FIAR Follow-on Acquisition Strategy Options for Industry Day.pptx

FIAR Re-compete Status Update

SAF/FMF

Ralph Pietromonaco 14 July 2023 Innovate, Accelerate, Thrive – The Air Force at 75

Department of the Air Force

UNCLASSIFIED

UNCLASSIFIED

PRIDE … TEAMWORK … SUCCESS

Agenda General Information Description of FIAR Support Services COA 1 DRAFT Acquisition Strategy COA 2 DRAFT Acquisition Strategy DRAFT Evaluation Factors Innovate, Accelerate, Thrive – The Air Force at 75 Ralph Pietromonaco

General Information

All information provided in these charts is in DRAFT form. The purpose of this information is to receive feedback from industry on the DRAFT acquisition strategy and DRAFT evaluation criteria Any teaming arrangements or money spent preparing proposals or responses is at the sole discretion of any potential offeror or organization and is not the responsibility of the Government Releasing this DRAFT does not obligate the Government to any subsequent contract action or guarantee thereof Any feedback or information provided from industry may be considered Please provide feedback or comments via Microsoft Word™. Identify which slide and area the comment pertains to and provide any recommendations, changes or support.

Please send any feedback or comments to:

Contracting Office – Christine Dolan, christine.dolan@us.af.mil Mission Partner – Ralph Pietromonaco, ralph.pietromonaco.1@us.af.mil All feedback / comments should be submitted in advance of the 19JUL2023 1400 hours Virtual Industry Day. The purpose of Industry Day is to gather Industry feedback on alternative acquisition strategies and to respond to Industry comments, questions and concerns

General

General The Assistant Secretary of the Air Force, Financial Management and Comptroller (SAF/FM) serves as the overall functional lead for the Department of the Air Force (DAF) Financial Improvement and Audit Remediation (FIAR) program. The Deputy Assistant Secretary for Financial Operations, Financial Management and Comptroller (SAF/FMF) is responsible for the day-to-day implementation of the FIAR program and compliance with annual financial statements and audit mandates as required by the Chief Financial Officers (CFO) Act of 1990 and the National Defense Authorization Act (NDAA) of 2010.

Description of FIAR Support Services Background The DAF has undergone four full financial statement audits from FY2018-FY2021. During this time, the DAF has made significant progress in key areas and addressed complex issues. However, the DAF continues to receive a ‘Disclaimer of Opinion’ based on documented processes and system weakness. SAF/FM, as the executive agent for the DAF’s financial statement audit, along with other DAF partners, continue to manage a comprehensive strategy to align audit remediation efforts across the enterprise. The DAF developed and implemented its Audit Roadmap and Integrated Master Schedule, which lays out milestones to achieve a clean audit opinion by 2026 and 2028 for the General Fund and Working Capital Funds financial statements, respectively.

Scope This contract will provide Advisory and Assistance Services (A&AS) for beginning-to-end support as it relates to audit remediation, sustainment, and financial statements reporting and analysis for the Department of the Air Force (DAF), which includes United States Air Force (AF) and United States Space Force (USSF); hereinafter referred to as DAF. Contractor support shall assist the DAF in achieving the DAF’s audit strategy and roadmap goals and objectives, and for the DAF to obtain and sustain a clean audit opinion.

COA 1 DRAFT Acquisition Strategy FAR 12 and 15 Competitive – Full and Open Competition Contract Type: Multiple Award IDIQ Potential CLIN Types: Firm Fixed Price, Cost (Travel), Firm Fixed Price Level of Effort, Time & Materials, & Labor Hour Potential Performance Based Payments Ordering Period: ~ Nov 2024 - 2029 Each Contractor is required to have experience as a Prime for FIAR related work and shall perform no more than 75% of the work, with at least 25% allocated to sub-contractors

COA 1 – Multiple Award IDIQ Limit # of awardees May or may not evaluate price (Potential - all technically acceptable get award, price evaluated at task order level) Compete each task order to maximum extent practicable

COA 2 DRAFT Acquisition Strategy FAR 8, 12, 15, and 16 Competitive – Potential multiple contract solution grouped by Requirements Potential CLIN Types: Firm Fixed Price, Cost (Travel), Firm Fixed Price Level of Effort, Time & Materials, & Labor Hour Potential Performance Based Payments Ordering Period: ~ Nov 2024 - 2029 Each Contractor shall perform no more than 75% of the work, with at least 25% allocated to sub-contractors

COA 2 – Requirements Grouping Integrator (PMO) Strategic Comms Audit Roadmap Integrated Master Schedule Change Management FIAR Support Day-to-Day (sample testing, corrective actions, validation, eGRC, etc.)

NFR remediation Classroom training Material Weaknesses/Significant Deficiencies IPA Liaison Support

Gate:

Top Secret FCL Subcontracting Plan (applicable to large businesses only) Factor 1: Technical Approach Subfactor 1- Technical Scenarios (oral) If COA #1 Subfactor 2 - Small Business Participation Plan (If applicable) – Written Includes Non-Traditional Small Business (NTSB) program; see DFARs Subfactor 3 - Management and Capacity Plan How will you manage the volume of requirements of FIAR

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