I.A.1. C70 Business Services _DRAFT Statement of Work 20260126.pdf

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STATEMENT OF WORK (SOW)/ PERFORMANCE WORK STATEMENT (PWS)

Code 70 Business Services

1.0 Background

The Naval Undersea Warfare Center Division, Newport’s (NUWCDIVNPT’s) Ranges, Engineering and Analysis Department (Code 70) delivers full-spectrum undersea test and evaluation (T&E) and fleet training capabilities by providing world-class instrumentation, facilities, engineering, and analysis. It accomplishes its missions through a variety of programs and service costs centers, including but not limited to: the In Services Engineering Agent (ISEA) Range; Undersea Warfare Training Range; Reliability, Availability and Maintainability Program; Undersea Tracking Range Equipment Programs; and Advanced Instrumentation Systems Technology (AIST) Program. Code 70 also maintains and operates several detachments, to include Atlantic Undersea Test and Evaluation Center (AUTEC) and multiple Shipboard Electronic Systems Evaluation Facilities (SESEF) worldwide.

1.1 Places of Performance

Services will be performed at NUWCDIVNPT and AUTEC (West Palm Beach, FL) Detachments. The Government anticipates travel associated with this task order. Travel locations will be identified in individual Technical Instructions (TI) and may include:

- Atlantic Undersea Test & Evaluation Center (AUTEC) West Palm Beach, FL

- Atlantic Undersea Test & Evaluation Center (AUTEC) Andros Island, Bahamas

- Dodge Pond Acoustic Measurement Facility, Niantic, CT

- Seneca Lake Sonar Test Facility, Dresden, NY

- Shipboard Electronic Systems Evaluation Facility (SESEF), Mayport, FL

- SESEF Norfolk, VA

- Washington Navy Yard, Washington, DC

- Washington DC / Northern VA

1.2 Authorized Users

NUWCDIVNPT Code 70, Ranges, Engineering and Analysis Department.

1.3 Sponsors

The following sponsors will fund Technical Instructions (TIs) under this task order:

- Naval Surface Warfare Center (NSWC): Carderock Division, Corona Division, Crane Division, Dahlgren Division, Indian Head Division, Panama City Division, Philadelphia Division, and Port Hueneme Division

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- NAVSEA: Program Executive Office Unmanned and Small Combatants (PEO USC); Naval Systems Engineering and Logistics Directorate (SEA05/H); and Director for Surface Ship Maintenance and Modernization (SEA21)

- Program Executive Office Submarines (PEO Subs): Undersea Weapons Program Office (PMS404); Undersea Defensive Warfare Systems Program Office (PMS415); and Mine Warfare Systems (PMS495)

- Program Executive Office Ships (PEO Ships): Support Ships, Boats and Craft Program Office

(PMS325); Strategic & Theater Sealift (PMS385); and DDG 51 Program (PMS400D)

- Program Executive Office Unmanned and Small Combatants (PEO USC): Unmanned Maritime Systems (PMS406); Littoral Combat Ship (LCS) Mission Modules (PMS420); and Mine Warfare Systems (PMS495)

- Program Executive Office Intelligence, Electronic Warfare & Sensors (PEO IWS)

- Program Executive Officer Aircraft Carriers (PEO Carriers): In-Service Aircraft Carriers

(PMS312); CVN 78 Class (PMS378); and CVN 79/80 Class (PMS379)

- Undersea Warfare Chief Technology Office (USW CTO) Advance Submarine Systems Development (SEA 073)

- Naval Operations (OPNAV) Oceanography, Space and Maritime Domain Awareness Directorate (N2/N6)

- Department of Navy (DON): Naval Special Warfare Command (NAVSOC); Military Sealift Command (MSC); Fleet Forces Command (FFC); Pacific Fleet (PACFLT); Naval Facilities Engineering Command (NAVFAC)

- Naval Information Warfare Center (NAVWAR): Program Executive Office Command, Control, Communications, Computers and Intelligence (PEO C4I); The Battle Space Awareness and Information Operations (PMW 120); and Space and Naval Warfare Systems Center Pacific

(SSCPAC)

- Space and Naval Warfare Systems Command (SPAWAR): SPAWAR Systems Center Atlantic

(SSCLANT)

- Office of Naval Research (ONR): Naval Research Laboratory (NRL); Information, Cyber and Spectrum Superiority (Code 31); Ocean Battlespace and Expeditionary Access (Code 32); and Mission Capable, Persistent and Survivable Naval Platforms (Code 33)

- Office of Naval Intelligence (ONI)

- Defense Advanced Research Projects Agency (DARPA): Tactical Technology Office (TTO);

Information Processing Techniques Office (IPTO), Microsystems Technology

- Office (MTO), Strategic Technology Office (STO)

- Department of Defense (DOD): Defense Logistics Agency (DLA); United States Air Force

(USAF); Department of the Army (DA); United States Marine Corps (USMC); Defense Test Resource Management Center (TRMC); and Washington Headquarters Services (WHS), Naval Air Systems Command (NAVAIR): Naval Air Warfare Center Aircraft Division (NAWCAD);

Naval Air Warfare Center Weapons Division (NAWCWD); Naval Aviation Training Systems and Ranges Program (PMA205); Air Anti-Submarine Warfare Systems Program (PMA264); H- 60 Multi Mission Helicopters Program (PMA299); Headquarters 10.3 (HQ-10.3), Headquarters 5.0C (HQ-5.0C), Headquarters 7.8 (HQ-7.8) .

- Department of the Army (DA): United States Army Space and Missile Defense Command

(USASMDC)

- Foreign Military Sales and Private Party: Royal Australian Navy; and Association of the United States Navy (AUSN)

- Department of Homeland Security (DHS): United States Coast Guard (USCG)

- Naval Facilities Engineering Command (NAVFAC): Naval Facilities Engineering Service

Center (NFESC)

- National Aeronautics and Space Administration (NASA): International X-ray Observatory (IXO)

1.4 Types of Funding

Funding Types to be used under this task order include:

- Defense Working Capital Fund (DWCF)

- NUWCDIVNPT Capital Investment Program (CIP)

- NUWCDIVNPT Overhead (OH)

- NUWCDIVNPT Service Cost Center (SCC)

- Foreign Military Sales (FMS)

- Special Deposit, Private Entity (SPDP)

- Operations and Maintenance, Air Force (OMAF)

- Operations and Maintenance, Army (OMAR)

- Operations and Maintenance, Navy (OMN)

- Other Procurement, Navy (OPN)

- Research, Development, Testing, and Evaluation, Defense Agencies (RDDA)

- Research, Development, Testing, and Evaluation, Navy (RDTE)

- Weapons Procurement, Navy (WPN)

2.0 Scope

The contractor shall provide business services in the areas of: program, financial, and office management for Code 70 programs.

2.1 Program or Systems Supported

Programs:

- Code 70 Department

- Advanced Instrumentation Systems Technology (AIST)

- Advanced Lightweight Composite Materials

- AUTEC

- Avionic Component Improvement Program (AVCIP)

- Classified Marine Mammal (CCM)

- Dodge Pond Acoustic Measurement

- FORACS Refurbishment

- Industrial Services Enterprise

- Integrated Data Acquisition Test System (IDATS) updates

- Kwajalein Missile Impact Scoring System II (KIMSS)

- M3R

- Marine Mammals Modeling Team (MSMT)

- MS DURT

- Multi-Sensor for Enhanced Glider (MSEG)

- Narragansett Bay Shallow Water Test and Evaluation Facility

- NUWC Metrology and Calibration Laboratory

- Ocean Systems Support Activity (OSSA)

- Portable Nodes (Incl AVCIP, DDLS, etc.)

- PUTR II

- R/ME

- Range In-Service Engineering Activity (RISEA) Labs

- Seneca Lake

- SESEF

- Soundscapes

- Survivability Laboratory

- System Safety (PMS404)

- System Safety – Other

- Systems Safety (PMS495)

- Torpedo Recovery

- Underwater Tracking Range Equipment (UTRE)

- US FORACS

- USWTR Inc I

- USWTR Inc II_III

- Waterside Security

Systems:

- NUWCDIVNPT Financial Information Systems

- Accounting System Interfaces (ASI)

- Advanced Interactive Management Technology Center (AIMTC)

- Automated Funding Document Acceptance (AFDA)

- Enterprise Digital Capabilities(EDC)

- NAVSEA Enterprise Planning System (NEPS)

- Navy Enterprise Resource Planning (ERP)

- Workload Acceptance and Assignment Process (WAAP)

- NUWCDIVNPT NewPortal

- Disposal Tracking System (DTS)

- Material Management Tracking System (MMTS)

- Code 70 Document SharePoint

- Budget Estimating System Tool (BEST)

- Enterprise Data Capabilities (EDC)

- Travel DTS

- Microsoft 365 and Flankspeed applications

- Microsoft Project

- Microsoft Power BI

- Tableau

- JIRA

- Primavera

- Highlights Tool

- Fusion -Computer Optimized Batch Reconciliation Application (COBRA)

- Accountable Property Systems of Record (APSR) and Tools:

- Base Inventory Tracking System (BITS)

- ERP

- General Equipment Action Request System (GEARS)

3.0 Applicable Documents

The contractor shall perform the tasking required in Section 4.0 in accordance with (IAW) the below Applicable Documents (ADs).

Number Title Date of Issuance Task Number

3.1 DoD Extension to the “Guide to the Project

Management Body of Knowledge (PMBOK

Guide) 6th edition”

03 October 2019 4.1.1, 4.1.2, 4.1.3, 4.1.4, 4.1.5, 4.4.1, 4.4.2, 4.4.3, 4.4.4, 4.4.5, 4.5.1

3.2 NUWCDIVNPTINST 7040.1F –

Administration of Funds Version 1.0

01 April 2013 4.1.3, 4.1.4, 4.3.1, 4.3.2, 4.3.3, 4.3.4, 4.3.5, 4.3.6, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11

3.3 NUWCDIVNPTINST 7321.2D -

General Equipment (GE) Policies and Procedures Version 1.0

22 August 2016 4.2.1, 4.2.2

3.4 NAVSEA Warfare Center Value Management

(VM) Guidance & Approach Version 1.0

29 April 2016 4.5.1

3.5 SECNAVINST 5200.42-

Accountability and Management of DON Property Version 1.0

22 April 2015 4.2.1, 4.2.2

3.6 NAVSEA Annual Planning Guidance Version

2.0

February 2019 4.1.1, 4.1.2, 4.1.3, 4.1.4, 4.3.1, 4.3.2, 4.3.6, 4.3.7

3.7 NAVSEA Warfare Center Cost Estimating

Guidance Version 1.0

May 2016 4.1.1, 4.1.2, 4.1.3, 4.1.4, 4.3.1, 4.3.2, 4.3.6, 4.3.7

3.8 NAVSEA Joint Definitized Tasking Guidance

Version 1.0

25 May 2018 4.1.1, 4.1.4

3.9 NUWCDIVNPT Accounting System Interfaces

(ASI) User Guide Version 1.0

22 August 2012 4.3.3, 4.3.8, 4.3.9

3.10 NAVSEA EDC User Guides Version 7 May 2025 4.1.1, 4.1.2, 4.1.4, 4.2.1, 4.2.2, 4.3.1, 4.3.2, 4.3.4, 4.3.5, 4.3.6,4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.12,

3.11 Navy ERP Desk Guides Version 2.0 02 July 2018 4.1.2, 4.1.3, 4.1.4, 4.2.1, 4.2.2, 4.3.1, 4.3.2, 4.3.3,4.3.4, 4.3.5,4.3.6, 4.3.7, 4.3.8, 4.3.9, 4.3.10

3.12 NUWCDIVNPT Instruction 5200.4H

- NUWCDIVNPT Publications and Presentations Guide Version 1.0

02 June 2014 4.1.5, 4.6.1, 4.6.2,

3.13 Code 70 Ranges, Engineering and Analysis

Department Concept of Operations (CONOPS)

Version 7.0

1 October

4.2.1, 4.2.2, 4.6

3.14 Financial Improvement and Audit Remediation

(FIAR) Guidelines Version 1.0

April 2017 4.2.1, 4.2.2

3.15 NAVAIR Property Guidebook – Version 1.0

Volume 2.0 Management

20 April 2017 4.2.1, 4.2.2

3.16 BITS User Manual Version 1.0 25 September

4.2.1, 4.2.2

3.17 DoD EVMIG – Earned Value Management

Implementation Guide Version 1.0

18 January 2019 4.5.1

3.18 Work Breakdown Structures for Defense

Material Items

(MIL-STD-881D) Version 1.0

09 April 2018 4.2.1, 4.4.1, 4.4.2, 4.4.3, 4.4.4, 4.4.5

3.19 Code 1071 Material Management Tracking

System (MMTS) Instructions

May 2025 4.3.11, 4.2.1, 4.2.2

3.20 NUWCDIVNPT Financial Reference Guide for

Principal Investigators

April 2009 4.1.2, 4.1.3, 4.3.1, 4.3.2, 4.3.3, 4.3.4, 4.3.5, 4.3.10, 4.3.11

3.21 NUWCDIVNPTINST 4570.1F Disposal of

Excess, Salvage, Scrap, and Precious Metal

Material

21 October 2021 4.2.1, 4.2.2

3.22 Code 70 Earned Value Management (EVM)

Quarterly Execution Review (QER) Process

2 June 2025 4.1, 4.5.1, 4.6

3.23 NAVSEA Extended Business Office (NEBO)

Enterprise Resource Planning (ERP) Project

Systems Business Rules

03 September

4.1.2, 4.1.3, 4.3.1, 4.3.2, 4.3.4, 4.3.5, 4.3.6, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11, 4.3.12

3.24 The Financial Manager’s Reference Guide

Revision 4

October 2020 4.1.2, 4.1.3, 4.1.4, 4.3.1, 4.3.2, 4.3.5, 4.3.6, 4.3.7, 4.3.8, 4.3.9

3.25 Policy Fact Sheet Continuing Resolutions (CR) March 2017 4.3.1, 4.3.2

3.26 Code 70 Integrated Master Schedule (IMS)

Guide and Baseline Control Process

Version 1 4.4.1, 4.4.2, 4.4.3, 4.4.4, 4.4.5

3.27 DoD Integrated Master Plan and Integrated

Master Schedule Preparation and User Guide

10 October 2005 4.4.1, 4.4.2, 4.4.3, 4.4.4, 4.4.5

3.28 Workload Acceptance and Assignment Process

(WAAP) Tool 5.8.6

Version 5.8.6 4.1.2

3.29 Funding Document Closeout RCC Analyst Desk

Guide

Rev 1 4.3.10

3.30 NAVSEA Enterprise Planning System User

Guide, Version 1.5

19 December

4.1.2

3.31 General Equipment Action Request System

(GEARS) User Desk Guide

28 June 2021 4.2.1, 4.2.2

3.32 Controlled Unclassified Information (CUI)

Quick Reference Guide

01 April 2021 4.6

3.33 Budget Estimating System Tool (BEST) Rev

FY22.0 Desk Guide

Rev FY22.0 4.1.2

3.34 SECNAV M-5216.5, Department of the Navy

Correspondence Manual

16 May 2018 4.6

3.35 SECNAV M-5210.2, Department of the Navy

Standard Subject Identification Code (SSIC)

Manual

29 August 2018 4.6

3.36 SECNAV M-5210.1, Department of The Navy

Records Management Program

23 September 2019 4.6

3.37 NUWCDIVNPTINST 5500.4 NUWCDIVNPT

Command Security Manual

7 April 2023 4.6

3.38 Reserved - -

3.39 OPNAVINST 5112.6G , Navy Official Mail

Management Instruction

14 May 2024 4.6

3.40 Department of Defense Directive 5230.24, Distribution Statements on Technical

Documents.

10 January 2023 4.6

3.41 DoD 5400.11DoD Privacy and Civil Liberties

Programs Change 1

08 December 2020 4.6

3.42 DoD Instruction 5200.01 DoD Information

Security Program and Protection of Sensitive Compartmented Information (SCI) Change 2

01 October 2020 4.6

3.43 NUWCDIVNPT 5218.1B Mail Processing and

Services

22 March 2022 4.6

3.44 NUWCDIVNPT 5402.1 By Direction Signature

Authority

10 December 2019 4.6

3.45 NUWCDIVNPTINST 12000.3 Pay, Absence, and Leave

5 March 2020 4.6

3.46 Code 70 Desk Guide for Administrative and

Clerical Support

1 July 2020 4.6

3.47 EDC New User Training 3 May 2023 4.3.1, 4.3.2 4.3.3, 4.3.4, 4.3.6, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11, 4.3.12

3.48 Reserved - -

3.49 NAVAL SEA SYSTEMS COMMAND

ENTERPRISE PLANNING SYSTEM (NEPS)

PLANNING DIRECTION VERSION 3.0

04 May 2021 4.1.2

3.50 AFDA User Guide Version 3 03 November 2023 4.3.3

3.51 ASI User Guide 2013 25 September 2013 4.3.5, 4.3.8, 4.3.9

3.52 Reserved - -

3.53 Reserved - -

3.54 IPMDAR implementation and Tailoring Guide 24 August 2021 4.4.1, 4.4.2, 4.4.3, 4.4.4, 4.4.5

3.55 Naval Undersea Warfare Center Division

Newport Critical Information and Indicators List

22 October 2025 All

3.56 C70 Combined Admin Process 15 October 2025 4.6

3.57 C70-SOPO-001 Code 70 Fire Evacuation and

Muster SOP

03 September 2025 4.6

3.58 WARP Access Instructions Version 2 23 January 2023 4.2.1, 4.2.2

3.59 MTR Instructions Version 2 23 January 2023 4.2.1, 4.2.2

3.60 NUWCDIVNPT INSTRUCTION 4570.1F -

DTS

21 October 2021 4.2.1, 4.2.2

3.61 OSP_DD 1149_Standard_Shipment_aid 18 May 2015 4.2.1, 4.2.2

3.62 WARP Training 08 January 2018 4.2.1, 4.2.2

3.63 WARP Training User 03 September 2018 4.2.1, 4.2.2

3.64 Reserved - -

3.65 7670-SER WC-027-NAVSEA WC SCC

ESTABLISHMENT AND OPERATION-

20190305.

05 March 2019 4.1.2, 4.1.3, 4.1.4, 4.2.1, 4.2.2, 4.3.1, 4.3.2, 4.3.3, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11

3.66 FY 21 SCC Financial Workshop September 2025 4.1.2, 4.1.3, 4.1.4, 4.2.1, 4.2.2, 4.3.1, 4.3.2, 4.3.3, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11

3.67 NPT 7100-SCC01 Service Cost Center

Requirements and Establishment

February 2017 4.1.2, 4.1.3, 4.1.4, 4.2.1, 4.2.2, 4.3.1, 4.3.2, 4.3.3, 4.3.7, 4.3.8, 4.3.9, 4.3.10, 4.3.11

3.68 Financial Management Policy (NAVSO P-

1000)

December 2015 4.1, 4.3

4.0 Technical Requirements

The contractor shall perform the tasks in section 4.0 in accordance with (IAW) Applicable Documents (ADs) identified in Section 3.0, using Government Furnished Information (GFI) identified in Section 6.0, and as specified in individual Technical Instructions (TIs).

In performance of 4.0 tasking, the contractor shall utilize all available data sources, queries, and reports in the financial reporting systems and create customized EDW Structured Query Language (SQL) queries to generate ad hoc reports. Some examples of available system generated reports the contractor can use in performance of this tasking via ERP and EDC include:

a) Navy ERP Budgetary Hierarchy Reports (ZRQIS0002): ERP project and WBS summary and analysis of costs (commitments, obligations, actual costs) by cost element.

b) Navy ERP Project Funded Program Reports (ZRQIS0003): ERP standard document number summary and analysis of costs (commitments, obligations, actual costs) by cost element.

c) Navy ERP Summary Sources of Revenue (SSR) (ZRCCC001): summary of Code

70 funding documents.

d) Navy ERP Project Commitment Line Items (CJI5) and Project Actual Cost Line Items (CJI3) summaries of cost elements.

e) Enterprise Digital Capabilities (EDC) Cost Model, Costing Sheet Model, Value Management (VM) Model, and Quick Hit Reports.

f) Cost Model, Costing Sheet Model, Value Management (VM) Model, Quick Hit Reports, Division View reports, Power BI, and Tableau Visualizations.

4.1 PROJECT MANAGEMENT SERVICES

4.1.1 Project Management Plans

Upon receipt of data call provided as GFI, the contractor shall generate Draft Project Management Plans using information provided as GFI, collected from various Government provided systems, and collected via interviewing end-users. The data call will identify a scope, the timeline to respond, project objectives and requirements. The contractor shall review existing GFI to identify any missing information needed to address the data call and submit requests for information to applicable end-users. The contractor shall gather and compile data from existing Government systems and information provided as GFI into the Draft Project Management Plans. In the Draft Project Management Plans, the contractor shall include: overall funding profile; analyses of forecasted budgets against project objectives and requirements, cost, and schedule, critical unfunded efforts; and summary of project cost documentation. In the summary of project cost documentation, the contractor shall include estimated direct labor costs and direct non-labor costs and impact analysis related to Program Budgets and Project Plan baselines. Upon receipt of Government comments, the contractor shall revise and provide final version for Government approval.

Upon Government approval of the draft Project Management Plan, the contractor shall enter the final version into the Government-provided SharePoint Drive and if identified in the data call, also enter the final version into an additional Government-provided system.

Deliverable: The contractor shall deliver Draft Project Management Plans in accordance with CDRL A001.

4.1.2 Project Planning Data

Upon receipt of data call or project information provided as GFI, the contractor shall enter and update project planning data into NUWCDIVNPT Financial Information Systems and the Code 70 Document SharePoint. The contractor shall provide the following project management services:

a) Workload Acceptance and Assignment Process (WAAP): Upon receipt of sponsor information provided as GFI, the contractor shall identify sponsor details to create new or update existing WAAP packages for Government review and approval. Upon receipt of

Government comments, the contractor shall revise and provide final version for Government approval. Upon Government approval of WAAP package and receipt of funding document provided as GFI, the contractor shall track WAAP package through Government approval process in the WAAP tool, including notifying reviewers when something is in their queue.

The contractor shall also update and track the package status within the Government-provided WAAP list to reflect all customer tasking. On a weekly basis, the contractor shall validate that the WAAP tracking list matches the information in the WAAP tool. On a weekly basis the contractor shall deliver an archived copy of the existing WAAP tracking list.

b) Quarterly Execution Review (QER): On a monthly basis the contractor shall compare planned project funding execution against actual project funding execution and generate monthly QER reports. The contractor shall identify the root cause for variances in actuals exceeding ten (10) percent of the project plan (or other percentage directed by Government).

At the end of each Fiscal Year quarter, in accordance with the QER Schedule provided as GFI, the contractor shall compile the applicable monthly QER reports, perform an Earned Value Management (EVM) analysis of the data, and deliver a quarterly QER report inclusive of the analysis.

c) Warfare Center (WFC) Technical Capability Health Assessment (TCHA) Out-Year Demand and Supply Signal Plans: Upon receipt of data call provided as GFI, the contractor shall prepare and submit WFC TCHA workbooks and comparative analysis for Government review using data collected from Government SharePoint sites and reports previously generated under this task order. The contractor shall use the previous year’s Code 70 TCHA submission, provided as GFI, as the baseline for updates. In the WFC TCHA comparative analysis, the contractor shall compare demand signals against historical performance data.

The contractor shall compare forecasted reimbursable and direct cite funding, Government work-years, and contractor work-years versus historical funding and work year levels. If during the analysis, the contractor identifies specific sponsor or project-level tasking with forecasted growth or decline in excess of an absolute value of ten (10) percent, the contractor shall further analyze and report on the cause and impact of the variance. As part of this tasking, the contractor shall participate in Code 70 TCHA drumbeat meetings (estimated four per year; schedule to be provided as GFI) to collect additional information or action items for updates to the analysis. Prior to the TCHA drumbeat meetings, the contractor shall deliver draft preliminary TCHA analysis. During the meetings the contractor shall present the preliminary analyses. Following the TCHA drumbeat meetings, the contractor shall update the analysis to reflect additional information received or action items from the meeting. Note that the drumbeat meetings may result in the Government identification of programs with variances less than ten (10) percent that need additional analysis in subsequent revisions; the contractor shall provide the additional analysis in the subsequent report.

d) NAVSEA Enterprise Planning System (NEPS): Upon receipt of data call provided as GFI, the contractor shall investigate if a task planning sheet (TPS) exists for the applicable sponsor tasking identified in the data call. If a TPS does not exist, the contractor shall generate a new TPS for the applicable sponsor. If a TPS exists, the contractor shall update the existing TPS. A TPS, whether existing or newly generated, shall reflect current information, to include, but not limited to, tasking description, points of contact, financial information, and execution status using information provided as GFI or made available via the Government SharePoint site. For Virginia Class and Columbia customers, the contractor shall input TPS into the Budget Estimating System Tool (BEST) in addition to the NEPS tool. Once the contractor submits the TPS in the NEPS and BEST (if applicable), the contractor shall track the TPS through approval including notifying reviewers when something is in their queue. If errors are identified through the review process, the contractor shall make the requisite updates and resubmit. After full approval of the TPS and NUWCDIVNPT receipt of the associated funding, the contractor shall track the receipt of funds against the TPS plan and provide a weekly status report.

e) Resource Capacity Planning (RCP): Upon receipt of sponsor resource demand information provided as GFI, the contractor shall enter the information into a Government provided tool.

f) Project Data Calls: Upon receipt of data calls provided as GFI, the contractor shall collect information and respond to address the data calls. If the data call was provided via a Government provided tool, the contractor shall respond within the same tool. If the data call is provided via other means, the contractor shall provide relevant documentation and deliver in the format identified in the data call.

Deliverables: The contractor shall deliver Comparative Analysis in accordance with CDRL A002.

The contractor shall deliver WAAP Tracking List in accordance with CDRL A00A.

The contractor shall deliver TPS NEPS Weekly Report in accordance with CDRL A00A.

The contractor shall deliver QER Monthly Reports in accordance with CDRL A00B.

The contractor shall deliver QER Quarterly Reports in accordance with CDRL A009.

The contractor shall deliver Project Data Call Reports in accordance with CDRL A00C.

The contractor shall deliver TCHA Comparative Analysis in accordance with CDRL A00D.

4.1.3 Project Management and Financial Analysis

On a weekly basis, the contractor shall prepare and submit financial analyses of program funding receipt and spending against funding controls identified in GFI for reimbursable and direct cite funding. Note that ERP data is updated daily and EDC is updated weekly, generally on Tuesdays. For reimbursable funding analyses, the contractor shall compare expected reimbursable funding against Code 70 reimbursable authority provided as GFI and track expenditures to both using data from planning tools ERP, EDC, and COBRA. The contractor shall also estimate carryover and track against carryover target provided as GFI.

The contractor shall identify forecasted shortfalls or surpluses from Code 70 fiscal year targets, in terms of carryover levels and reimbursable funding against the respective target.

For direct cite funding analyses, the contractor shall compare planned direct cite funding from Government provided planning tools or additional GFI, against actual receipt and spending using data from planning tools ERP, EDC, and COBRA. In the analysis the contractor shall identify forecasted shortfalls or surpluses from program projections and sponsor controls identified in Government provided planning tools or additional GFI.

Deliverables: The contractor shall deliver Financial Analyses in accordance with CDRL A00A.

4.1.4 Program Event Analysis

While developing weekly reports under task 4.1.3., the contractor shall analyze Sponsor Project Objectives, Requirements, and Events. If a financial issue with a program event is identified, the contractor shall prepare and submit Program Event Schedule Analyses, which identifies the cause of the Program Event scheduling issues. The contractor shall provide recommended solutions to resolve the financial issues.

Deliverable: The contractor shall deliver Program Event Analysis in accordance with

CDRL A002.

4.1.5 JIRA ACTION ITEMS

Upon receipt of external (to Code 70) action item provided as GFI via JIRA, the contractor shall populate the system with the named Government Point of Contact (POC). Upon receipt of internal (to Code 70) action item provided as GFI, the contractor shall review and analyze the GFI to identify which Government program(s) and departmental team members may be applicable to the request. The contractor shall enter the internal request into JIRA and populate the system with the named Government POC. For internal and external requests, if the applicable Government POC is unclear, the contractor shall contact the Code 70 Administrative Officer for additional clarifying GFI. Upon POC assignment within JIRA, the contractor shall notify the POC of the action item and the corresponding due date. The contractor shall also research historical JIRA requests of the same nature and copy additional Government POCs who contributed to the historical response and provide historical documentation for reference. The contractor shall track action item status and if a response has not been received from the POC by three (3) business days prior to the deadline, the contractor shall send a reminder email to the POC of the outstanding action item. Upon receipt of action item response input from the POC, the contractor shall upload associated documentation and enter comments to resolve the action item within the system.

On a weekly basis, the contractor shall attend action item status meetings to present status of all Code 70 JIRA actions and collect additional information to update status as applicable. The contractor shall generate a report from JIRA tracking all open actions, program(s) and departmental team members contributing to the action response and action deadlines. The contractor shall deliver the report to Code 70 leadership and address follow-up questions received as GFI.

As part of this tasking and upon receipt of meeting maker provided as GFI related to a current JIRA action item(s), the contractor shall attend Government meetings to collect information relevant to the action items and record meeting minutes.

Deliverable: The contractor shall deliver Meeting Minutes in accordance with CDRL A00E.

The contractor shall deliver JIRA Report in accordance with CDRL A00F.

4.2 GENERAL EQUIPMENT (GE) MANAGEMENT

4.2.1 GE Inventory Reviews and Maintenance

On an ongoing basis the contractor shall review a sample of Code 70 GE inventory, as listed within Navy ERP, and physically locate the property. The contractor shall verify the assets are accounted for, maintained, secured, reported, and recorded in the General Equipment Action Request System (GEARS) in accordance with the General Equipment Standard Operating Procedures. For this tasking the contractor shall sample a minimum of ten percent (10%) of all Code 70 GE per month such that the entire GE inventory list is reviewed on a minimum annual basis. The contractor shall consider and prioritize upcoming areas of audit focus, provided as GFI, when selecting a sample for review. On a monthly basis, the contractor shall update the existing SharePoint GE inventory list to reflect current information within GEARS.

Upon completion of each GE inventory sample, the contractor shall document results within the GE inventory list in SharePoint.

Upon receipt of data call or audit schedule and GE inventory list provided as GFI, the contractor shall review the identified GE assets and verify the data is correct within GEARS and ERP and all material is accounted for, maintained, secured, reported, and recorded.

For both ongoing reviews and audit specific reviews, the contractor shall confirm that the physical assets match the digital GE inventory as listed within Navy ERP and GEARS. In the event of a discrepancy, the contractor shall recommend a corrective action to resolve the discrepancy within the GE inventory list provided as GFI via SharePoint. Upon Government approval of the recommended corrective action, the contractor shall implement the corrective action by submitting a GEARS change request to Code 107 and Code 70 Property Lead. The contractor shall track the recommended corrective actions through completion within the GE inventory list provided as GFI via SharePoint.

Upon receipt of notification that Code 70 has received new General Equipment, the contractor shall collect, enter, and update GE data into ERP and GEARS. The contractor shall generate material and service requests for Government approval. The contractor shall upload the material and service request into MMTS and Inventory Tracking Systems. The contractor shall collect, enter, and update project planning and GE summarized data via NUWCDIVNPT GEARS Tracking Systems). The contractor shall maintain Project Structures and associated elements and data attributes within ERP or other NAVSEA Warfare Center Inventory Management/Warehouse Management (IM/WM) System.

4.2.2 Property Transfer and Disposal

Upon receipt of property movement request provided as GFI, the contractor shall generate a Material Transfer Request (MTR) and Transportation Request (TR) (if applicable based on the weight of the property), using Warehouse Action Request Process (WARP) for issuance to Government customer end user. In the event of excess inventory the contractor shall induct the material into the warehouse.

Upon receipt of shipping request provided as GFI, the contractor shall generate a DD-1149 in the Online Shipping Process (OSP) tool for Government property to be shipped. Upon submission of the OSP entry, the contractor shall provide the Government customer an electronic copy of the submitted DD-1149. Upon receipt of tracking information provided as GFI once the shipment has been made, the contractor shall take note of estimated delivery date. On the estimated delivery date, the contractor shall track shipment status and notify the customer of delivery status including whether delivery has been completed or any anticipated delays.

Upon receipt of property disposal request provided as GFI, the contractor shall generate a DD-1348 in the Disposal Tracking System (DTS). Upon Government approval of the DD- 1348, the contractor shall provide an electronic copy of the approved DD-1348 to Code 107, the Government customer, and Code 70 Property Lead. If the equipment is in Building 1351 (as identified in the property disposal request) in addition to the electronic copy, the contractor shall print a physical copy of the approved DD-1348 and attach it to the property.

4.3 FINANCIAL ANALYSIS AND FINANCIAL MANAGEMENT

4.3.1 PROJECT STRUCTURE SERVICES

At the beginning of each fiscal year and upon receipt of new funding notification provided as GFI, the contractor shall create and maintain Project Structures, associated elements, and data attributes within NUWCDIVNPT Financial Information Systems. The contractor shall deliver a summary Project Structure report for Government review. Upon receipt of Government comments, the contractor shall update the applicable Project Structures to reflect the

Government’s requested revisions. Upon completion of the revisions, the contractor shall deliver an updated summary Project Structure report.

Deliverable: The contractor shall deliver Financial Reports in accordance with CDRL A006.

4.3.2 Government Shutdown and Continuing Resolution Support and Analysis

When the Federal Government is shut down or operating under a Continuing Resolution (CR), the contractor shall draft and submit a weekly Government Shut Down and Continuing Resolution Analysis of scenario-based impact analysis on project’s plans for Government review through the end of Government shut down or CR. Scenario-based impacts for project-level phasing and program-level phasing will include: funding expenditure rate and funding requirements for a specified time-period and project-level impacts. The contractor shall gather and compile data from existing Government systems, and GFI (if provided). The contractor shall provide a recommended course of action to resolve any identified issues resulting from a CR.

Upon receipt of Government comments, the contractor shall revise Government Shut Down and Continuing Resolution Analysis and provide to Government for approval.

Deliverable: The contractor shall deliver Government Shut Down and Continuing Resolution (CR) Analysis in accordance with CDRL A002.

4.3.3 Funding Document Preparation and Acceptance Documentation

Upon receipt of funding document signed by the sponsor from either Government POC or sponsor, the contractor shall check to see if the funding document is in the Automated Funding Document Acceptance (AFDA) system. If the funding document is not already in the AFDA system, the contractor shall provide the document to the Comptroller for upload into the AFDA system.

On a daily basis, the contractor shall monitor the AFDA system to identify, and upon identification, claim pending funding documents applicable to programs specified in the TI.

Within one business (1) day of claiming the funding documents, the contractor shall fill in incoming funding document acceptance information for Customer Advocate (CA), Department Head, and Comptroller Department review and approval. On a daily basis, the Contractor shall track approvals to address and respond to comments posted within the AFDA system on the funding documents for final Government approval. The contractor shall notify reviewers when a funding document is in their queue for approval. The contractor shall notify the Government if all reviewers have not approved within eight (8) calendar days out of the ten (10) calendar day funding document acceptance requirement from sponsor signature date.

Prior to funds being provided to NUWCDIVNPT for acceptance and upon receipt of GFI identifying a new sponsor, the contractor shall identify whether or not a funding agreement already exists. If a funding agreement does not exist, the contractor shall initiate the process for a funding agreement and track to completion the approval process, including communication between, but not limited to, the sponsor, Government personnel, and the TPM.

Types of funding agreements include but are not limited to: CRADA (Cooperative Research and Development Agreement), GT&C (General Terms and Conditions (GT&C) and Work for

Private Parties. The contractor will not make decisions regarding the approval process; the contractor shall monitor the progress and provide recommendations to prevent and reduce delays.

Deliverable: The contractor shall deliver Funding Document Preparation and Acceptance Recommendation Report in accordance with CDRL A00G.

4.3.4 Monthly Expenditure Reporting

The contractor shall prepare Monthly Expenditure Reports that compare funding appropriation level obligations and expenditures to Financial Management, Budget (FMB) obligation and expenditure goal benchmarks established by Department of Navy (DoN). In the monthly Expenditure Reports the contractor shall identify funds available for future programmatic requirements (labor, material, and contracts/other), planned carryover, as well as planned obligations and expenditures.

Deliverable: The contractor shall deliver Monthly Expenditure Reports in accordance with

CDRL A006.

4.3.5 Financial Execution Monitoring

On a weekly basis, the contractor shall analyze Code 70 Financial Data for the purpose of monitoring cost reporting; identification of erroneous labor charges (i.e. wrong network activity charged); cost overruns; and SCC rejected inputs. The contractor shall recommend corrective actions for erroneous charges, cost overruns, and SCC rejected inputs in concordance with NAVSEA and DIVNPT business rules. Prior to 11:00 AM (ET) each Thursday (or preceding Wednesday, if Thursday is a federal holiday), the contractor shall input data into the ASI tool using information extracted from ERP/EDC.

If in the analysis the contractor identifies the opportunity to request an extension to the usability of the funds on a funding document within NUWCDIVNPT Code 01 Reimbursable Authority Targets and Carryover Targets, the contractor shall prepare Funding Document Modification Requests.

The contractor shall deliver Funding Document Modification Requests in accordance with

CDRL A008.

4.3.6 Financial Analysis and Funding Modification

Prior to the end of the fiscal year and at the beginning of each new fiscal year the contractor shall perform Fiscal Year Close-Out and Fiscal Year Start-Up analyses for each Code 70 sponsor and program identified in the TI. In the analysis the contractor shall include, comparison of project and funding document-level actual spend rates versus planned spend rates, the identification of specific projects and funding documents forecasted to have excessive (more than 7 months of requirements) funding into the next fiscal year, and identification of expiring funding documents projected to have unobligated balances at the end of the fiscal year.

If in the analysis the contractor identifies the opportunity to request an extension to the usability of the funds on a funding document within NUWCDIVNPT Code 01 Reimbursable

Authority Targets and Carryover Targets, the contractor shall prepare Funding Document Modification Requests.

Deliverables:

The contractor shall deliver Fiscal Year Close-Out and Fiscal Year Start-Up Analyses in accordance with CDRL A007.

The contractor shall deliver Funding Document Modification Requests in accordance with

CDRL A005.

4.3.7 Service Cost Center (SCC) Financial Management

The contractor shall provide SCC Analyses to include monthly and end-of-fiscal year information as follows: historical summary and future projections of SCC balances (e.g.

break-even, profit, or deficit); SCC Monthly Phasing Plan; and identification of financial issues if forecasting a deficit. Using the end of fiscal year projections, the contractor shall draft SCC charter financial data and recommend SCC rates for the upcoming year to meet SCC break-even Net Operating Revenue (NOR).

In addition to the tasking performed under tasks 4.3.3 and 4.3.4 for Service Cost Centers, the contractor shall complete income submission forms provided as GFI with data sourced from previously generated reports, weekly billing sheets, test schedules, and other data sources provided as GFI or made available to the contractor on this task order. While completing income submission forms, the contractor shall review NWAs used to verify if sufficient funding is available. If sufficient funding is not available, the contractor shall follow up with the applicable SCC customer or Government team member to recommend solutions to any discrepancies or financial issues prior to finalizing the income submission form. Upon Government approval of the recommended solution, the contractor shall finalize the income submission form. The contractor shall submit completed income submission forms to the NUWCDIVNPT Comptroller SCC team. Once the NUWCDIVNPT Comptroller SCC team loads the income submission form into ERP, the contractor shall review and address any suspense files that subsequently appear in the ASI tool.

Deliverable:

The contractor shall deliver SCC Monthly Analysis in accordance with CDRL A006.

The contractor shall SCC End of Fiscal Year Analyses in accordance with CDRL A007.

The contractor shall Income Submission Form in accordance with CDRL A00H.

The contractor shall SCC Charter in accordance with CDRL A00J.

4.3.8 Financial Root Cause and Corrective Action Analysis

On a monthly basis and upon receipt of Ad Hoc data calls, the contractor shall research and identify root cause and recommend corrective actions associated with: rejected unliquidated obligations (ULO); Dormant Account Review; and ASI financial transaction records such as undistributed labor, unapplied overhead, erroneous labor or non-labor postings, and suspense records. Upon Government approval of the recommended corrective actions, the contractor shall implement the identified corrective action.

4.3.9 Financial Corrective Action Implementation

On a weekly basis, the contractor shall research, identify root cause, and draft corrective action recommendations associated with ERP Weekly Financial Accounting System Interfaces (ASI) Rejection Report and SCC Manager Rejection Report, to address rejected, ULO DARQ rejected or suspense financial transaction records such as undistributed labor, unapplied overhead, erroneous labor or non-labor postings, and SCC suspense records. The contractor shall enter draft corrective action recommendations within the Government provided ASI tool, and upon Government approval, implement the identified corrective action.

4.3.10 Financial Document and Transaction Inquiry Research

On a monthly basis, the contractor shall research funding document and transactional inquires in ERP or EDC, such as funding document reversion requests, unliquidated obligations, de-obligation requests, and funding document close-out activities. The contractor shall identify and forecast unliquidated obligations available for pullback and reallocation and deliver results via a Carry-over Status Report. The contractor shall submit requests to close out funding documents, unliquidated commitments, and obligations transactions to revert or de-obligate to reduce carryover.

Deliverable: The contractor shall deliver a Carry-Over Status report in accordance with CDRL A006.

4.3.11 Purchase Requisition Review and Analysis

Upon receipt of MMTS notification, the contractor shall review purchase requisition related documentation to include Purchase Requisition Form 4200, provided in MMTS, to verify the financial information for expenditure against project, plan and budget are accurate. If updates are needed, the contractor shall make the appropriate updates and document all changes in MMTS for Government review.

4.3.12 Department and Division-wide Actions

Upon receipt of financial data call in response to a Department Action item, the contractor shall research and provide recommendations for response to the data call. Upon Government approval of recommendations, the contractor shall implement recommendations and provide response to the Action by the Action due date.

Deliverable: The contractor shall deliver a Data Call Response Recommendation report in accordance with CDRL A00K.

4.4 INTEGRATED MASTER SCHEDULE (IMS)

4.4.1 Integrated Master Schedule (IMS) Guide Process Improvements Upon receipt of draft IMS Guide and subsequent IMS change notifications provided as GFI, the contractor shall provide recommendations for process improvement of the Code 70 Integrated Master Schedule (IMS) Guide. Upon Government approval of recommendations, the contractor shall implement recommendations and provide an updated IMS Guide.

Deliverables:

The contractor shall deliver Integrated Master Schedule Guide recommendations in accordance with CDRL A004.

The contractor shall deliver an updated IMS Guide in accordance with CDRL A009.

4.4.2 Code 70 Baseline Control Updates

Upon receipt of a sponsor provided Integrated Master Plan (IMP) and schedule input information provided as GFI, the contractor shall develop baseline control recommendations to reflect current status and sponsor project objectives and requirements. Upon Government approval of the baseline control recommendations, the contractor shall input baseline controls into MS Planner and MS Project for sub-projects as identified in GFI. Upon Government approval of the recommendations, the contractor shall develop and deliver a baseline IMS to incorporate the approved baseline controls. Note that once the Government approved baseline control information is entered into MS Project, it is thereafter known as the Native Schedule File.

Deliverables:

The contractor shall deliver Baseline Control recommendations in accordance with CDRL A004.

The contractor shall deliver an updated Baseline Control in accordance with CDRL A009.

4.4.3 Integrated Master Schedule (IMS) Updates

Upon receipt of Integrated Project Team (IPT) meeting maker provided as GFI, the contractor shall attend Government-hosted IPT meetings to collect information regarding IMS data including but not limited to: current resources, baselines, percentage(s) of task completion, and task dependencies. On a weekly basis, the contractor shall also collect project schedule updates provided as GFI and review schedule information within MS Planner (if baseline controls exist in MS Planner for this project) and MS Project to collect any Government entered changes that have not already been captured. If the GFI provided for task 4.4.2 identified that the project utilizes MS Planner for tracking, the contractor shall update MS Planner schedules to reflect all current status information collected. Using the most recent Government approved baseline IMS, deliver an updated IMS in MS Project to reflect current status. Note that upon Government approval of the updated IMS, it becomes the new baseline IMS. On a weekly basis, the contractor shall verify that the project schedule data matches in both MS Planner and MS Project.

Deliverable: The contractor shall deliver Updated IMS in accordance with CDRL A00A.

4.4.4 Project Schedule Impact Analysis

While performing task 4.4.3, the contractor shall perform project schedule analyses of impacts of execution status to baseline cost, schedule, and technical requirements. If in its analysis, the contractor identifies that a project is not meeting the schedule for sponsor project objectives and requirements, the contractor shall deliver an impact analysis to include changes to cost (budget), due dates (e.g. shortening or extending milestones), or technical requirements. In the impact analysis, the contractor shall include: “what if” scenario exercises, critical path assessments, task interdependency assessments, impact and risks of early or late starts on cost and schedule, and tradeoffs between resources, cost, and time based on project impacts. The contractor shall also include any applicable impacts from funding delays, federal budget status, procurement delays, fleet schedule shifts, or similar issues in the impact analysis.

Deliverable: The contractor shall deliver Impact Analysis in accordance with CDRL A002.

4.4.5 Schedule Risk Assessment (SRA)

On a semi-annual basis and using analyses developed under task 4.4.4, the contractor shall summarize the following impacts and risks in a Schedule Risk Assessment (SRA): critical path analysis, schedule variance analysis, resource allocation, and milestone tracking. The contractor shall include the SRA in accordance with Integrated Program Management Data and Analysis Report (IPMDAR) Implementation and Tailoring Guide.

Deliverables: The contractor shall deliver a SRA in accordance with CDRL A00L

4.5 EARNED VALUE MANAGEMENT (EVM)

4.5.1 EVM Process Update and Improvement

On an annual basis, the contractor shall review the existing Government approved Code 70 EVM process and, based on lessons learned throughout the Quarterly Execution Review (QER) process, provide recommendations and redlines for improvement. Upon Government approval of the recommendations, the contractor shall finalize the changes and deliver an updated EVM QER Process. Note that performance of this tasking requires knowledge of the following:

- Budgeted Cost of Work Scheduled (BCWS) or Planned Value

- Budgeted Cost of Work Performed (BCWP) or Earned Value

- Actual Cost of Work Performed (ACWP)

- Cost Performance Index (CPI)

- Schedule Performance Index (SPI)

- Trend Analysis and Tracking

- Cost and Schedule Performance Indices

- Budget at Completion (BAC)

- Estimate at Completion (EAC)

- Variance at Completion (VAC)

- Identification and Recommended Mitigation of Potential Financial and Schedule Risk Areas

Deliverables:

The contractor shall deliver Earned Value Management Process redlines and recommendations in accordance with CDRL A004.

The contractor shall deliver an updated EVM QER Process in accordance with CDRL A009.

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