MSC ITGMS_PWS 061526.docx

PERFORMANCE WORK STATEMENT (PWS)

Award

1. Contracting Officer’s Representative (COR).

a. Primary COR. See DITCO Additional Text G1 – Points of Contact

b. Alternate COR. See DITCO Additional Text G1 – Points of Contact

c. Property Administrator. See DITCO Additional Text G1 – Points of Contact

2. Contract or Task Order Title. Information Technology Governance and Mission Support (ITGMS)

3. Background. The Military Sealift Command (MSC), as the nation's premier maritime transportation organization, exists to support the joint warfighter across the full spectrum of military operations. Working seamlessly with key partners to operate in the maritime and cyber domains, MSC provides essential, assured and on-time logistics, strategic sealift, as well as specialized missions anywhere in the world, under any condition, 24/7, 365 days a year. The MSC Command, Control, Communications, and Computer (C4) Systems Directorate (hereafter referred to as N6) delivers and sustains secure C4/Information Technology (IT).

MSC N6 is responsible for delivering and sustaining secure C4/IT capabilities to meet the afloat and ashore IT and communication needs. The MSC Command Information Officer (IO) leads MSC N6 and is required to perform all functions related to IT governance, planning, and policy. The IO is charged with the responsibility for supervising and coordinating the design, acquisition, maintenance, use, and disposal of C4/IT as well as monitoring the performance of IT programs and activities. MSC N6 staff execute the C4/IT life cycle management which includes the processes and activities for planning, operating, and sustaining C4/IT investments. The C4/IT portfolio is comprised of approximately 71 C4/IT programs supporting functions across nine ashore sites and the MSC fleet of 129 ships. MSC C4/IT investments are supported by several funding streams which include Navy Working Capital Fund (NWCF), Transportation Working Capital Fund (TWCF), Research, Development, Test, and Evaluation (RDT&E), Other Procurement, Navy (OPN), and Operations and Maintenance, Navy (OMN).

4. Objectives. The contractor shall provide ITGMS for the MSC N6 and stakeholders for the tasks and activities necessary to ensure IT governance and related processes which are integral in the lifecycle planning, production, and sustainment of all MSC C4/IT systems and capabilities, both ashore and afloat. In the context of this PWS, C4/IT systems and capabilities include systems, networks, components, and IT peripherals in which IT resources are expended. C4/IT governance defines the decision-making authority and accountability framework to ensure C4/IT investments efficiently and effectively support the MSC mission while remaining compliant with relevant policy, guidance, and mandates.

5. Scope. The Task Areas below are identified within the following PWS and detailed herein to identify specific areas for performance under this requirement.

Task Area 1 - Contract Program Management Task Area 2 - C4/Information Technology Portfolio Management (C4/IT PfM) Task Area 3 - Data Management and Data Governance Task Area 4 - Financial Management Task Area 5 - Information Management and Organizational Governance

The contractor shall perform the specific tasks detailed in Section 6 to meet the requirements of this PWS. The term "support," where used, is superseded by the specific, measurable actions defined within each subtask. The Government may require surge support during the base or any option period, and surge modifications will be within the scope of the contract and provide increased support for the defined task areas of this PWS. Period of Performance (PoP) is defined as 12 calendar months for the contract base year and each subsequent option year. Surge support over the life of the contract will not exceed 50% of the contractor’s total proposed cost/price for the base and all option periods, excluding any six-month extension of services pursuant to Federal Acquisition Regulation (FAR) 52.217-8.

6. Performance Requirements.

6.1. Task Area 1 - Contract Program Management

The contractor shall prepare plans in accordance with the Contract Data Requirements Lists (CDRL), describing the technical approach, organizational resources, and management controls to be employed to meet the cost, performance, and schedule requirements throughout task order execution. The contractor shall provide all necessary personnel, administrative, financial, and managerial resources necessary for the performance of the plans submitted for this order. The contractor shall designate a single point of contact (POC) as the Program Manager (PM) who shall work closely with the Government in communicating issues, concerns, or problems on this order. This position shall be designated as a key position for the order. The PM shall have the authority to commit the contractor’s organization and make decisions for the contractor’s organization in response to Government issues, concerns, or problems. The PM shall be readily available to respond to questions, concerns, and comments, as well as be proactive in alerting the Government to potential contractual/technical issues. Although Government staff may coordinate with other contractor staff, the PM shall serve as the single contractor representative responsible for resolving all issues, concerns, and problems.

6.1.1. Subtask 1: Kickoff Meeting

a. The contractor shall schedule a contract kick-off meeting to be held within ten (10) business days of contract award.

b. The contractor shall develop an agenda for the kick-off meeting (CDRL 0001).

c. The contractor shall ensure that all identified participants are notified of the meeting at least 72 hours in advance. At a minimum, kick-off attendees shall include key contractor personnel and key MSC personnel.

d. The contractor shall develop and distribute draft meeting minutes and action items three business days after the kick-off meeting (CDRL 0001).

e. The contractor shall distribute final meeting minutes and action items within one business day after Government approval (CDRL 0001).

6.1.2. Subtask 2: Contract Management Plan

a. The contractor shall develop, deliver, and maintain throughout the task order PoP, a Contract Management Plan (CMP) that shall be used as a foundation for technical, resource, production, and management planning.

b. The contractor shall provide a draft CMP to the MSC COR at the kick-off meeting and provide an updated CMP within 30 calendar days after the kick-off meeting (CDRL 0002).

c. The contractor shall maintain the CMP and keep it current. The contractor shall be prepared to brief any plan content to the Government within one business day of a request.

6.1.3. Subtask 3: Monthly Review

a. The contractor shall conduct monthly reviews between the contractor Task Area Lead and/or contract PM and the Government Lead.

b. The contractor PM shall meet with the Government Lead to discuss individual tasks, prior progress, plans, issues, risks, and action item status. Monthly reviews provide the Government with insight into the status of current project tasks and address risks/issues on a timely basis. Additionally, it is an opportunity to meet with the project team members, to collaboratively evaluate status, discuss needs, decide on near term actions and work-plans, predict future performance or behavior, and produce coherent variance discussions to explain differences from the project plan and create a recovery path.

c. The contractor shall prepare and deliver review documentation at least two (2) business days ahead of the review. The monthly reviews shall provide a status on the monitoring of quality assurance, program management applied to the task order, review of current program activities, coordinating plans for upcoming months, and discussing programmatic issues related to cost, schedule, performance, and risk.

d. The contractor shall submit monthly review minutes within two business days after the review (CDRL 0003).

6.1.4. Subtask 4: Contract Management Review (CMR)

a. The contractor shall conduct CMRs between the contract PM and the COR on a quarterly basis. The CMR template will be determined between the Government and contractor PM.

b. The contractor shall prepare and submit a CMR agenda to the COR five business days prior to the CMR meeting.

c. The contractor shall prepare and deliver the CMR presentation at least two (2) business days ahead of the review. The CMR shall address current task status to include current task performance in comparison with task performance metrics, mitigation plans for under-performing areas, and other issues and concerns. The first CMR will occur 60 days from contract award. The CMR shall summarize performance by task for the period since last CMR and define the work planned and projected for the subsequent three months. Subsequent reviews will occur at quarterly intervals as determined by the COR and contract PM.

d. The contractor shall submit CMR minutes within five business days after the review (CDRL 0004).

6.1.5. Subtask 5: Performance Measurement

The contractor shall monitor performance standards and report monthly via the Contract Status Report (CDRL 0005). Reported performance measures shall include task area status updates including resources planned and used, risks managed, issues reported and associated issue status, deliverables required and submitted, and status for each project supported (schedule, performance). Metrics shall be reported for both monthly and aggregate/cumulative totals.

6.1.6. Subtask 6: Quality Assurance

a. The contractor shall implement and maintain a quality management system compliant with the International Organization of Standards (ISO) 9001:2015 or an equivalent standard for all work performed at the contractor’s facilities and onsite in support of this effort. The Government reserves the right to require the contractor to present its current ISO 9001, or equivalent, certificate of compliance at any time. The contractor shall, in addition, adhere to all MSC ISO 9001 assessments by adhering to MSC Quality Management System (QMS) processes for work performed under this effort.

b. The contractor shall provide a quality assurance plan and approach for work performed and recommend business process improvements to enhance N6 processes. The quality assurance plan shall be provided at the contract kick-off meeting (CDRL 0006).

c. All final deliverables and documentation provided shall require minimal rework, defined as meeting a 95% acceptance rate upon first submission per month.

d. The contractor shall edit, standardize, or make changes to material prepared by other writers or designated personnel as requested by the Government.

e. The contractor shall review published materials and recommend revisions or changes in scope, format, content, and methods of reproduction, binding, and/or storage medium based on requirements of the published materials.

f. The contractor shall maintain records and files of work, revisions, and proper version control in Government-approved data repositories.

g. Products typically contain information technology terminology and concepts and are directed to a variety of audiences (e.g., internal and external partners, senior leaders, technical and non-technical personnel). The contractor shall organize material and complete writing assignments according to Department of Defense (DoD), Department of the Navy (DON), and MSC standards regarding order, clarity, conciseness, style, and terminology.

6.1.7. Subtask 7 Phase-In / Phase-Out Plans

a. Phase-In Plan: No later than five business days after the Contract kick-off meeting, the contractor shall develop, with Government input, a plan of action to ensure the smooth transition of services from the incumbent contractor to the awarded contractor with no degradation of services (CDRL 0007). The Contractor, in good faith, shall present a clear, negotiable approach to assuming responsibility for any on-going tasks and completing the transition to full contract responsibility by the conclusion of the phase-in period. All key personnel/key positions must be onboard at start of the PoP. Fifty (50) percent total staffing must be complete within 30 days of the start of the PoP and 100 percent within 60 days. The transition period will be from the date of award to the PoP start date. The Government intends to provide a 60-day transition period unless otherwise specified during the kick-off meeting.

b. Phase-Out Plan: No later than 120 calendar days prior to the end of the contract or upon notification if the option is not elected, the contractor shall develop, with input from the Government, a plan of action to facilitate the transition of services to the incoming contractor with no degradation in services IAW FAR 52.237-3 (CDRL 0008).

6.1.8. Contract Management Deliverables

Microsoft Office version 2016 unless otherwise directed by the COR

Meeting Agenda: 10 days after contract award

Meeting Minutes: draft 3 business days after kick-off meeting; final 1 business day after Government approval

Final: 30 days after contract award, and updated within 10 business days of any contractual or procedural change.

First review will be conducted within 30 days after contract award. Agenda due 2 business days before the meeting; meeting minutes due 2 business days after meeting.

occur at quarterly intervals as determined by the COR and CPM

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the Contracting Officer (KO); 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.2. Task Area 2 – C4/IT Portfolio Management (C4/IT PfM)

The contractor shall provide C4/IT Portfolio Management services for MSC N6 to conduct analysis, implementation and maturity of policies and processes needed to align C4/IT investment decisions with MSC’s business and strategic goals. C4/IT PfM will improve decision making, minimize risk, maximize resources, increase value for stakeholders, and provide for repeatable success. C4/IT PfM is mandated under SECNAVINST 5230.14, IT PfM. The application of C4/IT PfM will enable MSC to achieve mission goals and accomplish business/performance objectives by selecting, controlling and evaluating C4/IT projects to determine the best mix of projects and the right level of investment in each. Similarly, C4/IT PfM helps to balance the portfolio between ongoing sustainment/maintenance initiatives and development/modernization/enhancement (DME) initiatives.

The contractor will play a critical role in the development, training and integration of policies and procedures related to investment decision making and portfolio management within MSC N6. The C4/IT governance model established with these policies and procedures will provide a systematic approach to enable informed C4/IT investment decision making at the portfolio level and establish and maintain a resource baseline.

6.2.1. Subtask 1: C4/IT Investment Management Roadmap Development and Investment Inventory The contractor shall maintain the C4/IT Investment Management Roadmap for MSC N6. The roadmap is a high-level, visual plan that communicates MSC’s C4/IT strategy. The C4/IT Investment Management Roadmap helps MSC N6 make strategic decisions within the C4/IT portfolio. This roadmap creates a strategic framework with which N6 will effectively organize and prioritize ideas, objectives and requirements into a high-level strategic plan to inform investment decisions. To develop the roadmap, the contractor shall maintain the C4/IT investment inventory.

The C4/IT investment inventory (CDRL 0009):

a. Identifies and prioritizes key capabilities, initiatives, and strategic goals for MSC N6

b. Provides an inventory of current and planned C4/IT investments to support key capabilities

c. Identifies dependencies between planned investments

d. Identifies DoD, DON, and/or MSC policies or strategic plans that are driving the investment

e. Identifies estimated start and end dates of investments as well as interim milestones, as provided by the MSC N6 PM

f. Identifies priority of investment based on stakeholder direction

Using the C4/IT investment inventory, the contractor shall maintain the MSC N6 strategic roadmap (CDRL 0010) with the following specifications:

a. The roadmap shall visually depict the plan for achievement of key capabilities, initiatives, and strategic goals based on the C4/IT investment inventory. The roadmap shall depict timelines for program delivery and major milestones across the Future Years Defense Program (FYDP), depict dependencies between different programs and program milestones, and depict linkage to DoD, DON, and MSC strategic goals. Roadmaps may need to be logically broken down to aid in visual display (e.g. overarching N6 roadmap, an N6 ashore roadmap, an N6 afloat roadmap, etc.). The roadmap should address technology, process, application, data, associated workforce development, communication, and change management activities.

b. The views of the roadmap shall be tailorable such that the contractor can provide various views of the roadmap as identified by N6 based on stakeholder needs. Views will be based on investment type, categorization and supporting branch. For example, the contractor shall provide a view of the roadmap for programs supporting network modernization or contested environment efforts, or only communication systems.

The roadmap and the C4/IT investment inventory will be updated quarterly. Updates shall include additions or changes to investments, updates to schedule for investments, achievement of milestones for investments, removal of investments, changes or additions to strategic guidance and associated linkage to investments, and changes or additions to dependencies between investments. Development and maintenance of the roadmap require the contractor to work with MSC N6 staff, MSC internal stakeholders including program managers and departments, and MSC external stakeholders to fully understand existing and future investments and associated dependencies and impacts. This includes monitoring DoD, DON, and MSC policy for changes or additions that may require new investments, impact existing investments, and/or modify investment dependencies and priorities.

In support of the roadmap maintenance, the contractor shall:

a. Execute a review process that includes the collaborative planning team, stakeholders, and the sponsor.

b. During the review process, the contractor shall use a document review form to collect comments and change requests, record and catalog feedback, and to document and track follow-up actions through to completion.

c. Schedule and conduct a formal review meeting to obtain approval of the final target state roadmap by the collaborative planning team, stakeholders, and sponsor.

d. Create a record of decision to document the approval.

e. Publish the approved target state roadmap documents to communicate the plan contents and its impacts on the stakeholder community.

6.2.2. Subtask 2 C4/IT Investment Management Review

The contractor shall facilitate the C4/IT investment management review processes to include assisting with meetings, tasks, and deliverables (CDRL 0011). When C4/IT investments require oversight and decision by senior MSC managers, the C4/IT investment management processes are invoked. MSC N6 regularly evaluates the C4/IT portfolio of programs, projects, and operational activities, including emergent C4/IT requirements, to ensure continued alignment of C4/IT investments to the MSC N6 Support Plan, and to achieve an optimal C4/IT investment mix that balances benefits and risk.

To facilitate the investment management review process, the contractor shall:

a. Prepare C4/IT investment management review meeting agendas, minutes, briefs, analyses on a quarterly basis.

b. Review and prioritize C4/IT programs, projects, and requirements based on C4/IT investment roadmap.

c. Analyze and prepare recommendations for the C4/IT capabilities to be funded.

d. Analyze and prepare recommendations for the continuation, acceleration, modification, or suspension of C4/IT investments.

e. Recommend and establish criteria to select and evaluate the alignment of C4/IT investments to the MSC N6 roadmap. Factors to be considered are mission and business needs, performance, risks, and expected benefits.

6.2.3. Subtask 3 C4/IT PfM Process Improvement

The contractor shall conduct analysis, aid in implementation, and improve the maturity of PfM processes needed to align C4/IT investment decisions with MSC’s business and strategic goals. C4/IT PfM is a risk-based approach to the selection and management of IT projects integrating business and C4/IT planning, budgeting, standards, processes, and governance.

To facilitate C4/IT PfM process improvement, the contractor shall complete the following tasks:

a. Develop and maintain correspondence and written products addressing the MSC C4/IT strategic direction, policies, standards, guidance, and procedures as required. Up to five (5) procedures and processes shall be created per PoP (CDRL 0012).

b. Conduct reviews and assessments of C4/IT PfM strategies, governance structures, policies, procedures, and processes governed by existing DoD, DON, and MSC policies to ensure C4/IT investments are aligned to MSC business and strategic priorities.

c. Prepare justification statements to defend the C4/IT budget during spend plan development and during annual and periodic budget reviews with internal and external stakeholders.

d. Prepare requirements package documentation needed for the Government to prioritize and evaluate requests for NWCF, TWCF, RDT&E, OPN, and OMN resources. Requirements package documentation includes, but is not limited to, briefing packages, white papers, and supporting analyses (CDRL 0013).

e. Develop and report C4/IT PfM metrics and benchmarks. The metrics and benchmarks shall be comprised of the standards and measures used to compare the allocation, risk, and health of a given portfolio (e.g. alignment to strategic goals, project completion [on-time/on-budget], customer satisfaction, etc.).

f. Develop and maintain C4/IT PfM dashboards for use by MSC leadership, program managers, and portfolio managers to assist with making future investment decisions. Dashboards shall include financial execution, Planning, Programming, Budgeting, and Execution (PPBE) related data, Program Objective Memorandum (POM) data, Mission Area Management (MAM) data, spend plans, fielding plans, and data from the investment inventory using Government approved tools (e.g. Maven, SharePoint, Advana/Jupiter, Tableau, Dataverse).

6.2.4. Subtask 4 C4/IT Portfolio Investment Management

The contractor shall perform program and project management functions to aid MSC N6 in the assessment, maturing and implementing of processes supporting C4/IT portfolio investment management. The goal of portfolio investment management is to select investments to deliver required functional capabilities, control their development and operations, manage risk, and continually evaluate performance using standard criteria and repeatable processes. Performance of program and project management functions shall include preparation of documentation to support program requirements definition, service and capability acquisition, system lifecycle sustainment and eventual system decommissioning and disposal.

The current C4/IT portfolio includes Navy program of record (POR) systems and MSC unique systems:

a. Navy POR systems - thirteen (13):

- Consolidated Afloat Networks and Enterprise Services (CANES) / includes the MSC specific variant Network Management System (NMS)

- Commercial Broadband Satellite Program (CBSP) / includes Satellite Terminal (transportable) Non-Geostationary (STtNG)

- Global Command and Control System-Maritime (GCCS-M)

- Combined Enterprise Regional Information Exchange (CENTRIX)

- Computer Network Defense (CND)

- Global Positioning System (GPS) based, Positioning, Navigation, and Timing Service (GPNTS)

- High Frequency, Ultra High Frequency (UHF), and Very High Frequency (VHF) single channel radio systems

- Battle Force Tactical Network (BFTN) Resilient Command, Control and Communications (RC3) System Enhancement (BRSE)

- Navy Marine Corps Intranet (NMCI)

- Automated Digital Network System (ADNS)

- Navy Modular Automated Communication Systems (NAVMACS)

- Theater Medical Information Program (TMIP)

- Tactical Air Navigation (TACAN)

b. MSC unique systems - nine (9):

- Next Generation Wideband (NGW)

- Shipboard Management Information System (SMIS) / includes Microsoft Endpoint Configuration Management (MECM)

· Afloat Release 2 (AR2) unclassified network

· Afloat Classified Global Operating System Upgrade Project (ACG) classified network

· SMIS Mini-Unclassified (SMIS Mini-U)

· SMIS Mini-Classified (SMIS Mini-C)

- Visual Information (VI)

- Mobile Expeditionary Communication Kit (MECK)

- Enterprise Land Mobile Radio (ELMR) / Firefighting Radios

- Afloat Multi-Functional Devices (MFDs)

- Ashore IT / includes audio-visual, mobility, office compute, and collaboration

- Civilian Mariner Wireless Network (CivMar WiN)

- Flank Speed Edge (FSE), Flank Speed Wireless and other Flank Speed Services

In support of C4/IT portfolio investment management, the contractor shall:

a. Conduct assessments and provide recommendations to resolve project execution issues (cost, schedule, and performance) identified during project milestone decisions.

b. Review, analyze, and develop recommendations, as requested by the COR, to use new initiatives and best practices to improve areas within program and project management. This may include development of, or modification to, existing Quality Management System (QMS) documentation to support the recommendations.

c. Prepare and maintain program management documentation for MSC programs, e.g. program management plans, lifecycle cost estimates, fielding plans, integrated master schedules, and integrated logistics support plans. This includes documentation for ship new construction (SCN) for each of the programs supported. The following are estimates of the quantity of documentation required:

i) Up to twenty-four (24) program management plans per PoP (CDRL 0014). If the program is a Navy POR, the contractor shall gather and organize existing program documentation into a MSC specific plan. The Government shall facilitate acquiring existing program documentation.

ii) Up to twenty-four (24) lifecycle cost estimates per PoP (CDRL 0015).

iii) Up to twenty-four (24) fielding plans per PoP (CDRL 0016). Fielding plans will be maintained and updated as program requirements change and/or programs move through the program lifecycle.

iv) Develop and/or maintain integrated master schedules (IMS) for up to twenty-four (24) MSC N6 programs per PoP (CDRL 0017). Throughout a program’s lifecycle, the IMS shall be updated weekly and provided to program staff in preparation for N6 program reviews and other analysis as needed. The IMS will be tracked and monitored by the contractor to measure progress against all program baseline plans gathered internally, within MSC, and externally. A corrective action process will be developed and enacted when corrective action plans are established, and when performance does not align with program parameters or is outside of established variance thresholds identified. Critical path analyses will be completed to support PfM and road mapping efforts.

v) Develop and/or maintain up to twenty-four (24) Integrated Logistics Support Plans (ILSP) for each program per PoP, which will be utilized for the development, implementation, and assessment of critical ILS processes (CDRL 0018).

The ILSP shall:

(1) Identify preventive, predictive, and corrective maintenance strategies.

(2) Provide detailed system training requirements and associated personnel skill sets and staffing plans.

(3) Include an Approved Parts List (APL), spares lists, and shipboard allowance for each system.

(4) Identify requirements for tools, test equipment, and associated support systems to maintain the system throughout the system lifecycle.

d. Participate in program reviews, conferences, briefings, and other meetings. Each program is expected to have monthly meetings. This includes preparation of reprogramming requests and program briefings to higher authorities.

e. Conduct analyses and prepare recommendations for efficient program execution, including business case analysis (BCA) and cost benefit analysis (CBA) development. Up to ten (10) analyses shall be completed within each PoP.

f. Develop and implement risk management strategies, plans, assessments, analyses, studies, and recommendations. Develop an N6 Risk Program and Risk Management Plan (RMP) to identify, document, assess, mitigate, and manage risks and issues associated with all N6 programs (CDRL 0019). The RMP shall be aligned with the DoD Risk, Issue, and Opportunity Management Guide for Defense Acquisition Programs.

g. Develop up to twenty-four (24) POM issue papers for MSC N6 programs per PoP (CDRL 0020). Track the DoD’s calendar driven PPBE process and conduct requirements and cost analysis supporting the development of POM issue papers for MSC N6 programs.

h. Perform registration, tracking, and annual certification functions for MSC N6 programs, systems, software, applications, and assets within DoN Application and Database Management System (DADMS) and Defense Information Technology Portfolio Repository – Department of the Navy (DITPR-DoN).

i. Provide a meeting agenda for each N6 Working-level Integrated Project Review (IPR) meeting (CDRL 0021). The IPR meeting agenda will be due two business days prior to the IPR meeting. Up to 150 IPR meeting agendas will be delivered per PoP.

j. Provide meeting minutes for each MSC N6 IPR meeting (CDRL 0022). IPR meeting minutes shall include a list of attendees, summarize what was discussed during the meeting, identify action items, identify who has the lead on the identified action item and estimated due dates, identify the status of open action items, and identify decisions made during the meeting. IPR meeting minutes will be due two business days following the IPR meeting. Up to 150 IPR meeting minutes will be delivered per PoP.

k. Coordinate with internal and external program stakeholders to document program risks and issues, develop proposed solutions or mitigations to program risks and issues, and communicate program progress.

6.2.5. C4/IT PfM Deliverables

Updated quarterly

the COR As scheduled

version) As required

the COR As required

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.3. Task Area 3 – Data Management and Data Governance

Data management is required for MSC N6 to maintain overall effectiveness, efficiency, and compliance with the C4/IT portfolio. The contractor shall perform data management functions for MSC N6, including updates, maintenance, sustainment, and quality control for data repositories, dashboards, workflows, applications, and related solutions.

This work includes the use and sustainment of MSC N6 PfM toolsets including the Program Budget Resource (PBR), Executive Decision Tool (EDT), Resource Requirement Tool (RRT), Funding Execution Approval Request (FEAR), Continuing Resolution Amendment (CRA) tool, C4/IT Investment Inventory, Change Request Tool, Master Install Scheduler (MIS), and related PfM and financial dashboards.

The contractor shall ensure data accuracy, availability, consistency and reliability across all repositories to support effective reporting, analysis, and decision-making, portfolio visibility, and executive level oversight. Proper use and maintenance of these tools is essential to sustaining reliable data access, strengthening data governance, and ensuring continued support of MSC N6 C4/IT planning, execution, and oversight activities.

In support of data management and data governance, the contractor shall:

a. Maintain all existing data repositories and associated dashboards that provide support for MSC N6 PfM and financial management toolsets.

b. Develop, as requested, new data repositories or dashboards that support MSC N6 PfM or financial management functions. Up to three (3) new data repositories and dashboards shall be delivered per PoP.

c. Develop and maintain a data dictionary for all data repositories that can be used to support internal/external stakeholders’ understanding of data elements within the repositories (CDRL 0023).

d. Maintain data standards, validation rules, authorized values, naming conventions, and required fields to support consistent data entry, reporting, and analysis across MSC N6 repositories and dashboards.

e. Provide performance monitoring of all data repositories and dashboards.

f. Implement data governance in alignment with DoD Data Strategy goals.

g. Adhere to access policies and digital policy rules based on applicable laws, regulations, DoD policies, and MSC Component policies.

h. Perform daily backups on all data repositories.

i. Generate a monthly data maintenance report that provides visibility into the health and sustainment of data repositories and dashboards. The report shall include change logs, feature updates and improvements, completed maintenance activities, outages or service interruptions, known or experienced data integrity issues, data loss, corrective actions, repairs, and an overall assessment of system performance, reliability, and data quality (CDRL 0024).

j. Develop curriculum and provide training for all data repositories, dashboards, workflows and processes, including training for changes made to existing repositories, dashboards, workflows and processes. Up to ten (10) training courses shall be delivered per PoP (CDRL 0025)

k. Facilitate data repository compliance assessments and provide recommendations for data management process improvement, workflow automation, data quality improvement and governance controls.

l. Create standard operating procedures (SOP) for all new products, and update SOPs for any changes made to existing products. Up to twenty-five (25) SOPs shall be created per PoP (CDRL 0026).

6.3.1. Data Management Deliverables

6.3

Data Dictionary

CDRL 0023/ Contractor-determined format with Government concurrence

60 days post award; updated quarterly

Standard Distribution*

60 days post award; updated quarterly

Report

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.4. Task Area 4 – Financial Management

The contractor shall perform Financial Management (FM) functions for MSC N6 to ensure the efficient and effective management of budgetary resources. N6 requires contractor performance of financial management planning, reporting and analysis tasks to procure information technology products and services.

6.4.1. Subtask 1 Financial Planning and Reporting

The contractor shall perform financial planning and reporting functions for MSC N6 for FM tasks that include gathering and entering financial data, documenting processes, and preparing resource reports.

In support of financial planning and reporting, the contractor shall:

a. Integrate IT portfolio investment decisions into planning, programming, and budgeting tasks.

b. Track and report the status of MSC N6 budgetary resources as committed, obligated, and executed in the C4/IT spend plan, program execution reviews, and required stakeholder reporting metrics.

c. Report the status of MSC N6 C4/IT requirements and investments as planned, programmed, budgeted, unfunded, or placed into service (CDRL 0027). This report shall include tracking of commitments, obligations, and expenses of all MSC N6 programs and projects.

d. Prepare briefing material, e.g. spreadsheets, slides, and talking points, to support weekly program reviews, midyear financial reviews, and end of year financial reviews.

e. Perform data entry into the Program Budget Information System - Information Technology (PBIS-IT).

f. Prepare and analyze internal and external financial management reports, supporting briefs, and budget control and execution reports utilizing available authoritative data sources, e.g. PBIS-IT, Navy Enterprise Resource Planning (ERP), and PBR. The following are examples and estimates of the reports and briefs required:

i) Weekly Commitment Report (CDRL 0028)

ii) Monthly Expensing Report and Net Operating Revenue (NOR) response

iii) PBIS-IT submissions

iv) Mid-year financial review brief

v) End of year financial review brief

vi) Up to twenty-four (24) ad hoc Funds Execution reports per PoP (CDRL 0029).

g. Create and maintain an integrated and tailorable dashboard that correlates current year financial execution to spending and fielding plans.

h. Facilitate meetings and prepare meeting agendas, minutes, briefs, and supporting analysis for financial planning and reporting efforts.

i. Provide verification and reporting to ensure alignment between PBIS-IT and DITPR-DoN, DADMS and Enterprise Mission Assurance Support Service (eMASS) information for C4/IT programs.

6.4.2. Subtask 2 Financial Analysis

The contractor shall perform financial analysis functions for MSC N6 including financial data analysis, risk management, and compilation of financial data for formal and ad hoc data calls.

In support of financial analysis, the contractor shall:

a. Conduct financial analysis, financial risk analysis and internal assessments to include identifying and evaluating financial risks and management techniques to mitigate risk exposure.

b. Facilitate financial analysis integrated project teams (IPTs), special advisory boards, off site meetings, working groups, and audit teams.

c. Conduct analytical assessments, studies, and evaluations to improve financial policy development and decision making.

d. Develop and maintain correspondence and written products addressing MSC N6 financial management and analysis policies, standards, guidance, and procedures as required. Up to five (5) procedures and processes shall be created per PoP (CDRL 0030).

e. Evaluate and analyze processes and procedures to address deficiencies impacting accuracy and compliance with C4/IT spending approval, documentation, and reporting.

f. Prepare responses to internally and externally requested acquisition and financial management data calls including data calls from Office of the Secretary of Defense (OSD), Office of Budget (FMB), and United States Transportation Command (USTC).

g. Track, monitor, and report the status of Defense Business System (DBS) expenditures (CDRL 0031).

h. Perform analysis of data in PBIS-IT.

i. Prepare budgetary requests for submission to United States Fleet Forces Command (USFFC) and USTC for NWCF and TWCF resourcing as part of the PPBE process. Up to eight (8) budgetary requests shall be created per PoP (CDRL 0032).

6.4.3. Subtask 3 Funding Execution

The contractor shall perform funding execution functions for MSC N6 that are required to procure information technology products and services. Funding execution requires maintaining the public confidence by implementing proper safeguards regarding federal funds execution. The MSC Comptroller has established internal controls to ensure efficiency, effectiveness, and accountability in funding execution.

In support of funding execution, the contractor shall:

a. Perform Information Technology Procurement Request (ITPR) submission and processing functions.

b. Gather procurement request information and perform ITPR generation, data entry, and submission in Navy ERP. Up to 300 ITPRs shall be created per PoP (CDRL 0033).

c. Generate a weekly ITPR status report (CDRL 0034).

d. Align funding execution with approved budgetary resources and spend plans.

e. Prepare Procurement Requisition (PR) packages that support and align with approved acquisition requirements and associated costs. Approved PR packages shall be archived in a Government approved data repository. Up to 300 PR packages shall be created per PoP (CDRL 0035).

f. Process Procurement Requisition packages from initiation through confirmation of funds execution.

g. Perform funding execution transactions including realignments, invoice processing, and preparation of supporting documentation. An average of 350 funding execution actions is performed monthly.

h. Conduct quality assurance checks on each funding execution action.

i. Reconcile MSC N6 financial data to all financial systems of record. Identify balances that have not been liquidated and have no activity (such as obligations, adjustments, or disbursements) within a 90-day period to ensure compliance with the Dormant Account Review Quarterly (DAR-Q) process.

j. Develop and maintain a fiscal year tracking tool for procurement actions.

k. Maintain all automated financial management and funding execution data repositories.

l. Perform end of fiscal year closeout activities.

m. Prepare the Requirement Execution Plan (CDRL 0036).

n. Prepare and analyze the Monthly Expensing Report and NOR response (CDRL 0037).

6.4.4. Financial Management Deliverables

Monthly

Weekly; NLT Friday

NLT 72 hours of required submission

As required

*Standard Distribution: 1 copy of the transmittal letter without the deliverable to the KO; 1 copy of the transmittal letter with the deliverable to the Primary COR.

6.4. Task Area 5 – Information Management and Organizational Governance The contractor shall perform Information Management functions for MSC N6 to improve the integrity, quality, utility, and security of organizational information. MSC N6 requires contractor performance of business process automation, data call coordination, policy and organizational support, and quality control tasks to improve organizational and operational effectiveness.

In support of information management and governance, the contractor shall:

a. Develop guidance for information collection, storage, availability, and overall communication processes.

b. Modernize and streamline workflow processes through the development and integration of business processes into automated systems.

c. Provide high-level analytical and writing support for MSC N6 leadership.

d. Analyze, evaluate, and prepare N6 briefs, reports, and official correspondence across all organizational levels (director, division, branch, and team).

e. Review, update, and draft charters, Memorandums of Agreement (MOAs), Memorandums of Understanding (MOUs), organizational charts, and MSC N6 specific policies and procedures.

f. Identify, assess, and compile data to respond to approximately 200 data calls annually across all task areas.

g. Formulate recommendations and draft response packages for Congressional, DoD, and other Government agency inquiries.

h. Interpret and apply relevant Federal, DoD, and DON directives, instructions, handbooks, and messages.

i. Manage strategic communications and coordinate with subject matter experts and cross-functional stakeholders to align internal and external communications with mission objectives.

j. Improve MSC N6 internal controls and procedures through the execution of Quality Management System (QMS) and Manager’s Internal Control (MIC) processes.

i) Identify risks, perform root cause analysis, test internal controls during audits, and develop corrective actions for identified deficiencies.

ii) Prepare the annual Statement of Assurance (SOA) memorandum and compile all requisite supporting documentation.

iii) Review and update QMS procedures for accuracy, relevance and completeness. Up to forty (40) QMS procedure updates shall be performed per PoP (CDRL 0038).

iv) Generate a monthly summary report detailing the status of all MIC and QMS tasks and actions to brief N6 leadership (CDRL…