draft PWS 05_2025.pdf

FA7014‐26-X-XXXX

PERFORMANCE WORK STATEMENT

FOR

SAF/FMB Contract Support

AT

PENTAGON, VIRGINIA

24 Mar 2025

Contents

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General

1.2 Scope

1.3 Background

SECTION II

2.0 TASK DESCRIPTIONS

2.1 Task 1 Financial Analysis Support

2.2 Task 2 Budget Systems and Analytics Support

2.3 Task 3 FM Contingency Training (Silver Flag)

2.4 Task 4 Provide Program Enhancements (Option CLIN)

SECTION III

3.0 SERVICE SUMMARY

SECTION IV

4.0 DELIVERABLES

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

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

5.2 Contractor Acquired Property

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns

6.2 Kickoff Meeting/Orientation Meeting

6.3 Transition-In Plan

6.4 Transition-Out Plan

6.5 Quality Control

6.6 Emergency Operations/Mission Essential Personnel

6.7 System for Award Management

6.8 Security Instructions

6.9 Travel

6.10 Employee Accountability & Turnover

6.11 Miscellaneous Paragraphs

SECTION VII

APPENDIX 1

1.0 DEFINITIONS, ABBREVIATIONS, AND ACRONYMS

SECTION I

1.0 DESCRIPTION OF SERVICES

1.1 General. The office of the Deputy Assistant Secretary of the Air Force for Budget (SAF/FMB),) is responsible to formulate, defend, and execute the Department of the Air Force (DAF) budget aligned to achieve DAF priorities and the National Defense Strategy. SAF/FMB has four sub-organizations: Budget Investment Directorate (SAF/FMBI), Budget Programs Directorate (SAF/FMBP), Budget Operations Directorate (SAF/FMBO), and Policy and Fiscal Control Directorate (P&FC). The organization manages and executes funding in support of military operations and Department priorities at the direction of the Secretary of Defense and Congress. To do this, SAF/FMB must remain fully capable of effective and efficient engagement with Office of the Secretary of Defense (OSD), the Office of Management and Budget (OMB), and Congress on all tasks throughout the budget appropriation lifecycle.

1.2 Scope. The contractor shall provide all necessary personnel, services, program management and supporting documentation to assist in supporting FMB personnel in budget formulation, execution and reporting activities and advising, developing, implementing, and sustaining innovative FM Support initiatives across SAF/FM and the DAF enterprise that will inform and support SAF/FM strategic goals and objectives. The contract program manager will not reside on any of the tasks outlined below. The Contractor shall ensure contract personnel act to fully integrate into the organization creating a seamless government-contractor team. The Contractor shall interface and perform technical and programmatic liaison support with all DAF organizations (Components, DRUs, FOAs, SAF/FM, etc.), OSD, the Joint Staff agencies, and additional government and commercial organizations (e.g., Defense Finance Accounting Service (DFAS), other government contractors, etc.) engaged in the budget appropriation lifecycle.

Additionally, the contractor will provide decision support, advanced analysis and research, that provides alternatives and recommendations to leadership for decision-making. Planning, Programming, Budget, and Execution (PPBE), in addition to continuous process improvement and business process reengineering in accordance with DAFI 38-401 as required for improving financial management operations across the DAF in all appropriations and working capital funds.

In addition, contractor will assist FMB with development and integration of DAF Financial Management systems and databases and support development and integration of financial systems and databases, to include planning models, with seamless interfaces to recent technology that support efficient and effective FM processes and procedures. Contractor will perform database administration functions related to FM systems and databases and provide project management support to achieve a clear and mutual understanding of SAF/FM budget, system, and database requirements. Contractor will provide SAF/FM specific functional user training development, presentation and sustainment related to specific FM budget activities, systems, and databases. Senior functional and technical expertise in all aspects of DAF financial management, data, systems, and processes are a mandatory requirement. Finally, this contract also requires comprehensive Contingency Financial Operations training and support to Air Force Financial Management Personnel at Silver Flag. The contractor will develop FM-approved contingency financial operations coursework, update training plans and curriculum, provide handouts and training aids, and deliver both in-person and virtual instruction and administer the

Silver Flag program, account for participants, issue certificates, and maintain schedules. The contractor will also provide data analysis and recommendations for optimal delivery methods, conduct live virtual contingency training, and prepare student surveys and after-action reports.

1.3 Background. The three tasks outlined in this requirement, 1. Financial Management Support Team, 2. FMB Systems Support, and 3. Silver Flag – Contingency Financial Operations, are a continuation of existing services that were previously performed under the SAF/FM Workforce Development and Executive Support contract. In addition to the daily operational support outlined above, these tasks also directly support the requirements outlined in SAF/FM FY22-26 Strategic Plan. Task 1 provides financial management support and continuous process improvement services that align to the desired outcomes for all objectives and is currently midway in developing as-is, to-be process mapping and narratives for all budget formulation and execution tasks for all appropriations. These materials provide the content for the financial management playbooks; the next generation of continuity support for all SAF/FMB personnel.

Task 2 supports FM’s efforts to standardize enterprise-wide budget and decision support processes and tools. Part of that critical support is to assist in the stand up of the DAF community space, Financial Air and Space Team Resources (FASTR), housed on OSD’s ADVANA platform, in addition to, utilizing the outcome of Task 1’s re-engineered budget formulation and execution processes to determine possible consolidation of multiple systems used to assist in production of Congressional Justification books and the related exhibits and analysis. Task 3 provides services that support the objective to enhance FM contingency capabilities to support the new strategic environment. To align with this objective, FM Airmen participate in the Silver Flag exercise, located at Tyndall Air Force Base, Florida.

SECTION II

2.0 TASK DESCRIPTIONS

2.1 Task 1 Financial Analysis Support. SAF/FMB provides full spectrum decision support to include financial execution, budget development, data analysis, and budget operations and reporting across the DAF (Components, DRUs, FOAs, and SAF/FM) in all appropriations and working capital funds. In addition, SAF/FMB provides policy, systems, accounting, process improvement and training expertise as well as audit support/translation when FMB equity is involved. The Contractor shall:

2.1.2 Provide senior financial analysts to integrate all appropriation databases from PBES, FMSuite, AFM, DEAMS, GAFS-BL, GAFS-R, DDRS, EAS, NGRMS etc. across all fiscal years ensuring proper application of each enacted budget, providing analytical and trend analysis as requested. These requests can be recurring but normally occur because of requests for information (RFIs) from FM leadership, OSD(C), Congress, OMB, and other federal agencies throughout all budget drills POM/BES/PB/Enactment throughout the year

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

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

2.1.3.2 Accurately documents budget data in a variety of unrelated forms, reports, and schedules. Assesses impact of proposed/approved changes on various other schedules and takes appropriate action to advise SAF/FMB on impacts to fiscal accounts and lower-level organizations.

2.1.3.3 Reviews annually and monitors the appropriation data elements which will be used throughout the DAF in determining appropriations, budget programs, and budget projects.

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

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

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

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

Ensures distribution files/guidance are delivered NLT 30 days post-enactment.

2.1.4.4 Develops guidance and process milestones and timelines for the DAF annual execution plan database. Communicates with staff and component organizations for explanation and training of all roles and responsibilities. Ensures execution plan bogeys/guidance are delivered NLT 30 days post-President’s Budget.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2.1.7.4 Uses knowledge of computer applications for maintenance of financial databases, forecasts and tracking of obligations/outlays, data analytical tools and execution reporting.

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

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

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

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

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

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

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

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

2.1.9 Assists in FMB’s audit readiness plan for all appropriations and working capital funds and in translating audit readiness directives, notice of findings and corrective actions issued by the SAF/FMF FIAR community into FMB’s financial management operations.

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

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

2.1.9.3 Provide SAF/FMB with detailed reports of audit readiness progression specific to FMB processes and procedures.

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

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

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

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

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

2.1.10.3 Reviews fiscal limitation execution, monitoring, and reporting.

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

2.1.10.5 Assist with all appropriations Operating Budget Authority

Documents (OBAD), including, but not limited to DAF, Defense-Wide, and other agency funding.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

2.1.16 Assist with DAF-specific financial and other interfacing systems (i.e., DEAMS, AFM, FM Suite, GAFS-BL/GAFS-R, CRIS, DCPS, ILS, DDRS, EAS DTS, etc.) by providing functional expertise, oversight, and integration of budgetary processes.

2.1.16.1 Provide functional expertise to the program management offices (PMO) to identify shortfalls/weaknesses in financial processes and provide framework to streamline and correct existing process gaps.

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

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

2.1.16.7 Provide in-person training and support to SAF/FMB users monthly and as notified for short-notice deployment taskings averaging 4 times per quarter. This training, which could be on-the-job training or more formal training, virtually or in-person, could arise from a request from customers or be an identified need based on SAF/FMB staff observations.

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

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

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

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

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

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

2.1.17.6 Provide local and remote ad-hoc training to support SAF/FMB users executing the budget execution and formulation drills (such as POM, BES, PBR, PB, CR, EOY) and provides training and support to the field to obtain quality inputs.

2.1.18 Maintains continuous process improvement credentials to provide process improvement capabilities to meet SAF/FMB strategy objectives.

2.1.18.1 Provide organizational facilitation support including aiding and building cross-functional teams within organizations and components of organizations.

2.1.18.2 Provide business process-improvement support that includes all activities involved in helping improve business processes including rethinking program design and aligning information technology with business missions, goals, and objectives.

2.1.18.3 Develop personnel continuity guides based on improved, redesigned budget formulation and execution processes to include all sub-processes and financial database management.

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

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

2.1.19 Develop process documentation and user guidance for all FMB budget formulation and execution processes and tasks.

2.2 Task 2 Budget Systems and Analytics Support. SAF/FMB is responsible for assisting with development and integration of DAF financial management systems that provide efficient and effective FM processes and procedures keeping the end user in mind. To achieve this objective, SAF/FMB requires project management support, financial analytics support and functional user training related to specific FM budget systems, processes, and procedures. The Contractor shall:

2.2.1 Support the SAF/FMB data analytics initiative, Financial Air and Space Team Resources (FASTR), a web-based data analytics tool and the SAF/FMB budget use case in Advana. Provide training, gather requirements from the field, and test functional solutions.

2.2.1.1 Assist with the data requirements capture process for FASTR by identifying, prioritizing, formulating, and validating data needed from source systems to accomplish business objectives. Source systems include but are not limited to AFM, CRIS, DEAMS, FMSuite, PBES, and FMDQS.

Understand the data, its linkage and its impact and the value that will be created for users.

2.2.1.2 Identify, refine, and prioritize requirements for minor enhancements to existing data tables and visualizations in FASTR to include corrective, adaptive, and perfective changes that do not introduce new major functional capabilities. Capture, and refine, new requirements based on stakeholder feedback to provide additional data analytics, visualizations, and reporting capabilities subject to Government review, comment and approval.

2.2.1.3 Conduct functional user acceptance testing in FASTR. Validate filtered data against specific rules or criteria to ensure data is within the acceptable values defined for the field. Compare FASTR functionality to corresponding requirements to ascertain whether its output is consistent with the end user's expectations.

2.2.2 Support SAF/FMB budget drills in FMSuite. Provide hands on and in-depth user support during budget drills. Fulfill customer requests to update data in specified budget drill for current budget year. Troubleshoot and answer questions on FMSuite functionality and help users align nuanced corporate processes to standard system functionality.

2.2.2.1 Identify, refine, and prioritize requirements for minor enhancements to existing budget drills in FMSuite that include corrective, adaptive, and perfective changes, and that do not introduce new major functional capabilities.

2.2.2.2 Develop, document, and prioritize requirements for new budget drills in

FMSuite such as spend plans or execution plans for appropriations O&M and other appropriations.

2.2.2.3 Provide hands on and in-depth user support during budget drills. Answer questions on FMSuite functionality and help users align nuanced corporate processes to standard system functionality.

2.2.3 Develop and maintain effective program management support activities to aid the Air Force in achieving a clear and mutual understanding of SAF/FM budget systems including FMSuite and FASTR. Program management activities shall include, at a minimum:

2.2.3.1 Advise SAF/FMBS leadership on industry standards and best practices for program management and process improvement in support of SAF/FM budget systems operations. Conduct analyses, perform research, and offer insights and corrective actions to gain operational efficiencies.

Assist with development of plan of action, milestones, and project timelines related to new system capabilities and requirements.

2.2.3.2 Maintain awareness of all current and applicable government laws, policies, and operations security to ensure system requirements and functionality reflect current operational needs.

2.2.3.3 Plan, manage and perform tasks such as coordinating technical interchange meetings with systems owners, users, and other stakeholders to identify capability gaps, gather and allocate requirements to functions, and catalog these requirements.

2.2.3.4 Provide weekly updates in meetings to inform SAF/FMBS leadership of potential program risks, status of deliverables, and to report applicable results for SAF/FMB budget systems to include FASTR and FMSuite. Assess performance to ensure required services are performed to include the development and implementation of procedures to identify, prevent, and ensure non-recurrence of defective services and products.

2.2.3.5 Submit a Monthly Status/Progress Report using Microsoft Word that includes but is not limited to; accomplishments for the previous month, a plan of activities for the next month and program management support requirements, including monthly metrics and performance reports FASTR and FMSuite and issues/concerns with associated recommendations. In addition, provide four to six event driven IPRs in the form of briefings.

2.2.4 The Contractor shall provide in-person and web-based training via Microsoft TEAMS for FASTR, FMSuite, and the Power Automate CET to support the Execution Plan, data analytics initiatives, and any time new system functionality is released. Training is coordinated and conducted up to twice weekly with the ability to provide surge capabilities during budget drills.

Contractor may be required to support quarterly in-person training courses on-site at directed locations.

2.2.4.1 Provide web-based (e.g., DCS), desk-side, or computer-based video training that is tailored specifically for the applicable system. Applicable training will include training for new and existing users (desk-side or one-on-one) throughout the various phases of the budget cycle.

2.2.4.2 Develop and provide strategic training calendar, systems documentation, knowledge-based articles, and training presentations for users and trainers. Maintain up-to-date source training materials to include, at a minimum, training scripts, user manuals, quick tip sheets, system administrator guides, and recorded training videos. Ensure Microsoft Teams channel and SharePoint site are current and contain up-to-date training resources for users.

2.2.4.3 Provide telephonic and electronic mail support to users to include on-site support as deemed necessary by the system owner and/or program manager.

2.3 Task 3 FM Contingency Training (Silver Flag). SAF/FM’s mission is to provide fiscally responsible resource management, auditable and timely financial services, and actionable decision support to deliver air and space capabilities for our nation. Additionally, the office ensures the Air Force can deliver fully qualified Financial Management (FM) Airmen to the Combatant Commanders to support the high-end fight. The contractor shall:

2.3.1 Development of FM-Approved Topics and Coursework. The contractor is responsible for developing FM-approved topics and coursework for the Silver Flag program. This includes creating, updating and maintaining a Silver Flag course syllabus and training plans, curriculum, and the Funds Control agent spreadsheet, and designing scenarios that reflect real-world situations. Additionally, the instructor contractor must provide handouts and training aids to support the delivery of training materials. Final approving authority for any updates or changes is SAF/FM and must be submitted/approved 10 days prior to the training taking place.

2.3.2 Administration of Silver Flag Program Activities. The contractor administers all aspects of the Silver Flag program. This includes accounting for participants, managing certificates of completion, maintaining schedules, and serving as a liaison between individual offices and major commands. The instructor will address questions and issues related to participation and oversee the overall conduct of Silver Flag, including field activities such as deployment training and real-world simulation competitions that are part of the Silver Flag course.

2.3.3 In-Person Instruction of Silver Flag Courses. The instructor (contractor) is responsible for providing a hybrid training program consisting of in-person and virtual instruction for the Silver Flag program that covers various aspects of finance management in contingency environments that enhances attendees’ preparedness for deployment.

2.3.4 Data Gathering Analysis and Recommendations for Delivery Methods. The contractor will gather data related to finance, education, and training materials and determine the most effective training delivery methods. This includes assessing whether classroom-based or distributed learning approaches, or a blend of both, to maximize successful student completion of the Silver Flag program.

2.3.5 Live Virtual Contingency Training

In addition to in-person instruction, the instructor will deliver live virtual contingency training to personnel in the field. This involves utilizing virtual platforms to provide real-time training sessions and simulations that prepare finance members for the challenges they may encounter in contingency environments. The contractor must ensure effective communication and engagement during these virtual training sessions. Final approving authority for any updates or changes is SAF/FM.

2.3.6 Student Surveys. Following each Silver Flag course, the contractor will conduct student surveys to gather feedback and assess the effectiveness of the training. Based on the survey results, the contractor will communicate issues and/or recommendations to SAF/FM and local Silver Flag leadership at 823rd Rapid Engineer Deployable Heavy Operational Repair Squadron Engineers (RED HORSE). These recommendations will aid in the continuous enhancement of the Silver Flag program.

2.3.7 Maintenance of Content with the Resource Training Center (RTC) at the Ira Eaker Center Maxwell AFB, Alabama email: eakercenter.fm.rtc@us.af.mil. The contractor is responsible for maintaining all content related to the Silver Flag program in coordination with the Resource Training Center (RTC). This includes ensuring that training materials, documentation, and resources are up to date, organized, and easily accessible for future use.

Regular collaboration with the RTC will help ensure the ongoing quality and relevance of the training materials.

2.4 Task 4 Provide Program Enhancements (Option CLIN). During performance of the requirements identified in this PWS, it is possible that the anticipated effort could potentially expand by as much as 15% of the anticipated, on-going support hours. Vendors are requested to utilize the 15% surge figure as a baseline in developing proposed pricing for this task, to ensure an adequate level of support is maintained. This task refers to an optional level of effort that may be exercised at the Government’s discretion. The decision to invoke the task shall be based on the level of support that is required, project length and the amount of project funding received.

The Government may exercise the Optional CLIN more than once or in any combination of Tasks 1, 2 or 3 (as stated in paragraphs 2.1, 2.2 and 2.3) thereof to potentially expand by as much as 15% of the price of the current (exercised – Base or Option) performance period.

SECTION III

3.0 SERVICE SUMMARY

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

Performance Objective

PWS

Paragraph

Performance Threshold Method of Surveillance

SS-1 Provide qualified people at contract start

2.1, 2.2, 2.3

Performance is excellent when 96% to 100% of qualified personnel are on the job, Performance is very good when 91% to 95% of qualified personnel are on the job, Performance is good when 88% to 90% of qualified personnel are on the job, Performance is marginal when 80 to 87 % of qualified personnel are on the job.

Performance is unacceptable when less than 79% of the qualified personnel are on the job

100% Surveillance and Customer Complaint

SS-2 Effectively replaces/ substitutes personnel.

2.1, 2.2, 2.3

Performance is acceptable when:

a) Resumes are submitted to the Customer Program Manager to ensure all candidates meet the minimum requirements, and vacancies are filled with qualified personnel for key personnel within 7 calendar days and all others within 14 calendar days of vacancy, unless approved in writing by CO AND b) there is no impact to mission

100% Surveillance

SS-3 Labor, Travel and ODC invoices are submitted timely, 2.1, 2.2, 2.3

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

100% Surveillance accurately and have valid receipts.

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

SS-4 Develop and submit all required deliverables.

2.1, 2.2, 2.3

Performance is acceptable when 95% of deliverable requirements are met and received on time as stated in the contract AND operational information is accurate.

100% Surveillance

SS-5 Provide accurate resolutions to customer needs and agency requirements

2.1, 2.2, 2.3

Provide at least 95% acceptable responses during the month OR receive no more than 3 valid complaints about service during the month

Periodic Surveilance and Customer Complaint

SS-6 Training Delivery

2.3 At the start of the contract the

contractor shall provide in-person instruction of Silver Flag courses a minimum of 95% of scheduled in-person classes that are not canceled due to student non-participation or instructor illness/injury

100% Surveillance

SS-7 Course Development

2.3 The contractor shall develop

FM-approved topics and coursework for Silver Flag.

Random Sampling

SS-8 Program Administration

2.3 The contractor shall account for

participants, provide reporting instructions to students, communicate with students, answer questions, issue certificates, and maintaining schedules.

Periodic Surveillance

SS-9 Virtual Contingency Training

2.3 The contractor shall deliver live

virtual contingency training through a virtual platform.

100% Surveillance

SS-10 Student Surveys

2.3 The contractor shall conduct

student surveys and communicate issues and/or recommendations to SAF/FM and local Silver Flag leadership at 823rd Rapid Engineer Deployable Heavy Operational Repair Squadron Engineers

(RED HORSE).

Periodic Surveillance

SS-11

Communication Skills

2.3 The contractor shall possess

strong communication skills to effectively deliver instruction and interact with participants and local team.

Customer Complaint

SECTION IV

4.0 DELIVERABLES

The Contractor shall provide deliverable(s) in a format mutually agreed upon by the Government and the Contractor. The following enumerated deliverables are not expected to change. Due Date intervals are not expected to change but actual dates may need to be revised depending on actual contract start date.

DELIVERABLE

PWS

PARA

DUE DATE DELIVERY

Kickoff Meeting Agenda

6.2 NLT 15 days business after contract award

By email to the COR in Microsoft Word/Office format

Transition-In Plan 6.3 Submitted at Kickoff Meeting

By email to the COR in Microsoft Word/Office format

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

By email to the COR in Microsoft Word/Office format

Monthly Status Report

2.1, 2.2, 2.3

Monthly; 5th business day of each month

By email to the COR in Microsoft Word and PDF

Monthly Technical Meeting

2.2 Monthly, NLT 5th business day of each month

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

Quality Control Plan 2.1, 2.2, 2.3

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

By email to the COR in Microsoft Word format

Trip Requests 2.1, 2.2, 2.3

Request/receive approval from COR 10 days prior for CONUS travel or 20 days prior for OCONUS travel

By email to COR

Trip Reports 2.1, 2.2, 2.3

5 business days after completion of TDY

By email to the FMB Principal in MS Word IAW AFH 33-337 (T&Q)

Employee List 2.1, 2.2, 2.3

Upon Contract Kick-off and with 15 days changes of a change in the employee list.

By email to COR in MS Excel

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

Key Personnel Changes

6.10

After the Kick-off meeting, at least fifteen

(15) days prior to projected on-boarding of new personnel, the Contractor shall provide a copy of the resume of key personnel replacement in sufficient time for the Government to verify qualifications.

COR

Notification of Subcontracting

6.7.2

NLT five (5) business days before the Subcontractor is to perform any tasks under this PWS.

COR

Telework Agreement and Approval Process

5.1

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

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

COR and FMB Principal

Non-Disclosure Agreement

6.8.11

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

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

COR

Budget training 2.2.4 Averaging 1-3X quarterly As directed by the COR or FMB principal

SECTION V

5.0 GOVERNMENT FURNISHED PROPERTY, EQUIPMENT, MATERIAL,

INFORMATION, OR SERVICES

5.1 Government Furnished Property, Equipment, Material, Information, or Services. The contract requires the contractor to work in a government facility unless extenuating, unusual circumstances prevail. Telework and/or remote work is an exception and is at the discretion of the government leads and shall be coordinated and communicated to the Contracting Officer’s Representative (COR). All contractor taskings must be coordinated with the FMB principal (government lead) for each task. The Government will furnish or make available working space, network access, and equipment to include:

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

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

Telework kit (camera, wireless dongle, headset, etc.)

Facsimile Copier Printer

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

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

SECTION VI

6.0 GENERAL INFORMATION

6.1 Scheduling Concerns.

6.1.1 Duty Hours. The Contractor shall have access to Government facility five days per week, Monday through Friday, eight hours a day, except when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings, unless otherwise approved. Contractor personnel are expected to conform to customer agency normal operating hours; however, the Contractor may be required access to Government facility outside of duty hours based on the customer agency’s needs. As a baseline, Contractor personnel shall work 8 hours per day, 40 hours per week.

Compensatory time arrangements are permissible for temporary spikes in worktime; but overtime pay is prohibited without COR and CO approval. Federal Holidays shall be observed in accordance with Office of Personnel Management policy.

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

6.2 Kickoff Meeting/Orientation Meeting

6.2.1 The Contractor shall schedule and coordinate a Project kick-off Meeting no later than (NLT) five (5) calendar days after contract award at the location approved by the Government. The meeting will provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting will provide the opportunity to discuss technical, management, and logistic issues; travel authorization;

communication process between Government and Contractor; and reporting procedures. At a minimum, the attendees shall include key Contractor personnel, OFFICE (SAF/# or AF/#), key Government representatives, and the COR. The Contractor shall provide a Kick-Off Meeting Agenda that will include, the following.

• Introduction of personnel

• Overview of project tasks

• Review of organization (complexity)

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

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

• Discussion of draft Program Management Plan (PMP)

• Travel notification and processes

• Government-furnished information (GFI)

• Security requirements (Building access, badges, Common Access Cards (CAC))

• Analytical Support Status Accreditation (ASSA) Documentation

• Invoice procedures

• Monthly meeting dates

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

• POCs

• Roles and Responsibilities

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

• Prioritization of Contractor activities

• Any initial deliverables

• Other logistic issues

• Quality Control Plan (QCP)

• Sensitivity and protection of information

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

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

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

6.3 Transition-In Plan

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

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of key personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT-related programs, issues

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

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

6.4 Transition-Out Plan

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

The Contractor shall identify how it will coordinate with the incoming Contractor and Government personnel to transfer knowledge regarding the following:

• Project management processes

• Points of contact

• Location of technical and project management documentation

• Status of ongoing technical initiatives

• Transition of key personnel

• Schedules and milestones

• Actions required of the Government

• Coordination of IT related programs, issues

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

6.4.3 Current employees under this contract may be interviewed for possible employment by a succeeding Contractor; however, the Contractor will have the first right of refusal. The current Contractor will release any employee who chooses to be employed by a succeeding Contractor. The current Contract will assist by orienting assigned employees of the succeeding Contractor during the last 30 days of the period of this contract, if so, directed by the CO. The Government shall make available to such employees existing Government Furnished Property listed under Section V of this PWS. Items that are not accountable, such as desks, chairs, telephones, and other normal office equipment and office supplies during the orientation period, will only be transferred to the incoming Contractor if items were solely purchased by the current Contractor’s company.

6.5 Quality Control.

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

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

6.6 Emergency Operations/Mission Essential Personnel.

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

6.7 System for Award Management

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

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

Subcontractor shall fill in columns A-C then return it to the SAM helpdesk after…