DRAFT PWS for RFI - TBM and Accounting Technical Service.pdf

DRAFT

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Office of Information & Technology Information Technology Budget and Finance

ITBF TBM and Accounting Technical Enablement

Date: July 22, 2025

VA-26-00004314

PWS Version Number: 1.1

1.0 BACKGROUND

The Department of Veterans Affairs (VA), Office of Information & Technology (OIT), IT Budget and Finance (ITBF) provides leadership, resources, and financial expertise to deliver world-class IT products and services and improve end-user experience for Veterans, their families, caregivers, and survivors. Specifically, ITBF links the full IT budget process with the Department of Veterans Affairs (VA) Secretary and Chief Information Officer’s (CIO) priorities, ensuring that budgets reflect the organization’s values and support innovation and modernization. ITBF also provides budgetary expertise for IT systems and operations for VA Administrations/Staff Offices, to optimize the reach and impact of investment dollars.

The Technology Business Management (TBM) Branch, the IT Financial Management and Oversight Service (ITFMOS), and the Financial Data Management (FDM) Branch each play crucial roles within VA OIT ITBF, focusing on data integration, IT cost transparency, informed decision-making, and compliance with funding and procurement law, regulation, and policy.

Through the implementation of financial data management and data governance practices, advanced analytical models, and ensuring compliance with regulatory frameworks, these branches contribute to the following initiatives:

1. Efficiency and Accountability: By maintaining precise data management systems and robust financial models, these branches ensure that resources are allocated efficiently, and accountability is maintained at all levels of operation.

2. Increase Transparency: The TBM Model and comprehensive reporting mechanisms provide clear visibility into IT costs and resource utilization, promoting transparency in government spending.

3. Enable Data-Driven Decision Making: The analytical frameworks and data sets utilized by these branches enable informed decision-making at tactical, operational, and strategic levels, aligning with the goal of fostering a culture of data-driven governance.

The TBM Branch's responsibilities include maintaining and enhancing the TBM Cost Transparency Model, a sophisticated analytical framework that provides detailed views of IT costs through a multi-layered approach encompassing resources, functions, products, and services. This model employs standard TBM taxonomy and activity-based costing, both of which are technical methodologies requiring expertise in financial modeling, data analytics, and IT cost management. By fostering IT cost transparency and improving decision-making through data-driven insights, the TBM Branch supports the priority of promoting efficient and accountable government operations. Additionally, the integration of TBM into existing business processes and its alignment with federal frameworks further demonstrates the technical nature and strategic importance of these activities.

The Travel, Purchase Cards, and Conferences (TPC) Branch within ITFMOS provides critical oversight for the proper funding of VA IT-related acquisitions, conducting technical reviews and audits to maintain compliance with Federal Travel Regulations, Federal Acquisition Regulations, and VA Financial Policies. It communicates necessary revisions of Travel, Charge Card, and Conferences policies for VA and OIT, and works actively to reduce fraud, waste, and abuse of government funds by monitoring these programs. The branch also ensures the accurate and timely updates to the charge card program bank’s system to reflect the current hierarchy of cardholders and their status.

These activities require technical skills in financial systems, compliance auditing, and policy implementation.

The core functions of the FDM Branch involve the unification and analysis of budget and finance data across the VA Office of Information and Technology (OIT). This unification aims to provide an authoritative enterprise data source that enhances business decisions at tactical, operational, and strategic levels. The utilization of these platforms for data aggregation, analysis, and reporting requires a strong technical foundation in data science, data analytics, and database management. These technical efforts enable accurate and efficient financial planning, resource allocation, and decision-making processes.

2.0 APPLICABLE DOCUMENTS

In the performance of the tasks associated with this Performance Work Statement, the Contractor shall comply with the following:

1. 44 U.S.C. § 3541-3549, “Federal Information Security Management Act (FISMA) of 2002”

2. “Federal Information Security Modernization Act of 2014”

3. Federal Information Processing Standards (FIPS) Publication 140-2, “Security Requirements for Cryptographic Modules”

4. FIPS Pub 199. “Standards for Security Categorization of Federal Information and Information Systems,” February 2004

5. FIPS Pub 200, “Minimum Security Requirements for Federal Information and

Information Systems,” March 2006

6. FIPS Pub 201-2, “Personal Identity Verification of Federal Employees and

Contractors,” August 2013

7. 10 U.S.C. § 2224, "Defense Information Assurance Program"

8. 5 U.S.C. § 552a, as amended, “The Privacy Act of 1974”

9. Public Law 109-461, Veterans Benefits, Health Care, and Information

Technology Act of 2006, Title IX, Information Security Matters

10. 42 U.S.C. § 2000d “Title VI of the Civil Rights Act of 1964”

11. VA Directive 0710, “Personnel Security and Suitability Program,” June 4, 2010, https://www.va.gov/vapubs/index.cfm

12. VA Handbook 0710, “Personnel Security and Suitability Program,” May 2, 2016, https://www.va.gov/vapubs/index.cfm https://www.va.gov/vapubs/index.cfm https://www.va.gov/vapubs/index.cfm http://www.va.gov/vapubs

13. VA Directive and Handbook 6102, “Internet/Intranet Services,” August 5,

14. 36 C.F.R. Part 1194 “Information and Communication Technology Standards and Guidelines,” January 18, 2017

15. Office of Management and Budget (OMB) Circular A-130, “Managing Federal Information as a Strategic Resource,” July 28, 2016

16. 32 C.F.R. Part 199, “Civilian Health and Medical Program of the Uniformed Services (CHAMPUS)”

17. NIST SP 800-66 Rev. 1, “An Introductory Resource Guide for Implementing the Health Insurance Portability and Accountability Act (HIPAA) Security Rule,” October 2008

18. Sections 504 and 508 of the Rehabilitation Act (29 U.S.C. § 794d), as amended, January 18, 2017

19. Homeland Security Presidential Directive (12) (HSPD-12), August 27, 2004

20. VA Directive 6500, “VA Cybersecurity Program,” February 24, 2021

21. VA Handbook 6500, “Risk Management Framework for VA Information

Systems VA Information Security Program,” February 24, 2021

22. VA Handbook 6500.2, “Management of Breaches Involving Sensitive Personal Information (SPI),” March 12, 2019

23. VA Handbook 6500.5, “Incorporating Security and Privacy into the System Development Lifecycle,” March 22, 2010

24. VA Handbook 6500.6, “Contract Security,” March 12, 2010

25. VA Handbook 6500.8, “Information System Contingency Planning,” April 6,

26. VA Handbook 6500.10, “Mobile Device Security Policy,” February 15, 2018

27. VA Handbook 6500.11, “VA Firewall Configuration,” August 22, 2017

28. OIT Process Asset Library (PAL), https://www.va.gov/process/ . Reference

Process Maps at https://www.va.gov/process/maps.asp and Artifact templates at https://www.va.gov/process/artifacts.asp

29. One-VA Technical Reference Model (TRM) (reference at https://www.va.gov/trm/TRMHomePage.aspx)

30. VA Directive 6508, “Implementation of Privacy Threshold Analysis and Privacy Impact Assessment,” October 15, 2014

31. VA Handbook 6508.1, “Procedures for Privacy Threshold Analysis and Privacy Impact Assessment,” July 30, 2015

32. VA Handbook 6510, “VA Identity and Access Management,” January 15,

33. VA Directive and Handbook 6513, “Secure External Connections,” October 12, 2017

34. VA Directive 6300, “Records and Information Management,” September 21,

35. VA Handbook, 6300.1, “Records Management Procedures,“ March 24, 2010

36. NIST SP 800-37 Rev 2, “Risk Management Framework for Information

Systems and Organizations: A System Life Cycle Approach for Security and Privacy,” December 2018 https://www.va.gov/process/ https://www.va.gov/process/maps.asp https://www.va.gov/process/artifacts.asp https://www.va.gov/trm/TRMHomePage.aspx

37. NIST SP 800-53 Rev. 5, “Security and Privacy Controls for Federal Information Systems and Organizations,” September 23, 2020 (includes updates as of 12/10/2020)

38. VA Directive 0735, “Homeland Security Presidential Directive 12 (HSPD-12) Program,” October 26, 2015

39. VA Handbook 0735, “Homeland Security Presidential Directive 12 (HSPD-

12) Program,” March 24, 2014

40. OMB Memorandum 05-24, “Implementation of Homeland Security Presidential Directive (HSPD) 12 – Policy for a Common Identification Standard for Federal Employees and Contractors,” August 5, 2005

41. OMB Memorandum M-19-17, “Enabling Mission Delivery Through Improved Identity, Credential, and Access Management,” May 21, 2019

42. OMB Memorandum, “Guidance for Homeland Security Presidential Directive (HSPD) 12 Implementation,” May 23, 2008

43. Federal Identity, Credential, and Access Management (FICAM) Roadmap and Implementation Guidance, December 2, 2011, (NOTE: Part A of the FICAM Roadmap and Implementation Guidance, v2.0, was replaced in 2015 with an updated Architecture (https://arch.idmanagement.gov/#what-is-the-ficam-architecture)

44. NIST SP 800-116 Rev 1, “Guidelines for the Use of Personal Identity Verification (PIV) Credentials in Facility Access,“ June 2018

45. NIST SP 800-63-3, 800-63A, 800-63B, 800-63C, “Digital Identity Guidelines,” updated March 02, 2020

46. NIST SP 800-157, “Guidelines for Derived PIV Credentials,” December 2014

47. NIST SP 800-164, “Guidelines on Hardware-Rooted Security in Mobile

Devices (Draft),” October 2012

48. Draft National Institute of Standards and Technology Interagency Report

(NISTIR) 7981, “Mobile, PIV, and Authentication,” March 2014

49. VA Memorandum, VAIQ #7100147, “Continued Implementation of Homeland

Security Presidential Directive 12 (HSPD-12),” April 29, 2011 (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

50. IAM Identity Management Business Requirements Guidance document, May 2013, (reference Enterprise Architecture Section, PIV/IAM (reference https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514)

51. VA Memorandum “Personal Identity Verification (PIV) Logical Access Policy Clarification,” July 17, 2019, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4896

52. Trusted Internet Connections (TIC) 3.0 Core Guidance Documents, https://www.cisa.gov/publication/tic-30-core-guidance-documents

53. OMB Memorandum M-19-26, “Update to the Trusted Internet Connections (TIC) Initiative,” September 12, 2019

54. OMB Memorandum M-08-23, “Securing the Federal Government’s Domain Name System Infrastructure,” August 22, 2008

55. Sections 524 and 525 of the Energy Independence and Security Act of 2007, (Public Law 110–140), December 19, 2007 https://arch.idmanagement.gov/#what-is-the-ficam-architecture https://arch.idmanagement.gov/#what-is-the-ficam-architecture https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514 https://www.voa.va.gov/documentlistpublic.aspx?NodeID=514 https://www.voa.va.gov/DocumentView.aspx?DocumentID=4896 https://www.cisa.gov/publication/tic-30-core-guidance-documents

56. Section 104 of the Energy Policy Act of 2005, (Public Law 109–58), August 8, 2005

57. Executive Order 13834, “Efficient Federal Operations,” dated May 17, 2018

58. Executive Order 13221, “Energy-Efficient Standby Power Devices,” August

2, 2001

59. VA Directive 0058, “VA Green Purchasing Program,” July 19, 2013

60. VA Handbook 0058, “VA Green Purchasing Program,” July 19, 2013

61. Office of Information Security (OIS) VAIQ #7424808 Memorandum, “Remote

Access,” January 15, 2014, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

62. Clinger-Cohen Act of 1996, 40 U.S.C. §11101 and §11103

63. “Veteran Focused Integration Process (VIP) Guide 4.0,” January 2021, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4371

64. VA Memorandum “Proper Use of Email and Other Messaging Services,”

January 2, 2018, https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28

65. “DevSecOps Product Line Management Playbook” version 2.0, May 2021, https://www.voa.va.gov/DocumentView.aspx?DocumentID=4946

66. NIST SP 500-267B Revision 1, “USGv6 Profile,” November 2020

67. OMB Memorandum M-21-07, “Completing the Transition to Internet Protocol

Version 6 (IPv6),” November 19, 2020

68. Social Security Number (SSN) Fraud Prevention Act of 2017

69. Section 240 of the Consolidated Appropriations Act (CAA) 2018, March 23,

3.0 SCOPE OF WORK

The Contractor shall provide comprehensive IT cost accounting support including detailed cost modeling, optimization, benchmarking, and cost-benefit analyses. The Contractor shall categorize, map, and allocate IT financial data using the TBM taxonomy to facilitate data-driven decision-making, support cost optimization, calculate the total cost of ownership of IT products and services, and enhance visibility of IT costs to business consumers. In addition, the Contractor shall assist in maturing the TBM costing capability within the VA’s chosen TBM-modeling software, managing data integration, automating data processes, and developing reporting dashboards. The Contractor shall also create and maintain Standard Operating Procedures (SOPs) for financial processing and TBM model operations, ensuring alignment of financial reporting with regulatory standards, and supporting change management to embed TBM across the organization.

The Contractor shall also conduct quarterly financial audits to ensure compliance with federal law, regulation, and policy. The Contractor will provide detailed reports with audit findings, root causes, and recommendations for improvement. The Contractor shall also support the enhancement of internal controls and the alignment of financial practices with federal guidelines, including process and procedural development for travel, charge cards, and conferences.

https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28 https://www.voa.va.gov/DocumentView.aspx?DocumentID=4371 https://www.voa.va.gov/DocumentListPublic.aspx?NodeId=28 https://www.voa.va.gov/DocumentView.aspx?DocumentID=4946

Additionally, the Contractor shall provide robust financial data management and data governance practices, database administration and stewardship. This involves the maintenance and monitoring of data interfaces, management of data staging and loading into production environments, and resolution of help desk tickets. The Contractor shall also facilitate data audits, performance tuning, and indexing of operational databases, and sustainment for Power BI reports. The Contractor shall update technical documentation and maintain a secure website portal for Data Centralization and Business Intelligence (DCBI) operations.

The goal is to enhance the accuracy, visibility, and utility of financial data, ensuring data integrity, security, and accessibility while improving strategic decision-making and operational efficiency within the VA.

4.0 PERFORMANCE DETAILS

4.1 PERFORMANCE PERIOD

The PoP shall be a 12-month base period with two 12-month option periods.

Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

There are eleven (11) Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Under current definitions, four are set by date:

New Year's Day January 1 Juneteenth June 19 Independence Day July 4 Veterans Day November 11 Christmas Day December 25

If any of the above falls on a Saturday, then Friday shall be observed as a holiday.

Similarly, if one falls on a Sunday, then Monday shall be observed as a holiday.

The other six are set by a day of the week and month:

Martin Luther King's Birthday Third Monday in January Washington's Birthday Third Monday in February Memorial Day Last Monday in May Labor Day First Monday in September Columbus Day Second Monday in October Thanksgiving Fourth Thursday in November

4.2 PLACE OF PERFORMANCE

To be determined based on available space.

Work may be performed at remote locations with prior approval of the Program Manager (PM). The Contractor shall maintain onsite presence during normal Monday through Friday business hours. After-business-hours, emergency, and pre-approved scheduled work may be performed at remote locations with prior approval of the VA program manager as stated in this PWS.

4.3 TRAVEL

No travel is anticipated for this requirement.

5.0 SPECIFIC TASKS AND DELIVERABLES

5.1 PROJECT MANAGEMENT

5.1.1 CONTRACTOR PROJECT MANAGEMENT PLAN

The Contractor shall deliver a Contractor Project Management Plan (CPMP) that lays out the Contractor’s approach, timeline, and tools to be used in execution of the contract. The CPMP should take the form of both a narrative and graphic format that displays the schedule, milestones, risks, and resource support. The CPMP shall also include how the Contractor shall coordinate and execute planned, routine, and ad hoc data collection reporting requests as identified within the PWS. The initial baseline CPMP shall be concurred upon and updated in accordance with Section B of the contract. The Contractor shall update and maintain the VA PM approved CPMP throughout the PoP.

Deliverable:

A. Contractor Project Management Plan

5.1.2 REPORTING REQUIREMENTS

The Contractor shall provide the COR with weekly and monthly Progress Reports in electronic form in Microsoft Word and Project formats. The report shall include detailed instructions/explanations for each required data element, to ensure that data is accurate and consistent. These reports shall reflect data as of the last day of the preceding weekly and monthly.

The weekly and monthly Progress Reports shall cover all work completed during the reporting period and work planned for the subsequent reporting period. The report shall also identify any problems that arose and a description of how the problems were resolved. If problems have not been completely resolved, the Contractor shall provide an explanation including their plan and timeframe for resolving the issue. The report shall also include an itemized list of all Information and Communication Technology (ICT) deliverables and their current Section 508 conformance status. The Contractor shall monitor performance against the CPMP and report any deviations. It is expected that the Contractor will keep in communication with VA accordingly so that issues that arise are transparent to both parties to prevent escalation of outstanding issues.

Deliverable:

A. Weekly and Monthly Progress Report

5.2 TECHNOLOGY BUSINESS MANAGEMENT (TBM) AND COSTING

SUPPORT

The Contractor shall provide IT cost accounting support to the TBM Branch, including but not limited to:

• Cost Modeling. Perform the following high-level tasks, in addition to the specific tasks outlined in the TBM Cost Modeling and Analysis section below.

o Cost Categorization. Bring financial and operational data into a common, centralized framework based on an industry standard TBM taxonomy of cost categories and hierarchies. Help align OIT around a single source of costing truth based on common data and shared insights.

o Cost Mapping and Allocation. Map and allocate IT obligations, expenditures, and expenses against all layers of the TBM taxonomy using a combination of financial coding and operational data to indicate cost drivers and resource consumption. The TBM Model enables data-driven decisions around cost optimization, portfolio investment management, and increased business value and alignment.

o Total Cost of Ownership (TCO) Calculation and Analysis. Support the TBM Branch in defining Total Cost of Ownership and the calculation methodology in the TBM Cost Model. Calculate the full cost of IT products and services, to include cost categories such as direct, indirect, and overhead.

o Showback. Provide business consumers visibility into IT costs without directly charging them; communicate IT costs in the language the business understands.

• Cost Optimization. Identify opportunities for reducing IT costs, such as through adjusting infrastructure footprint, cloud vs. on prem hosting analysis and recommendations, application rationalization, consolidating platforms, vendor renegotiations, etc.

• Cost-Benefit Analysis. Evaluate IT Investments by comparing their costs with expected benefits, ensuring that IT spend is aligned with business value and prioritized outcomes.

• IT Cost Benchmarking. Compare VA’s IT costs against industry benchmarks and federal government-wide benchmarks to identify areas where cost may be higher or lower than average.

• Unit Costing / Cost Pers. Develop cost per tools for OIT Service Lines to capture the unit costing of certain IT workloads and functions, such as: IT Cost per User, Cost per Ticket, Cost per Site Activation, Cost per Monitoring/Telemetry, etc.

5.2.1 TBM COST MODELING AND ANALYSIS

The Contractor shall manage and help mature the TBM costing capability in the TBM-specific software solution selected by VA. The Contractor shall provide individuals certified in TBM, with training and relevant job experience in VA’s selected data extraction, transformation, and load (ETL) tool (currently, Alteryx) and VA’s selected TBM modeling software (currently, Apptio) to complete the tasks outlined below.

The Contractor shall assist OIT in the following activities necessary to maintaining a TBM Cost Modeling capability:

TBM Sustainment / Financials Processing and Cost Modeling Execution

1. Design and monitor role-based access privileges for the TBM Model.

2. Coordinate with the vendor to ensure the installation of TBM Model software updates.

3. Coordinate with the vendor to ensure the TBM Modeling software is addressing

Section 508 requirements.

4. Liaise with the Financial Data Management team for data management requirements necessary for new and existing financial and operational data sets.

5. Import, validate, and maintain multiple financial and operational data sets in the

TBM Model; gather new financial and/or operational data for inclusion in TBM Model as data becomes available and where relevant to TBM reporting and model enhancement.

6. Execute the monthly ETL and TBM Model processes needed to push new data into production. Includes extracting, transforming, and loading new financial and operational data each month and validating the model for "fall out" or other issues that may impact accuracy or usability.

7. Review and analyze all data in TBM Model to determine data availability, quality, and any potential TBM reporting gaps.

TBM Model Development & Reporting

1. Develop long-term recommendations on how to mature the VA’s TBM capability, including model design, model implementation, and data maturation.

2. Pursue automated financial and operational data intake and data mapping as part of the ETL and modeling processes.

3. Build and disseminate TBM Model reporting dashboards and ad-hoc reports as needed to satisfy OIT stakeholder requirements.

4. Ensure that reported obligation totals align with monthly Congressional Monthly Execution Report (CMER) and the monthly SF-133, and that annual fiscal year expenses tie out to the Statement of Net Costs (SNC).

5. Analyze model data to identify information that provides consumable, defensible, and actionable information to the organization that will help inform decision making.

TBM Cost Modeling and Analysis Deliverables

1. Prepare and maintain a TBM Financials Processing Standard Operating Procedure (SOP) deliverable that provides information on the methods the TBM Branch applies to extract, transform, and load VA OIT financial data into the TBM Model. Also included in this SOP is an overview of the process to reconcile OIT financial data to external reporting. This document is designed to serve as a technical manual to guide readers through the step-by-step process of extracting, transforming, and loading OIT Financial Data into the TBM Cost Model. The Financials Processing SOP deliverable should be considered a desk manual that anyone with requisite tool training could use to execute the monthly financials processing tasks.

2. Prepare and maintain a TBM Model Run Standard Operating Procedure (SOP) that gives a detailed description of each step required to update the TBM Model for a new period of time. This document is designed to serve as a technical manual to guide readers step-by-step through processes to update data related to financials, tickets, labor, VASIs, etc. The TBM Model Run SOP deliverable should be considered a desk manual that anyone with requisite tool training could use to execute the monthly model run tasks.

3. Prepare and maintain TBM Model Driver Documentation that provides a comprehensive overview of the drivers used to enable costs to flow between model objects for a successful and accurate TBM Model. Its purpose is to educate and answer common questions for owners and operators as well as new OIT staff or other interested parties.

4. Prepare and maintain a TBM Model Report and User Guide that will outline and highlight the functionalities of TBM Model reporting. Ideally, the TBM Model Report and User Guide should employ a format that is as interactive as possible for a modern user experience.

5. Prepare and maintain a TBM Data Set Hierarchy and Entity Relationship Diagram (ERD) that will contain detail on all TBM Model tables, table relationships, table attributes, and data sources of each attribute. The ERD is a graphical representation that depicts the relationships that exist between the TBM Model’s tables and data as indicated in the Data Set Hierarchy. This document will provide a consolidated and searchable reference for understanding the impact of incorporating new and improved data elements into the TBM Model and impact of modifications to current tables in the TBM Model software.

Deliverables:

A. TBM Financials Processing Standard Operating Procedure (SOP) B. TBM Model Run Standard Operating Procedure (SOP) C. TBM Model Driver Documentation D. TBM Model Report and User Guide E. TBM Data Set Hierarchy and Entity Relationship Diagram (ERD)

5.2.2 TBM INTEGRATION AND OPERATIONALIZATION

The Contractor shall assist OIT in the following activities necessary for framework integration, process integration, technical/systems integration, and operationalization of TBM cost reporting and analysis across OIT and VA.

TBM Use Cases and Operationalization

1. Conduct regular TBM reviews with Service Lines to ensure all OIT stakeholders understand the TBM Model data structure, mappings, allocation methodologies, and reporting in order to properly document and communicate this information within and outside OIT. Pursue special projects in support of specific OIT Service Line use cases.

2. Develop TBM related training materials for use by the TBM Branch.

Training scope includes TBM summaries and overviews as well as more detailed training on how to use TBM effectively and how the TBM Model is constructed (distill the allocation methodologies, data mappings, and data processing logic into layman’s terms).

3. Perform change management support activities to increase TBM acceptance throughout OIT and move the organization to a more data driven culture.

Integrate / Framework and Process Integration

1. Support cross-functional collaboration between Finance teams, IT teams, and the VA Administrations and Staff Offices. Leverage the TBM framework to create a common language and structure for capturing and communicating IT cost to the business.

2. Ensure current and future budget and accounting processes map to TBM, and partner with the appropriate IT Budget and Finance and financial system counterparts to achieve this goal.

3. Blend the TBM Taxonomy with other frameworks used across VA and the federal government to maintain a cohesive reporting structure such as supporting the CFO of IT in developing a TBM-based Single Taxonomy IT budget structure that will enable more consistent, stable, and stakeholder-friendly reporting and insights.

4. Support the alignment of the performance management structure against the budget structure so the IT budget is managed with a focus on driving strategic business outcomes. Embed TBM alignment into domain system for performance management.

Integrate / Technical Integration

1. Embed TBM alignment into the financial system of record, the Integrated

Financial Management and Acquisition Systems (iFAMS). Assist the

Government in championing and reinforcing an iFAMS coding structure that supports an automated, coding-driven assignment of OIT financials

(budget, commitments, obligations, expenditures, and expenses) to TBM data elements such as Solutions, Towers, and Cost Pools. Provide training to iFAMS users around how to select the appropriate iFAMS codes, evaluate accuracy of coding selections on iFAMS documents, and submit iFAMS tickets to correct coding errors as needed.

2. Embed TBM alignment into the domain system for enterprise architecture, the VA Enterprise Architecture Repository (VEAR), and the VA Systems

Inventory (VASI). Partner with Enterprise Architecture to map all VA

Systems Inventory (VASI) applications to the TBM taxonomy.

3. Partner with the OIT Office of People Science (OPS) and HR SMART to integrate and automate the alignment of positions to iFAMS Activity Codes and TBM Towers/Sub-Towers into the HR system of record and OIT’s

Position Management Database (PMD).

4. Pursue the integration of the TBM taxonomy into operational systems and data sets, including but not limited to: Service Desk tickets, Configuration

Management Database (CMDB) configuration items, Hardware asset management (HAM), Software Asset Management (SAM), Server inventories, Storage inventories, and the VA Enterprise Cloud (VAEC) environment.

TBM Integration and Operationalization Deliverables

1. Develop and help implement a TBM Concept of Operations (CONOPS), Costing Methodology, and Communications Plan that documents the composition of OIT’s TBM Branch; its internal team roles & responsibilities; functions and activities; mission and vision; standards, guidance and mandates; various working groups with internal and external stakeholders, stakeholder analysis and use cases, and an analysis of current data dependencies and data issues by stakeholder; and modeling software, source systems, system impacts and benefits. The TBM

CONOPS must interpret and explain how the TBM Taxonomy and TBM

Model align to OIT and business partner organizations. The CONOPS deliverable would contain the TBM costing methodology that describes in detail the way the TBM Cost Transparency Model allocates costs and resource consumption from their sources to their uses at each layer of the

TBM Taxonomy (Cost Pools, IT Towers, Products and Services, and

Business Units). The CONOPS deliverable should also provide an overview of the TBM Communications strategy, to include mechanisms for communication, TBM knowledge management processes. The CONOPS deliverable can reference the TBM Roadmap/Implementation Plan as needed.

2. Prepare and maintain a multi-part TBM Roadmap/Implementation Plan deliverable that provides: a high-level description of TBM tasks by initiative, a description of each task, and when each task is scheduled to take place; a risk register that defines the various risks to the TBM implementation, including their impact and probability; and finally a TBM

Progression Plan that defines each TBM Maturity Level and assesses where VA OIT is in its TBM maturity.

A. TBM CONOPS, Costing Methodology, and Communications Plan B. TBM Roadmap/Implementation Plan

5.3 OFFICE OF IT FINANCIAL MANAGEMENT AND OVERSIGHT SERVICE

(ITFMOS)

The Contractor shall assist IT Financial Management Oversight Service (ITFMOS) to identify best practices and ensure compliance with federal guidelines that govern accounting operations. Engage in the following activities to inform ITFMOS on process updates and improvements:

Research, identify, and qualify methods for enhancing internal controls over financial transactions through the use of SOPs and iFAMS announcements.

Research policies, regulations, accounting standards, and pronouncements to assist

ITFMOS in resolving complex accounting issues, questions, and findings.

Review and promote current or upcoming iFAMS processes to identify and document needed changes as part of oversight responsibilities.

Assist or provide performance metrics in support of the new ITFMOS Financial

Management Review and Reconciliation Guide to help ensure they are accomplished accurately and in line with Policy. Analysis, reporting events, presentations, outcomes, results, and conclusions are directed to ITFMOS

Supervisor.

The Contractor shall, as requested, gather and compile quantitative results that VA may use to update financial policy, accounting standards, audit readiness procedures, OIT financial management practices, business processes, and internal control guidelines.

5.3.1 FINANCIAL OFFICE AUDITS

The Contractor shall perform financial audits to assess the program to ensure compliance with Federal Law Federal Managers Financial Integrity Act (FMFIA) and

OMB Circular A-123.

The Contractor shall:

Perform data analysis and reporting, process and procedural development for travel, charge cards, and conferences. Extracting data, from VA, E-Gov Travel System, servicing bank’s Electronic Access System (EAS), and other databases from federal agencies for preparing and providing reporting and analysis. To include:

Develop reliable financial reporting to show travel and charge card transaction compliance with federal regulations. Reports to include written analysis of non-compliance and how compliance can be improved.

Adhering to Federal Law Federal Managers Financial Integrity Act (FMFIA), OMB

Circular A-123, and the Payment Integrity Information Act of 2019, the Contractor shall assist the IT Financial Management Team by performing monthly compliance reviews/audits of the OIT Travel, Charge Card Programs and quarterly compliance reviews/audits of OIT Conferences. The reviews/audit shall consist of transactions captured in internal and external electronic systems used by the Agency for travel, charge card programs and conference. For each charge card program, the audit shall consist of a sample size of 10% of total transactions for each program.

Stratified random samples will be selected from transactions across OIT. . The quarterly OIT Conference audit shall consist of all conferences completed during the prior quarter. The Contractor will perform the audits under the guidelines of the

Federal Acquisition Regulation (FAR), Federal Travel Regulation (FTR), OMB

Circular A-123, VA Financial Policy and other applicable laws and regulations. The contractor will provide a detailed /report consisting of timeline, audit procedures, attributes to be tested and other applicable information at the beginning of each year. The contractor will provide audit findings, root causes and recommendations for improvement for each organization at the completion of each audit. The contractor will also assist in establishing corrective action plans. The contractor shall complete performance audits and deliver final audit reports within 30 days following the end of the month. The contractor shall conduct performance audits according to the following time periods:

Monthly analysis progress report

Annual compliance reviews/audit plan/timeline

Monthly compliance review/audit findings, root causes and recommendations for OIT

Charge Card Programs

Quarterly review/audit findings, root causes and recommendations for Conferences

Program.

A. Audit plan/timeline (initial due at the beginning of the fiscal year and quarterly status updates)

B. Monthly Performance Audits, Audit Report, Recommendations, and Corrective

Action Plans

5.4 FINANCIAL DATA MANAGEMENT SUPPORT

The Contractor shall provide support by assisting in developing, and executing plans, enhancing the value of data and information assets throughout their lifecycles. The Contractor shall understand and facilitate the information needs of TBM and ITFMOS, build solutions to capture, store, protect, share and enhance the integrity and reliability of data assets, and enhance the quality of data and information. The Contractor shall identify gaps in needed vs. captured data, enable the process to enforce privacy and confidentiality of TBM and ITFMOS data, and establish procedures to prevent unauthorized or inappropriate access, manipulation, or use of data. Additionally, the Contractor shall leverage a standardized master data catalog for TBM and ITFMOS operations.

The Contractor shall complete the planning, monitoring, and maintenance of data assets provided by Data Centralization and Business Intelligence (DCBI) team and provide a maintenance log.

Maintenance and monitoring of existing SSIS-based data interfaces across varied schedules.

Management of data staging and loading into production environments.

Coordination and resolution of help desk tickets (Levels 1–3) and access provisioning

Facilitate quarterly data access certification audits.

Facilitation of Change Control Board (CCB) meetings and management of Change

Requests (CRs).

Performance tuning and indexing of operational databases.

Troubleshooting and sustainment for Power BI reports and scheduled refreshes.

Updates to existing interfaces based on upstream system changes.

Maintenance of technical documentation: Interface Control Document (ICD)s, Data

Flow Diagram (DFD)s, Entity Relationship Diagram (ERD)s, Standard Operating

Procedure (SOP)s, Center of Excellency (CoE) documentation that includes best practices, code standards, research, support, and training materials.

10. Facilitate financial transaction research and non-IT funding audit reviews.

11.Implementing new data sources (up to five per year)

12. Facilitate updates to the DCBI Products backlog.

Additionally, the Contractor shall establish and monitor data quality control, maintain a secure website portal for DCBI, and ensure the integrity of DCBI Corporate Data

Warehouse artifacts.

A. SSIS projects updates and maintenance log

B. Documentation updates and maintenance log as defined in section 5.4 itemized list