Enterprise Financial Services II Statement of Work (SOW).pdf

SIR No. TBD

Federal Aviation Administration Enterprise Financial Services II

Statement of Work (SOW)

SECTION C- STATEMENT OF WORK

C.1 INTRODUCTION AND OVERVIEW

C.1.1 BACKGROUND

The Federal Aviation Administration (FAA) is a regulatory entity within the Department of Transportation (DOT) whose mission is to provide the safest, most efficient aerospace system in the world. As an agency, the FAA is continuously striving to reach the next level of safety, efficiency, environmental responsibility, and global leadership in aviation.

The Enterprise Financial Services (EFS) Program is part of the FAA’s effort to implement holistic solutions to the challenges of federal financial management. The EFS II contracts are a part of that program, and support the FAA’s need to systematically plan, implement, and monitor the efficacy of its budget and financial operations.

C.1.2 OBJECTIVE

The purpose of the EFS II is to ensure that the FAA and DOT have access to the resources necessary to carry out financial/ budget/administrative operations and to ensure the efficacy of those operations. The goal is to have contracts that integrate planning, operations, and performance management. This will speed up access to required services and provide access to the best-in-class resources at a reasonable cost. The FAA plans to have the Contractor provide professional support services. The Contractor will provide guidance to their employees who have specialized knowledge, skills, and other technical abilities on how best to assist the FAA. However, neither the Contractor nor their employees will be performing any inherently governmental functions.

C.1.3 ENVIRONMENT

C.1.3.1 CURRENT BUSINESS ENVIRONMENT

The Office of Financial Services (ABA) is responsible for managing FAA’s budget, overseeing appropriations, and developing workforce plans. ABA leads the agency in providing responsible solutions and management oversight to ensure financial accountability and operations efficiency.

However, stewardship of the FAA’s financial resources is a partnership between ABA and FAA Program Offices. ABA is responsible for integrating timely and accurate cost and financial information into the agency's business processes. Corporate and Line-of-Business (LOB) offices must rely on that information to make data-based decisions.

In the federal environment, a combination of regulation, policy, case law, and business practice drive finance and budget operations. An interrelated web of laws, rules, DOT policy, and internal policies govern how FAA requests money, spends money, tracks those expenditures, and ensure that those expenditures are in the public interest. The authorities listed below are critical pieces of the web. However, the EFS II requirement is to ensure compliance with all applicable regulations and policy.

C.1.3.1.1 BUDGET AND FINANCIAL OPERATIONS

The legal framework for FAA’s budget and financial operations can be found in the Budget and Accounting Act of 1921, the Government Performance and Results Act (GRPA) of 1993, the GPRA

Modernization Act of 2010, and other related legislation in Title 31, United States Code Chapter 11 (The Budget and Fiscal Budget and Program Information). OMB Circular A-11 (Preparation, Submission and Execution of the Budget), which is updated annually, implements these laws.

C.1.3.1.2 INTERNAL CONTROLS

The FAA is subject to the requirements set forth in the Office of Management and Budget (OMB) Circular A-123 and the Federal Managers Financial Integrity Act of 1982 (FMFIA). The OMB Circular A-123 requires that every executive agency establish, assess, correct, and report on its internal controls. This mandate is meant to ensure accountability and to improve the effectiveness of federal programs and operations. FMFIA requires that every executive agency establish internal accounting and administrative controls in accordance with the standards prescribed by the Comptroller General. The Act also requires an annual assessment and report on controls related to financial management systems.

The FAA is also subject to the Payment Integrity Information Act of 2019 (PIIA). (PIIA) seeks to reduce improper payments, which are defined as payments to the wrong entity, in the wrong amount and/or for the wrong reason. (PIIA) requires that agencies conduct risk assessments, identify high-occurrence programs, and measure improper payments in those programs. Agencies must also conduct recovery audits to recover improperly dispersed funds and may use the recovered funds for a variety of purposes.

C.1.3.1.3 MANAGEMENT CONTROLS

In addition to budget and financial controls, the FAA must comply with legislative and regulatory requirements related to other types of management controls.

The Capital Planning and Investment Control (CPIC) process is a long-established management control in the federal IT environment. OMB Circular A-130: https://www.cio.gov/policies-and-priorities/circular-a-130 , which implements the Clinger Cohen Act 40 U.S.C. §11101 et seq lays out the framework for the CPIC process. CPIC is a three-part process and requires agencies -including FAA - to select, control and evaluate IT investments. Creating and maintaining Capital Asset Plans (Exhibit 300s: Section 300—Planning, Budgeting, Acquisition, and Management of Capital Assets) for all major investments is a critical element of the CPIC process. A mature CPIC process increases an agency’s capability to achieve mission, aligns proposed initiatives with IT strategic goals, supports Enterprise Architecture efforts, measures performance benefits against dollars invested and potential risks, and creates a protocol for setting IT priorities and aligning IT resources based on those priorities.

C.1.4 SCOPE

The scope of this contract includes the complete range of services - as described in the work areas below - necessary for the FAA to support its financial, budget, and management-related activities.

Specific exclusions (e.g. software development services or custom configuration of COTS software products) are noted within work areas. This is an agency-wide contract, and services in support of any FAA Office are in scope of this contract. Additionally, any office within DOT may order work within the scope of this contract to support their own financial, budget, and https://www.cio.gov/policies-and-priorities/circular-a-130 https://www.cio.gov/policies-and-priorities/circular-a-130 https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_300_a-b_20110715.pdf https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_300_a-b_20110715.pdf management related activities. The authority for DOT to place orders against the contract is in accordance with the Economy Act (31 U.S.C. § 1535). The Economy Act (31 U.S.C. § 1535) authorizes federal agencies to purchase goods or services from other federal agencies or major organizational units, fostering efficiency and cost-sharing.

C.2 REQUIREMENTS

C.2.1 IT ACCESSIBILITY

Revised Section 508 Standards (2017), aligned with WCAG 2.0 Level AA, as amended by the Workforce Investment Act of 1998, requires that all electronic and information technology (EIT) products and services developed, acquired, maintained, or used under this contract comply with the “Electronic and Information Technology Accessibility Provisions” set forth by the Architectural and Transportation Barriers Compliance Board (also referred to as the “Access Board”) in 36 CFR part 1194.

Information about Section 508 is available at http://www.section508.gov/. This contract incorporates the following standards:

• 1194.22 – Web based intranet and internet information and applications.

• 1194.31 – Functional performance criteria.

• 1194.41 – Information, documentation, and support.

The Contractor must ensure that all EIT delivered under this contract meets the applicable accessibility standards at 36 CFR 1194, unless an agency exception to this requirement exists. 36 CFR 1194 implements Section 508 of the Rehabilitation Act of 1973, as amended, and is viewable at http://www.access-board.gov.

C.2.2 IT SECURITY STANDARDS

The Contractor must ensure compliance with all applicable IT security standards. These include, but are not limited to:

• NIST SP 800-53 Rev. 5 (2020) https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-53r5.pdf

• NIST SP 800-37 Rev. 2 (2018) https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-37r2.pdf

C.3 WORK AREAS

C.3.1 WORK AREA 1 - POLICIES AND PROCESSES

As tasked, the Contractor must support FAA personnel in creating and maintaining finance and budget-related policies and standard operating procedures (SOPs). The objective of this work area is to ensure that FAA Program Offices’ finance and budget-related policies, procedures and business processes are current, accessible and align with Government, DOT, and FAA standards, are consistent with industry best practices, and support mission performance. This includes but is http://www.section508.gov/ http://www.access-board.gov/ https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-53r5.pdf https://nvlpubs.nist.gov/nistpubs/SpecialPublications/NIST.SP.800-37r2.pdf not limited to:

C.3.1.1 IDENTIFYING THE NEED FOR POLICIES AND STANDARD OPERATING PROCEDURES

(SOPS)

As tasked, the Contractor must support the FAA in identifying the need for policies and SOPs.

Specific activities include, without limitation:

C.3.1.2 PERFORMING PROCESS ASSESSMENTS

As tasked, the Contractor must perform process assessments. This may involve gathering data from a variety of sources using a variety of methodologies. These methodologies could include stakeholder interviews and reviews of existing documentation. This work area includes the development of artifacts (e.g. reports and briefings) necessary to communicate findings.

C.3.1.3 IDENTIFYING AND DOCUMENTING PROCESS GAPS

As tasked, the Contractor must identify and document process gaps and developing related artifacts (e.g. reports, briefings, process maps). In order to do this, the Contractor may be tasked with benchmarking existing business processes against outside standards. Specific activities in this work area could include, without limitation, the following:

• Researching statutory requirements.

• Reviewing industry standards and best practices.

• Surveying other program offices and agencies.

C.3.1.4 DRAFTING POLICY DOCUMENTS/SOPS

As tasked, the Contractor must assist FAA personnel in drafting financial policy documents and SOPs. Personnel will not perform inherently Governmental functions. Specific activities in this work area include, without limitation, the following:

• Obtaining FAA approval of the “to-be” state.

• Drafting policy documents/SOPs designed to attain the “to-be” state. The Contractor must ensure that policy documents/SOPs are written in accordance with applicable FAA templates and standards.

• Coordinating reviews and supporting FAA personnel in obtaining requisite approvals and disseminating or posting the approved documents.

C.3.1.5 PLANNING FOR IMPLEMENTATION OF POLICY DOCUMENTS/SOPS

As tasked, the Contractor must support the FAA in planning for the implementation of policy documents/SOPs. This includes creating and implementing training plans and creating and implementing communication plans. This work area includes the development of artifacts (e.g.

training materials, newsletters, wikis, and web pages) necessary to implement the plans. The complexity of the implementation process will vary with the scope and visibility of the policy documents/SOPs.

C.3.1.6 MANAGING POLICY DOCUMENTS

As tasked, the Contractor must support FAA in managing policy documents. This includes developing taxonomies, repositories (e.g. KSN sites) and document management plans. This work area also includes activities related to version control and archiving documents.

C.3.1.7 CONDUCTING PERIODIC REVIEWS OF POLICY DOCUMENTS

As tasked, the Contractor must conduct periodic reviews and updates of policy documents to ensure consistency with actual work practices, regulatory changes, and IT system updates. This work area includes the development of artifacts (e.g. reports and briefings) necessary to communicate findings.

C.3.2 WORK AREA 2 - INTERNAL CONTROLS

As tasked, the Contractor must perform support activities related to internal controls. This work area includes the type of support services necessary to ensure robust management controls, effective and efficient financial operations, reliable financial reports and statements, and compliance with applicable laws and guidance. The objective of this task area is to ensure that FAA receives an “unqualified” opinion on its financial statements and that no auditing entity identifies any material weaknesses in those statements. This includes but is not limited to:

C.3.2.1 ASSESSING EXISTING INTERNAL CONTROLS

As tasked, the Contractor must support the FAA in assessing its existing internal controls. This includes, without limitation:

C.3.2.1.1 PLANNING FOR TESTING

As tasked, the Contractor must support the FAA in determining what controls to test. FAA may also require the Contractor to develop test plans and design sampling techniques that allow for meaningful analysis. Other activities within scope of this work area include supporting FAA personnel in gathering relevant data from components (Program Office) and reviewing component submissions to ensure completeness.

C.3.2.1.2 TESTING AND ANALYSIS

As tasked, the Contractor must compare the data gathered to existing controls and analyze the data to identify deficiencies. Upon completion of testing, the Contractor must draft reports and create presentations on the findings.

C.3.2.2 REMEDIATING OPEN DEFICIENCIES

As tasked, the Contractor must support FAA in addressing deficiencies identified during the audit process. Specific activities in this work area include, without limitation, the following:

• Providing expert guidance on best practices.

• Developing corrective action plans.

• Implementing corrective action plans.

• Monitoring compliance with corrective action plans.

• Drafting standard operating procedures and policies (see Section C.3.1).

• Developing reports.

C.3.3 WORK AREA 3 - PROGRAM AND PROJECT MANAGEMENT

As tasked, the Contractor must support FAA in managing programs and projects that pertain to financial and budget operations. The objective of this work area is to ensure that FAA’s programs and projects are managed in a cohesive manner, consistent with Program Management Institute (PMI) or Federal Certification in Contracting (FAC-C) standards, federal law and OMB guidance, and with FAA processes and toolsets, to obtain high-quality outputs on schedule and within budget.

This includes but is not limited to:

C.3.3.1 MANAGING PROGRAMS

As tasked the Contractor must assist FAA personnel in performing program management functions. A program is a portfolio of related projects and ongoing operations. Program management functions include, without limitation, the following activities:

C.3.3.1.1 GOVERNANCE

As tasked, the Contractor must support program governance activities. Program governance activities allow for consistency in practices across projects and the creation of a framework for continuous improvement of ongoing operations. These activities also allow the FAA and DOT components to ensure that program funds disbursed to other entities are used in accordance with federal law and OMB guidance. Specific activities include, without limitation, the following:

• Identifying stakeholders.

• Establishing practices for stakeholder engagement. This could include scheduling and supporting meetings, and developing charters and delegations of authority.

• Establishing work processes across the program (e.g. risk management processes, reporting processes, financial management processes) and developing the artifacts (e.g. plans, schedules, SOPs) necessary to support those work processes.

• Establishing performance metrics and methods of tracking those metrics. This could include supporting FAA oversight of recipients of program funds by planning audit activities, gathering and analyzing documentation, and reporting findings to FAA personnel for review and determination of compliance with federal law and OMB guidance..

C.3.3.1.2 PLANNING

As tasked, the Contractor must support program planning activities. Program planning activities allow for an integrated visualization of key program deliverables and outputs and for managing dependencies between projects. Specific activities in this include, without limitation, the following:

• Developing and maintaining program plans.

• Developing and maintaining program schedules.

• Developing and maintaining benefits dependency networks.

• Developing and maintaining program budgets.

C.3.3.1.3 EXECUTION

As tasked, the Contractor must support program execution activities. This includes tracking progress, creating progress reports, coordinating the review/approval of work packages, and updating risk and financial management documentation.

C.3.3.2 MANAGING PROJECTS

As tasked, the Contractor must assist FAA personnel in performing project management functions throughout the project lifecycle. A project is a planned set of interrelated tasks and activities designed to achieve a particular outcome. The type and number of project management activities and artifacts vary with the complexity, dollar value and visibility of the project. Managing projects includes, without limitation, the following activities:

C.3.3.2.1 INITIATING PROJECTS

As tasked, the Contractor must perform project initiation functions. Project initiation is the process of defining and obtaining authorization for a project. Specific activities include, without limitation, the following:

• Identifying stakeholders, facilitating meetings with stakeholders, and creating a stakeholder management strategy.

• Drafting business cases and feasibility studies.

• Drafting the project charter.

C.3.3.2.2 PLANNING PROJECTS

As tasked, the Contractor must perform project planning functions. Specific activities include, without limitation, the following:

• Developing the project management plan, including all supporting plans (e.g. risk management plan, communication management plan, requirements management plan, quality management plan etc.).

• Developing the risk register.

• Developing the work breakdown structure (WBS) and integrated master schedule.

C.3.3.2.3 EXECUTING PROJECTS

As tasked, the Contractor must support FAA personnel in project execution functions. Specific activities include, without limitation, the following:

• Conducting status meetings and generating project reports.

• Coordinating the inspection and acceptance of project deliverables.

• Performing quality assurance activities in accordance with the quality management plan.

• Updating the project schedule and management plans.

C.3.3.2.4 MONITORING AND CONTROLLING PROJECTS

As tasked, the Contractor must perform project monitoring and control throughout the project lifecycle. Project management and control includes collecting data and measuring that data against established metrics to ensure that the project activities are within scope, on time, and on budget.

This includes the generation of artifacts (e.g. data, reports, scorecards, presentations) necessary to measure and report on project performance.

C.3.3.2.5 CLOSING PROJECTS

As tasked, the Contractor must support FAA personnel in performing project closeout functions.

Closing a project requires transfer of the project outputs and/or system operation to the requiring organization. It also requires the generation of an archive of project documents and data and documenting lessons learned. This includes the generation of artifacts (e.g. reports, run books, databases and/or file hierarchies, presentations) necessary to document project closure.

C.3.4 WORK AREA 4 - DAY-TO-DAY OPERATIONS

C.3.4.1 BUDGET OPERATIONS

As tasked, the Contractor must provide support services to FAA’s Office of Budget and Programs and FAA program offices throughout the budget formulation and execution processes. This includes the type of activities necessary to ensure timely submissions in accordance with applicable laws and guidance (i.e. OMB Circular A-11). This work area includes but is not limited to the following functions:

C.3.4.1.1 BUDGET PLANNING AND FORMULATION

As tasked, the Contractor must support the entire annual budget formulation cycle and ongoing budget planning activities.

C.3.4.1.1.1 ANNUAL BUDGET FORMULATION

As tasked, the Contractor must perform activities in support of the annual budget formulation process, including, without limitation:

• Supporting the Office of Budget and Programs in developing planning targets.

• Populating budget tools and models such as spreadsheets.

• Developing budget proposals including baseline and alternative proposals. This includes generating estimates, drafting the proposals, and supporting documentation (e.g. impact statements, analysis documents, briefing papers, justifications).

• Preparing “white sheets” for Facilities and Equipment (F&E) and Research, Engineering, and Development (RE&D) projects.

• Updating budget narratives and budget exhibits (OMB Exhibit 53: Information Technology and E-Government , OMB Exhibit 54: Rental Payments for Space and Land, OMB Exhibit 300: Planning, Budgeting, Acquisition, and Management of Capital Assets).

Supporting FAA personnel in developing rebuttals to budget figures suggested by OMB and Congress. This includes performing analysis, drafting justification documents, and revising documents for FAA review and approval prior to submission.

C.3.4.1.1.2 ONGOING BUDGET PLANNING ACTIVITIES

As tasked, the Contractor must support ongoing budget planning activities, including, without limitation:

• Formulating draft Spend Plans for organizational elements.

• Developing obligation plans by project or functional element based upon the corresponding

Spend Plan(s).

• Responding to budget inquiries.

• Participating in or conducting budget meetings including Capital Investment Team (CIT) reviews.

• Maintaining budget history for prior years and tracking the base level of funding for all programs and projects.

• Generating and inputting data into FAA financial management processes and tools

• Consulting on budget tools and models, e.g.:

o Researching and recommending tools.

o Supporting the implementation of tools.

o Developing special budget controls https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_53-a-b_20110805.pdf https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_53-a-b_20110805.pdf https://georgewbush-whitehouse.archives.gov/omb/circulars/a11/current_year/s54.pdf https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_300_a-b_20110715.pdf https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_300_a-b_20110715.pdf https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fy13_guidance_for_exhibit_300_a-b_20110715.pdf

C.3.4.1.2 BUDGET EXECUTION

As tasked, the Contractor must perform budget execution functions for single and multiyear programming. Specific activities include, without limitation, the following:

• Developing allowances and entering allowances into FAA financial systems.

• Estimating and tracking outlays using OMB systems and FAA financial systems.

• Preparing monthly Status of Funds memorandum. This includes generating supporting analyses and reports (e.g. SF 133, Report on Budget Execution and Budgetary Resources) and entering these analyses and reports into the appropriate systems of record.

• Conducting monthly reconciliation between program offices’ record systems and the official financial system of record for FAA and analyzing those finding. If the reconciliation reveals errors or discrepancies, the Contractor must support FAA personnel in taking actions ensure that the official record is correct.

• Drafting scorecard reports, including but not limited to the Performance and Accountability Report (PAR). This includes the generation and collection of data necessary to support the reports.

• Preparing policies and (SOPs) related to budgetary matters (see Section C.3.1).

• Developing allotment and apportionment estimates and re-apportionment estimates.

This includes the generation and collection of data necessary to support the estimates.

C.3.4.1.3 REIMBURSABLE AGREEMENTS

As tasked, the Contractor must support activities related to the formation, execution and administration of reimbursable agreements. Specific activities include, without limitation, the following:

• Supporting budget execution activities related to reimbursable agreements (see section C.3.1.4.2)

• Researching and drafting guidance on reimbursable agreements

• Developing and delivering training on systems and processes related to reimbursable agreements (see Section C.3.6)

• Generating, collecting, analyzing, reconciling and reporting data on projects funded via reimbursable agreements

C.3.4.2 FINANCIAL AND ACCOUNTING OPERATIONS

As tasked, the Contractor must support the FAA’s day-to-day financial and accounting operations.

The objective is to ensure that payments and financial obligations are recorded and satisfied timely and that FAA program offices have accurate financial data to use in managing programs and operations efficiently and cost effectively. Specific activities include, without limitation, the following:

• Providing summary reports and ad hoc updates on funding allocations, obligations, expenditures, funds remaining, and projected shortfalls/surpluses for each functional area, Detailed Obligation Plan (DOP), and Service Area (as applicable).

• Designing, testing and implementing queries for financial databases for management reporting purposes.

• Recording obligations and disbursements for financial agreements (e.g. contracts, grants, reimbursable agreements) in accordance with the Prompt Payment Act.

• Tracking quarterly spend plans, developing estimate-to-complete (ETC) projections, forecasting the required funding profiles, and supporting the end of Fiscal Year closeout for FAA programs.

• Tracking expenditures by DOP to the level of Work Breakdown Structure (WBS) elements.

• Monitoring, tracking, and reconciling all funds received and expensed to the level of individual FAA accounting codes.

• Preparing financial statements and reports.

C.3.4.3 HUMAN CAPITAL MANAGEMENT

As tasked, the Contractor must support FAA in its human capital management efforts. The objective is to align staffing levels and workforce competencies with FAA’s mission and operational mandates by using evidence-based workforce development and performance management strategies. This includes, without limitation, the following:

C.3.4.3.1 WORKFORCE ANALYSIS AND MANAGEMENT

As tasked, the Contractor must assess current FAA staffing levels and analyze the impact of legislative mandates and workforce trends on FAA. Workforce analysis and modeling augments FAA’s ability to avoid human resources surpluses and shortages and ensures efficient staffing.

Specific activities in include, without limitation, the following:

• Developing and updating workload analysis and projection tools or staffing models.

• Forecasting human resource needs and developing business cases and workforce plans accordingly.

• Supporting the development and implementation of business analysis tools that will enable

FAA to manage schedules and staffing levels for efficiency.

• Recommending strategies to close resource gaps.

• Developing and supporting the implementation of succession plans.

C.3.4.3.2 COMPETENCY ANALYSIS AND MANAGEMENT

As tasked, the Contractor must assess current FAA workforce competencies and analyze the impact of external events (e.g. new legislation, new technologies and processes) on FAA.

Competency analysis augments FAA’s ability to ensure that its workforce has the competencies to satisfy mission requirements. Specific activities include, without limitation, the following:

• Developing competency area descriptions.

• Modeling existing competencies.

• Performing gap analyses.

• Recommending strategies to close competency gaps.

• Performing training needs assessments.

• Conducting workforce impact assessments.

C.3.4.3.3 PERFORMANCE MANAGEMENT

As tasked, the Contractor must support FAA’s performance management activities. Specific activities include, without limitation, the following:

• Creating and updating employee performance evaluation materials.

• Developing and updating position descriptions.

• Researching, developing, and implementing performance management methodologies based on best practice and evidence based outcomes.

• Researching and recommending tools to automate performance management.

• Supporting the implementation of tools to automate performance management.

C.3.5 WORK AREA 5 – TRAINING

As tasked, the Contractor must support FAA in developing and delivering training related to financial and budget activities and systems. The objective of this work area is to ensure that FAA personnel have the expertise and familiarity with systems necessary to support FAA’s mission.

This work area does not include the purchase of Learning Management System (LMS) licenses or the O&M and/or custom configuration of the LMS product. Activities within scope of this work area include but are not limited to:

• Supporting in the identification of the need for training, typically – but not exclusively – through skill gap analysis (see Section C.3.4.3).

• Developing training content. Training may be online or in person. The duration of the training and mode of delivery will vary depending on the training need.

• Creating course materials for instructors and students for in person delivery courses.

• Assisting in the coordination of training delivery. For in person training, this includes managing the registration process and arranging for rooms. For electronic training delivery, this includes coordinating posting of content to the LMS system.

• Delivering training (for in person training). This includes maintaining logs of student attendance and student performance.

• Assessing the efficacy of training.

C.3.6 WORK AREA 6 – STRATEGIC PLANNING, INVESTMENT ANALYSIS AND PROGRAM

EVALUATION

As tasked, the Contractor must support FAA personnel in strategic planning, investment analysis, and program evaluation activities. The objective of this work area is to ensure that FAA investments and financial initiatives are planned, executed, monitored and evaluated in a manner that promotes the delivery of cost effective solutions that achieve defined outcomes. This work area includes the generation and maintenance of any artifacts (e.g. cost models, white papers, market assessments, OMB A-300 Attachments, reports, dashboards, presentations) necessary to communicate findings. Activities within scope of this work area include but are not limited to:

• Conducting studies and analyses – both cost and technical – of planned investments and initiatives and assessing their impact on program effectiveness or cost control efforts.

• Surveying the market to identify emerging technologies and best practices.

• Recommending alternative strategies and solutions that reduce costs or maximize FAA’s ability to achieve defined outcomes.

• Supporting Earned Value Management (EVM) activities.

• Monitoring investments to ensure compliance with Acquisition Management System

(AMS) and Capital Planning and Investment (CPIC) policies and procedures.

• Evaluating technical solutions and business initiatives to measure effectiveness against established metrics.

C.3.7 WORK AREA 7 – RISK MANAGEMENT

As tasked, the Contractor must support FAA personnel in risk management activities. The objective of this work area is to ensure that uncertainty – whether technical, financial, or political – does not affect mission performance. This work area includes the generation and maintenance of any artifacts (e.g. models, reports, plans, tools, dashboards, presentations) necessary to communicate findings. Activities within scope of this task area include but are not limited to:

• Recommending and supporting the establishment of governance structures.

• Developing risk taxonomies and lexicons.

• Identifying, analyzing, evaluating, quantifying, and recommending prioritization of risks.

• Developing risk response strategies.

• Developing risk mitigation strategies. Risk mitigation strategies could include the development of policies (see Section C.3.1) and internal controls (see Section C.3.2).

• Supporting the implementation of risk management and response strategies.

• Monitoring and reviewing risk indicators against response and mitigation strategies.

C.3.8 WORK AREA 8 – ADMINISTRATIVE SERVICES

As tasked, the Contractor will instruct its personnel to provide professional support services. These professional support services may include but are not limited to: coordinating appointments and monitoring calendars for FAA Executives/Directors/Managers, processing correspondence, maintaining electronic office filing systems, and technical editing and documentation.

• Support correspondence preparation, file maintenance, creation, and production of documentation and presentation materials, technical editing, graphic services, and document assembly and binding.

• Conduct research and coordination on actions and issues identified by Directors, Managers, and Specialists.

• Revise internal and external FAA Notices for publication and dissemination, as instructed.

• Coordinate the review and approval of FAA Notices with appropriate offices, recording review comments, and tracking the resolution of such comments.

• Provide technical editing support in developing, reviewing, editing correspondence, reports, orders, directives, investigations, audits, and safety guidance for Executive Level review.

• Assist with Standard Operating Procedure (SOP) development.

• Prepare and coordinate FAA Directive documents and correspondence as required and in coordination with FAA Task Lead.

• Produce and assemble program materials, establish and maintain program files; track administrative support actions, and coordinate intra-and inter-office activities and functions.

• Prepare briefings, brochures and special presentations; design customized or special graphics, reports, charts, and media to enhance communication effectiveness and mission support.

• Provide document tracking, maintain computer records of aeronautical information documents and data, identify errors and track workflow, and present findings to management.

• Conduct document management of Aeronautical Information Publications, Airspace, and Procedures; and

• Maintain and update existing Knowledge Sharing Network (KSN) sites, including design and content, utilizing FAA standard design tools including but not limited to SharePoint.

• Perform general administrative support, maintain calendars and phone lists, prepare and disseminate correspondence, coordinate domestic and international travel arrangements, and coordinate meeting or conference scheduling and conference room reservations.

• Perform front desk reception duties, which may include security monitoring, access control, mail distribution, telephone services, arranging virtual meetings, and message delivery.

• Order, record, and track office supply costs, coordinate and reconcile accounts with FAA Administrative staff as required and in coordination with FAA Task Lead; Organize and maintain supply room and office supplies.

• Assist in the development, preparation, and presentation of briefing packages, brochures, handouts and other information materials in various mediums as required and in coordination with FAA Task Lead.

• Organize, prepare, and execute displays and exhibits for technical conferences and conduct project briefings.

• Capture meeting minutes as requested by the COR or FAA Task Lead; the minutes may include, but not be limited to: (1) the date and purpose of the meeting; (2) the names, positions, organizations, phone numbers, and email addresses of all persons attending the meeting; and (3) a description of action items assigned, assignment of the action item, and due dates for the completion; the Contractor must not distribute meeting minutes unless directed by the FAA; the Contractor’s participation in meetings must be approved by the FAA prior to attendance;

• Maintain internally and externally developed documents and briefing materials submitted to the FAA in the performance of this contract; these files must be organized; indexed by title, source, and date; and electronically accessible to the FAA through a Government-provided website such as KSN.

C.3.9 WORK AREA 9 – OTHER FINANCIAL, BUDGET, AND MANAGEMENT RELATED

ACTIVITIES

As requested, the contractor must provide general financial, budget and management support related to, but not explicitly described in the work areas above.

• Provide technical writing to organize and translate complex data into clear and understandable material, such as awards, issue papers, reports, job aids and guidance documents for diverse target audiences;

• Support the creation of documentation for a variety of work products, including technical reports, user guides, operations manuals, training materials, safety documentation, briefings, and other policy guidance;

• Support FAA personnel in responding to communication requests, including media requests and Congressional inquiries, by conducting research, drafting materials, and coordinating internal reviews as directed by the FAA task lead.;

• Create information in the appropriate media to be distributed to a wide range of employees, internal and external stakeholders and organizations.

C.4 CONTRACT AND TASK ORDER MANAGEMENT

C.4.1 GENERAL

As tasked the Contractor must provide project management support to ensure that the scope, schedule, and cost are controlled and consistent with the contract. For each task order, the Contractor must prepare a Project Work Plan (PWP) describing the technical approach, organizational resources and management controls to be employed to meet cost, performance, and schedule requirements. Specific contract and task order management requirements include but are not limited to:

• Preparing weekly or monthly status reports (as specified in the Task Order).

• Preparing for and attending status meetings and program reviews.

• Maintaining the PWP and related documents and providing regular updates, as needed.

• Developing documentation for meetings.

• Creating and organizing appropriate file structures on FAA’s KSN site(s).

• Maintaining inventories of Government Furnished Property (GFP) and Government

Furnished Information (GFI).

• Maintaining a list of Contractor personnel with access to FAA information.

• Maintaining proof of requisite training (e.g. records management, IT Security) for all employees with access to FAA information.

C.4.2 TRANSITION IN

As tasked, the Contractor must participate in activities designed to facilitate the transition of ongoing activities from the predecessor vendor or the Federal Government. Specific activities include, without limitation, the following:

• Reviewing documentation

• Developing transition plans

• Participating in shadowing and other knowledge transfer meetings and opportunities

C.4.3 TRANSITION OUT

As tasked, the Contractor shall facilitate the transition of ongoing activities and services to the Federal Government or to a follow-on vendor at the end of the contract period of performance.

Specifically, the Contractor must provide all documents, data, and information necessary to transition activities to Government or a follow-on vendor, including, without limitation, the following:

• Provide FAA with current versions of all Contractor prepared documentation.

• Provide FAA with a current inventory of all Government-owned assets used by the

Contractor along with full support in the reconciliation of this inventory.

• Provide “shadowing” and other knowledge transfer meetings and opportunities to facilitate the transfer of information, processes, and data needed to continue the services being performed by the Contractor.

• Provide up-to-date program and project management documentation.

C.1.4 Scope

C.3.2.2 Remediating Open Deficiencies