PWS_FY20_2.pdf

PWS_V1

PERFORMANCE WORK STATEMENT

Syracuse University Defense Financial Management & Comptroller Programs

1.0 Background: The Office of the Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C)) requires non-severable, non-personal services of an accredited university to provide university affiliation services for program coordination and administrative support services necessary to award a Master of Business Administration and an Executive Master of Public Administration Degree to students who successfully complete the established curriculum. Historically, beginning in 1952, in response to financial problems identified in World War II, the Army partnered with Syracuse University to form the Army Comptrollership School. The passage of Public Law 216, as an amendment to the National Security Act of 1947, required that "comptrollers" serve throughout the Department of Defense (DoD). Over the following 60 years, over 1,900 military and civilian personnel attended the Army Comptrollership School at Syracuse University. The education provided graduates the skills necessary to financially manage conflicts ranging from Vietnam to Overseas Contingency Operations, major fluctuations in the size of the Defense Budget, and management changes to make the Department more efficient and business-like.

2.0 Objectives: The completed program of study shall provide future comptrollers/resource managers with the conceptual perspective, practical and analytical tools, and management skills required in the increasingly complex, volatile, uncertain, and ambiguous resource management environment.

3.0 Defense Comptrollership Program

3.1 Overview: There is an enduring requirement for continuation of the Defense Comptrollership Program. The contractor shall provide fully accredited university affiliation, as well as the following a minimum of 60 hours of coursework in order to grant successful students Master of Business Administration (MBA) with a Concentration in Business Analytics and Executive Master of Public Administration (EMPA) degrees. Courses and seminars shall be included are in the subject areas of economics, data analysis, management information systems, financial accounting, marketing management, supply chain/project management, operations management, activity based costing/management accounting, business strategy and human capital management, government contracting, entrepreneurship, managerial leadership, dispute resolution for public managers, policy analysis, public administration and law, and DoD Comptrollership. Further, the curriculum shall provide training, prepare and provide the opportunity for students to take the Certified Defense Financial Manager (CDFM) examination.

Overall, the program shall be rigorous and provide DoD resource managers with the conceptual perspective, practical analytical tools, and management skills required in the increasingly complex resource management environment. The program shall provide a well-rounded professional development experience. The method of instruction shall be based in group processes which is designed to provide graduates the ability and environment to ask questions and facilitate discussion. The average student cohort size is 22-25 students.

3.2 Representative Curriculum

First Quarter –Summer: 12 Credits

• MBC 601 –Economic Foundation of Business (1½ credits)

• MBC 602 –Economics of International Business (1½ credits)

• MBC 603 –Creating Customer Value (1½ credits)

• MBC 604 –Managing the Marketing Mix (1½ credits)

• MBC 638 –Data Analysis (3 credits)

• PAI 730 –Dispute Resolution for Public Managers (3 credits)

Second Quarter –Fall: 15 Credits

• PAI 897 –Policy Analysis (3 credits)

• MBC 606 –IT for Decision Making (1½ credits)

• MBC 607 –Understanding Financial Statements (1½ credits)

• MBC 608 –Creating Financial Statements (1½ credits)

• MBC 610 –Ideation (1½ credits)

• SCM 656 –Project Management (3 credits)

• PAI 895 –Mid-Career Seminar: Managerial Leadership or PAI elective choice (3 credits)

Third Quarter –Winter and Spring: 18 Credits

• Trip: Chile, Turkey, South Africa, China, Singapore

• PAI 742 –Public Administration and Law or PAI elective choice (3 credits)**(Winter)

• FIN 600 –Bank Management (1½ credits)

• MBC 609 –Accounting for Managerial Decisions (1½ credits)

• MBC 616 –Operations Management (1½ credits)

• MBC 617 –Supply Chain Management (1½ credits)

• MBC 618 –Competitive Strategy (1½ credits)

• MBC 619 –Corporate Strategy (1½ credits)

• MBC 627 –Financial Markets and Institutions (1½ credits)

• MBC 628 –Fundamentals of Financial Management (1½ credits)

• PAI 895 –Mid-Career Seminar: Managerial Leadership or PAI elective choice (3 credits)

Fourth Quarter –Summer: 15 Credits

• ACC 760 –Fraud Examination (3 credits)

• BUA 600 –Seminar in Resource Management (3 credits)

• BUA 786 –Seminar in Comptrollership and CDFM (3 credits)

• MBC 647 –Capstone Project (3 credits)

• PAI 996 –Master’s Project (3 credits)

3.3 Duration: 12-14 months.

4.0 Financial Management 101

4.1 Overview: The Army Financial Management 101 course (FM 101) provides training to technical financial management series career field personnel to increase their skills and knowledge in financial and resource management and their basic analytical capabilities. The course provides comptroller careerists with ability to operate within today’s challenging environment and gives them the skills to be more effective and efficient. The target audience includes: Interns, GS9 (full performance positions), civilians in CP11/CP26, GS 11-12 and Soldiers in MOS 36A (CPT and MAJ); Soldiers in MOS 36B (SSG and above).

4.2 Representative Coursework:

• Financial/Resource Management Environment

• Organization and Structure of the Army and the FM Community

• Principles of Appropriations and Fiscal Law and their Application to Accounting and

Budgeting

• Principles of Cost and Cost Analysis

• Principles of Manpower and Personnel and Manpower Analysis

• Principles of Contracting and Impact on Financial Management

• Ethics and Internal Controls

4.3 Duration: 2 weeks (10 classroom days)

5.0 Executive Comptroller Course (ECC)

5.1 Overview: Increases analytical, conflict resolution, team and consensus-building skills in the resource and financial management environments. Course emphasizes skills used in reaching consensus, managing the process and influencing others while enhancing interpersonal communication. The course, consisting of 25 to 30 students, is divided into four general learning objectives with learning accomplished by lectures, discussion groups, group projects, guest speakers, simulations and a Capstone Exercise. Guest speakers address real-time application of skills and challenges facing the Army and DoD, and the Capstone Exercise ties all instruction together, requiring students to apply everything they have learned. Upon completion of the course, 120 CPEs are awarded--including two (2) hours of ethics training. The four learning objectives are:

5.2 Representative Coursework:

• RM as Process Manager: (a) DoD Resource Environment; (b) Management Ethics & Controls; (c) Managing Cost

• Managing the Process: (a) Advanced PPBE; (b) Process Management; (c) Managing Contracting; (d) Managing Manpower and People; (e) Managing O&M (USA, USAF, USN, USMC); (f) Analysis of Audit Reports

• Managing Under the Constitution: (a) Managing the Legislative Process; (b) Reprogramming and Supplementals; (c) Managing Fiscal Law; (d) Appropriations Analysis

• Process Integration: (a) Funding Letter; (b) Fiscal, Manpower, and Budget Controls; (c) HQDA OMA Budget Exercise (Capstone)

5.3 Duration: 3 weeks (15 classroom days)

6.0 Army Comptroller Course (ACC)

6.1 Overview: The purpose of this program is to provide comptroller careerists with ability to operate within today's challenging environment and gives them the skills to be more effective and efficient. The course, consisting of 25 to 30 students, is divided into four general learning objectives with learning accomplished by lectures, group projects, guest speakers, and a Capstone Exercise (a year-of-execution installation-level decrement exercise). Guest speakers address the real-time application of skills and challenges facing the Army and DoD. The Capstone Exercise ties all instruction together, requiring students to apply everything they have learned. Upon completion of the course, 120 CPEs are awarded.

6.2 Representative Coursework:

• Understanding the Financial/Resource Management Environment: (a) DoD Resource Environment; (b) Cost and Economic Analysis; (c) Legislative Process; (d) Ethics and Internal Controls

• Understanding Financial Management: (a) Intermediate PPBE; (b) Rules and Tools; (c) Automated Tools for Commands Analysis; (d) Commands Analysis

• Understanding Resource Management: (a) Manpower and Personnel Overview; (b) Reprogramming and Supplemental; (c) Appropriations Analysis; (d) Analysis of Audit Reports

• Process Integration: (a) Funds Letter; (b) Financial, Manpower, and Budget Controls; (c) Capstone Exercise

6.3 Duration: 3 weeks (15 classroom days)

7.0 Senior Resource Manager's Course (SRMC)

7.1. Overview: Examines the role of the resource manager in today's rapidly changing environment. The course is comprised of approximately 25-30 students per class and is divided into six general learning objectives with learning accomplished by lectures, guest speakers, and a group project. Guest speakers address the real-time application of skills and challenges facing the Army and DoD and group projects are presented to a senior resource manager. Upon completion of the course, 36 CPEs are awarded.

7.2 Duration: 1 week (5 classroom days)