Closed Area of Interest (AoI) for SPEED CSO

1.0 Issued By

Program Office: AFCEC/CZB, JBSA-Kelly AFB Contracting Office: 772nd Enterprise Sourcing Squadron

2.0 AoI Identifiers

AoI Title: BRAC Innovative Approaches, Technologies and Methodologies CSO AoI Number: Closed – 26 – 08. POC: Mr. Val de la Fuente AoI Release Date: 03/27/2026 Responses: See FA890326SC001 for submission instructions in addition to paragraph 5.0 below

3.0 AoI Information

This Area of Interest is for developing specialized knowledge and technologies across the BRAC portfolio to include environmental cleanup; property transfer; post-transfer management; contract surveillance; planning, programming, budgeting and execution (PPBE); and data reporting and financial management. Existing tools lack advanced analytics capabilities such as machine learning, artificial intelligence, and optimization models that could significantly improve decision-making and efficiency. Automation is also limited, resulting in time-consuming manual workflows. These gaps hinder BRAC’s ability to make rapid, data-driven decisions in real-time, particularly for key restoration projects and resource allocation. Addressing these gaps under the AFIMSC SPEED Commercial Solutions FA890326SC001 will provide BRAC with the tools needed to optimize operations, enhance efficiency, and better support mission objectives. Interested parties are highly encouraged to review the SPEED CSO in its entirety to obtain more information on the process for submission and evaluation of the AoI responses.

This CSO AoI seeks to solicit innovative solutions that meet the objectives detailed in Section

4.0 below. The term ‘innovative’ is defined as any technology, process, or method, including research and development that is new as of the date of proposal submission; or any new application of an existing technology, process or method as of the proposal date.

AFIMSC is not obligated to extend a request for proposal or make an award as a result of posting this AoI; all awards are subject to the availability of funds and successful negotiations.

This CSO AoI is not an authorization to begin performance, and in no way obligates the Government for any costs incurred by the Offeror associated with developing a Response.

Prior to commencement of any activities associated with performance under this CSO AoI, the Government will issue a written directive or contractual document signed by the Contracting Officer with appropriate consideration established. ACC-RRAD reserves the right to modify the requirements of this CSO AoI.

The authority to issue this AoI is derived from the AFIMSC SPEED Commercial Solutions Opening FA890326SC001, dated 21 JAN 2026. The CSO authority is Section 803 of the National Defense Authorization Act for FY2022, Public Law 117-807, and Class Deviation 2022-O0007.

4.0 Scope of AoI

4.1 AoI Background

The operational need within the Air Force Installation and Mission Support Center (AFIMSC) is to enhance decision-making across the BRAC Program with its diverse mission areas by implementing creative solutions. Mission areas include Base Realignment and Closure (BRAC) activities, Acquisition Support Services, Strategic Planning, Process Mapping, and Continuous Improvement. Solutions are to be provided at 40 former installations and require detailed knowledge of Federal, State, local regulations and statutes, AF and Department of War (DoW) regulations and other documentation. The program must ensure the quality assurance of its products and services, as well as provide specialized expertise and recommendations in specific subject areas. The program conducts and provides both logistical and organizational support for the closed bases. The BRAC program has a very active community involvement program and is a strong proponent of base redevelopment projects.

The goal is to utilize specialized knowledge and technologies across the BRAC portfolio to include environmental cleanup; property transfer; post-transfer management; contract surveillance; planning, programming, budgeting and execution (PPBE); and data reporting and financial management. The key capability gaps include the inability to seamlessly integrate and orchestrate data across these systems, limiting the potential for timely, actionable insights. Additionally, existing tools lack advanced analytics capabilities such as machine learning, artificial intelligence, and optimization models that could significantly improve decision-making and efficiency. Automation is also limited, resulting in time-consuming manual workflows. These gaps hinder BRAC’s ability to make rapid, data-driven decisions in real-time, particularly for key restoration projects and resource allocation.

Addressing these gaps will provide BRAC with the tools needed to optimize operations, enhance efficiency, and better support mission objectives.

4.2 Technical/Capability Requirements

4.2.1. Intelligent Information & Decision Dominance

Outcome 1: The contractor shall develop and deploy a data integration and analytics solution that unifies data from the specified ADP systems (IIT, KBCRS, SNaP, etc.) into a cohesive data environment.

At a minimum: The framework must eliminate manual data aggregation and enable cross-system analysis.

Desired: Solutions utilizing data warehousing, API integration, and AI-powered data mapping tools are required.

Outcome 2: The contractor shall implement an AI-driven solution for the management of the Administrative Record/Document Repository (AR/DR).

At a minimum: Automate the classification, retention, and disposal of records, ensuring compliance and reducing manual labor.

Desired: Solutions leveraging Natural Language Processing (NLP) and Optical Character Recognition (OCR) to automatically scan, categorize, and flag documents for action (e.g., retention, disposal, legal review).

Outcome 3: The contractor shall deliver a centralized, interactive dashboard that provides real-time status of program financials, environmental data, real estate portfolios, and post-transfer management activities.

At a minimum: Empower government personnel to answer most data calls (e.g., KBCRS, GPRA, Congressional inquiries) quickly and with minimal contractor intervention.

Desired: Solutions utilizing business intelligence (BI) tools (like Tableau, Power BI, or equivalent) to create user-friendly visualizations and reports sourced from the integrated data environment.

Outcome 4: The contractor shall deliver an advanced geospatial analytics solution that integrates all relevant feature classes (environmental sites, real property, LUCs) to proactively identify risks and activities.

At a minimum: Provide a dynamic, predictive view of all BRAC installations, enabling proactive management of environmental risks, LUC compliance, and economic redevelopment activities.

Desired: Solutions employing geospatial machine learning models to analyze satellite imagery, historical data, and real-time inputs to predict potential LUC violations, identify early signs or flag properties with high potential for environmental impact by contamination spread.

4.2.2. Agile & Predictive Program Management

Outcome 1: The Contractor shall develop and implement an AI-driven engine to enhance pre-award and post-award processes.

At a minimum: Increase the speed and success rate of acquisitions and project execution.

Desired: Solutions employing Natural Language Processing (NLP) and machine learning (ML) models to analyze historical acquisition packages (PWS, SOW, cost estimates), identifying risk factors, and recommending optimized execution strategies and requirement language. Models to forecast project cost overruns, schedule delays, and performance issues based on real-time and historical project data and to provide data-driven recommendations for corrective actions before deviations occur. Intelligent systems to generate draft acquisition documents (SOOs, PWS) and automate the initial review of proposals and deliverables, flagging non-compliance and areas of technical risk for expert human review.

Outcome 2: The Contractor shall build or rebuild and maintain a unified data platform to manage and analyze all information related to property conveyance, environmental remediation, and regulatory compliance.

At a minimum: Provide instantaneous, actionable intelligence on all BRAC properties, reducing research time and improving decision quality.

Desired: Ability to ingest and analyze unstructured documents (NEPA, FOST, Deeds, legal precedents) to build a queryable knowledge graph that allows BRAC personnel to ask complex questions in natural language and receive synthesized, accurate answers.

Integrated GIS data with environmental and property data to perform advanced spatial analysis, optimizing transfer strategies, and visualizing the impact of environmental factors across all 40 BRAC locations. ML models to proactively identify and prioritize emerging contaminants (ECs) and assess the potential impact of these ECs on BRAC sites and recommend data-driven mitigation strategies. Apply AI to analyze BRAC restoration data to identify patterns, predict remediation outcomes, and recommend innovative technologies or process optimizations to accelerate cleanup and reduce life-cycle costs.

Outcome 3: The Contractor shall deploy a continuous monitoring and audit readiness solution to ensure perpetual compliance with financial and environmental regulations.

At a minimum: Achieve a state of continuous, "anytime" FIAR audit readiness and dramatically reduce the manual effort associated with compliance and reporting.

Desired: An AI-powered system that continuously analyzes financial transaction data to test Key Controls (KCs), identify anomalies that could indicate deficiencies, and automatically generate Key Supporting Documentation (KSD) for auditors. A system that provides an AI-generated impact assessment on the BRAC program due to changes in federal and state environmental regulations, and DoW policy and guidance.

Automated data pipelines that eliminate manual data retrieval for recurring reports to Congress, GSA, and for internal financial reporting (PB, BES), providing validated data on demand.

Outcome 4: The Contractor shall develop intelligent tools to augment the capabilities of AFCEC personnel and automate routine administrative and logistical tasks.

At a minimum: Free up personnel from low-value tasks to focus on high-impact strategic decision-making and key mission priorities.

Desired: An AI tool that analyzes environmental restoration claims and relevant case law to predict potential future liabilities. Online training platform (for BRAC Academy, Playbook updates, etc.) that adapts internal and external content to the user's role and knowledge gaps, ensuring the workforce remains current on evolving requirements and best practices in a more efficient manner.

4.2.3. Mission Assurance and Program Optimization

Outcome 1: The Contractor shall develop, operate, and maintain a system that provides continuous, automated analysis of all BRAC environmental projects and field activities.

At a minimum: Proactively identify and mitigate risks related to environmental restoration projects and data defensibility before they impact the BRAC program.

Desired: An analytical engine that utilizes NLP and ML to assess project documentation (e.g., Quality Performance Plans, Work Plans, Remedial Designs, Contractor Submittals) for adherence to Air Force standards, regulatory requirements, and project-specific procedures. The solution will identify inconsistencies, potential gaps, and areas of risk.

A solution to systematically analyze and correlate technical comments from regulatory agencies with site data and reports. This will generate actionable intelligence to accelerate the resolution of technical issues and inform corrective actions.

Outcome 2: The Contractor shall deliver a unified platform that integrates key data systems (including IIT, CRIS, and other relevant sources) to provide a holistic, real-time view of the BRAC program. This platform will replace ad-hoc data mining and manual reporting with a dynamic, decision-support environment.

At a minimum: Provide a single source of truth for BRAC financial and programmatic health, enabling predictive forecasting and optimized management tools.

Desired: Real-time visualization of program status, funds distribution, and execution metrics, allowing for on-demand status tracking and performance analysis. The use of ML models to forecast budgetary needs, track funding requests, and analyze commitment and obligation trends. This provides leadership with data-driven insights to optimize financial planning. An analytics module to continuously evaluate the quality and defensibility of environmental data from contractors and laboratories. Platform will actively identify bottlenecks and inefficiencies in existing data systems and management processes, generating data-driven recommendations for automation and improvement.

4.2.4. Strategic Modernization and Continuous Optimization

Outcome 1: The contractor shall provide the intellectual capital, advanced technological capabilities, and program support required to transform the BRAC program's strategic planning and execution functions into a data-driven, continuously optimized enterprise.

At a minimum: Leverage data science, artificial intelligence (AI), and predictive analytics to accelerate project timelines, enhance decision-making, and maximize restoration program efficiency and value.

Desired: Solution moves beyond manual process updates and event-based "lessons learned" and the new approach requires the implementation of a Process Intelligence and Digital Twin Capability to enable proactive, data-driven management of the entire BRAC program. Solution achieves and reports on specific performance improvements, such as a targeted percentage reduction in process cycle times, improved forecast accuracy for cost-benefit analyses, or a quantifiable decrease in manual reporting efforts.

Outcome 2: The contractor shall transform the static BRAC Playbook into an interactive, AI-powered Knowledge and Decision Support Engine.

At a minimum: Empower personnel with immediate, context-aware access to relevant policies, processes, and historical data, turning the playbook from a reference document into a mission-critical tool.

Desired: Personnel may query the knowledge engine using plain language questions and receive direct, synthesized answers, not just a list of documents. The engine must be capable of automatically ingesting, analyzing, and indexing new information, including lessons learned from the Process Intelligence capability, to ensure all content is current.

The system will provide proactive recommendations to users based on the specific task they are performing, leveraging historical data to suggest best practices and warn against common pitfalls.

4.3 System Requirements

AoI will involve the following systems: Integrated Information Tool (IIT), Knowledge- Based Corporate Reporting System (KBCRS), Select and Native Programming Data Input System (SNaP), Non-Site-Level Information Collection System (NSLICS), Administrative Record/Document Repository (AR/DR) System, Enterprise Environmental, Safety, and Occupational Health Management Information System (EESOH-MIS), Remedial Action Cost Engineering and Requirements (RACER), AFCEC and AF SharePoint sites, SharePoint, Microsoft Office Suite, and Adobe.

4.4 AoI Constraints

Some of the contractors may need to be within commuting distance of AFIMSC facilities or other designated locations and will be cleared to access government systems and network drives necessitating a Government Common Access Card.

5.0 Submission Requirements

A Spiral 1 Video Solutions Brief must be sent via e-mail submission with subject line stating “BRAC Innovative Approaches, Technologies and Methodologies” to the POC listed in paragraph 6.0 by the date and time this AoI closes - 5:00 P.M. (CDT) on 28 April 2026.

Spiral 1 Video Solutions Briefs received after the specified due date and time will be discarded and not be evaluated by the Government.

6.0 Points of Contact

Questions may be sent to:

Contracting Officer:

Michael Grasso at michael.grasso.3@us.af.mil

Contracting Specialist:

Krystle Zapata at krystle.zapata.1@us.af.mil mailto:michael.grasso.3@us.af.mil mailto:krystle.zapata.1@us.af.mil