MODIFICATION
D -- Independent Logistics Assessments (ILA) and Internal Control Processes (ICP)
- Notice Date
- 3/30/2017
- Notice Type
- Modification/Amendment
- NAICS
- 517410
— Satellite Telecommunications
- Contracting Office
- Department of the Army, Army Contracting Command, ACC - RI (W52P1J), 3055 Rodman Avenue, Rock Island, Illinois, 61299-8000, United States
- ZIP Code
- 61299-8000
- Solicitation Number
- W52P1J-17-C-ILA
- Point of Contact
- Angela Quinn, Phone: 309-782-2477, Marisol Trevino, Phone: 3097821607
- E-Mail Address
-
angela.g.quinn.civ@mail.mil, marisol.m.trevino.civ@mail.mil
(angela.g.quinn.civ@mail.mil, marisol.m.trevino.civ@mail.mil)
- Small Business Set-Aside
- N/A
- Description
- Request For Information Integrate Logistics Assessments and Internal Control Process (ILA/ICP) PM DCATS 1. DESCRIPTION The U.S. Army Contracting Command - Rock Island (ACC-RI) is seeking potential sources and information related to a possible new contract for Independent Logistics Assessments (ILA) and Internal Control Processes (ICP). This is a Sources Sought Synopsis pursuant to FAR Part 10 to determine if an adequate number of qualified interested contractors are capable of performing the ILA/ICP mission. This does not constitute a Request for Quote (RFQ), Request for Proposal (RFP), an Invitation for Bid (IFB) or as an obligation or commitment on the part of the Government to acquire any product or service. This notice is for market research purposes only and is not indicative of a full requirement. There is no basis for claims against the Government as a result of information submitted or demonstrations provided in response to this Sources Sought announcement. Responders are solely responsible for all expenses associated with responding to this sources sought. ACC-RI will not pay for information received in response to this sources sought. Program Manager Defense Communications and Transmission Systems' (PM DCATS) compliance with Title 31 of the United States Code (USC) 3512 (b), Financial Integrity Act (FMFIA or Integrity Act) requires the head of each executive agency to establish internal control processes (ICP) to provide reasonable assurance that: obligations and cost are in compliance with applicable laws; funds, property, and other assets are safeguarded against waste, loss, unauthorized use, or misappropriation; revenues and expenditures are properly recorded and accounted for; and programs are efficiently and effectively carried out according to applicable law and internal policy. Title 31 USC 3512 (b) further requires heads of executive agencies to report annually to the President and Congress on whether these internal controls comply with requirements of the Integrity Act. This Statement of Objectives (SOO) is required to obtain independent contractor support to assist in the development of an independent program-wide assessment of product/project lead (PL) life-cycle logistics health and provide support to assist in developing Life-Cycle Sustainment Plans (LCSPs) in order to enhance the PLs ability to comply with required regulations. The Independent Logistics Assessments on Army programs is prescribed in Army Regulation (AR) 700-127 and AR 25-1 to assess logistics program status at key decision milestones in the materiel acquisition process and throughout the life cycle of the program. PM DCATS is in need of contractor support to establish an internal control process that adds value and demonstrates a commitment to effective stewardship of resources entrusted to us by the American people. Establishing and relying on an effective internal control program has many positive benefits over reliance on outside audits since it requires an in-depth understanding of processes, associated risks and controls. Staff experts performing functions can best identify areas of concern and propose solutions. When recommendations for solutions come from within the organization, it allows for the identification of the problem prior to impact, and the ability to contain negative publicity. This can be implemented as part of the strategic planning process and can have a positive impact on effectiveness and accomplishment of the organization's mission. 2. BACKGROUND: PM DCATS, located at Fort Belvoir, Virginia, manages a suite of more than 100 projects that support Joint soldiers, major commands and combatant commanders worldwide. Projects include strategic satellite communications and wideband control systems, technical control facilities, Combat Service Support Communications (CSS COM) systems, critical power infrastructure and combat vehicle intercom systems. PM DCATS' mission is to enable information dominance for the Army, Department of Defense, National Command Authority, and International Partners by acquiring, implementing, sustaining strategic satellite and terrestrial communications, and leading technologies to meet current and future requirements. PM DCATS reports to the Army's Program Executive Office for Enterprise Information Systems (PEO EIS) also located at Fort Belvoir, Virginia. PM DCATS functional breakdown consists of the following Product Leads/Project Officers who are encompassed under the PM DCATS portfolio: Product Lead Wideband Enterprise Satellite System (PL WESS) Project Officer (PO) Wideband Control (under PL WESS) Project Officer (PO) Terminals (under PL WESS) Project Officer (PO) Baseband (under PL WESS) Product Lead Defense-Wide Transmission Systems (PL DWTS) Product Lead Land Mobile Radio (PL LMR) Product Manager Power Projection Enablers (P2E) Product Manager Installation Information Infrastructure Modernization Program (I3MP) Internal Control Process (ICP) Pursuant to the Title 31 USC 3512 (b), Financial Integrity Act (FMFIA or Integrity Act) and AR 11-2, DCATS is in need of a tool that satisfies the regulatory and legal requirement that DCATS must comply with to perform integrated management controls in order to address the other processes of DCATS. The head of each executive agency are required to establish internal controls to provide reasonable assurance that: obligations and cost are in compliance with applicable laws; funds, property, and other assets are safeguarded against waste, loss, or unauthorized use, or misappropriation; revenues and expenditures are properly recorded and accounted for; and programs are efficiently and effectively carried out according to applicable law and internal policy. Heads of executive agencies are required to report annually to the President and Congress on whether these internal controls comply with requirements of the Integrity Act. PM DCATS is in need of immediate contractor support to establish an internal control process that adds value and demonstrates a commitment to effective stewardship of resources entrusted to us by the American people. Internal Control Process (ICP) reporting categories may include a subset or all of the following categories, depending on the reporting assessable unit: 1. Research development test and evaluation 2. Acquisition 3. Procurement 4. Lifecycle Management 5. Force Readiness 6. Manufacturing maintenance and repair 7. Supply operations 8. Property Management 9. Communications 10. Intelligence 11. Security 12. Information technology 13. Personnel and organization management 14. Comptroller and Resource Management 15. Support services security assistance 16. Financial reporting & financial system conformance. There are a number of regulatory mandates including OMB Circular A-123, DoD Instruction 5010.40, and Government Accountability Office (GAO) Standards for Internal Control in the Federal Government that provide guidance. AR 11-2, Managers Internal Control Program applies to all Army organizations and programs, affirming inherent responsibility of commanders and managers at all levels to establish and maintain effective internal controls, assess areas of risk, identify and correct weaknesses and keep chain of command informed. It provides managers with greater flexibility in their evaluation of internal controls and reporting material weaknesses. Independent Logistics Assessment (ILA) The ILA process is defined as an orderly progression of the acquisition logistics activities toward providing an operationally effective, fully supportable, and sustainable system at an affordable life-cycle cost (LCC) at the time of first unit equipped. Life-cycle Sustainment Development The LCSP remains an active management tool throughout the operations and sustainment of the system, and the program must continually update the LCSP to ensure sustainment performance satisfies the Warfighter's needs. The LCSP is expected to evolve throughout the acquisition process with the maturity of the system and clarity for the program's life-cycle product support strategy. Additionally, it may be tailored based on varying entry points in the acquisition process. Development of a life-cycle product support strategy and plan are critical steps in the delivery of the product support package. PLs found to be deficient during assessments are required to achieve in accordance with AR700-28. Task Management Task management is the process of managing a task or work activity through its life cycle. It involves planning, testing, tracking and reporting. Task management can help either individuals achieve goals, or groups of individuals collaborate and share knowledge for the accomplishment of collective goals. Tasks are also differentiated by complexity, from low to high. Effective task management requires managing all aspects of a task, including its status, priority, time, human and financial resources assignments, recurrence, notifications and so on. These can be lumped together broadly into the basic activities of task management. Managing multiple individual or team tasks may require specialized software, for example workflow or project management software. In fact, many people believe that task management should serve as a foundation for project management activities. Task management may form part of project management and process management and can serve as the foundation for efficient workflow in an organization. Project managers adhering to task-oriented management have a detailed and up-to-date project schedule, and are usually good at directing team members and moving the project forward. 3. SPECIFIED REQUIREMENT: Program Management The Contractor shall provide program management services to manage the tasks define in the following paragraphs includes but are not limited to: • Performing analyses of data relative to the program goals; • Developing and maintaining program documentation and technical reports, conduct assessments and communicates results; • Contributing to the evaluation, analysis, and development of recommended solutions; • Monitoring program progress and customer satisfaction; provide periodic status reports as needed • Facilitating efficient communication and program support between the client and internal customers or external agencies • Assisting in the preparation of program correspondence as needed • Assisting in the development of program briefs • Performing detailed reviews of program documentation • Assists Program and Project Managers (PMs) in adhering to specific organizational QA/QC requirements and by regularly updating team on QC of deliverables based on project schedules • Performs complex evaluations of existing procedures, processes, techniques, models, and/or systems related to management problems or contractual issues, which would require a report and recommend solutions • Provides inputs to weekly, monthly, quarterly, annual, and ad hoc financial reports for senior management • Presents financial reports and analysis to peers, management, and executives • Ensures that proper accounting procedures are followed on the program Internal Control Process (ICP) Pursuant to the Title 31 USC 3512 (b), Financial Integrity Act (FMFIA or Integrity Act) and AR 11-2, DCATS is in need of a tool that satisfies the regulatory and legal requirement that DCATS must comply with to perform integrated management controls in order to address the other processes of DCATS. The head of each executive agency are required to establish internal controls to provide reasonable assurance that: obligations and cost are in compliance with applicable laws; funds, property, and other assets are safeguarded against waste, loss, or unauthorized use, or misappropriation; revenues and expenditures are properly recorded and accounted for; and programs are efficiently and effectively carried out according to applicable law and internal policy. Heads of executive agencies are required to report annually to the President and Congress on whether these internal controls comply with requirements of the Integrity Act. PM DCATS is in need of immediate contractor support to establish an internal control process that adds value and demonstrates a commitment to effective stewardship of resources entrusted to us by the American people. Internal Control Process (ICP) reporting categories may include a subset or all of the following categories, depending on the reporting assessable unit: 1. Research development test and evaluation 2. Acquisition 3. Procurement 4. Lifecycle Management 5. Force Readiness 6. Manufacturing maintenance and repair 7. Supply operations 8. Property Management 9. Communications 10. Intelligence 11. Security 12. Information technology 13. Personnel and organization management 14. Comptroller and Resource Management 15. Support services security assistance 16. Financial reporting & financial system conformance. The contractor shall develop and implement a reporting dashboard to support PM DCATS monitoring and management of key metrics for its processes. There are a number of regulatory mandates including OMB Circular A-123, DoD Instruction 5010.40, GAO Standards for Internal Control in the Federal Government that provide guidance. AR 11-2, Managers Internal Control Program applies to all Army organizations and programs, affirming inherent responsibility of commanders and managers at all levels to establish and maintain effective internal controls, assess areas of risk, identify and correct weaknesses and keep chain of command informed. It provides managers with greater flexibility in their evaluation of internal controls and reporting material weaknesses. Independent Logistics Assessment (ILA) The ILA process is defined as an orderly progression of the acquisition logistics activities toward providing an operationally effective, fully supportable, and sustainable system at an affordable life-cycle cost (LCC) at the time of first unit equipped. The contractor shall provide a software tool and efficiently assess PM DCATS PL's integrated life-cycle management of systems during any phase of the life-cycle. Life-cycle Sustainment Plan (LCSP) Development The LCSPs remain an active management tool throughout the operations and sustainment of the system, and programs must continually update their LCSP to ensure sustainment performance satisfies the Warfighter's needs. The LCSP is expected to evolve throughout the acquisition process with the maturity of the system and clarity for the program's life-cycle product support strategy. Additionally, it may be tailored based on varying entry points in the acquisition process. Development of a life-cycle product support strategy and plan are critical steps in the delivery of the product support package. The contractor shall develop a stand-alone LCSP for PLs found to be deficient during independent logistics assessments and obtain approval of the plan from the Delegated Approval Authority. Task Management Task management is the process of managing a task or work activity through its life cycle. It involves planning, testing, tracking and reporting. Task management can help either individuals achieve goals, or groups of individuals collaborate and share knowledge for the accomplishment of collective goals. Tasks are also differentiated by complexity, from low to high. Effective task management requires managing all aspects of a task, including its status, priority, time, human and financial resources assignments, recurrence, notifications and so on. These can be lumped together broadly into the basic activities of task management. Managing multiple individual or team tasks may require specialized software, for example workflow or project management software. Task management may form part of project management and process management and can serve as the foundation for efficient workflow in an organization. Project managers adhering to task-oriented management have a detailed and up-to-date project schedule, and are usually good at directing team members and moving the project forward. 4. EXPERIENCE and CAPABILITIES: Submit an Executive Level and General Summary, with DUNS number and cage code, five (5) pages or less - excluding the cover page and table of contents that demonstrates how your company has the required organization, key personnel, experience, reach back and technical capabilities and tool development/maintenance experience to support a recommended tool and dashboard. Describe your tool and approach to accomplishing the specified requirements. Describe your experience level and capability to provide a dashboard for internal control management. Describe your capability to ensure that the recommended tool is performing according to the tool's described objectives. Describe your experience level and capability to provide personnel for support to Government staff and contracted personnel with the following responsibilities: a) Program Management b) Internal Control Processes, c) Independent Logistics, d) Lifecycle Sustainment, and e) Task Management. Describe or demonstrate your capability to automate processes to support a) Internal Control Process, b) Independent Logistics Assessments, c) Lifecycle Sustainment, and d) task management Describe your experience ensuring compliance with Title 31 USC 3512 (b), Financial Integrity Act (FMFIA or Integrity Act), AR 11-2, AR700-28, OMB Circular A-123, and DoD Instruction 5010.40 Describe your experience in displaying customer performance metrics in a dashboard which can be used by the Government to better manage the services provided. Describe what information Industry requires from the Government in terms of accurately sizing/estimating the workload. Describe how your organization conducts program management activities? If you sub-contract, how do you ensure management oversight, consistency, and quality of services? Contractor personnel are required to have and maintain a Secret clearance and ensure compliance with DoD information assurance requirements for systems that process "Secret," "Sensitive But Unclassified" (SBU), and Privacy Act information. RESPONSES: Responses must be emailed to marisol.m.trevino.civ@mail.mil and angela.g.quinn.civ@mail.mil no later than 11:00AM CST, Wednesday, April 5, 2017. Responses should be in Microsoft Word for Office 2000 compatible, Times New Roman 12 font, with Line spacing 1 ½ inch formatting. Proprietary information, if any, should be minimized and MUST BE CLEARLY MARKED. Please be advised that all submissions become Government property and will not be returned.
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