General Services Administration

 PERFORMANCE WORK STATEMENT FINANCIAL MANAGEMENT SUPPORT SERVICES PART 1 GENERAL INFORMATION *Note that this sample has been revised from the source document on the Government Point of Entry as necessary to align formatting and applicable FAR procedures.* 1.1 Description of Services/Introduction: The contractor shall provide all personnel, equipment, tools, materials, supervision, and non-personal services necessary to provide analytical support, training, and professional development activities as defined in this Performance Work Statement. 1.2 Background: The two primary financial management organizations within HQDA are the Office of the Assistant Secretary of the Army, Financial Management and Comptroller (FM&C) and the Deputy Chief of Staff, (G-8). FM&C and G-8 require support from a contractor who, using employees and subcontractors as desired, will provide assistance in accomplishing a wide range of projects addressing all aspects of Army financial management. The work requires individuals with experience providing the Army financial management services and support for senior executives. 1.3 Objectives: i. Analyze issues and provide recommended solutions involving the development of new or revised financial management policies and procedures. ii. Analyze and provide recommendations concerning the financial management aspects of selected programs and projects. iii. Assist in implementing approved solutions. iv. Assist in the preparation of policy and procedural documents that support the formulation, submission, and defense of the Army program and budget. v. Plan, organize, and conduct training and professional development events. 1.4 Scope: The scope of this work encompasses all aspects of Army financial management. This includes the planning, programming, budgeting, and execution functions in the Department of Defense (DoD) and Army Planning, Programming, Budgeting, and Execution (PPBE) process; financial management issues that arise outside the PPBE process; the financial management aspects of issues in other functional areas; and the training and professional development of Army Soldiers and civilians who participate in financial management activities. Organizationally, the scope of this work is focused primarily on HQDA but it also encompasses all organizational levels within the Army. The scope of work may require interface with the Army’s higher headquarters (the staff of the Office of the Secretary of Defense and The Joint Staff), other DoD components, other executive branch agencies, and the legislative branch of government. 1.5 Period of Performance: A base year-and two option years. 1.6 General Information: 1.6.1 Quality Control (QC): The Contractor shall submit to the Government as part of their proposal package, a Quality Control Plan outlining in detail the method or methods the Contractor will use to develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor’s quality control program is the means by which it assures that work complies with the requirement of the contract. 1.6.2 Quality Assurance: The government shall evaluate the contractor’s performance under this contract in accordance with the Quality Assurance and Surveillance Plan (QASP). This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s). 1.6.3 Recognized Holidays/Closings: The Contractor is responsible for conducting business, between the hours of 8:00 – 4:30 Monday thru Friday except local/site policies, Federal holidays, or when the Government facilities are closed due to local or national emergencies, administrative closings, or similar Government directed facilities closings. Contractor shall observe the ten (10) federally recognized holidays; additionally, when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings, unless services are required due to system failures, crises, planned maintenance, or operations that are unplanned or unexpected. Under normal circumstances, the contractors will not be required to perform services on government holidays or declared government closures. Contractors shall be recalled to assist in resolving issues or provide support as required to ensure mission success. Contractors work schedule shall be adjusted to meet these requirements. New Year's Day (January 1).Birthday of Martin Luther King, Jr. (Third Monday in January).Washington's Birthday (Third Monday in February).Memorial Day (Last Monday in May).Independence Day (July 4).Labor Day (First Monday in September).Columbus Day (Second Monday in October).Veterans Day (November 11).Thanksgiving Day (Fourth Thursday in November).Christmas Day (December 25).1.6.4 Place of Performance: Pentagon and the Contractor site (as specified) 1.6.5 Type of Contract: The Government anticipates award of a Firm Fixed Price contract. 1.6.6 Security Requirements: Security requirement shall be in-accordance-with this PWS, and the DD254 attached to the contract. Secret Facility Clearance: The Contractor shall possess or be eligible to receive and maintain a SECRET facility clearance from the Defense Security Service no later than 30 days after contract award. The Contractor’s employees performing work in support of this contract shall require a SECRET security clearance from the Defense Industrial Security Clearance Office, and must be a United States citizen. The contractor shall forward security clearances and Visitor Access Requests (VAR) to a person designated by the COR for all personnel assigned to work on this contract. The contractor shall not use, disclose, or reproduce any proprietary data, other than as required in the performance of this PWS. The contractor shall not divulge or release data or information developed or obtained in the performance of this PWS and accompanying delivery orders except upon written approval from the Government Representative and/or the Contracting Officer’s Representation (COR). Contractor personnel are subject to all local installation rules and procedures. Site-specific approval regarding access, issue of security badges, etc., will be coordinated as required. Contractor personnel should be aware at all times of any unusual persons or packages in their work area and immediately report those to the building security staff. If contractor personnel become aware of any person seeking unauthorized access to classified materials, they should immediately report this to the COR. All information performed for this contract is confidential to the Army and DOD; the contractor shall not release any information regarding the work to anyone without written permission by the Government. 1.6.6.1 Physical Security: The contractor shall be responsible for safeguarding all government property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured. 1.6.6.2 Key Control: This requirement applies if key or key cards are issued to the contractor. The contractor shall establish and implement methods of making sure all keys/key cards issued to the contractor by the government are not lost or misplaced and are not used by unauthorized persons. NOTE: All references to keys include key cards. No keys issued to the contractor by the government shall be duplicated. The Contractor shall develop procedures covering key control that shall be included in the Quality Control Plan. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the contracting officer. 1.6.6.2.1. In the event keys, other than master keys, are lost or duplicated, the contractor shall, upon direction of the Contracting Officer, re-key or replace the affected lock or locks; however, the government, at its option, may replace the affected lock or locks or perform re- keying. When the replacement of locks or re-keying is performed by the government, the total cost of re-keying or the replacement of the lock or locks shall be deducted from the monthly payment due the contractor. In the event a master key is lost or duplicated, all locks and keys for that system shall be replaced by the government and the total cost deducted from the monthly payment due the contractor. 1.6.6.2.2. The Contractor shall prohibit the use of government issued keys/key cards by any persons other than the contractor’s employees. The contractor shall prohibit the opening of locked areas by contractor employees to permit entrance of persons other than contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the contracting officer. 1.6.6.2.3 Lock Combinations. This requirement applies if government safes and other equipment with combination locks are provided to the contractor. The contractor shall establish and implement methods of ensuring that all lock combinations are not revealed to unauthorized persons. The contractor shall ensure that lock combinations are changed when personnel having access to the combinations no longer have a need to know such combinations. These procedures shall be included in the Contractor’s Quality Control Plan. 1.6.6.3 Antiterrorism/Operations Security: AT Level l Training. This provision/contract text is for contractor employees with an area of performance within an Army controlled installation, facility or area. All contractor employees, to include subcontractor employees, requiring access to government installations, facilities and controlled access areas shall complete AT Level l awareness training within 30 calendar days after contract start date or effective date of incorporation of this requirement into the contract, whichever is applicable. The contractor shall submit certificates of completion for each affected contractor employee and subcontractor employee, to the COR or to the contracting officer, if a COR is not assigned, within 30 calendar days after completion of training by all employees and subcontractor personnel. AT level I awareness training is available at the following website: . iWATCH Training. This standard language is for contractor employees with an area of performance within an Army controlled installation, facility or area. The contractor and all associated sub-contractors shall brief all employees on the local iWATCH program (training standards provided by the requiring activity ATO). This local developed training will be used to inform employees of the types of behavior to watch for and instruct employees to report suspicious activity to the COR. This training shall be completed within 30 calendar days of contract award and within 30 calendar days of new employees commencing performance with the results reported to the CORNLT 30 calendar days after contract award.Access and General Protection/Security Policy and Procedures. This standard language text is for contractor employees with an area of performance within an Army controlled installation, facility or area. Contractor and all associated sub-contractors employees shall comply with applicable installation, facility and area commander installation/facility access and local security policies and procedures (provided by government representative). The contractor shall also provide all information required for background checks to meet installation access requirements to be accomplished by installation Provost Marshal Office, Director of Emergency Services or Security Office. Contractor workforce must comply with all personal identity verification requirements as directed by DOD, HQDA and/or local policy. In addition to the changes otherwise authorized by the changes clause of this contract, should the Force Protection Condition (FPCON) at any individual facility or installation change, the Government may require changes in contractor security matters or processes. For Contracts That Require Handling or Access to Classified Information. Contractor shall comply with FAR 52.204-2, Security Requirements. This clause involves access to information classified "Confidential," "Secret," or "Top Secret" and requires contractors to comply with- (1) The Security Agreement (DD Form 441), including the National Industrial Security Program Operating Manual (DoD 5220.22-M); any revisions to DOD 5220.22 -M, notice of which has been furnished to the contractor. For Contracts that require an OPSEC Standing Operating Procedure/Plan. The contractor shall develop an OPSEC Standing Operating Procedure (SOP)/Plan within 90 calendar days of contract award, to be reviewed and approved by the responsible Government OPSEC officer, per AR 530-1, Operations Security. This SOP/Plan will include the government's critical information, why it needs to be protected, where it is located, who is responsible for it, and how to protect it. In addition, the contractor shall identify an individual who will be an OPSEC Coordinator. The contractor will ensure this individual becomes OPSEC Level I certified per AR 530-1. For Contracts that require OPSEC Training. Per AR 530-1, Operations Security, new contractor employees must complete Level I OPSEC training within 30 calendar days of their reporting for duty. All contractor employees must complete annual OPSEC awareness training.Contractor Employees Who Require Access to Government Information Systems. All contractor employees with access to a government info system must be registered in the ATCTS (Army Training Certification Tracking System) at commencement of services, and must successfully complete the DOD Information Assurance Awareness prior to access to the IS and then annually thereafter.For Information assurance {IA)/information technology (IT) training. All contractor employees and associated subcontractor employees must complete the DoD IA awareness training before issuance of network access and annually thereafter. All contractor employees working IA/IT functions must comply with DoD and Army training requirements in DoDD 8570.01, DoD 8570.01-M and AR 25-2 within six months of employment. For Information assurance {IA)/information technology (IT) training. All contractor employees and associated subcontractor employees must complete the DoD IA awareness training before issuance of network access and annually thereafter. All contractor employees working IA/IT functions must comply with DoD and Army training requirements in DoDD 8570.01, DoD 8570.01-M and AR 25-2 within six months of employment. 1.6.6.4 Operations Security (OPSEC) The Contractor is required to practice current Operations Security (OPSEC) in accordance with AR 530-1 and DD Form 254. The Contractor shall familiarize all new employees and conduct refresher sessions as needed in the areas covered under this PWS as part of the OPSEC Plan. Para 6-2 g of AR 530-1 lists information the Contractor will need to implement in an OPSEC plan. The contractor shall prepare a plan, within 90 days after contract award that addresses how they will implement OPSEC throughout all locations staffed on this Contract. This plan shall be prepared in-accordance-with this PWS and (CDRL A023), and be titled “Operational Security (OPSEC) Requirements”. The Contractor shall review and comply with local physical security regulations, polices, procedures, and plans for physical security, documentation and material security, and personnel security. 1.6.7 Conservation of Utilities: The contractor shall instruct employees in utilities conservation practices. The contractor shall be responsible for operating under conditions that preclude the waste of utilities. 1.6.8 Post Award Conference/Periodic Progress Meetings: The Contractor agrees to attend any post award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The Contracting Officer, Contracting Officers Representative (COR), and other government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the Contracting Officer will apprise the contractor of how the government views the contractor's performance and the contractor will apprise the government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the government. 1.6.9 The COTR monitors all technical aspects of the contract and assists in contract administration. The COTR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract; perform inspections necessary in connection with contract performance; maintain written and oral communications with the Contractor concerning technical aspects of the contract; issue written interpretations of technical requirements, including government drawings, designs, specifications; monitor Contractor's performance and notify both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COTR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COTR, especially with regard to changes in cost or price estimates or changes in delivery dates. The COTR is not authorized to change any of the terms and conditions of the resulting order. 1.6.10 Labor Categories: Senior Project Leader (Contractor site) (Less A Than Full-time Equivalent): Advanced degree in management, accounting, economics, or finance with a minimum of 15 years of relevant work experience, or Bachelor’s degree with 17 years of experience, or 21 years of experience with no degree; and 2 or more years of supervisory or project management experience. Senior Specialist 2 (Contractor site) (Less A Than Full-time Equivalent): Advanced degree in management, accounting, or finance with a minimum of 9 years of relevant work experience, or Bachelor’s degree with 11 years of experience, or 15 years of experience with no degree; and 2 or more years of experience on large, technically complex projects in areas of functional expertise. Senior Specialist 2 (Government site) (1 Full-time Equivalent FTE) (Key personnel): Advanced degree in management, accounting, economics, or finance with a minimum of 9 years of relevant work experience, or Bachelor’s degree with 11 years of experience, or 15 years of experience with no degree; and 2 or more years of experience on large, technically complex projects in areas of functional expertise. Senior Specialist 3 (Government site) (2 Full-time Equivalents FTE) (Key personnel): Advanced degree in management, accounting, economics, or finance with a minimum of 8 years of relevant work experience, or Bachelor’s degree with 10 years of experience, or 14 years of experience with no degree; and experience in one of the functional areas or related disciplines included in the description of functional expertise. Specialist 1 (Government site) (1 Full-time Equivalent FTE): Advanced degree in management, accounting, economics, or finance with a minimum of 6 years of relevant work experience, or Bachelor’s degree with 8 years of experience, or 12 years of experience with no degree; and experience in one of the functional areas or related disciplines included in the description of functional expertise. Specialist 2 (Government site) (2 Full-time Equivalents FTE): Advanced degree in management, accounting, economics, or finance with a minimum of 5 years of relevant work experience, or Bachelor’s degree with 7 years of experience, or 11 years of experience with no degree; and experience in one of the functional areas or related disciplines included in the description of functional expertise. Specialist 4 (Contractor site) (Less Than A Full-time Equivalent): Advanced degree in management, accounting, or finance degree in business, management, accounting, economics, or finance with 2 years of relevant work experience, or Bachelor’s degree with a minimum of 4 years of experience, or 8 years of experience with no degree. Analyst 2 (Government site) (2 Full-time Equivalents FTE) (Key personnel): Advanced degree in management, accounting, economics, or finance with 2 years of relevant work experience, or Bachelor’s degree with a minimum of 4 years of experience, or 8 years of experience with no degree. Administrative Support (Contractor site) (Less Than A Full-time Equivalent): Bachelor’s degree in business field with 0-3 years of administrative support activities. 1.6.10.1 Project Leader (PL): From the personnel required the contractor shall designate a senior individual as Project Leader who shall be responsible for the performance of the work. The PL shall have authority to direct matters concerning the day to day operations for this contract, including: and taking all actions necessary to ensure compliance and proper performance on assigned tasks. The PL position shall not be subcontracted personnel. The contractor shall also designate an alternate, Deputy Project Leader (DPL) in the PL’s absence to act on the PL’s behalf. 1.6.10.2 Five (5) individuals shall be designated as Key personnel. One of these individuals must be the contractor’s Project Leader. Key Personnel cannot be substituted without prior Contracting Officer approval. If employment is terminated for any reason, the new key personnel employee must be approved by the Contracting Officer. The primary place of performance for key personnel will be government-provided facilities at Army Headquarters in the Pentagon, and these individuals must be present in the Pentagon for at least 80% of their regular work week. For all other work under this contract, the work will be performed at the contractor’s facilities and at Army Headquarters in the Pentagon. The Contractor must at all times maintain an adequate work force in order to ensure prompt response to specific requirements and timely completion of assigned tasks. 1.6.13 Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of government employees, other contractors, or members of the public that they are Government officials. Such confusion can result in the improper release of information to or by these individuals. Contractor personnel must meet the requirements for issuance of a Pentagon building pass. 1.6.14 Government Directed Travel: Contractor may be required to travel CONUS and within the 50 miles of the place of performance during the performance of this contract to attend meetings, conferences, and training. The contractor may be required to travel to off-site training locations and to ship training aids to these locations in support of this PWS. Contractor will be authorized travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. All travel requires Government approval/authorization and notification to the COR. The Contractor will not be entitled to reimbursement for travel associated with program management or supervision of personnel, Contractor directed personnel changes, personnel hiring or placement, other contractor initiated activities etc. 1.6.15 Phase In/Phase Out Period: The Contractor shall provide a detailed phase in/phase out plan to include timelines and measurable results. The plan should describe the processes and procedures required to ensure a seamless and successful transition that minimizes disruption of services and support. To minimize any disruptions, decreases in productivity and to prevent possible negative impacts on additional services, the Contractor shall identify key personnel and have all personnel on board, during the phase in / phase out periods. The Contractor must recognize that services under this contract must continue without interruption and that upon contract expiration, a successor, either the Government or another Contractor, may continue services. The Contractor shall exercise its best effort and cooperate effectively in an orderly and efficient transition to any successor contractor. 1.6.15.1 Phase In: The Contractor shall provide a written phase in plan to cover the first (15) fifteen calendar days of the contract. During the phase in period, while working the incumbent Contractor, the successor Contractor shall become familiar with all equipment, services provided and performance requirements in order to commence full performance of services at the end of the phase in period. The Contractor shall identify issues or concerns and provide to the government representative. The Contractor shall develop and propose solutions for issues or concerns. 1.6.15.2. Phase Out: If required, due to Contract award to another Contractor, the incumbent Contractor shall provide a written phase out plan to cover the last (30) thirty calendar days of the end of the contract. The Contractor shall ensure that contractor personnel are onsite and providing support until the end of their contract. During the phase out period, the incumbent Contractor, shall assist the successor Contractor with all equipment, services provided and performance requirements in order uninterrupted services to services to continue at the end of the phase out period. The Contractor phase out plan will provide a detailed plan to transfer sensitive information such as passwords and combinations and processes and documentation of processes or procedures in use by the Contractor to provide services and support. 1.6.17 Contractor Manpower Reporting Requirement: The Office of the Assistant Secretary of the Army (Manpower & Reserve Affairs) operates and maintains a secure Army data collection site where the contractor will report ALL contractor manpower (including subcontractor manpower) required for performance of this contract. The contractor is required to completely fill in all the information in the format using the following web address: . The required information includes: 1) Contracting Office, Contracting Officer; 2) Contract number, including task and delivery order number; 3) Beginning and ending dates covered by reporting period; 4) Contractor name, address, phone number, e-mail address, identity of contractor employee entering data; 5) Actual direct labor hours (including sub-contractors); 6) Actual direct labor dollars paid this reporting period (including sub-contractors); 7) Total payments (including sub-contractors); 8) Predominant Federal Service Code (FSC) reflecting services provided by contractor (and separate predominant FSC for each sub-contractor if different); 9) Estimated data collection cost; 10) Organizational title associated with the Unit Identification Code (UIC) for the Army Requiring Activity (the Army Requiring Activity is responsible for providing the contractor with its UIC for the purposes of reporting this information); 11) Locations where the contractor and sub-contractors perform the work (specified by zip code in the United States and nearest city, country, when in an overseas location, using standardized nomenclature provided on website); 12) Presence of deployment or contingency contract language; and 13) Number of contractor and sub-contractor employees deployed in theater this reporting period (by country). Reporting period will be the period of performance not to exceed 12 months ending September 30 of each government fiscal year and must be reported by 31 October of each calendar year. Contractors may use a direct XML data transfer to the database server or fill in the fields on the website. The XML direct transfer is a format for transferring files from a contractor’s systems to the secure web site without the need for separate data entries for each required data element at the web site. The specific formats for the XML direct transfer may be downloaded from the website listed above. 3.1 General: When work must be performed at government facilities, the government shall provide the equipment, materials, and/or services listed below. 3.1.1 Equipment: Access to computers, software, printers, copiers, and related equipment. 3.1.2 Utilities: All utilities in the facility will be available for the contractor’s use in performance of duties outlined in this PWS. The Contractor shall instruct employees in utilities conservation practices. The contractor shall be responsible for operating under conditions that preclude the waste of utilities.3.1.3 Facilities: Appropriate work space to enable the contractor staff to provide the support outlined in this PWS to include desk space, telephones, and other items necessary to maintain an office environment. PART 4 CONTRACTOR-FURNISHED ITEMS AND SERVICES 4.1 General: Except for those items specifically stated to be furnished by the Government in Part 3, the Contractor shall furnish everything required to perform this PWS. 4.2 Secret Facility Clearance: See requirements in paragraph 1.6.6. PART 5 SPECIFIC TASKS 5.1 Basic Services: The contractor shall provide services for support of FM&C and G-8 as defined in this PWS. 5.2 ERP Systems Data-Mining/Data Analysis. 5.2.1 The contractor shall identify and analyze issues and provide recommended solutions involving the development of new or revised financial management policies and procedures for selected programs and projects. 5.2.2 The contractor shall assist in the evaluation and analysis of analytical data. This data may be used for operational sustainment reviews, lifecycle sustainment plans, analysis of alternatives, cost benefits analysis, and/or operating and support costs. Examples include identifying what information is required, working with the applicable program office for providing this information (an example being the current status of the program, the proposed maintenance strategy, the proper POCs, whether it is contractor based or organic, and the overall data availability), and data-mining ERP related systems, such as GCSS-Army, and LMP. Further, the contractor will analyze these results and formulate this data into a credible and defensible data package. 5.3 Preparation and Issuance of Annual Documents. 5.3.1 The contractor shall assist in the preparation and issuance of annual documents that support the formulation, submission, and defense of the Army program and budget, including policy and guidance. Policy includes regulations such as AR 1-1. 5.3.2 Publication of Resource Formulation Guide (RFG) Volume 3, Integrated Program and Budget Data Call; and the development, preparation, and publication of briefings and booklets associated with the release of the Army’s portion of the President’s Budget. 5.3.3 Updating volumes of the RFG that address the procedures applicable to HQDA-level implementation of the PPBE process. This includes, but is not limited to, the following topics: automated systems supporting PPBE; formulation, submission, and defense of the Program Objective Memorandum, the Program and Budget Review, and the President’s Budget; and the overview of the PPBE process. 5.3.4 Authoring, or co-authoring with government personnel, one article per year for publication in the Army’s Resource Management publication or similar professional journal. The article will address a timely topic in the area of Army resource management. The topic may be designated by the government or approved by the government following the contractor’s recommendation. 5.3.5 Assist in the reconciliation and review of the Commander’s Program Guidance Memorandum (CPGM) and Technical Guidance Memorandum (TGM) that address the procedures applicable to HQDA-level implementation of the POM process. This includes but is not limited to the following topics: automated systems supporting PPBE; formulation, submission, and defense of the Program Objective Memorandum, the Program and Budget Review, and the President’s Budget; and the overview of the PPBE process. 5.3.6 Provide information management and information analysis of support for POM development and defense. This includes but is not limited to maintaining SharePoint Portals and Tableau analyses in support of POM planning tasks, POM build, and Program budget review. 5.4 Training and Professional Development Events 5.4.1 The contractor shall plan, organize, and conduct training and professional development events. 5.4.2 Provide administrative and logistical support for an annual Army-wide PPBE Offsite hosted by FM&C and G-8. Participate in the development of the offsite agenda; develop and issue instructions to attendees regarding transportation, lodging, and similar items; arrange for facilities to include audio-visual support; provide on-site support for administrative and logistical functions during the event; submit an after-action report following the offsite; and ensure that materials are maintained. 5.4.3 Plan, organize, and conduct various Army PPBE Training Courses, one-day sessions that are conducted up to eight times per year. 5.4.3.1 Provide recommendations regarding course scheduling, issue announcements regarding the course schedule and accept requests for attendance. 5.4.3.2 Arrange for training facilities, to include audio-visual support, as well as arrange for instructors from other HQDA agencies. 5.4.3.3 Prepare and present substantive instruction for the programming and budgeting phases of PPBE. 5.4.3.4 Ensure that course materials are reproduced as needed for the classroom instruction; ensure that course completion records are maintained and course completion certificates are prepared for attendees; and ensure that current course materials are maintained on the government-designated website. 5.5 DoD Financial Management (FM) Certification Program. 5.5.1 The contractor shall support the Army’s sustainment of the DoD Financial Management (FM) Certification Program. 5.5.2 Reporting, Army Hierarchy in the Learning Management System (LMS), Course Alignments, Customer Service, auditing and training; as well as keeping senior Army and OSD executives informed on the progress of the Army's status of the DoD FM Certification Program. 5.5.3 The contractor shall assist in the preparation of briefings, speeches, and other presentations prepared for use by senior executives to both Army and external audiences. Developing and integrating strategic goals and objectives to improve the overall management of the program. The contractor shall develop weekly reporting by applying analytical techniques to determine trend analysis on LMS data. 5.5.4 The contractor shall manage the Army FM Certification Help Desk to include analyzing issues and providing recommended solutions on issues submitted to the help desk. 5.5.5 The contractor shall manage the Army’s hierarchy structure and approval roles in the Learning Management System (LMS). Collect and submit all required documentation to OSD and Military Flat files on a weekly basis. 5.5.6 The contractor shall maintain the Army FM Certification Program SharePoint portal for knowledge management and record keeping purposes to include updated policy information, job aids, templates/forms and general information for Army users, supervisors, and component administrators (CAs). 5.5.7 The contractor shall develop training briefings, student surveys, and conduct both onsite and off-site FM Certification and LMS training workshops for Army users and component administrators (CAs) as requested. 5.5.8 The contractor shall develop and maintain an Army's Sustainment Guide of the DoD Financial Management Certification Program and develop an Army CA Handbook to assist Army CAs on management and LMS processes. The contractor shall draft proposed changes to, or complete rewrites of, existing Army regulations and other documents that establish policies and procedures. The contractor must participate in monthly OSD Component Administrator roundtables. 5.5.9 The contractor shall manage all course alignment requests and inquires utilizing the Course Management System (CMS) by reviewing and aligning applicable Army, academic and commercial class work for accreditation in the DoD FM myLearn system and participating in monthly Course Manager Roundtables with OSD. 5.6 Workforce Enhancement Initiative 5.6.1 The contractor shall support the Army’s implementation of the Workforce Enhancement Initiative. This effort will primarily focus on optimizing the Career Program-11 workforce within HQDA. The contractor will provide advisory and technical support through key phases needed to document the current baseline of the workforce, define the future state, and implement strategic human capital initiatives. 5.6.2 Conducting a workforce analysis in order to provide a quantitative approach to analyze critical skillsets, current workload, and functional requirements. This analysis establishes current manpower capabilities and workload. The initial phase will result in a baseline of the ASA(FM&C) workload and workforce that can be refined and used to conduct future workforce analysis. The contractor shall: Develop overall workforce planning strategy; conduct a current state assessment; gather and analyze current workforce data; and develop preliminary workforce planning model to provide an accurate depiction of the current FM workforce. 5.6.3 Designing future state of the ASA (FM&C) organization and CP-11 manpower requirements. The contractor shall tie workload and manpower data to specific skillsets and/or competencies to develop a capability that provides Leadership with the ability to explore multiple scenarios as they structure operations across new and/or existing business processes. This capability should also allow Leadership to better understand costs, benefits, and risks prior to implementation of changes. The contractor shall: Collect future state FM&C mission and function requirements; enhance workforce planning model with additional data by linking key workload and workforce data with specific skillsets and competencies; use the workforce planning model to develop various scenarios to provide leadership with organizational design options based on anticipated mission and functions; identify and document workforce gaps between the current state and desired future state; and provide leadership with draft organizational designs based on the desired future state and preliminary draft implementation plans. 5.6.4 The contractor will implement key strategic human capital initiatives to prepare the workforce for the future state. The human capital initiatives will target a variety of talent management areas to help prepare the workforce to perform workload tied to the future state and address key gaps between the current workforce and the future desired workforce. Metrics will be developed to track, monitor, and measure the success of these human capital initiatives and capture any lessons learned. The contractor shall: Evaluate training to determine if core competencies are addressed and modify, enhance, or develop training as needed; develop career progression maps to provide personnel with tailored plans including recommended training needed to close any competency gaps and certification requirements; utilize HR metrics such as retirement eligibility of the workforce and attrition trends to highlight anticipated gaps in the workforce; update Position Description based on a better understanding of skillsets and roles/responsibilities to enable hiring managers to recruit and select highly qualified candidates; utilize metrics to track, monitor, and measure success of programs; and capture lessons learned for continuous workforce improvement. 5.7 Strategic Initiatives Group - Enterprise Common Operating Picture (ECOP) 5.7.1 The contractor shall provide strategic enterprise level support to the ASA(FM&C) Strategic Initiatives Group’s planning, coordination, and synchronization efforts of the Financial Management and Comptroller domain to enable the ASA(FM&C)’s leadership priorities. The contractor shall establish an FM&C Enterprise Common Operating Picture (ECOP) using various Army’s visualization and analytical tools, to include visualization tools to depict the current state and future design of the FM&C common operating picture. 5.7.2 Developing an enterprise synchronization matrix / long-range calendar to assist with the planning, coordination and synchronization of FM&C’s ECOP. 5.7.3 Engaging and coordinating with FM&C stakeholders across the enterprise to identify key gaps and improvement recommendations through the facilitation and development an accurate and complete depiction of current and future state ECOP needs. 5.7.4 Facilitating the ASA(FM&C)’s DASAs mission accomplishment by integrating key dimensions and requirement needs (e.g. MOS, competencies, skills, certifications, training, FM readiness) to close gaps in key people, process, technology focus areas and improve the ECOP and achieve the FM&C long range mission. 5.7.5 Assisting with the mapping of the current state FM&C ECOP, to include key gaps, and recommendations required to synchronize the FM&C enterprise current and future ECOP design to maximize Army’s priorities goals on readiness, effectively and efficiently. 5.7.6 Using Army’s visualization and analytical tools (e.g. Tableau, Qlick, SMS) to map an integrated view of the FM&C ECOP workforce, to include CP11/BC 36 A & B by COMPO, Command, Installation, Series, and Grade Plating in coordination with FM&C stakeholders for mission success. 5.7.7 Synchronizing the FM&C enterprise. 5.7.8 Enabling coordination of quick wins and sharing of best organizational practices IAW enterprise synchronization matrix / long range calendar. 5.8 Strategic Initiatives Group – Strategic Communications 5.8.1 The contractor shall provide strategic communications planning and coordination support in coordination with Strategic Initiatives Group (SIG) leadership. 5.8.2 Developing a Strategic Communications Plan ICW SIG leadership and DASAs to operationalize mission success for action, targeting internal and external key strategic messages by key venues, Command, and audience overtime (daily, weekly, monthly, quarterly and annually). 5.8.3 Using internal venues and enablers to ensure effective delivery of key strategic messages enabling mission success. Venues include, but not limited to the following: Army Senior Leader Engagements, ASA(FM&C) website (What’s Hot), ASA(FM&C) MILDEP Sends, Article in RM magazine, Army Times, ASMC interviews MILDEP, FM&C conferences/workshops, Strategic engagements/field visits, Branding, Hallway displays, ASMC PDI, FM&C Town Hall meetings, etc. 5.8.4 Leveraging the Army’s Public Affairs Office, identify other stakeholders and external Venues: (e.g. AUSA, PDI). 5.9 Strategic Initiatives Group – Additional Support 5.9.1 The contractor shall be able to provide additional assistance supporting other SIG tasks to include: the establishment of the SIG, coordination of the FM&C Force Re-Design and realignment, funding metrics coordination, and ensure FM&C career paths are synchronized within the enterprise. 5.10 Commanders Assessment and Execution Review Program (CAER) 5.10.1 The contractor shall develop and maintain the Commanders Assessment and Execution Review Program (CAER). Update the CAER implementation guidance as required. This includes: 5.10.2 Evaluating and updating the CAER data collection plan, coordinating the data collection from ASA (FM&C) and external Army agencies. ................
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