WCF TEMPLATE Statement of Objectives (SOO)_draft.docx

Attachment 1

FA5000‐XX-X-XXXX

STATEMENT OF OBJECTIVES (SOO)

FOR

WORKING CAPITAL FUND IMPLEMENTATION

AT

ASSISTANT SECRETARY FOR PREPAREDNESS AND RESPONSE (ASPR)

6/06/2025

1.0 DESCRIPTION OF SERVICES

1.1 General.

Assistant Secretary for Preparedness and Response (ASPR)’s mission at its core is to save lives and protect the American people. As proposed in the FY 2026 President’s Budget submission to Congress, a new Assistant Secretary for a Healthy Future (ASHF) to Make America Healthy Again would have overall responsibility for the development of high-impact solutions to society's most challenging health problems, and preparing for, and responding to public health emergencies and disasters. On behalf of Health and Human Service (HHS), our organization leads the public health and response to disasters and public health emergencies, in accordance with the National Response Framework and Emergency Support Function Number 8. HHS also supports other federal entities who lead Emergency Support Function Number 6 with respect to the human and social services, including recovery. ASPR coordinates across HHS, the federal interagency, and supports state, local, territorial, and tribal health partners in preparing for and responding to emergencies and disasters.

1.2 Background. In seeking to ensure adequate funding for administrative services of the highest quality and assuring its stakeholders of transparency and efficient execution of resources, ASPR will implement one of two options. We will either be implementing a cost allocation plan methodology in a program management and operations office using resources and framework previously developed for a planned Working Capital Fund, or we will implement a Working Capital Fund program within ASPR/ASHF as previously developed.

ASPR intends to conclude an initiative that security, and facilities management provided internally to enable key mission areas and programs. The final implementation of this initiative is to deploy a full-cost recovery charge-back structure to be managed under a Working Capital Fund (WCF) and provide internal ASPR (or Assistant Secretary for a Heathy Future (ASHF)) customers with greater visibility into budget and management decisions for these services. As an intra-governmental revolving fund, a WCF could allow ASPR/ASHF to operate in a more efficient business environment. The WCF operates as a revolving fund and relies on the collection of funds for services delivered to internal ASPR/ASHF customers rather than direct congressional appropriations. The extended fund availability of the WCF will finance central services and continuing operations for activities across ASPR/ASHF.

1.3 Scope.

A methodically implemented cost allocation plan will provide the budget infrastructure necessary to manage the cost recovery program and allow ASPR/ASHF to more effectively accomplish its mission by helping achieve the following goals: fiscal transparency, budget and investment management, and business efficiency and accountability. The contract will implement the cost allocation plans and working capital fund methodology previously developed in the working capital fund transformation project at ASPR during FY23 to FY25.

SECTION II

2.0 PROBLEM STATEMENT

ASPR is pursuing a Working Capital Fund (WCF) to help improve fiscal transparency, budget and investment. ASPR has experienced steady and substantial growth in its annual appropriations, however, funding for ASPR’s shared service providers (predominantly in the Center for Administration), has remained mostly flat Year over Year (YoY). Shared service offices associated with a future Working Capital Fund have seen a 9.8% increase between FY 2013 and FY 2024. Between FY 2013 and FY 2024, the agency has seen a 307% increase.

FY23 saw ASPR take the first steps towards the creation of a WCF (a construct that is designed to provide ASPR with greater flexibility, improved transparency, and strengthened accountability related to mission enabling shared services). As the Program continued to generate momentum throughout FY24 a number of milestones and accomplishments were achieved throughout the second year of implementation. The program leveraged a consumption-based chargeback methodology and model implemented in FY23 to align costs with service delivery an integral component to any Working Capital Fund. Furthermore, due to heightened interest of the program we’ve introduced two additional business managers (Facilities and Security), into the fund, resulting in a total of six (6) business managers. The ASPR team worked closely with stakeholders including the Governance Board to receive a passing vote on FY25 mock assessments, new business manager entrance requests, restricted reserve/leave liability criteria and a robust budget formulation process targeted to increase transparency and efficiencies across all stakeholder groups.

The Contractor shall provide all services, materials, supplies, equipment, travel, and project supervision, as required in connection with this Statement of Objective (SOO).

2.1 Applicable Regulations.

Including, but not limited to, OMB Circulars (like A-11 and A-133), Financial Accounting Standards Board (FASB) standards for agency-level reporting, the Chief Financial Officers Act of 1990 which mandates annual audited financial statements for HHS, and the Federal Funding Accountability and Transparency Act (FFATA), which requires public disclosure of federal spending through USASpending.gov.

2.2 Performance Objectives

ASPR’s objective through the implementation of the cost allocation/WCF Program and beyond, is to operate under a full cost recovery model where ASPR’s centrally administered services are funded by consumers. While the Organization did not receive Congressional authority to operate as of the writing of this SOO, core operational aspects of a WCF have progressed including continued refinement and fidelity of ASPR’s WCF program. In addition, the realignment of ASPR/ASHF presents the possibility for ASPR to bring their shared services and central costs under the program management and operations office.

Areas of the program going well (no change): Execution of core mission areas for each shared service office. The WCF governance council has been established and it has approved service catalogs and cost drivers for six business offices that include: Finance, Acquisitions, Information Technology, Human Capital, Security, and Facilities. After conducting budget workshops and evaluating costs and level of effort for current operations, we have developed FY26 WCF mock assessments and or billing rates.

ASPR will need to continue to, or if not yet started by the beginning of FY26, the implementation of the assessments or billing rates (either or) that we can implement when we receive Congressional authority to operate or continue with a cost allocation process that proposes assessments to accomplish the mission of the program management and operations office.

ASPR is looking to complete a tiered approach to implement a WCF or cost allocation process to enable a seamless transition that started with planning and development in September 2022. This will likely transition into implementation after enactment of FY 2026 appropriations. It is anticipated this implementation will take approximately one half of the contractor time, effort, and support as the development effort that is being concluded through September 2025. The approach will need to emphasize the following objectives to prepare for the implementation of the fund:

Objective 1 - Business Processes: ASPR’s WCF progress to date have developed detailed WCF Standard Operating Procedures (SOPs) for budgeting and accounting processes that ensure compliance with federal budget and accounting rules and regulations, including the Federal Financial Management System requirements and the United States Standard General Ledger. Accordingly, ASPR will train its personnel and provide the needed resources to support the management of the WCF or cost allocation process.

Objective 2 - Operational Cash Management: Requires advanced funding from customers for their share of estimated costs to provide initial capital for the WCF upon implementation. Thereafter, ASPR will maintain a minimum balances necessary to sustain operational and disbursement requirements in support of its customers.

Objective 3 - Carry-over and Retained Earnings: As part of its core principles, ASPR requires the WCF to operate on a break-even basis and has established clear policies on how to manage its carry-over balance upon reaching defined levels in consultation with its customers and stakeholders. These policies established how the budgetary resources may be used for unanticipated needs, exigencies, capital investments, or other operating purposes.

Objective 4 - Reporting: The fund will be required to release regular financial reports for internal purposes and for existing external reporting requirements as well as additional requirements prescribed upon implementation of the WCF.

Objective 5 - Program Management Office. To directly support the planning and implementation of a WCF, ASPR may require assistance with growing a WCF Program Management Office (PMO) responsible for the fund’s management and execution, communications, financial and performance reports, policy and documentation management, and change management activities.

Objective 6 - Governance. ASPR requires a governance structure to oversee and guide the planning, implementation, and management of a WCF. The governance structure that has already been established consist of ASPR service providers and ASPR customers and serve as the expert body on topics concerning the WCF.

2.3 Final Outcome.

At the end of the contract, a WCF or cost allocation process will have been implemented that provides the budget infrastructure necessary to manage the cost recovery program and allows ASPR’s shared services offices to more effectively accomplish its mission by helping achieve the following goals:

Goal 1 - Fiscal transparency: The complete roll-out of the cost recovery program as enabled by a WCF or cost allocation plan will provide increased transparency for centralized, mission-enabling activities, opening the door to improved customer relationships as service providers will generate increasingly accurate information supporting the cost of their services. Both the mission programs and offices at ASPR/ASHF and the operations functions have demanded greater transparency relative to the dollars expended for direct program costs and administrative services. This level of transparency will include descriptions of centralized activities and processes as well as consumption-based cost driver data or the fee-for-service basis in which ASPR will use to allocate and recover costs from programs.

Goal 2 - Budget and Investment Management: A cost allocation process/WCF will allow service providers to operate in a more efficient business environment through the streamlined collection of funds from internal customers to finance their operations. The WCF’s extended availability of the funds will allow for investments across fiscal years including initial emergency response management needs. A WCF has the potential to help surge mission-enabling functions during public health emergencies. Accumulated funding reserves may be used to support surge capacity for acquisition, HR, IT, travel, transportation, and other services in advance of any emergency supplemental. As such, a WCF will allow service providers to react more effectively to changes in demand and allow ASPR/ASHF to finance re-investments over time by billing depreciation expenses to recover the cost for capital investments.

Goal 3 - Business Efficiency and Accountability: A cost allocation process/WCF will allow ASPR to implement a recently established systematic infrastructure for defining, tracking, and budgeting costs, and forecasting demand for centrally administered mission-enabling functions and services. This will be critical in assisting service providers in improving and effectively planning and allocate resources and improve their alignment to the growing and increasingly complex needs of ASPR or ASHF programs and offices. Additionally, this infrastructure will result in further collaboration among the mission and management functions at ASPR to improve service delivery and reduce operational redundancies. This will be critical in helping the organization achieve economies of scale and provide mutual value for all at the most optimal cost.

Goal 4 - Realignment of the Operations Budget Line. The implementation of the cost recovery program and WCF will require a reconfiguration of budget planning and execution. The realignment is a result of using consumption-based cost drivers to assess costs to programs and offices, and the potential realignment of the budget funded from direct appropriation to the Operations line item. This will also allow for scalability from year to year as program budgets increase or decrease. This scalability may also by applied to respond quickly at times of emergency response and provide clarity to the supplemental funding needed to support the urgent needs of the agency.

Goal 5 - Authorizing Legislation: If we do not receive authority to operate an ASPR/ASHF specific WCF, ASPR also will seek to operate under a cost allocation process. Specifically, ASPR would use the WCF authority to 1) specify the receipts or collections that the agency would credit to the fund, 2) define the fund’s authorized uses; the purpose for which funds may be expended (i.e. scope of services), and 3) use receipts for those purposes without fiscal year limitation.

SECTION III

3.0 DELIVERABLE PERFORMANCE THRESHOLDS

All deliverables and performance that fall below the outlined thresholds below will be re-performed at no cost to the Government. Any task, performance, or deliverable(s) that is not corrected greater than 95% acceptance for accuracy and timeliness will be reflected negatively on the contractor’s past performance. Any task or deliverable that is corrected at a level higher than 95% for accuracy and timeliness will be reflected positively on the contractor’s performance.

SECCTION IV

4.0 DELIVERABLES / ACCEPTANCE CRITERIA

Deliverables are set forth for a base year and one option year. “Base year” should be interpreted as the first 12 months following contract award with a parallel framework for the option years.

Deliverables and Performance are not considered acceptable until the Government provides written notice of acceptance. This can be in the Monthly Status Report (bi-lateral signatures from the contractor and COR) and/or written acceptance via email.

The Contractor shall provide deliverable(s) as directed below but shall propose a schedule for achieving them in the format “X timeframe post award”. Below are the required deliverables and acceptance criteria. Contractors shall complete the tables below using the deliverables detailed below.

1. Cost Allocation-Background

1.1. Implement Cost Allocation Models for Customers: Evaluate the existing work and consider any modifications necessary to integrate the current model with program management and operations office if necessary and then deploy a Cost Allocation model which will charge back or allocate to customers for services based on consumption of those services. This model will help to improve equitability in terms of charge back and also create incentives for improved cost management. During the first phase, work was completed to develop a service catalog for all providers in the WCF portfolio as well as the subsequent cost recovery methodology and model. An assessment will be conducted to determine how to integrate this work with a WCF or cost allocation process if necessary and apply a more systematic approach to cost allocation for shared administrative services. The assessment will include the following primary tasks.

1.1.1. A review of the inventory of the current level of administrative services provided by ASPR and a review of the calculation of the estimated costs, both direct and indirect, or the services provided, (the inventory and calculations were completed in the first three years of this project).

Through review of best practices of a WCF or other analytical approaches, a comparative analysis of the relative level of administrative services provided by ASPR/ASHF to its programs. Also, a benchmark will be calculated for what the cost of providing administrative services should be to ensure the efficient execution and oversight of ASPR/ASHF programs. Implementation of the annual calculation of a cost allocation including the determination of rates to fund administrative services provided as a percent of a programs overall level of activity, funding and/or utilization of services.

1.1.2. Services to be Implemented: A primary focus of this phase will be to implement the cost allocation framework for the follow services provided by the WCF (subject to change in any potential HHS realignments):

1.1.2.1. Information Technology: Information Technology (IT) services provides ASPR with information, communication, knowledge infrastructure and quality customer service delivery to enhance and sustain systems and IT operations throughout ASPR’s programs and regional operations

1.1.2.2. Human Resources: Human Resources (HR) services support ASPR’s workforce through management of recruitment and staffing services, HR policy development and accountability, and the provision of labor support services.

1.1.2.3. Financial and Acquisition Management: Financial and Acquisition Management services enable ASPR to perform budgetary, financial, acquisition, and grants functions.

1.1.2.4. Acquisitions: The WCF Acquisitions budget amounted to approximately $11M. Support assessments were largely based on each Center’s relative budget size, with some adjustments made for the type of service being rendered. Direct Costs included Support Services, ASPR Acquisition, General and Administrative, and Risk Mitigation.

1.1.2.5. Facilities Management: WCF budget for Facilities totals to just over $2.5M. The largest consumer of Facilities services based on the cost allocation model is Resp. (47.0%) and Prep. (21.3%). The cost allocation is comprised of four cost drivers, primarily relying on Rentable Square Footage. Rentable Square Footage – Cumulative has the highest associated costs (51%).

1.1.2.6. Security: The FY 2025 Security budget remained flat with FY24 at about $46.5M. In terms of assessments distribution, SNS (79.8%) accounts for the largest portion of the Office’s costs due to the passthroughs associated with its Atlanta facilities. The other largest consumers of Security Services are BARDA (6.6%) and Response (5.5%).

1.1.2.7. Additional services that will be evaluated for coverage by a WCF include, travel, external affairs and communications, and other administrative functions.

1.2 Carry-Over Reserves: ASPR does not own facilities and therefore does not currently project needing reserves for these type of capital investments. WCF reserves could be used to surge core support services for financial, acquisition and human capital management during emergency responses.

1.3 Assess Need for Cost Allocation COTS Tool: Evaluate the current financial tool infrastructure at ASPR/ASHF. As the level of analysis and reporting will be enhanced under a WCF or Program Management and Operations Office, the organization will require assistance to validate that their existing financial tools can address these requirements.

1.3.1 Implement tool discussed in 1.3. Such implementation will include change management, training, roll-out, and other tasks required for successful implementation.

1.4 Other Implementation Activities – included but not limited to the following actions:

1.4.1 Prioritization of support functions (i.e., service providers) that will be part of the WCF Program or reorganized out of ASPR due to HHS realignments (causing a reduction in the size of the WCF/PMO)

1.4.2 Deploy a cost recovery methodology

1.4.3 Implement a cost allocation model framework based on the approved cost recovery methodology

1.4.4 Annually update rate structures for direct and indirect costs (by Service Provider)

1.4.5 Annually capture operating and payroll budget (by Service Provider)

1.4.6 Map operating and payroll costs to services (by Service Provider)

1.4.7 Prepare annual assessments or billing rates based on allocation model results

1.5 Deliverable and Outcomes -- including but limited to the following items:

1.5.1 Annual updates to service catalogs for all WCF portfolio service providers

1.5.2 Annual review of established cost allocation model (for all WCF service providers)

1.5.3 Review completed annual assessments (mock assessments to be developed prior to WCF implementation for planning purposes) Cost Allocation-Deliverables

2. Chargeback-Background As part of WCF operations, an organization must develop and publish accounting processes and procedures. During this task area, work to detail an accounting and budgeting methodology to support WCF operations that has already been planned will be implemented. This will cover such items as revenue recognition, reserves, and fund disbursement. In addition, training will be needed to focus on changes to the existing process and how to address them.

2.1. Implement WCF Accounting and Chargeback Processes: Implement previously developed accounting processes and procedures. During this activity, work will be implemented to detail an accounting and budgeting methodology to support WCF operations. This will cover such items as revenue recognition, reserves, and fund disbursement. Activities to be carried out include, but are not limited to the following actions –

2.1.1. Review the as-is and the planned cost allocation and recovery financial systems and processes

2.1.2. Update the financial management integration plan that provides a road map to change current operations into the proposed operations

2.1.3. Implement WCF accounting and chargeback processes

2.1.4. Update as needed budget and finance Standard Operating Procedures (SOPs) for WCF financial operations

2.1.5. Implement a budget execution billing and chargeback mechanism

2.1.6. Implement a financial management strategy

2.2. Administer and Provide Training on Accounting and Chargeback Processes: This training will focus on changes to the existing process and how to address them.

2.3. Deliverable and Outcomes -- including but limited to the following items:

2.3.1. Review accounting and chargeback process for WCF operations

2.3.2. Update as needed Standard Operating Procedure for WCF Budget Execution

2.3.3. Financial staff training materials on new WCF procedures Chargeback-Deliverables

Gap Analysis (current state vs. future state)

Accounting and chargeback process for WCF operations

Standard Operating Procedure for WCF Budget Execution

Financial staff training materials on new WCF procedures

3. Legislative Authority and WCF Program Design-Background:

3.1. Establish New Legislative Authority:

To operate a WCF will require the legal authority to do so. This authority will result in the legal authority to operate a fund as well as establishing an associated Treasury symbol for the WCF. ASPR would use this authority to 1) specify the receipts or collections that the agency would credit to the fund, 2) define the fund’s authorized uses; the purpose for which funds may be expended (i.e. scope of services), and, 3) use receipts for those purposes without fiscal year limitation. Activities to be carried out include, but are not limited to the following actions:

3.1.1. Prepare Government in requesting and obtaining reimbursable budget authority through the Office of Management and Budget (OMB) and Congress to operate an ASPR WCF program

3.1.2. Prepare government to record budget authority (offsetting collections) funding in the ASPR WCF

3.1.3. Ensure compliance with federal regulatory requirements

3.1.4. Develop comparability adjustment tables for OMB

3.1.5. Develop guiding policies around appropriations and services

3.2. Framework and Program Design:

With the legislative authority in place ASPR will create an operational framework for the WCF to include governance, service structure, accounting, budgeting, change management, financial reporting. In addition, a WCF Program Management Office will be further developed as governmental hiring allows. This will include a staffing plan to ensure adequate management capacity and expertise is addressed to meet the comprehensive needs of the fund. Due to the increased need for governance, analysis, and reporting, it is important that there are sufficient resources that can support this effort full time. During this stage, staffing needs will be evaluated and a staffing plan will be developed. Activities to be carried out include, but are not limited to the following actions:

3.2.1. Maintain WCF operational architecture and framework

3.2.2. Updated as needed Shared Service programs to the WCF architecture

3.2.3. Update a Project Working Plan to capture key deadlines

3.2.4. Update WCF Program Management Office (PMO) structure as needed

3.3. Deliverable and Outcomes – advise, assist, and otherwise prepare Government to achieve the following requirements:

3.3.1. WCF authority to operate

3.3.2. WCF operational architecture

Legislative Authority and WCF Program Design-Deliverables

WCF authority to operate

WCF operational architecture

WCF PMO charter and operating authority

4. Technical and administrative support for ad-hoc requests for cost allocation of shared services - Background ASPR currently supports several administrative functions through internally managed shared services that are cost allocated across ASPR offices. These types of shared services are also known as Joint Funding Arrangements (JFA). JFAs are anticipated to no longer be required upon full implementation of WCF but will continue to be needed until then. Support required to manage the cost allocation of JFA includes the following tasks –

4.1. Utilization Analysis -- According to the Federal Accounting Standards Advisory Board (FASAB) Statement of Federal Financial Accounting Standards (SFFAS), cost assignments should be performed by directly tracing costs wherever feasible and economically practicable.[footnoteRef:1] As such, recommended costs allocations are to be based on offices’ utilization of services. Analysis of actual utilization will be required to develop an allocation of cost to ASPR offices for shared services. [1: Federal Accounting Standards Advisory Board (FASAB) Statement of Federal Financial Accounting Standards (SFFAS) 4: Managing Cost Accounting Standards and Concepts, Version 20 (06/21), page 6. ]

4.2. Auditing and Legal Review –Support Government efforts to obtain JFA clearance from the Office of the Assistant Secretary for Financial Resources (ASFR) and the Office of General Counsel (OGC), which is required to confirm all auditing and legal standards have been met within ASPR’s administrative discretion to cost allocate funds for shared services. Individually requests for review and clearance will need to be prepared, monitored and documented.

4.3. Communications and Documentation – To promote transparency and accountability, written materials and briefings may be needed to explain cost allocations to ASPR offices and to support requests for approval of JFA requests by the ASPR.

Technical and administrative support for ad-hoc requests for cost allocation of shared services-Deliverables

SOO Para

DELIVERY METHOD

Utilization Analysis

5. TECHNICAL REQUIRMENTS/TASKS -- OPTION YEAR 1

5.1. Implementation and Operations: Activities during the Option Year 1 year will be focused on preliminary implementations, operations, monitoring, evaluating and reporting on the WCF or cost allocation process. The activities/tasks #1-4 from the base year will continue into OY1 and progress to establish a fully operational revolving fund for ASPR support services. In addition to the continuation of base year tasks, OY1 will including the following activities:

5.2. Refine Metrics Plan and Scorecard Templates for WCF Services: To ensure the highest degree of accountability when it comes to services being rendered to customers, a set of Service Level Agreements (SLAs) and underlying Key Performance Indicators (KPIs) that will evaluate the performance and engagement of both service providers and customers will be developed. This SLA program will result in continuous improvement in WCF services and processes.

SECTION V

5.0 Stakeholders (Collaborating Offices).

ASPR’s Office of Finance (“Finance”) is the lead office for this effort. Stakeholders include CDC and ASPR offices which will be providing WCF services (HR, IT, Finance, Acquisition, Facilities, Security etc); ASPR offices which will be consuming these services and who could also be considered customers; ASPR leadership; and HHS’s Assistant Secretary for Financial Resources. Finance will ensure contractors have access to stakeholders appropriate to the specific task and will ensure availability for interviews, consultation, and feedback.

SECTION VI

6.0 INHERENTLY GOVERNMENTAL FUNCTION

In support of the ASPR WCF mission, the identified tasks and/or outputs may take the form of information, advice, opinions, alternatives, analyses, evaluations, training, processes to eliminate waste, standardize best practices, reduce cycle times and reduce the cost of doing business, or recommendations to complement the Government’s technical expertise in accomplishing its mission and day-to-day activities. The contractor shall provide a work force possessing the skills, knowledge and training to satisfactorily perform the services required under this contract.

Contractor employees performing services under this contract shall be controlled, directed and supervised at all times by management personnel of the contractor. The contractor's management shall ensure that employees properly comply with the performance standards outlined in this STATEMENT OF OBJECTIVES and as required by the contracting officer or the contracting officer's representative (COR). Contractor employees shall be capable of performing independently and without the assistance of Government personnel. Actions of contractor employees shall not be interpreted or implemented in any manner which results in a contractor employee creating, modifying or violating Federal policy, obligating the appropriated funds of the U.S. Government, overseeing the work of Federal employees, providing direct personal services to any Federal employee or otherwise violating the prohibitions set forth in Parts 7.5 and 37.1 of the Federal Acquisition Regulation (FAR). If the contractor feels that any actions constitute or are perceived to constitute personal services, it shall be the contractor’s responsibility to notify the COR immediately.

No contractor personnel will perform any work on this contract that can be defined as inherently governmental according to FAR Subpart 7.503(c). Contractor personnel will be performing tasks under FAR Subpart 7.503(d); however, contract personnel will be in a supporting role to the Government task lead and will not be in a decision-making role. The Government will be the sole authority for decisions.

6.1 Period of Performance

The period of performance will be a base period of 12-months with one 12-month option period.

6.1 Place of Performance

Duty location is Washington, DC. Main ASPR offices located in Constitution Center. Most support requested under this contract is expected to be virtual. Occasional in-person meetings and briefings may be needed.

6.2 Travel (TDYs)

There are no known travel requirements at this time. In the event travel is required, the Government will modify the contract to increase the price to cover travel. Price shall be determined fair and reasonable. Travel in the National Capital Region.

6.4 Security and Training Requirements

Work will be at an unclassified level

6.5 Data Rights

The copies of any Contractor generated records, files, documents, data, and work papers, provided to the Government in performance of this task order shall become and remain Government property and shall be maintained and disposed of IAW HHS Management of Records, and are disposed of in accordance with the HHS Records Disposition Schedule and other regulations, as applicable. The copies of any Government generated records, files, documents, data, and work papers, provided to the Contractor in performance of this task order, or derivatives thereof, are and shall remain Government property, and shall be returned to the Government at the completion of this contract.