government review and approval. The PMP shall, at a minimum, describe:

Governance structure and management approach Communication plan and escalation procedures Risk and issue management methodology Staffing plan and resource allocation strategy Quality assurance processes and internal controls Integration approach with Government governance bodies, including the Enterprise Review Board (ERB) and Change Control Board (CCB) The Contractor shall maintain the PMP as a living document and update it as necessary to reflect changes in staffing, processes, or contract scope, subject to Government approval.

SECTION 4: KEY PERSONNEL

4.1 Designation of Key Personnel

The following (7x) positions are designated as Key Personnel under this contract and require prior written Government approval for removal or replacement:

Program Manager (1x) Service Desk Lead (1x) IT Asset Management Lead (1x) Infrastructure, Cloud, and Server Room Lead (1x) Network Operations Lead (1x)

• Zero Trust Lead (1x)

Enterprise Architect (1x)

4.2 Key Personnel Requirements

Key Personnel shall:

Be dedicated to contract performance Possess the qualifications proposed and approved at contract award Not be removed or replaced without written Government approval

The Contractor shall provide at least thirty (30) calendar days' written notice prior to replacing any Key Personnel, except in emergency circumstances. Proposed replacements shall meet or exceed the qualifications of the individual being replaced.

4.3 Program Manager Responsibilities

The Program Manager shall serve as the Contractor's single point of contact responsible for overall contract execution, performance, and coordination with the Government. Responsibilities include:

Managing staffing and resource allocation Overseeing deliverables and ensuring quality Ensuring compliance with contract requirements Maintaining the Program Management Plan Chairing internal governance meetings, including but not limited to ERB/CCB Representing the Contractor in meetings with the Government Serving as primary interface with the Contracting Officer's Representative (COR) and Contracting Officer

(CO)

4.4 Technical Lead Responsibilities

Each technical lead designated as Key Personnel shall be a senior technical Subject Matter Expert (SME) responsible for governance, quality oversight, and technical accountability within their respective domain.

Technical leads shall:

Provide hands-on technical expertise and guidance Ensure technical standards and best practices are followed Oversee documentation quality and completeness Coordinate activities across task areas Provide specialized contribution to Roadmap for future state Not function solely as administrative managers

4.5 Enterprise Architect Responsibilities

The Enterprise Architect shall:

Provide enterprise-level technical leadership Ensure architectural consistency across task areas Support modernization and optimization initiatives Advise the Government on technical risks, dependencies, and opportunities Provide recommendations for Government consideration

SECTION 5: REPORTING AND DELIVERABLES

5.1 Program-Level Reporting

The Contractor shall provide recurring program-level reporting to support Government oversight. At a minimum, the Contractor shall submit monthly status reports that include:

Overall contract performance summary Service Level Agreement (SLA) and Key Performance Indicator (KPI) results across task areas Staffing status and personnel changes Risk and issue register with mitigation actions Change activity summary Planned activities for the upcoming reporting period Burn rate (funding) tracking, provided to COR on monthly basis Forecasting <insert content>

5.2 Report Format and Usage

Reports shall be submitted in a format approved by the Government and may be used to support invoice review and performance assessment. All reports shall be submitted through approved channels by the specified due dates. All deliverables to be sent to OITReporting@dfc.gov on or before due date.

SECTION 6: PERSONNEL SECURITY AND ACCESS REQUIREMENTS

6.1 Suitability and Background Requirements

All Contractor personnel shall meet Government suitability (including, but not limited to: US Citizenship), background investigation, and access requirements prior to receiving physical or logical access to DFC facilities or systems. The Contractor shall coordinate onboarding, badging, and offboarding activities with the Government.

6.2 Access Management

The Contractor shall ensure that system and facility access is revoked within one (1) business day of personnel separation or role change. Contractor personnel shall not independently grant physical or logical access and shall coordinate all access actions through Government-designated officials.

SECTION 7: SECURITY, PRIVACY, AND TRAINING SUPPORT

7.1 Compliance Support

The Contractor shall support Government security and privacy compliance activities, including documentation, assessments, Authority to Operate (ATO), and audits. Support includes development of, but not limited to:

Privacy Threshold Analyses (PTAs) Privacy Impact Assessments (PIAs) System Security plan (SSP) Annual security and privacy training requirements mailto:OITReporting@dfc.gov

7.2 Security Operations Coordination

This contract does not include Security Operations Center (SOC) responsibilities. The Contractor shall coordinate incident reporting and response activities with Government-designated security officials in accordance with established procedures.

SECTION 8: SERVICE LEVEL GOVERNANCE AND ENFORCEMENT

8.1 Service Level Agreements

Service Level Agreements (SLAs) and Key Performance Indicators (KPIs) are defined within each task-area PWS. The Contractor shall measure, track, and report SLA performance using ServiceNow and other Government-approved tools.

8.2 Performance Remediation

The Government reserves the right to validate SLA performance and may require corrective action plans, invoice adjustments, or other remedies for repeated or material failures to meet performance standards, as permitted by the contract.

SECTION 9: GOVERNMENT SURVEILLANCE AND ACCEPTANCE

9.1 Performance Monitoring

The Government will monitor Contractor performance through meetings, reports, system access, audits, and other surveillance methods deemed necessary to ensure contract compliance and service quality.

9.2 Deliverable Acceptance

Acceptance of deliverables shall be determined by the Contracting Officer's Representative (COR) in accordance with contract terms. The COR's acceptance is required before payment for deliverable

SECTION 10: GOVERNMENT RIGHTS AND REMEDIES

10.1 Government Rights

The Government reserves all rights and remedies available under this contract, the Federal Acquisition Regulation (FAR), and applicable law. Acceptance of services or deliverables does not waive the Government’s right to require correction of nonconforming services or to pursue remedies for deficient performance.

10.2 Performance Enforcement

If the Contractor fails to meet contractual requirements, including service levels, quality standards, or governance obligations, the Government may require corrective action plans, increased reporting, or other remedial measures. Repeated or material performance failures may result in reductions to invoiced amounts, withholding of payment, or other remedies as permitted under the contract.

10.3 Inspection and Audit Rights

The Government retains the right to inspect Contractor work products, records, systems, and processes related to contract performance. The Contractor shall cooperate fully with Government audits, reviews, or assessments and shall provide access to documentation, personnel, and systems as required.

10.4 Nonconforming Services

Services or deliverables determined to be nonconforming may be rejected by the Government. The Contractor shall, at no additional cost to the Government, promptly correct deficiencies and resubmit deliverables for acceptance within timeframes specified by the Contracting Officer’s Representative (COR).

10.5 Remedies Not Exclusive

The remedies described in this section are not exclusive and do not preclude the Government from exercising any other rights or remedies available under the contract or applicable law.

TASK AREA 1: PROGRAM MANAGEMENT

1.1 OVERVIEW AND PURPOSE

1.1.1 Program Management Overview

The Contractor shall provide comprehensive Program Management support to ensure effective planning, coordination, monitoring, and control of all Enterprise IT Operations services performed under this contract.

Program Management encompasses governance, performance oversight, communications, quality assurance, risk management, and strategic alignment with DFC OIT priorities.

1.1.2 Purpose

The purpose of Program Management is to establish a disciplined framework for managing all contractual activities in accordance with federal acquisition standards, DFC OIT governance requirements, and industry best practices. Program Management ensures that services are predictable, measurable, auditable, and aligned with DFC's Zero Trust security posture and operational objectives.

1.1.3 Background

DFC OIT operates a hybrid enterprise environment consisting of ServiceNow-based ITSM workflows, Microsoft 365, Azure cloud services, a secure on-premises server room at DFC Headquarters, and network/security platforms including Palo Alto firewalls, Zscaler ZIA/ZPA, and Aruba switching with ClearPass NAC in Washington

DC and New York City offices.

The Contractor shall provide programmatic leadership ensuring that all operational towers—Service Desk/Deskside Support, Infrastructure/Cloud, Network, ITSM, and Engineering—function cohesively under a unified governance structure.

1.2 SCOPE OF PROGRAM MANAGEMENT

Program Management activities shall include, but are not limited to:

Managing contract performance across all task areas Ensuring staffing, training, and continuous workforce readiness Participating in and supporting governance meetings (daily/weekly/monthly/quarterly) Preparing and maintaining the Program Management Plan (PMP) Serving as the primary liaison between DFC OIT leadership and Contractor teams Overseeing risk, schedule, communications, quality, and performance reporting Ensuring compliance with DFC, federal, and cybersecurity requirements Coordinating with Security, Facilities, and business units as required

1.3 PROGRAM GOALS AND OBJECTIVES

The goals and objectives of Program Management under this contract are to:

Maintain stable, secure, and highly available IT services Support DFC's Zero Trust Architecture alignment and cybersecurity posture Ensure timely, accurate, and complete reporting to DFC leadership Increase operational maturity across all IT service towers Foster continuous service improvement and proactive problem resolution Provide clear communication channels between Contractor teams and DFC stakeholders Ensure compliance with performance metrics, SLAs, and governance requirements Deliver reliable, mission-aligned IT services supporting DFC staff in DC and NYC

1.4 PROGRAM GOVERNANCE

1.4.1 Governance Framework

The Contractor shall implement a structured governance framework that ensures alignment of all contract activities with DFC OIT strategic objectives. Governance shall provide clear oversight, decision-making processes, communications pathways, and accountability across all operational towers.

1.4.2 Governance Structure

The Contractor shall support a multi-tiered governance structure that includes:

Daily Operations Stand-Up: Contractor-led operational readiness and incident review Weekly Integrated Project Team (IPT) Meeting: Cross-tower synchronization, issue management, and planning Biweekly PMO Sync: Contract performance review, staffing updates, risk and schedule discussions Monthly Service Review (MSR): SLA/KPI compliance, trend analysis, continuous improvement actions Quarterly Executive Review (QER): Strategic updates, contract performance, risks, and roadmap alignment

The Contractor shall prepare dashboards, reports, and briefings required for each governance tier.

1.4.3 Governance Participation

The Contractor shall actively participate in all Government-established governance bodies, contributing metrics, analysis, and recommendations to enable informed decision-making.

1.5 PROGRAM ORGANIZATION AND INTEGRATION

The Contractor shall maintain an organizational structure that integrates Program Management with all operational task areas—including Service Desk, Infrastructure, Network, Server Room Operations, ITSM, and Engineering. The Program Manager (PM) shall serve as the primary interface between the Contractor and DFC leadership and shall coordinate all staffing, reporting, and performance activities under this contract.

1.6 COMMUNICATIONS MANAGEMENT

1.6.1 Communications Plan

The Contractor shall develop and maintain a Communications Plan detailing how information will flow between the Contractor, DFC OIT, and all stakeholders.

1.6.2 Communication Requirements

Communications shall be clear, timely, and consistent, supporting:

Incident notifications and escalation Change management notifications Scheduled maintenance notifications Governance reporting Executive communications as required

• Including, but not limited to Situation Reports (SitRep) and Root Cause Analysis (RCA) for P1/P2 issues, as requested by DFC OIT Leadership

The PM shall ensure all communications are documented and disseminated appropriately.

1.7 REPORTING REQUIREMENTS

1.7.1 Required Reports

The Contractor shall prepare and deliver all required program and performance reports, including but not limited to:

Daily Priority 1/Priority 2 incident summary Weekly operational report Monthly SLA/KPI dashboard and performance analysis Monthly program status report Quarterly Executive Review briefing

1.7.2 Report Content

Reports shall include narrative analysis, data trends, risks, mitigation actions, and planned improvements. All reports shall be factual, actionable, and aligned with Government requirements.

1.8 RISK MANAGEMENT

1.8.1 Risk Management Process

The Contractor shall implement a comprehensive Risk Management process aligned with federal and DFC OIT standards. The Contractor shall maintain a living Risk Register that identifies risks, impacts, likelihood, mitigation strategies, and ownership.

1.8.2 Risk Identification and Reporting

Risks shall be reviewed during PMO Syncs and escalated during governance meetings as required. The Contractor shall proactively identify emerging risks, including operational, staffing, security, capacity, and vendor-related risks.

1.9 QUALITY MANAGEMENT

1.9.1 Quality Management Plan

The Contractor shall implement a Quality Management Plan (QMP) that defines quality assurance and control processes across all service towers.

1.9.2 Quality Measurement

Quality shall be measured through SLAs, KPIs, ticket audits, change success rates, CMDB accuracy, and customer satisfaction measures. The Contractor shall employ continuous service improvement techniques and conduct regular internal quality reviews to ensure performance excellence.

1.10 ISSUE AND ACTION ITEM MANAGEMENT

The Contractor shall maintain an Issue and Action Item Log to track operational and programmatic issues from identification through resolution. All issues shall be assigned ownership, due dates, and documented closure.

The PM shall ensure issues impacting service delivery or contract performance are escalated to DFC leadership as appropriate and discussed during governance meetings.

1.11 STAFFING AND WORKFORCE MANAGEMENT

1.11.1 Staffing Requirements

The Contractor shall maintain a qualified workforce of 24 personnel across all operational towers. Staffing shall provide coverage for DFC Headquarters (DC) and the NYC office, ensuring operational readiness, industry certified skillsets, and continuity of service.

1.11.2 Staffing Plan

The Contractor shall:

Maintain 50% staffed team from Day 1 of contract performance Provide cross-trained personnel for redundancy Ensure senior technical SMEs support Infrastructure, Network, and Engineering services Maintain two (2) Senior Service Desk Technicians at the NYC office Implement an onboarding and training program for all staff

1.12 TRAINING AND CERTIFICATION REQUIREMENTS

1.12.1 Certification Standards

The Contractor shall ensure all personnel maintain current and relevant technical certifications aligned to their functional roles.

1.12.2 Training Topics

Training shall include:

ServiceNow ITSM + ITAM processes Azure, Microsoft 365, identity operations Identity, credential, and access management (ICAM) general Palo Alto, Zscaler, Aruba technologies ITIL v4 Framework Security awareness and Zero Trust principles

Training records shall be submitted during PMO syncs and annual reviews.

1.13 CONTRACTOR PERFORMANCE MONITORING

1.13.1 Internal Oversight

The Contractor shall implement internal oversight to ensure service quality and SLA compliance.

1.13.2 Performance Monitoring Activities

Performance monitoring shall include:

Internal ticket audit Change review accuracy assessments Incident trend analysis Staffing performance evaluations Monthly quality dashboards

*Performance issues shall be escalated to DFC leadership with corrective action plans.

1.14 STAKEHOLDER AND CUSTOMER ENGAGEMENT

The Contractor shall foster strong customer service engagement through professional interactions, timely communication, and quality-driven service delivery. The Contractor shall:

Maintain clear communication paths with DFC stakeholders Support VIP engagements and senior leadership communications Address customer concerns promptly Provide executive briefings during QER and MSR meetings

1.15 TRANSITION MANAGEMENT

1.15.1 Transition Overview

The Contractor shall support DFC OIT through both Transition-In and Transition-Out activities to ensure continuity of IT operations. Transition activities shall be coordinated with the COR and Government stakeholders, with no degradation to service delivery.

1.15.2 Transition-In Requirements

The Contractor shall provide a Transition-In Plan within 10 business days after award. The Transition-In Plan shall include:

Staffing onboarding timeline and incumbent capture strategy Knowledge transfer procedures System, environment, and tool access sequencing Inventory of required documentation from outgoing contractor Initial performance baselines for services

The Contractor shall ensure full operational readiness within 45 days of award.

1.15.3 Transition-Out Requirements

The Contractor shall provide a Transition-Out Plan no later than 60 days before contract expiration or termination. The plan shall include:

Knowledge transfer and documentation handoff procedures Roles and responsibilities matrix for transition support Asset, configuration data, and account reconciliation Ticket and change activity closeout Final deliverables submission

The Contractor shall support transition activities for up to 90 days or as directed by the CO.

1.16 QUALITY CONTROL PLAN

The Contractor shall maintain and execute a Quality Control Plan (QCP) that ensures all services delivered under this contract meet or exceed performance requirements. The QCP shall include quality assurance procedures, internal audits, corrective action processes, and alignment with SLAs, KPIs, and governance benchmarks. The Contractor shall submit updates to the QCP annually or upon request by the COR.

1.17 DOCUMENTATION AND ARTIFACT MANAGEMENT

The Contractor shall create, maintain, and update all required program documentation, including Standard Operating Procedures (SOPs), runbooks, design documents, configuration baselines, network diagrams, server room diagrams, knowledge articles, and governance artifacts. All documentation shall adhere to DFC OIT templates, be stored in approved repositories, and be reviewed quarterly for accuracy and completeness.

1.18 PERFORMANCE MANAGEMENT INTEGRATION

The Contractor shall integrate all program activities with the enterprise performance management framework.

This includes:

Tracking KPIs, SLAs, and operational level agreements Supporting root cause evaluation of performance deviations Providing monthly and quarterly performance analytics Implementing improvements tied to performance trends

The Contractor shall proactively identify emerging performance risks and recommend mitigation actions.

1.19 CONTRACT CLOSEOUT REQUIREMENTS

The Contractor shall support contract closeout by completing all deliverables, resolving outstanding issues, returning Government-furnished equipment, providing final versions of all documentation, and supporting final audits or data verification activities. The Contractor shall ensure all systems access is removed and all credentials revoked upon completion of the period of performance.

TASK AREA 2: SERVICE MANAGEMENT (ITSM)

6.1 OVERVIEW

6.1.1 Scope of Service Management

The Contractor shall provide comprehensive IT Service Management (ITSM) services to support DFC OIT's enterprise IT operations. Service Management services shall govern how IT services are planned, delivered, operated, measured, and continuously improved across all operational task areas. Service Management shall be centered on DFC's ServiceNow platform, which serves as the system of record for incidents, requests, changes, problems, configuration items, assets, knowledge, and reporting.

6.1.2 ITSM Framework Alignment

The Contractor shall align Service Management activities with industry-recognized best practices, including ITIL principles, while tailoring processes to DFC's operational maturity and governance model.

The Contractor shall support standardized, repeatable processes that improve service quality, reduce risk, and increase transparency and accountability.

2.1.1 ServiceNow Platform Overview

ServiceNow is the authoritative ITSM platform for DFC OIT. All IT operational activities under this contract shall be executed, tracked, and reported within ServiceNow unless otherwise approved by the COR.

The Contractor shall support consistent use of ServiceNow modules, workflows, and data standards across Service Desk, IT Asset Management, Infrastructure Operations, Network Operations, and Server Room Operations.

2.1.2 Service Management Objectives

Service Management objectives include:

2.1.2.1 Improving service reliability

2.1.2.2 Reducing operational risk

2.1.2.3 Enabling data-driven decision-making

2.1.2.4 Supporting continuous improvement across IT operations

6.2 INCIDENT MANAGEMENT

2.1.I Incident Management Overview

The Contractor shall provide Incident Management services to restore normal IT service operations as quickly as possible following service disruptions. Incident Management shall be executed using ServiceNow as the system of record.

2.1.II Incident Management Activities Incident management activities include:

2.1.II.1 Log, categorize, prioritize, and assign incidents in ServiceNow 2.1.II.2 Coordinate incident resolution across Service Desk, Infrastructure, Network, and Server Room teams 2.1.II.3 Provide timely communication and status updates for active incidents (i.e. Situation Report) 2.1.II.4 Support Major Incident (Priority 1) response, including bridge coordination and executive communications 2.1.II.5 Document root indicators and resolution actions prior to incident closure

2.2 SERVICE REQUEST MANAGEMENT

2.2.I Service Request Overview The Contractor shall provide Service Request Management to fulfill standard user and business requests efficiently and consistently.

2.2.II Service Request Activities Service request activities include:

2.2.II.1 Fulfill service requests using approved ServiceNow catalog items and workflows 2.2.II.2 Ensure requests are authorized, tracked, and completed within SLA targets 2.2.II.3 Coordinate fulfillment across operational teams when multiple task areas are involved 2.2.II.4 Maintain request documentation and closure records

2.3 PROBLEM MANAGEMENT

2.3.I Problem Management Overview The Contractor shall support Problem Management activities to identify and address the root causes of recurring incidents and systemic issues.

2.3.II Problem Management Activities Problem management activities include:

2.3.II.1 Identify problems based on incident trends and operational analysis 2.3.II.2 Support root cause analysis (RCA) activities 2.3.II.3 Document problems, known errors, and workarounds in ServiceNow 2.3.II.4 Coordinate permanent remediation actions with Engineering Services 2.3.II.5 Track problem resolution progress and outcomes

2.4 ITSM PROCESS INTEGRATION

Incident, Request, and Problem Management shall integrate with Change Management, Configuration Management, and Knowledge Management to support consistent service delivery. Integration activities include:

Link incidents and problems to related changes and configuration items Leverage knowledge articles to improve resolution times Ensure operational insights feed continuous improvement initiatives

2.5 CHANGE MANAGEMENT

2.5.I Change Management Overview The Contractor shall support DFC's Change Management process, with a dedicated Change Manager, which follows an Enterprise Review Board (ERB) and Change Control Board (CCB) governance model. Change Management shall ensure that IT changes are planned, assessed, approved, implemented, and reviewed in a controlled manner to minimize risk to operations.

All changes shall be managed, tracked, and documented in ServiceNow. The Contractor shall ensure adherence to approved change windows, risk classifications, and documentation standards.

2.5.II Change Types and Classification The Contractor shall support standard, normal, and emergency changes in accordance with DFC policy:

2.5.II.1 Standard Changes: Pre-approved, low-risk, repeatable changes executed through defined procedures 2.5.II.2 Normal Changes: Changes requiring ERB/CCB review and approval prior to implementation 2.5.II.3 Emergency Changes: Changes required to restore service or address critical risk, subject to expedited approval and post-implementation review

2.5.III ERB/CCB Support and Coordination The Contractor shall support ERB/CCB operations by preparing change documentation, participating in review meetings, and coordinating approvals.

ERB/CCB support includes:

2.5.III.1 Prepare change requests with scope, impact analysis, risk assessment, and back-out plans 2.5.III.2 Participate in ERB/CCB meetings as required 2.5.III.3 Communicate approved changes to impacted stakeholders 2.5.III.4 Ensure change approvals are documented prior to implementation

2.5.IV Change Implementation and Validation

The Contractor shall support implementation and validation of approved changes in coordination with operational and engineering teams.

Implementation support includes:

2.5.IV.1 Coordinate implementation activities during approved windows 2.5.IV.2 Verify successful implementation and service stability post-change 2.5.IV.3 Execute back-out plans if adverse impacts occur 2.5.IV.4 Document implementation outcomes and lessons learned

2.5.V Release and Deployment Coordination The Contractor shall support release and deployment coordination to ensure changes are introduced in a controlled and predictable manner.

Coordination activities include:

2.5.V.1 Coordinate releases involving multiple task areas or systems 2.5.V.2 Ensure dependencies and sequencing are identified and managed 2.5.V.3 Support release communications and scheduling 2.5.V.4 Track release outcomes and post-release issues

2.5.VI Change Reporting and Continuous Improvement The Contractor shall support reporting and continuous improvement related to Change Management.

Reporting activities include:

2.5.VI.1 Provide metrics on change volume, success rates, and emergency changes 2.5.VI.2 Identify recurring change-related incidents or failures 2.5.VI.3 Recommend process improvements to reduce risk and improve outcomes

2.6 CONFIGURATION MANAGEMENT (CMDB)

2.6.I CMDB Overview The Contractor shall support Configuration Management activities to maintain an accurate and authoritative Configuration Management Database (CMDB) within ServiceNow. The CMDB shall provide visibility into IT assets, services, relationships, and dependencies supporting DFC operations.

2.6.II CMDB Data Accuracy and Maintenance The Contractor shall maintain CMDB accuracy through disciplined data management and validation activities.

CMDB maintenance includes:

2.6.II.1 Create and maintain CI records for infrastructure, network, and application components 2.6.II.2 Ensure CI attributes such as ownership, environment, and lifecycle status are accurate 2.6.II.3 Maintain CI relationships to support impact analysis and incident resolution 2.6.II.4 Support periodic CMDB audits and data quality remediation

2.7 IT ASSET MANAGEMENT SUPPORT

The Contractor shall support IT Asset Management (ITAM) processes within ServiceNow to track the lifecycle of hardware and software assets.

ITAM support includes:

Support asset intake, deployment, transfer, and retirement processes Maintain asset records aligned with procurement and inventory data Coordinate with Asset Management task areas for reconciliation and audits Support software license tracking and compliance reporting

2.8 KNOWLEDGE MANAGEMENT

2.8.I Knowledge Management Overview The Contractor shall support Knowledge Management to improve operational efficiency and consistency.

2.8.II Knowledge Management Activities Knowledge management activities include:

2.8.II.1 Create and maintain knowledge articles for common incidents and requests 2.8.II.2 Ensure knowledge content is reviewed and approved prior to publication 2.8.II.3 Promote knowledge reuse to reduce incident resolution times 2.8.II.4 Retire outdated or inaccurate knowledge content

2.9 ITSM PROCESS INTEGRATION

CMDB, Asset Management, and Knowledge Management shall integrate with Incident, Change, and Request Management processes.

Integration activities include:

Ensure incidents and changes reference appropriate CIs and assets Leverage knowledge articles during incident resolution Support traceability and audit readiness across ITSM processes

2.10 SERVICE LEVEL OBJECTIVES

2.10.I SLA Overview The Contractor shall meet or exceed Service Management service level objectives established by DFC OIT.

Performance shall be measured using Service Level Agreements (SLAs), Key Performance Indicators (KPIs), and operational metrics derived from ServiceNow.

Service Management performance shall emphasize process adherence, data quality, responsiveness, and continuous improvement across all operational task areas.

2.10.II Service Management SLAs The following SLAs apply to Service Management activities and shall be measured monthly unless otherwise directed by the COR.

Metric Standard Target/AQL

Incident Ticket Data Quality Required fields completed ≥ 98%

Change Documentation Completeness Approved changes fully documented ≥ 98%

CMDB Accuracy Validated CI records ≥ 95%

Service Request SLA Compliance Requests met within SLA ≥ 95%

Knowledge Article Accuracy Articles reviewed and current ≥ 95%

2.10.III Key Performance Indicators KPIs shall be used to assess Service Management effectiveness, maturity, and improvement opportunities:

Incident backlog trends and aging Percentage of incidents resolved within SLA Change success rate and emergency change volume CMDB audit findings and remediation progress Knowledge article usage and effectiveness metrics

2.11 REPORTING REQUIREMENTS

The Contractor shall provide Service Management reports using ServiceNow data and dashboards:

Weekly Service Management operational summary Monthly SLA and KPI performance report Monthly ITSM data quality and audit readiness report Quarterly trend analysis and improvement recommendations

2.12 CONTINUOUS IMPROVEMENT

The Contractor shall proactively identify opportunities to improve Service Management processes, data quality, and operational effectiveness.

Improvement activities include:

Identify process gaps or inefficiencies Propose improvement initiatives supported by data Support implementation of approved improvements Track improvement actions and outcomes

2.13 ACCEPTANCE CRITERIA

Deliverables and services under this Task Area shall be subject to review and acceptance by the COR.

Acceptance shall be based on completeness, accuracy, timeliness, and compliance with contract requirements.

TASK AREA 3: SERVICE DESK AND DESKSIDE OPERATIONS

2.1 OVERVIEW AND OBJECTIVES

2.1.1 Service Desk Overview

The Contractor shall provide a centralized Service Desk and Deskside Support capability to serve as the Single Point of Contact (SPOC) for DFC end users for all IT incidents, service requests, access requests, and IT inquiries. The Service Desk shall operate in alignment with DFC OIT's ServiceNow ITSM workflows and shall coordinate seamlessly with Infrastructure and Cloud Operations, Network Operations (Zero Trust), Server Room Operations, and Engineering Services to ensure timely restoration of service and high-quality customer experience.

2.1.2 Service Desk Objectives

Service Desk objectives include:

Maintaining consistent and professional end-user support across DFC HQ (1100 New York Ave NW, Washington, DC) and DFC NYC (100 Pearl St, New York, NY 10004)

Providing accurate and complete ServiceNow ticket documentation that supports operational visibility, auditability, and continuous improvement

Prioritizing rapid triage and escalation for high-impact incidents affecting enterprise connectivity, identity/authentication, and critical business services

Supporting DFC's Zero Trust environment by following least-privilege access principles and ensuring all access requests are validated and properly authorized

2.2 HOURS OF OPERATION AND COVERAGE MODEL

2.2.1 Operating Hours

The Contractor shall provide Service Desk operational coverage from 7:00 AM to 6:00 PM Eastern Time (ET), Monday through Friday, excluding Federal holidays, unless otherwise directed by the COR.

2.2.2 After-Hours Support

The Contractor shall maintain an after-hours on-call escalation process for Priority 1 incidents and critical service disruptions occurring outside standard hours. Call rotation should be published monthly to DFC

COR.

Coverage Requirements Service Desk coverage shall include:

On-site staffed coverage throughout operating hours with sufficient resources to meet SLA response and resolution targets

Ability to internally re-balance staffing during peak call/ticket periods without degradation to service Support for both onsite and remote users, including hybrid work patterns After-hours escalation with defined roles, contact methods, and…