SOL_W15QKN16R0002_PLS_ATTACH_0029_SAMPLE_C_SOO_23JAN2017.pdf

Solicitation W15QKN-16-R-0002 Personnel Life-Cycle Support (PLS)

Attachment 0029 – Sample Task C – SOO

PLS SAMPLE TASK C – ORGANIZATIONAL REDESIGN STUDY

TRAINING AND STRATEGIC PLANNING SUPPORT SERVICES

STATEMENT OF OBJECTIVES (SOO)

23 JANUARY 2017

1. PURPOSE AND BACKGROUND

The purpose of this project is to secure non-personal services to assist the Office of the Assistant Chief of Staff for Installation Management (OACSIM) in planning and implementing strategies to ensure the OACSIM vision, mission and support systems are optimized to achieve the desired level of critical thinking/problem solving skills that will enable our junior leaders to effectively operate in an increasingly complex operational environment.

1.1 OACSIM Vision: The champion of services, infrastructure and resources for ready and resilient Soldiers, Civilians and Families where they live, work and play.

1.2 OACSIM Mission: The Army’s installations expert and integrator of installation services that develops and implements strategies, policies, programs, and resources for an effective network of installations and capabilities.

1.3 OACSIM is the Army installations expert and integrator of installation services with Army-wide responsibilities for strategies, policies, programs, and resources. Beginning of FY17, OACSIM must assert its position across multiple programs for which it has Proponency. In order to do this, there are six areas required for support: Assessment of total workforce sufficiency and proficiency to meet Department of the Army General Order (DAGO) 2012-1 in light of the directed reductions, development of Table of Distribution and Allowances (TDA) structure courses of action (COAs) to meet the transformed and smaller organization, completion of a Cost Benefit Analysis, assistance to update and develop Position Descriptions (PDs), support to update and rewrite Doctrine and Policy, and analytic support for OACSIM’s engagement on the Headquarters Department of the Army General Staff for Operations (HQDA G3) Functional Alignment.

2. PROJECT SCOPE

2.1 This SOO defines the requirements for strategic planning support services to assist the ACSIM in the development of a strategic plan and implementation strategy to optimize organization design as a result of several HQDA reductions, to include NDAA 2013, Sec 955, NDAA 2014, Sec 802 and USA/VCSA Focus Area Review Group workforce reduction decisions (2 April 2014). The current OACSIM Leader Development Model and supporting systems do not achieve the desired level of critical thinking / problem solving skills nor develop the ethical foundation necessary to ensure future mission success as defined by the Army Strategic Planning Guidance, Army Training Strategy, and the Profession of Arms Army White Paper.

2.2 This initiative is intended to ensure effective training, doctrinal development, and future capabilities development—building to a flexible, adaptable end-state to enable junior leaders to effectively operate in the operating environment of 2025 and beyond.

This SOO reflects current OACSIM policies and practices, allowing offerors to propose and price a solution to known requirements.

2.3 The scope of this task is limited to support of the OACSIM staff and does not include field activity support for Installation Management Command.

3. DELIVERABLES

3.1 Assessment of total workforce sufficiency and proficiency to meet DAGO 2012-1 in light of the directed reductions: To organize the command such that it is functionally aligned to its mission requirements. The review will encompass the OACSIM Staff in its entirety. SOO Addendum, OACSIM Functional Areas and Descriptions, is a list and description of current functional areas and functions. TDA figures include both civilian and military personnel. The organization is comprised substantially of Department of the Army civilians. Projected workforce authorizations are:

2016: 348 TDA

2017: 346 TDA

2018: 317 TDA

2019: 279 TDA

3.1.1 Conduct a comprehensive functional and process review encompassing all processes and functions that govern the OACSIM. A review of all functions and processes allows OACSIM to realign and reorganize to function more effectively to execute planning, resourcing and operations.

3.1.2 Conduct an OACSIM organizational review. Using the knowledge of processes and functions derived from the comprehensive function and process review, develop realignment initiative recommendations of people, technology and infrastructure to ensure OACSIM is organized to perform its mission in the most effective and efficient manner possible.

3.2 Develop TDA structure COAs to meet the transformed and smaller organization:

3.2.1 Analyze the current state of employee training and experience and provide recommendation for improvement or restructure of the TDA.. Assess the potential to gain TDA structure efficiencies through analysis of employee training and experience for positions. Some new employees come to the organization with advanced training or experience acquired outside the organization.

3.2.2 Assist in the development of a viable plan that allows OACSIM to meet is future TDA force structure.

3.3 Complete Cost Benefit Analysis (CBA): Analyze current state and develop a CBA for the OCSIM organization, specifically providing cost savings and cost avoidance COAs, given the varying TDA COAs.

3.4 Develop recommendations for reorganization of OACSIM. Provide a detailed implementation plan for OACSIM approval. Assist in implementation of approved recommendations to reorganize OACSIM from its current state to an objective state by fulfilling the alignment of process and technology to people, infrastructure and organizations.

3.5 Develop a Workforce Development Strategy:

3.5.1 Provide industry best-practices for Human Capital Strategies and Workforce Development approaches. When needed, be prepared to provide course of instruction for Government OACSIM staff. The requiring activity requires research on industry best-practices for Human Capital Strategies and Workforce Development approaches and possible applications to the organization. Course of instruction should provide leadership with enough background and detail to be able to participate in analysis.

3.5.2 Analyze the current state of the assigned cadre in order to provide recommendations for process/program improvements to assist OACSIM in accomplishing the future staffing structure.

3.5.3 Develop a model that increases and develops more advanced leader skills, across the OACSIM staff. This is applicable to civilian workforce at all levels only.

3.5.4 For both the current and future organization, provide expertise to assist with rewrite and development of new Position Descriptions (PD), recommend most expedient classification process, and provide tracking and accomplishment reports of PD development for all PDs. Other installation management PDs may be included in this effort. The Government estimates 45 PDs in total will require revision.

3.6 Support to update and rewrite Doctrine and Policy: Provide to the OACSIM staff support to update Doctrine and Policies. The OACSIM staff will serve as the subject matter expert and the Contractor will be relied upon to receive guidance, coordinate inputs, rewrite the documents, and lead the staffing through the document vetting process. The scope of the doctrine and policies requiring rewrite are inclusive of the functions listed in the SOO Addendum, OACSIM Functional Areas and Descriptions.

The Government estimates the update and rewrite of 5 installation management policy and doctrine documents with an average page length of 50 pages each.

3.7 Analytic support for OACSIM’s engagement with the HQDA G3 Functional Alignment: Provide analytic support for OACSIM personnel only, as needed, in the areas of Human Resource options, TDA COA assessment, CBA assessment of true cost savings and avoidance, and other issues developed during the HQDA G3 effort.

HQDA G-3/5/7 is responsible for ensuring the integration of Army capabilities across mission and functional areas. HQDA G-3 periodically conducts a review of Army organizational functions to seek opportunities to re-align these functions for efficiency.

This task will support analysis and justification for OACSIM positions in this review.

4. NON-DISCLOSURE AGREEMENTS

4.1 All Contractor personnel assigned to work under this SOO shall sign a non-disclosure statement regarding project content. Non-disclosure statements will be provided by the COR-RA or designated Government representative to the Contractor project manager within 15 calendar days of TO award and all Contractor personnel assigned to work under this SOO shall provide signed non-disclosure statements to the COR-RA or designated Government representative prior to commencing work.

5. CONTRACTOR PERSONNEL

5. 1 Conflict of Interest

5.1.1 The Contractor shall not employ any person who is an employee of the United States Government, if that employment would or would appear to cause a conflict of interest.

5.2 Employee Conduct

5.2.1 Contractor employees shall present a professional appearance at all times and their conduct shall not discredit the United States Government.

5.3 Employee Identification

5.3.1 Visiting Contractor employees shall comply with all Government escort rules and requirements. All Contractor employees shall identify themselves as Contractors when their status is not readily apparent and display all identification and visitor badges in plain view above the waist at all times.

5.3.2 Contractor shall comply with all security clearance, controlled entry, and all other pass & ID, badge and key control, training, and access requirements.

SOO Addendum OACSIM Functional Areas and Descriptions

INSTALLATION SERVICES: Ensure the provision of essential installation services found at Army Communities where Soldiers, Families, and Civilians live, work and thrive. This function develops strategies, policies, resource requirements, and priorities for: Army Housing, Environmental Stewardship, Responsive Logistics, Collaborative Partnerships and Quality of Life/Soldier and Family Readiness Programs and Services.

a) Army Environmental: Army Staff proponent responsible for policy, prioritization, resourcing, and oversight of Army environmental programs.

Manages Army environmental programs in support of the institutional and operational Army. Serves as execution authority to establish program execution priorities and approve work plans. Plans and programs resources; develop regulations, strategic plans, implementing policies and program guidance for the Army. Conducts periodic environmental program management/execution reviews to assess program performance. Serves as principal advisor to the Assistant Chief of Staff for Installation Management (ACSIM) on environmental programs. Primary functions include Army-wide management of: Environmental Compliance, Environmental Conservation, Environmental Cleanup, and Pollution Prevention.

b) Army Housing: Responsible for policy, prioritization, resourcing and oversight of Housing programs and services supporting Soldiers and their Families worldwide. Key focus areas include Family, Unaccompanied, and Community Housing advocacy. In addition, the Division serves as the Assistant Chief of Staff for Installation Management's primary advocate for the First Sergeant's Barracks Program 2020 and Career Program 27. Implements housing policy for the Secretary of the Army. Plans and programs funds to carry out Family Housing and Barracks housing missions. Finds innovative ways to provide and improve quality housing facilities and services. Executes programs to minimize Soldier's out-of-pocket expenses. Supports housing professionals through Army Career Program 27 (Housing Management). Primary functions include Army-wide management of: Off-post Housing Services, Family Government-owned and Leased Housing, Unaccompanied (Barracks) Government-owned and Leased Housing, General Flag Officer Quarters, Training/Mobilization Barracks, Housing and Barracks Furnishings, Army Lodging Policy, Housing and Barracks Facility Standards, and Career Program 27 (Housing Management) Administration.

c) Logistics Services: Responsible for policy, prioritization, resourcing, and oversight of programs supporting installation logistics base operations services.

Key focus areas include Non-Tactical Vehicle (NTV) leasing, procurement, and maintenance, Fire & Emergency Services, Laundry & Dry Cleaning, Civilian Inmate Labor, and Administrative Office Furniture. Annually programs funds for logistics requirements in the areas of NTV leasing and procurement, maintenance of Army-owned NTVs, Fire & Emergency Services, and Laundry &

Dry Cleaning. Provides policy and program oversight for Civilian Inmate Labor and Administrative Office Furniture. Primary functions include Army-wide management of: Transportation Services (Non-tactical Vehicles), Materiel Support Maintenance, Fire and Emergency Services, Civilian Inmate Labor, Laundry and Dry Cleaning, Administrative Office Furniture.

d) Privatization and Partnerships: Responsible for policy, prioritization, resourcing, and oversight of 34 individual Residential Communities Initiative (RCI) projects and 1 Privatization of Army Lodging (PAL) project at 39 individual installations. Maximizes the value of Army assets to Soldiers, Families, and Civilians by privatization and partnership programs that:

1) Create linkages between OACSIM and Army commands/Direct Reporting Units to promote opportunities to leverage government resources

2) Engage private/public-sector partners for best practices and lessons-learned to improve efficiencies and increase cost savings in Army programs

3) Evaluate new opportunities to transform Army assets into productive assets providing value back to the Army

4) Preserve Army assets through execution of a comprehensive portfolio and asset management program

Primary functions include Army-wide management of: Army Privatized Family Housing/Residential Communities Initiative (RCI), RCI Unaccompanied Housing, Privatization of Army Lodging (PAL), Utilities Privatization (UP), Enhanced Use Leasing (EUL), Commercial Services Management (A-76), RCI Energy Conservation Program (RECP), aka, “Live Army Green”, Intergovernmental Support Agreements (IGSA), and Municipal Services.

e) Soldier & Family Readiness: Responsible for policy, prioritization, resourcing and oversight of Soldier and Family programs and services. Key focus areas include Soldier and Family support in Army Community Services, Child Youth and School Services and Morale Welfare and Recreation. In addition, the Division serves as the Assistant Chief of Staff for Installation Management primary advocate for Total Army Strong and the Army Community Covenant.

Leads and supports quality of life programs and objectives in support of the Army Campaign Plan and builds partnerships that promote the Army Vision and Mission. Primary functions include Army-wide management of: Army Community Covenant and Total Army Strong, Family Programs, Morale Welfare and Recreation Programs, Child, Youth, and School Services and the Army Family Action Plan

INFORMATION AND TECHNOLOGY: Provides advice on matters relating to information technology (IT) and information management (IM) necessary for the execution of the OACSIM mission. Responsible for providing information and technology services for OACSIM organization and the Installation Management Community. Partners with the Installation Management Community to provide effective information management and technology capabilities that enable the business areas to support Soldiers, Civilians and their Families.

a) Governance and Strategy: Execute a unified approach for ensuring appropriate levels of confidentiality, integrity, authentications, non-repudiation, and availability for the Installation Management Community (IMC). This is accomplished by managing the Installation Management Information Assurance Program Plan and IA Workforce Training, managing and coordinating the OACSIM Operations Security (OPSEC) program in support of the Command OPSEC Program, conducting security risk assessments, and coordinating employment of cyber capabilities to include computer network operations exploitation and attack. Responsible for management of Federal Information Security Management Act (FISMA) and Risk Management Framework (RMF) responsibilities.

1) Governance: The IMC, through its Installations, Energy, and Environment (IE&E) domain governance structure, provides standardized and objective decision making processes for planning, prioritizing, funding, and executing cost-effective and strategically aligned IT investments. Through an integrated IT investment management process, ensures IT investments are visible, selected, monitored and compliant with all applicable laws and authorities.

2) Information Technology Support: Ensure timely and efficient information technology and information management support for OACSIM in accordance with established IT service level agreements. Integrated information technology support is provided through coordination with the Headquarters Department of the Army (HQDA) IT service provider for baseline and above baseline desktop, network and enterprise managed requirements and services.

Integrated project implementation of Army directed enterprise IT initiatives (e.g., enterprise email, data center consolidation, Mobile, Army Knowledge Online (AKO) Transition, etc.) within OACSIM to support enhanced and mission specific service and program delivery. Provides planning, deployment, and maintenance of OACSIM’s knowledge portal and website. Information management support provided includes Freedom of Information Act (FOIA) processing.

b) Enterprise Integration: As the Army’s Installations, Energy & Environment (IE&E) domain manager, portfolio and certification support is provided to IE&E domain stakeholders throughout the Army Business Council (ABC) and Defense Business Systems Management Council (DBSMC) investment management process to ensure the IE&E domains’ Organizational Execution Plan (OEP) achieves the target DoD and federal business systems strategy.

c) Requirements, Resources and Integration: Promote and institutionalize Knowledge Management (KM) practices within OACSIM. Within the Installation Management Community (IMC), KM is the integration of people and processes, enabled by tools and technology, to facilitate the exchange of knowledge and expertise. This includes implementing knowledge continuity that captures and transfers knowledge, skills, and abilities of staff throughout their tenure; and content management that enhances search and retrieval of relevant data, information, and knowledge.

OPERATIONS: Oversees the development and coordination of program requirements, strategy, policies, and reporting pertaining to facilities, energy, military construction, and real property that support Army objectives and improves the quality of life for Soldiers, Civilians, and Families. Oversees the Army Facilities and Energy Program and implements strategy; manages Army property under Base Realignment and Closure;

develops and provides input to the Joint Strategic, Long Range, and Master Planning for Army Facilities; programs and executes the Army Active and Reserve Military Construction (MILCON); oversees master planning; integrates joint basing; execute Program Objective Memorandums in accordance with Senior Leader Guidance and priorities; manages and accounts for the Army’s Real Property; manages the installation status report and Defense Readiness Reporting System-Army (DRRS-A); and manages and executes the Office of the Assistant Chief of Staff for Installation Management Special Initiatives.

a) Base Realignment and Closure (BRAC): Oversees the development, coordination and execution of program requirements, strategy, and policies pertaining to the Army’s BRAC program. Manages cleanup and caretaker activities for the remaining BRAC 2005, prior BRAC rounds (1988, 1991, 1993 & 1995), and selected Non-BRAC Excess Installation sites; coordinates, implements and reports the conveyance of the remaining excess property from those sites; executes residual BRAC 2005 tasks; and respond to Department of Defense, Congressional, state and local and general public inquiries on BRAC.

Primary functions include Army-wide management of Reserve, Industrial & Medical (RIM) and Reserve, Operations & Consolidations (ROC), proponent for all Base Realignment and Closure (BRAC) related matters for the Assistant Chief of Staff for Installation Management and Department of the Army Staff, Oversight of caretaker staffs and operations for the remaining BRAC and selected Non- BRAC Excess Installation sites. Operations include environmental clean-up, facility security and maintenance, community liaison, and support of property conveyance actions, oversight of conveyance of excess BRAC and Non-BRAC Excess Installation property. Activities include development of conveyance strategies, coordination and funding of environmental clean-up supporting conveyance, conducting negotiations with stakeholders, documentation preparation, coordination and approval, and program status reporting. Provides oversight and reporting on the execution of residual BRAC 2005 and other BRAC and Non-BRAC Excess installation tasks. Manages BRAC financial resources for Headquarters Department of the Army (HQDA). This includes programming for all BRAC environmental, operations and maintenance and military construction requirements as well as environmental and operations and maintenance requirements for Non-BRAC Excess Installations.

b) Construction: Responsible for prioritizing military construction projects;

developing the annual budget estimate submission to the Office of the Secretary of Defense (OSD) ; developing the annual President’s Budget submission; and management of the congressionally approved military construction (MILCON) Program. Primary functions include:

1) Planning & Programming: Responsible for base budget and FYDP management (President’s Budget/BES submission), development and consolidation of FIS Annual Command Guidance, management of the MILCON IPT, development of Annual MILCON Army 1-N Project List, MILCON Program Database Management, development and presentation of the MILCON Staffer's Brief, development and presentation of the OSD(C) MILCON Brief, development of the MILCON Section for the DUSD(I&E) Brief, interaction with Command/Component POCs on MILCON 1-N Project List, legislative proposals, Q&As, Congressional inquiries, OSD issue teams, and management of Planning and Design (P&D) and Host Nation Support.

2) Construction Management: Responsible for Military Construction Army (MCA) program management and execution, to include MCA reprogramming, administer MCA policy and guidance, manage Minor Construction Program, manage the Programming and Execution System (PAX), manage Budget Book preparation, manage Non-Appropriated Fund (NAF) Construction, manage Demo Program, manage Division Budget, Request for Funds (RFFs) & Management Control, proponent for AR 420-1 & DA PAM 420-1- 2 (Planning/Programming MILCON & NAF), manage Planning Charrette Program, legislative proposals, Q&As, Congressional Inquiries, manage Contingency Operations Construction

c) Facilities Policy: Responsible for policies, procedures, and resources in the areas of utilities, vertical structures, horizontal transportation systems, and facilities management to ensure the availability of efficient and affordable public works services and infrastructure in support of military missions. Provides the Army‘s direction for obtaining and maintaining quality facilities for Soldiers, family members, and the civilian workforce. Primary functions include the Army Energy Program, providing resources for purchasing utilities services/commodities, executing Army energy & water strategies for installations, facilitating 3rd Party Investments for energy efficiency and power generation, the Facilities Engineering Program, providing support and resources for installation Directors of Public Works, establishing and managing Army Facility Standardization Program, and providing criteria and condition assessment tools for facilities in suite of Sustainment Management Systems.

d) Planning: Responsible for providing strategic and operational analysis to integrate and synchronize stationing, joint basing and master planning in support of the Army Campaign Plan and Senior Leader decision-making forums. Primary functions include:

1) Army Campaign Plan (ACP): Integration / synchronization of the installation management community requirements and responsibilities as related to the ACP, strategic communication policy formulation and strategy development as part of installation management, coordination of Army Transformation (Army Modular Force, Global Defense Posture Realignment, BRAC-05, and Grow the Army), facilitation of Military Construction future planning of senior leader initiatives, all strategic planning efforts, OACSIM Liaison with Army Staff (ARSTAF) / Army Command (ACOM) / Army Service Component Command (ASCC) / Direct Reporting Unit (DRU) / Joint Staff.

2) Stationing Senior Review Group (SSRG): Coordinates decisions from senior leadership regarding facility synchronization and implementation of Army transformation, and other emerging stationing requirements within the Army Campaign Plan, establishes a synchronized, integrated installation facility master plan for planning of Military Construction (MILCON), and synchronizes and validates MILCON requirements of costs, funding decisions, and submission or requirements into the Program Objective Memorandum (POM).

3) Master Planning (MP): Military Construction (MILCON), Joint Land Use Studies (JLUS) (ODP MP lead), Unified Facilities Criteria (UFC), Master Planning Training (ODP MP lead), AR 210-20 Army Master Planning (ODP MP Lead), Army Master Planning (AR 210-20) into AR 420-1 (ODP MP Lead), Army Sustainability Committee, Army Range Sustainability Integration Council, Army Compatible Use Buffer Program, Installation Design Guide/Standards, DOD Instruction of Facility Quality Standards, Master Planning Technical Manual, Federal Facilities Council, Installation Status Report, Monitor Army Campaign Plan (ACP) Executive Orders (EXORDS)/Fragmentary Orders (FRAGOS) and updates with Miltary Police (MP) implications, Army Facility Strategy 2020, Facility Investment Strategy (FIS), Integration / synchronization of Master Planning requirements to support Total Army Analysis (TAA) and the ACP, Develop / coordinate/update FIS annually for SSRG approval, Army BRAC05 / Legacy Programs, Global Defense Posture Realignment, Master liaison with ARSTAF / ACOM / ASCC / DRUs, Energy Reduction initiatives, Reduce Gross Square Footage (GSF) and Lease Cost, Facilities Design Teams, and Improve Space Utilization

4) Stationing Planning: E-Date adjustments, AR 5-10 Stationing Action policies and coordination, FORSCOM stationing coordination meeting, IMCOM stationing coordination meeting, Army G3 Financial Management (FM) Strategic Stationing & STRATCOM, General Officers Steering Committee (GOSC), Force Structure planning, Force Design updates, Modification Table of Organizational Equipment (MTOEs) & Table of Distribution and Allowances (TDAs), HQDA Force Integration Functional Area (FIFA) analysis, FRAGOs /EXORDs, Command Implementation Plans, and Concept Plans.

5) Emerging Requirements: Stationing Courses of Action (COA) analysis, Congressional Affairs Contact Office (CACO) / Joint Affairs Contact Office (JACO) requests, General Officer (GO) correspondence, and FIFA Analysis.

6) Joint Basing (JB): Coordinate and finalize HQDA input for the Department of the Under Secretary of Defense Installations & Environment (DUSD (I&E)) chaired Senior Joint Base Working Group (SJBWG) Principles’ Forums, represent HQDA in OSD lead Joint Base Working Group (JBWG) meetings, coordinate and staff Joint Basing actions thru the Senior Installation Management Group (OACSIM) and Intermediate Command Summit (IMCOM Regions), coordinate and staff Memorandums of Agreement (MOAs) and MOA Change Documents with Service Component counterparts in the Joint Military Occupational Specialty (JMOS), support the development and integration of JB policies and guidance with OSD stakeholders and partners; develop HQDA procedures to support OSD policy, facilitate the refinement of Joint Base- Common Output Level Standards (JB-COLS), facilitate the resolution of issues identified in the quarterly Cost & Performance Visibility Framework (CPVF) Data Base, participate in OSD chaired Performance Management Review (PMR)

7) Installation Planning: Integrate and synchronize installation focused Army Campaign Plan initiatives, support HQDA G4 lead initiatives on Contingency Basing and integrate actions thru OACSIM and IMCOM, support the Office of the Provost Marshal General (OPMG)/HQDA G3/G4 lead Army Protection Program and integrate actions thru OACSIM and IMCOM, support HQDA G3/G4 lead Army Power Projection Program (AP3) and integrate action thru OACSIM and IMCOM, support HQDA G3/G4 lead Rapid Expeditionary Deployment Initiative and integrate actions thru OACSIM and IMCOM, participate in HQDA/ASCC Rehearsal of Concept working groups and forums and integrate actions thru OACSIM and IMCOM, and serve as OACSIM Liaison to ARSTAF, ACOM, ASCC, and DRU

e) Operations: Provides policy implementation guidance on real property/estate management; analyzes and justifies Sustainment, Restoration, and Modernization (SRM); manages the Army Communities of Excellence Program (ACOE); executes and develops Installation Management Tools and Readiness Reporting to manage, analyze, and report installation requirements, funding and policy. Primary functions include:

1) Program Analysis and Assets: Real Property Team, Real Estate Team, Programs Team, Contract Support Team, Generate Sustainment, Restoration and Modernization (SRM), facilities recapitalization, and Base Operations Support requirements using OSD modeling tools (FSM, FMM, ISM, and FOM),Establish real property management policy as proponent for the Army, act as conduit for Deputy Assistant Secretary of the Army for Installations, Housing and Partnerships (DASA-IH&P) on real estate actions, provide programmatic oversight of Headquarters Executive Information System (HQEIS), HQIIS, IFS, ISR, ASIP, RPLANS, ACTS, and GIS, develop recurring Congressional reports for Sustainment, Contract Security Guards and Re-locatables, issue space utilization guidance, and issue Army Communities of Excellence policy.

2) Operations: Operations Team, Installation Status Report Team, Installation Geospatial Information & Services Team, Combat Readiness Support Team, maintain repository of established facilities and services standards, guide strategic readiness reporting using Defense Readiness Reporting System-Army and the Strategic Readiness Update, conduct Capabilities Design Documents reviews, manage OACSIM Continuity of Operations (COOP), execute Army Operations Center (AOC) support, coordinate Army Regulation reviews, serve as OACSIM focal point for safety, Chemical, Biological, Radiological and Nuclear defense (CBRNE), and Anti-Terrorism/Force Protection (AT/FP), support ARFORGEN and Active Component / Reserve Component (AC/RC) integration, synchronize Force Modernization initiatives with infrastructure and facility requirements across all Doctrine, Organization, Training, Materiel, Leadership & Education, Personnel, and Facilities (DOTMLPF) domains, integrate Force Modernization impacts with USACE mission support, ASA (ALT), and the materiel development community, assess Army functional and operational requirements as chair of selected facility types under the Army Facilities Standardization Program, and consolidate and maintain joint execution of the readiness and modernization support to the Army with USACE regulatory responsibilities.

RESOURCE MANAGEMENT: Proponent for the Army's Installation Management portfolio worth approximately $17 billion annually across all Components (Active, Guard and Reserve). Integrates, validates, programs and defends resources for installation infrastructure, services and programs in support of Army Readiness. Primary functions include:

a) Program Integration: Resource integrator for the Installation Program Evaluation Group (II PEG). The II PEG is one of six PEGs that support Army planning, programming and budgeting and is Co-Chaired by The Assistant Secretary of the Army for Installations, Energy and Environment (ASA IE&E) and the Assistant Chief of Staff for Installation Management (ACSIM). The Installation portfolio makes up approximately 15% of the Army Budget. The Army Installation portfolio is made up of services and programs much like those associated with a municipality - public works, security protection, logistics, environment, family programs, infrastructure (construction and sustainment), housing, and garrison/mission support across Army garrisons. Monitors resources to perform Army Installation functions assigned by Title 10 USC. Administers a set of Management Decision Packages (MDEPs) that make up the Installations portfolio of programs IAW program and budget guidance, validate the scope, quantity, priority and qualitative nature of resource requirements that define the Installation programs. Monitors Installation resource transactions and, as required, make both administrative and substantive changes to assigned MDEPs. MDEP proponents, subject matter experts and, as appropriate, representatives of commands and agencies participate in PEG deliberations.

1) The II PEG, in conjunction with Program Integrators, assists HQDA functional proponents to build The Army Plan and Army program and help to convert the program into budget-level detail, maintain program consistency, first during planning and later when preparing, analyzing and defending integrated program-budget, track program and budget performance during execution, and track and implement policy changes during each phase of the PPBE process.

2) The II PEG supports 152 world-wide installations and provides resources across 15 appropriations:

Army Family Housing, Construction (AFHC)

Army Family Housing, Operations (AFHO)

Arlington National Cemetery (ANC)

Base Realignment and Closure (BRAC)

Environmental Restoration, Army (ER,A)

Military Construction, Army (MCA)

Military Construction, Army Reserve (MCAR)

Military Construction, Army National Guard (MCNG)

National Guard Personnel, Army (NGPA)

Operations & Maintenance, Army (OMA)

Operations & Maintenance, Army Reserve (OMAR)

Operations & Maintenance, Army National Guard (OMNG)

Other Procurement, Army (OPA)

Research, Development, Testing, and Evaluation (RDT&E)

Reserve Personnel, Army (RPA)

b) Requirements Modeling: Ascertains sound methodologies and processes to determine defendable requirements and inform optimal infrastructure and services resource allocation for the Installations Program Evaluation Group (II PEG). Facilitates Army-wide installation service standards, ensures financial and performance systems reliability and data accuracy, develops and maintains financial/accounting crosswalks for use by financial system administrators and data users at all levels, conducts costs/cost driver and Standard Service Costing (SSC) result assessments, develops and provides training on various databases of record, data sets, costing techniques and formulaic interpretations, and conducts internal/external studies and analysis to validate requirements data accuracy/applicability and methodologies.

c) Financial Management: Monitors and analyzes the execution of the Army’s installation resources and related processes ensuring compliance with fiscal law, regulations, Army leadership priorities, policies and funding decisions.

Provides integration oversight and functional support for the II PEG financial data structure within the Army’s Enterprise Resource Planning (ERP) systems and supporting Army policy/guidance. Ensures audit compliance standards are satisfied and synchronized in accordance with GAO, DODIG and USAAA policies and procedures. Administers OACSIM Manager’s Internal Control (MIC) Program. Delivers customer out-reach and assistance in resolving year-of-execution resourcing issues across the installation management community, and formulates, reviews, integrates and implements Army financial management policy and procedures which encompass support agreements and reimbursable activities across the installation management enterprise.

STAFF FUNCTIONS:

a) Business Transformation: Continuous Process Improvement (CPI)/Lean Six Sigma (LSS) capabilities that allow the OACSIM to improve the efficiency and/or quality of the processes used to support Soldiers, Families, Civilians, and Retirees. Provides an in-house capability to train and facilitate members of the OACSIM staff on LSS tools that can be used to identify, quantify, analyze, improve and control OACSIM processes in order to make them more efficient and effective. In addition we provide a capability to collect and analyze feedback from internal as well as external customers.

b) Congressional Affairs: Congressional advisor and technical consultant to the ACSIM and commanding general of Installation Management Command and Army senior leadership staff for all congressional actions on such matters as, Military Construction, Installation Management, and Family and Morale, Welfare and Recreation (MWR) programs. Provides support in preparation of congressional briefings, meetings, hearings, letters and requests for information.

The team controls congressional actions to ensure that ACSIM and IMCOM communications are coordinated, timely, accurate and consistent.

c) Management Support: Provides policy and guidance to the OACSIM staff on all matters relating to military and civilian personnel, supply and logistics, budget formulation and execution, travel, and acquisition management. Primary functions include civilian and military human resources, records management, safety, supply and logistics, security, training and workforce development, and budget and acquisition.

d) Staff Action Control: Provides review and coordination of all executive staff level actions between OACSIM/IMCOM and OSD, Army Secretariat, Army Staff, ASCCs, ACOMs and DRUs, which requires adherence to formal internal and external procedures, timelines and complex administrative controls.

e) Strategic Initiatives: Provides strategic planning and future concepts as well as strategic communications. Integrates, informs, and influences activities, enterprise integration and synchronization for the installation management community. Primary functions include strategic planning, research and evaluation, strategic analysis and synthesis, key engagement and initiatives, and communication and strategic messaging.