2026-0034 Strategic Decision Support Comm Reprt Capability (NS) - THU 26 Mar

Bidding Instructions -Technical Proposal

Bidders shall submit a proposal clearly providing the following information:

1. The proposed approach to address the required scope of work and the required delivery and milestones plan.

2. One example from proposed Key Personnel previous experience demonstrating the use of data analytics or data science techniques to address a problem and support decision making

The example shall include: Description of the problem or context; Description of data and analytical approach used; Key insights derived from the analysis; How the results were presented to stakeholders; The outcome or impact of the analysis;

The example shall not exceed one page.

3. CVs of the assigned resource(s) for the project. It is up to the bidder to propose the size of the team that executes the work and produces the deliverables in the time line allocated.

4. Any other appropriate technical information to determine whether your proposal meets the deliverables described in this SOW.

5. Any other similar past performances explaining the relevance of the bidder with the requirements and elaborating on why they are the best candidate for this contract award

Deadline Date: Thursday 26 March 2026

Requirement: Strategic Decision Support, Communication, and Reporting Capability

Location: Brussels, BE

Full Time On-Site: Yes (Occasional Remote (teleworking) from a NATO country, and travel on duty (TDY) to other NATO sites.)

Period of Performance: 2026 BASE: As soon as possible but not later than 27 April 2026 to 31 December 2026 with the possibility to exercise following option:

01 January 2027 - 31 December 2027

Required Security Clearance: NATO SECRET

The contractor will contribute to the development of Technology Roadmaps and Obsolescence Management (TRO) activities by producing necessary deliverables using best-practices in the area of corporate communication. The contractor will provide strategic communications support to the Obsolescence Management efforts, under OMEGA (Obsolescence Management Executive Guidance and Advisory).

1. INTRODUCTION

The NATO Communications and Information Agency (NCI Agency) herewith the Purchaser is responsible for delivery of secure, coherent, cost effective and interoperable communication and information systems and services in support of consultation, command & control and enabling intelligence, surveillance, and reconnaissance capabilities, for NATO, where and when required.

In today’s rapidly evolving technological landscape, unplanned obsolescence has emerged as a critical challenge for organizations reliant on complex, long- lifecycle systems. Within NATO, the

accumulation of significant technical debt over the years has led to increased cybersecurity risks, operational vulnerabilities, and a growing risk of service deterioration.

The lack of a structured, proactive approach to handling obsolescence has extending these challenges, resulting in reactive and inefficient responses when critical components, software, or infrastructure reach end-of-life unexpectedly.

A key issue contributing to this challenge is the lack of awareness and clarity on how obsolescence should be managed. While some individual initiatives address aspects of obsolescence, they remain disconnected, lacking a cohesive framework that links obsolescence to its operational and financial impacts. Decision-makers often struggle with prioritization, eligibility assessment, and securing funding to mitigate obsolescence risks effectively. In 2024 NCIA, OCIO, ACO and IS-NOR started an Obsolescence Working Group which confirmed and centralized all these challenges. Without a well-defined process, the NCIA as a service provider faces delays in response times, heightened security risks, and increased service disruptions towards NCIA customers and partners.

Recognizing these challenges, governing bodies such as DPC and RPPB have already taken steps to establish policy and funding mechanisms for obsolescence management. The DPC Framework for ICT Obsolescence (Ref. A) provides guiding principles for managing obsolescence, while the RPPB Policy (Ref. B) outlines potential funding mechanisms. However, the frameworks establish the basic definitions and expectations, and practical implementation remains for OCIO, ACO, IS-NOR and NCIA to finalize. Priority is given in addressing unplanned obsolescence—where failures, security threats, or vendor discontinuations occur with little to no advance notice.

The objective of this SOW is to provide Strategic Decision Support, Communication, and Reporting capability supporting the institutionalization of Obsolescence Management through the OMEGA (Obsolescence Management Executive Guidance and Advisory) initiative.

2. SCOPE OF WORK AND DELIVERABLES

2.1. The Contractor shall interpret operational and analytical data originating from the OMEGA initiative and translate such information into actionable insights, governance reporting, and decision-support artefacts for internal and external stakeholders.

2.2. The Contractor shall transform data and operational information into structured analytical views, dashboards, and communication outputs enabling risk-informed governance and executive oversight.

2.3. This capability shall support:

• governance and institutionalization of Obsolescence Management.
• analytical interpretation of data originating from the OMEGA initiative and related systems;
• executive and operational reporting supporting decision-making;
• structured governance cadence and stakeholder engagement.

2.4. The Contractor shall deliver structured strategic communication, executive-level reporting, governance facilitation, and decision-support artefacts aligned with OMEGA priorities, risk posture, and funding oversight requirements.

2.5. The Contractor shall not assume decision authority, risk ownership, or governance approval responsibilities, which remain with NCIA.

2.6. The Contractor shall:

1. Operate within the Agency-provided collaboration and reporting environment.

2. Ensure all artefacts are formally documented, version-controlled, and stored in the designated repository.

3. Align all reporting outputs with the approved OMEGA risk model and governance framework.

4. Deliver services in an iterative manner while meeting fixed milestone and acceptance criteria.

5. Ensure consistency between strategic narrative, executive reporting, and operational dashboards.

2.7. The contractor will carry out tasks and will issue deliverables as described in the table below:

2.8. Work Package 1 – Strategic Decision Support, Communication, and Reporting Capability Deliverables and Acceptance Criteria

Deliverable D0 Project Initiation Package: The Contractor shall produce a Project Initiation Package defining how the assignment will be executed. The Contractor shall establish a clear and usable baseline for execution of the assignment, defining how the work will be planned, managed, and delivered. Accepted when: (i) a Project Management Plan and schedule are delivered; (ii) all contractual deliverables and milestones are reflected; and (iii) the plan is usable as a baseline for managing the contract.

Deliverable D1 Governance Alignment Framework: The Contractor shall develop and document the governance operating framework to be used during contract execution. The Contractor shall define and implement a governance approach that enables structured decision-making, action tracking, and escalation throughout the assignment. Accepted when: (i) the framework document and all templates are delivered; (ii) governance roles, cadence defined; (iii) the framework has been applied in at least one monthly working session; and (iv) resulting governance artefacts are stored in the agreed repository structure.

Deliverable D2a Strategy & Communication Framework – Baseline: The Contractor shall produce the initial Strategy and Communication Framework for the assignment. The deliverable shall define how analytical outputs, governance messages, and executive reporting will be translated into communication products. The Contractor shall establish a coherent approach for translating analytical insights into structured communication supporting governance and decision-making. Accepted when: (i) the framework is delivered and approved; and (ii) communication outputs produced under the contract are aligned with the defined approach.

Deliverable D2b Strategy & Communication Framework – Update: The Contractor shall update the Strategy and Communication Framework based on execution experience, dashboard outputs, stakeholder feedback, and governance session outcomes. The Contractor shall refine the communication approach based on execution experience, analytical outputs, and stakeholder feedback. Accepted when: (i) an updated framework is delivered; and (ii) improvements reflect lessons learned and are applied in governance communication.

Deliverable D3 Business Area Engagement Model: The Contractor shall produce a structured Business Area Engagement Model describing how business areas and other relevant stakeholders will be engaged for data gathering, reporting alignment, issue resolution, and governance preparation. The Contractor shall establish an effective approach for engaging stakeholders and coordinating inputs required for reporting and governance activities. Accepted when: (i) stakeholder engagement is structured and repeatable; and (ii) required inputs for reporting and governance are consistently obtained.

Deliverable D4 Workshop Facilitation Toolkit: The Contractor shall develop a standard toolkit for working sessions and workshops conducted under this assignment. The Contractor shall provide a reusable approach to facilitate structured discussions supporting governance alignment and analytical interpretation. Accepted when: (i) facilitation materials are delivered; and (ii) workshops are conducted using the approach with documented outputs

Deliverable D5a