Attachment A - Scope of Work.pdf

Grants Management Solution ITN No.: EOG-ITN-24-01

Attachment A: Scope of Work

ATTACHMENT A: SCOPE OF WORK

FOR

GRANTS MANAGEMENT SYSTEM PLATFORM, DEVELOPMENT, AND

IMPLEMENTATION SERVICES

ITN NO: #EOG-ITN-24-01

INVITATION TO NEGOTIATE

THE STATE OF FLORIDA

EXECUTIVE OFFICE OF THE GOVERNOR

Katie Wagner, Procurement Manager Katie.wagner@eog.myflorida.com

Phone: 850-717-9210

400 S. Monroe Street, Suite LL05

Tallahassee, FL 32399

TABLE OF CONTENTS

SECTION 1. INTRODUCTION

SECTION 2. DEFINITIONS

SECTION 3. IMPLEMENTATION SERVICES

SECTION 4. DELIVERABLES

SECTION 1. INTRODUCTION

1.1 Background

The Office of Policy and Budget (OPB) is responsible for coordinated planning, policy development, budgeting, and evaluation in support of the Governor, State of Florida executive branch state agencies, and the State Legislature, pursuant to Florida Statutes.

The Grants, Governance and Transparency Unit (GGT) is one of nine units within the OPB. The GGT ensures a statewide coordinated response to federal acts that provide funding to Florida. As part of its mission, the GGT mitigates fraud and abuse, ensures transparent communication, establishes performance metrics, and develops consistent and centralized reporting.

Pursuant to F.S. 216.103(1)(2)(a)(b)(c) agencies who receive federal funds shall create and maintain an inventory of all programs which are partially or fully funded from federal sources and provide reports to the Executive Office of the Governor or legislative committees. Agencies must develop, document, and implement an internal process for collecting, assimilating, and evaluating the use of federal funds including the impact of congressional initiatives on the State.

The OPB currently operates the Federal Grants Tracking System (FGTS), a web-based notification and approval tool for agencies to report new funding pursuits. Agencies are required to obtain approval from OPB before applying for a federal grant. The FGTS, in compliance with

216.103 F.S., also maintains a statewide inventory of all programs which are funded from federal sources.

Currently, there is no centralized Grant Management Solution (GMS). The Department commissioned a grants management system feasibility study during fiscal year 2022/2023 to evaluate the necessity and cost-efficiency of either purchasing or building a GMS in the future.

The GMS study identified a preferred solution model and identified key requirements for procuring, developing, and implementing the system.

There are currently over 2,400 grants available at Grants.gov, the portal used by the federal government to post all funding opportunities. Many eligible entities may not be familiar with the terminology and processes used by the federal government, causing them to misunderstand eligibility and thus miss valuable opportunities to obtain grant funding. Additionally, state governance of grants is largely decentralized, and in most state agencies, grants are managed via manual and often paper-based processes, which results in inefficiencies and risk of loss of funding.

Further, state grants management is highly tailored to each agency process for tracking and reporting and is not standard across the enterprise. As such, the GGT seeks a future-state GMS that can provide grant tracking and reporting across the grant life cycle, promote transparency and notification of grant opportunities and successes, maximize federal funding to Florida by consolidating federal opportunities in a single site, and be highly configurable with minimal vendor or IT support.

The GMS Project will seek to develop a GMS Solution that will integrate with and potentially replace the current Federal Grants Tracking System reporting tool. The GMS will offer a public-facing portal that allows state users to access and update grant information for all phases of the grant life cycle and allows public users to access reports, grant opportunities, and performance information. The GMS will include an analytics and reporting tool that will incorporate data recorded in the GMS with other state financial systems that will integrate with a data warehouse to link key state financial and performance data with reported grant data.

The GMS Project will identify one or more pilot agencies to participate in the development and testing of the initial GMS system. The project will seek to develop and implement a solution over an 18 to 24 month period as functionality is configured and implemented and necessary data integrations are established. Expanding participation over the initial years of the project will require that the solution be scalable and flexible enough to incorporate new agencies and programs.

The Department has initiated a GMS Procurement Project that is responsible for developing and conducting a procurement for the acquisition of a GMS vendor and solution that will support the goals of the GMS Project and meet the state’s requirements. The GMS Procurement Project will follow a structured methodology to support conducting a procurement that is compliant and efficient and results in the award of a contract for the services and products that provide the best value to the state.

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1.2. Current-state

Current grant management business processes are not standardized; rather, they are defined by each agency. Current-state process maps and details are limited due to the lack of a centralized process. The current-state business process map below focuses on the intent of state and federal law, regulation, and policy and the processes and functions of the state’s legacy finance and accounting system, FLAIR.

Figure 1.1 – Current State Processes

Current-state business processes are decentralized, not standardized, manual, and paper-based processes. The future-state business processes would be standardized, automated, and highly configurable to meet the future-state business process requirements. The future-state GMS would support and enable future business processes and include all required GMS components.

1.3 Future-state

The future-state processes are intended to provide an overview of the business process requirements for the GMS. These business processes describe the activities required for the implementation of a future-state GMS that meets GGT’s business needs and goals. These high-level process maps are a starting point for a more detailed process requirements gathering and elaboration to be performed during implementation. Additionally, the GMS future-state business process recommendations were developed in alignment with federal guidelines, Florida Statutes (F.S.), Florida Administrative Code (F.A.C.), industry best practices, and state policies and procedures to ensure compliance with all applicable laws, regulations, and grant guidance.

Figure 1.2 Agency Federal Grant Process

Figure 1.3 Subrecipient Subaward Process

1.4 Grants Management System Solution

The Department seeks to leverage technology to support a unified statewide process for grants management reporting and transparency that provides robust monitoring and analysis across the grant life cycle, promotes accessibility and awareness of the grant opportunities and successes, maximizes the award of federal funding, and functions as a one-stop shop for state and federal grants. The technology solution must be highly configurable with minimal vendor or IT support.

The future-state GMS will include the following business solution components:

• Public Portal - The future-state GMS portal will be a public-facing, one-stop shop for federal and state Notice of Funding Opportunities (NOFOs) in Florida. This will provide more transparency and awareness for the public and potential eligible entities who may apply as sub-recipients to state and federal grants.

• Grants Management System - The grant management business system component would utilize submissions and communications received through the portal component to administer grant programs throughout the entire grant life cycle. The system will be used to support in-platform collaboration across state agencies with a focus on the overall administration of grant programs.

• Data Warehouse/Reporting & Analytics Tool - The future-state GMS must integrate with and collect, analyze, and summarize grant and financial data from multiple state and federal systems. The Solution must be able to transform and display information for mandatory and ad hoc grant reporting and provide programmatic and fiscal performance reporting. The solution should provide robust reporting and analytical capabilities to improve awareness, as well as enhance transparency and accountability.

Figure 1.4 – Data Management

The future-state cloud-based GMS will require significant data-sharing to meet the desired goals and functionality. Data-sharing is the ability to distribute and receive the same sets of data resources among multiple users or applications while maintaining data integrity across applications. Data-sharing is a way to optimize relevant data and generate more robust data and analytics to solve business and operational challenges and meet enterprise goals.

The Department will seek a software platform that will primarily be a configurable, Commercial- Off-The-Shelf (COTS) solution, with some customization and development as needed to accommodate specific business needs, technical requirements and data integrations.

1.5 Critical-State Systems

The below systems have been identified as critical systems for integration for the future-state GMS due to their respective functions in the context of grants management and the overall grants lifecycle.

• FLAIR is the legacy statewide financial accounting system.

• Cash Management System (CMS) supports the functions of the State Treasury, which includes the receipt of state funds, payment of state disbursements, and the investment of available funds.

• Legislative Appropriations System/Planning and Budgeting Subsystem (LAS/PBS) is the system used by the Legislature and Executive Office of the Governor for the development and administration of the State’s budget.

• Budget Amendment Processing System (BAPS) provides an electronic means for the submission, review, and approval of budget amendments utilized by State Agencies, EOG, and Legislature.

• People First is the state’s online, self-service human resource information system (HRIS).

• MyFloridaMarketPlace (MFMP) is the state eProcurement system and connects vendors with state government organizations that purchase goods and services.

• Agency Systems are purchased or created applications used by an agency.

• FACTS is the contract tracking system for the state. Section 215.985 F.S. requires agencies to post contract and grant information and images in FACTS, including contracts, purchase orders, grant agreements, required special approvals, and procurement documentation. To use the contract and grant available balance indicators in FLAIR, the contracts and grant numbers must be established in FACTS and carried over into the Title file.

Florida is currently preparing to replace the current FLAIR accounting and cash management systems with a cloud-based, modern financial management solution. The proposed system, FL PALM, is still several years away from full implementation. The future-state GMS will be required to integrate with FL PALM once implemented. GMS integration must therefore be able to easily evolve and adapt to changing systems and infrastructure.

1.6 Critical Federal Systems

The below federal data sources have been identified as critical for potential integration and data sharing:

• FSRS.gov – The Federal Funding Accountability and Transparency Act (FFATA) Subaward Reporting system is used by federal grant recipients to report their sub-award activity to their federal awarding agency.

• Grants.gov – The centralized location for grant seekers to find and apply for federal funding opportunities.

• SAM.gov – The System for Award Management (SAM.gov) offers the following services:

o Register to do business with the U.S. Government o Update, renew, or check the status of entity registration o Search for entity registration and exclusion records o Search for assistance listings, wage determinations, contract opportunities, and contract data reports (formerly part of FPDS.gov) o Access publicly available award data via data extracts and system accounts

• USASpending.gov - Links data from many government systems, including agency financial systems and governmentwide award systems.

See Exhibit 1 for links to the above sources and related data element detail and integration specifications and standards, where available.

1.7 Common Data Elements

Common data elements have been defined by the federal government through legislation aimed at improving transparency and modernizing grant data and reporting through the development of data standards. The Federal Funding Accountability and Transparency Act (FFATA), as amended by the Digital Accountability and Transparency Act (DATA Act), requires the federal government to increase the availability, accuracy, and usefulness of online information regarding federal spending. The Grant Reporting Efficiency and Agreements Transparency Act of 2018 (GREAT Act) requires the federal executive branch to adopt a standardized data structure for the information grantees must report to their federal awarding entity by creating a comprehensive and standardized data structure, covering core data elements reported by recipients of federal grant awards. The legislation essentially requires reporting of grant information to be reported in an electronic format using developed data standards.

The Office of Management and Budget (OMB) revised 2 CFR to support the implementation of common data elements by adopting standardized data elements. Common data elements are defined and detailed in Exhibit 1. Data Standards of the DATA Act requires entities receiving or expending federal dollars must, to the extent that it is reasonable and practical, to “incorporate widely accepted common data elements…” such as those by “Federal agencies with authority over contracting and financial assistance,” to “incorporate a widely accepted, nonproprietary, searchable, platform-independent computer-readable format”, and use of “unique identifiers for Federal awards and entities receiving Federal awards.” Consistency and interoperability are goals driving the creation of common data elements, including consistent application, consistent use of applicable accounting principles, and consistency in data across program activities and reporting.

The common data elements were developed as part of the Federal Integrated Business Framework (FIBF), a model that enables the federal government to better coordinate and document common business needs across agencies and focus on outcomes, data, processes, and performance. Grants Management is one of the key functional areas of the FIBF. Consistent with the Grants Management Business Standards, federal agencies must provide certain required information to USAspending.gov, per the reporting instructions available in the DAIMS. Federal Agencies are adopting the FIBF and the associated common data elements, which seek to increase transparency, improve performance and accountability, and support cross-governmental grant system interoperability.

A comprehensive listing of all data elements including common data elements can be found in Exhibit 1. Not all of the common elements will be a requirement for the pilot; however, the systems must have the ability to accommodate the full listing.

1.8 Compliance Required Data Elements

The Florida Single Audit Act, Section 215.97, F.S., establishes state audit and accountability requirements for financial assistance provided to non-state government entities. The intent of the Act is to align state audit and accountability requirements, to the extent possible, with federal audit requirements. The Florida Single Audit Act requires detailed information to be collected by the state and provides a comprehensive listing of state projects receiving funding assistance in the Catalogue of State Financial Assistance (CSFA). The CSFA contains state financial assistance projects available to the following non-state entities: local governments, nonprofit organizations, and for-profit organizations. The State Projects Compliance Supplement serves to supplement and identify important compliance requirements, which the state expects to be considered as part of the state single audit. The Florida Single Audit and Compliance Supplement are required data elements. These requirements are detailed in Exhibit 1.

1.9 Systems Required Data Elements

FLAIR is the legacy statewide financial accounting system established more than 30 years ago.

FLAIR is a double-entry, computer-based, general ledger accounting system. The accounts of all state agencies are coordinated through FLAIR, in accordance with generally accepted accounting principles:

• Accounting control over assets, liabilities, revenues, and expenditures

• Agency management with budgetary control, while allowing divisions and lower levels of management maximum autonomy

• Adequate records for research, auditing requirements, and claim settlements against the state

FLAIR data elements are required for the future-state GMS. Exhibit 1 contains data elements identified as likely required based on a review of FLAIR and related systems (e.g., FACTS) documentation.

The Legislative Appropriation System/Planning and Budgeting Subsystem (LAS/PBS) is a custom written application used by the State of Florida for the development and implementation of the annual State budget. The Appropriation Ledger within the Budgeting Subsystem is used for tracking, executing, and maintaining the actual budget throughout the fiscal year. Budget analysts utilize this feature of LAS/PBS for budget amendments, reversions, quarterly releases, etc. It is also used for analysis of carry/certifications forward, reduction exercises, trends, and tracking an appropriation. There is integration between LAS/PBS and the Budget Amendment Tracking System (BAPS) where amendments will be audited and posted to the Appropriation Ledger.

LAS/PBS and BAPS data elements are required for the future-state GMS and currently interact with FGTS. Exhibit 2 contains data elements identified as likely to be required based on a review of FGTS, LAS/PBS, and BAPS documentation.

1.10 Data Governance

Section 282.0041(10) F.S. defines data governance as "the practice of organizing, classifying, securing, and implementing policies, procedures, and standards for the effective use of an organization’s data." Data governance helps to ensure an organization’s data is formally managed with sufficient internal controls to facilitate the safe and secure use of information for strategic planning, decision-making, and performance evaluation. The Florida Digital Service (FL[DS]) was established in 2020 with a focus on developing data standards and data management policies to support data interoperability. FL[DS] is also establishing a cloud-ready architecture that facilitates interoperability and integration.

The future-state GMS must be equipped with tools and functionality to operationalize the data governance strategy, including but not limited to:

• Data discovery, capture, and cataloging – The cataloging of data facilitates data discovery and analytics.

• Data roles management – Roles developed in the data governance strategy must be enabled in order to implement the strategy.

• Data lineage tracking – Tracing data origins, changes, and movements is critical in identifying errors; automation is critical as manual maintenance of data lineage is prone to error.

• Compliance audit-ready – Generates reports specific to internal control procedures such as access and transaction logs.

1.11 Privacy and Security

The future-state GMS should ensure there are security measures in place, such as encryption, role and permission-based control, and cyber detection and protection capabilities to protect the system and data. Federal guidance found in 2 CFR § 200.303 Internal controls, specifically requires reasonable measures to safeguard protected personally identifiable information (PII) and other information. The Florida Information Protection Act of 2014 similarly requires the protection of PII.

The GMS, the Contractor, and the Department must comply with The State of Florida security standards found in Chapter 60GG-2 F.A.C. Additionally, best practices should be followed to protect state systems and data, and systems and policies should be updated as technology, threats, and best practices evolve. The GMS provider should also develop customized training and resources and provide support services to ensure there are sufficient privacy and security protections.

1.12 Accessibility

Section 508 of the Rehabilitation Act, Section 255 of the Telecommunications Act, and the ADA prohibit discrimination on the basis of disability in programs receiving federal financial assistance.

Web content that is inaccessible to people with disabilities equates to denying equal access to information. As a result, all state websites must comply with Section 508 to ensure the widest possible audience easy access to government information. This would include the future-state GMS solution. The GMS must utilize digital standards based on access guidelines developed by the Web Accessibility Initiative of the World Wide Web Consortium (W3C).

1.13 Ownership

The Department seeks to procure an off-the-shelf solution, which may include platform/software licensing and/or user licensing costs during the contract term. The Department seeks a solution, including the use of any third-party platforms, software, or other technology, which is organized and arranged in a manner to ensure the Department retains full ownership of the data associated with the Grants Management Solution components, the source code and/or custom configurations, and any accounts, subscriptions, or licensing required for the solution.

SECTION 2. DEFINITIONS

The following capitalized terms used in this Scope of Work have the meanings ascribed below:

2.1. Access – To review, inspect, approach, instruct, communicate with, store data in, retrieve data from, or otherwise make use of any data, regardless of type, form, or nature of storage. Access to a computer system or network includes local and remote access.

2.2. Project Account Team – The individuals employed by the Contractor identified to have primary responsibility for oversight and management of the project.

2.3. Business Day – Any day of the week excluding weekends and holidays observed by State agencies pursuant to subsection 110.117(1)(a)-(j), Florida Statutes (F.S.).

2.4. Calendar Day – Any day in a month, including weekends and holidays.

2.5. Contract – The final, negotiated agreement between the Department and Contractor.

2.6. Data – Representation of information, knowledge, facts, concepts, computer software, computer programs, or instructions, whether it is exempt, confidential, or protected. Data may be in any form, including but not limited to, storage media, computer memory, in transit, presented on a display device, or in physical media such as paper, film, microfilm, or microfiche. Data includes the original form of the Data and all metadata associated with the Data.

2.7. Data Warehouse – The component of the GMS Solution that is configured to manage a large store of data accumulated from a wide range of state and federal data sources.

2.8. Department – The Executive Office of the Governor.

2.9. Deliverables – Those services, items, and/or materials provided, prepared, and delivered to the Department in the course of performance under this Contract by the Contractor.

2.10. Grants Management Life Cycle - grant process that includes creating the funding opportunity, applying, making award decisions, successfully implementing the award, reporting, and closeout.

2.11. Grants Management System (System)– The component of the GMS Solution designed to administer grant programs for the full life cycle of the grant

2.12. Grants Management Solution (GMS)– The entirety of all required components (e.g., portal, system, and data warehouse).

2.13. Grantee – An entity of state government receiving federal financial assistance.

2.14. Implementation Plan – The written description provided by the Contractor, as approved by the Department, of the schedule of actions necessary to implement the services and begin fulfilling the Contract in a timely manner.

2.15. Portal – The component of the GMS Solution that allows public access to grant information and access by licensed users to authorized data and transactions.

2.16. Project Management Team – Department staff designated to oversee the project on behalf of the state.

2.17. Project Team – Contractor staff designated to oversee the project.

2.18. Reporting and Analytics Tool – The component of the GMS Solution supported by the

Data Warehouse used to organize data for presentation or analysis by decision makers.

2.19. Services – Services to be performed by the Contractor as specified in this Contract. The term “Services” includes, but is not limited to, any unspecified service that is inherent in proper delivery of a specified Service.

2.20. Subcontractor – The Contractor’s agents that deliver the Services required by this Contract.

2.21. Subgrantee/ Subrecipient – A non-federal entity that receives a subaward from the state to carry out part of a Federal program.

SECTION 3. IMPLEMENTATION SERVICES

The Contractor shall deliver, install, configure, test, integrate, implement, and support a GMS Solution as described in Section 1.4 of this Scope of Work. The Contractor is responsible for ensuring that the solution meets the minimum business and technical requirements included in Attachment C – Minimum Requirements Response, of the ITN.

The Contractor shall provide staff, tools and templates, methods and frameworks, mentoring and training, and other capabilities to deliver the services required to make sure the implementation of the Solution is successful. The responsibilities for all Project activities are to be delineated between the Contractor and the Department.

Strategies will be created prior to the execution of Implementation Services. Strategies shall promote a unified and consistent approach to project management, people, processes, and technology. Strategies shall include at a minimum:

• A high-level description of the approach, services to be performed, and expected outcomes.

• Identification of additional Work Products not covered in the contract but necessary to complete the strategic activities.

• Sequencing of activities and relationships to other strategies.

• Approach for developing and executing any plans that support the execution of the strategy.

• Approach for assessing, designing, and implementing the Solution and Project internal controls to:

o Conduct business in an orderly and efficient manner;

o Safeguard assets and resources;

o Deter and detect errors, fraud, and theft;

o Guard the accuracy and completeness of accounting data;

o Produce reliable and timely financial and management information; and o Confirm adherence to applicable laws, regulations, policies, and plans;

• Elements of the quality management system employed to provide effective and efficient delivery;

• Approach for coordinating with planned knowledge transfer activities for each critical dimension (project management, people, process, and technology);

• Roles and responsibilities for both Contractor and Department staff;

• Success criteria (evidence for achievement of expected outcomes);

• Key performance measures (and how they will be confirmed); and

• Expectations for future strategy updates.

A plan, where appropriate, shall contain details of how a strategy shall be executed and shall include tasks and activities that support the strategy resources, timing, and expected outcomes.

The following Sections describe the requested Implementation Services.

3.1 PROJECT MANAGEMENT

The Contractor shall provide overall project management support for the activities, Deliverables, and Work Products identified in the Contract, including the day-to-day management and administrative support of its staff and activities to successfully achieve the Solution goals. The Department will collaborate on project management responsibilities for the project and manage the State staff.

The Contractor shall perform Project Management for the duration of this Contract. The Contractor shall employ a sound project management methodology. The Contractor shall develop, deliver, and maintain a Project Management Plan (PMP) with regular client input which will include a schedule, budget, resources, sub-plans, procedures, and milestones.

The Contractor shall manage project communications and coordinate routine standups with the client to deliver and review a project status report. The Contractor shall be responsible for developing and managing a comprehensive, fully resource-loaded Project Schedule in an approved format that details the Contractor's implementation approach and includes tasks to be performed by Department and Contractor staff. The Contractor shall be responsible for monitoring and updating the Project Schedule continuously, and revising and developing further detail, as appropriate. Changes made to the Project Schedule to reflect performance delays by the Contractor or its Subcontractors shall not be interpreted to relieve Contractor from contractual accountability for on-time performance of the Implementation Services.

The Project Schedule shall include major Deliverables and detailed Project activities in distinct work packages for assignment to Project Team members. The Project Schedule shall track and report progress on these activities and Deliverables, including, but not limited to, expected results, timeliness of achieving Solution Deliverables, and other significant events.

The Contractor shall build a cutover plan as part of go live preparation with input from the Department that includes deployment of any application or interface code at the time of go live.

3.2 STAFFING

The Contractor shall staff a Project Account Team responsible for maintaining and updating the system after implementation. Adequate staff to support the life of the system should include, at a minimum, a functional lead, a solutions architect, a technical lead, and other staff as identified by the Contractor. The Contractor shall provide three to four full-time staff onsite for the life of the project. Other staff may be remote/part-time as approved by the Department.

The Contractor shall provide a minimum of six (6) staff for the Project Account Team during the project period beginning with contract initiation through acceptance of the implementation of the Solution. The required roles will include a Project Manager, Functional Lead, Technical Lead, Systems Architect, Test Manager, and Training/OCM Lead.

The Contractor shall provide a minimum of four (4) staff for the Project Account Team during the Post-Implementation and Operations and Maintenance Period. The required roles will include a Systems Architect, Technical Lead, Functional Lead, and Test Manager.

The Contractor may be requested to provide additional services as described in Section 3.11 of this Scope of Work. Required positions may include any or all of the positions listed below.

The Contractor may propose additional staff as necessary to deliver the required services and products but the following positions are required to be included in the Contractor’s response.

Project Manager The Project Manager shall have an active Project Manager Professional (PMP) certification or equivalent.

The Project Manager shall have the primary responsibility for coordinating the overall Project planning and progress. The Project Manager will be responsible for the day-to-day management of the project’s schedule, client contact, and administration.

From initiation through implementation, The Project Manager’s role shall include, but will not be limited to:

• Timely development, quality, and submission of implementation documents and all other deliverables;

• Clear, effective communication with the Project Team and stakeholders;

• Resource allocation;

• Quality Contractor staff performance; and

• Leading status meetings.

The Project Manager preferably will have experience managing projects that include implementing solutions on a platform as a service model. The Project Manager preferably will also have experience managing projects of this size and complexity: 200 or more end users, involved integration across multiple systems, and impacted multiple organizations.

The Contractor’s Project Manager will also be required, upon reasonable notice, to meet with the Department Project Manager and other Department executives when requested by the Department Project Manager. The Contractor’s Project Manager shall be available to be contacted through final implementation.

Post-implementation, it is the Department’s intention to assume project management responsibilities during operations and maintenance. This role may be required if additional services are requested.

Functional Lead The Functional Lead shall have the primary responsibility for executing the project in accordance with the schedule and for the day-to-day management of project staff, tasks, performance, and delivery.

From initiation through implementation, The Functional Lead's role shall include, but will not be limited to:

• Evaluating business needs and translating to solution configuration and design;

• Executing the development and submission of implementation documents and all other deliverables;

• Maintaining the Requirement tool for validation of designs; and

• Coordinating tasks and assignments with the Project Manager and project staff.

The Functional Lead preferably will have experience implementing similar grant management systems.

The Functional Lead will also be required, upon reasonable notice, to meet with the Department Project Manager and other Department executives when requested.

Post Implementation, the Functional Lead role shall include, but will not be limited to:

• Maintaining configurations,

• Updating solution documentation

• Maintaining training documentation, and

• Performing analysis and validation of enhancements to the grant management system.

This role may also be required if additional services are requested.

Solutions Architect The Solutions Architect shall have the primary responsibility for the overall technical vision and implementation of the solution and will coordinate the activities of other technical staff. This role also leads the Contractor activities related to architecture reviews during the Design and Develop Phases.

From initiation through implementation, The Solution Architect’s role shall include, but will not be

• Overseeing the solution integration; and

• Coordinating the development of solution components to align with the vision.

The Solutions Architect preferably will have experience implementing solutions on a platform as a service model.

Post Implementation, the Solution Architect’s role shall include, but will not be limited to:

• Monitoring and overseeing system performance and integration;

• Monitoring security and system integrity; and

• Coordinating resolution of system issues with the Department’s Project Manager.

This role may also be required if additional services are requested.

Technical Lead The Technical Lead shall have the primary responsibility for overseeing the planning, designing, and development of the application software structure for the solution.

From initiation through implementation, the Technical Lead's role shall include, but will not be

• Executing the installation, integration, design/configuration, and implementation of the solution;

• Coordinating tasks and assignments with the Project Manager, Systems Architect, and Contractor's staff; and

• Overseeing data conversion/migration activities, manual and automated data conversion, and system software conversion activities.

The Technical Lead preferably will have experience implementing solutions on a platform as a service model.

Post implementation, the Technical Lead's role shall include, but will not be limited to:

• Monitoring the performance of system software and installation of updates; and

• Coordinating tasks and assignments with the Systems Architect and Contractor's staff, and the Department’s Project Manager.

Test Manager The Test Manager shall have the primary responsibility for leading comprehensive solution testing and coordinating resolution of defects.

From initiation through implementation, the Test Manager's role shall include, but will not be limited to:

• Development of test scripts, test plans, expected results tables, and system problem documentation and resolution for functional, system, and integration testing;

• Provide direction to the Department testing team in conducting user acceptance testing, including coordinating with staff and management representatives from a number of technical and non-technical areas to establish development and testing priorities and strategies;

• Verify the correct functions of new and revised system components, monitor the progress of testing efforts, and develop corrective action strategies in response to documented problems; and

• Scheduling and authorizing the implementation of new and revised testing programs.

The Test Manager shall have familiarity with a requirements management tool as part of an application lifecycle management solution to support full forward and backward traceability and tracking of the project requirements.

Post implementation, the Test Manager's role shall include, but will not be limited to:

• Development of test scripts, test plans, expected results tables, and system problem documentation for resolution of operational issues;

• Providing/ maintaining a status list of defects for prioritization; and

• Coordinating tasks and assignments with the Systems Architect and Contractor's Help Desk staff, and the Department’s Project Manager.

Change Management/Training Lead The Change Management/Training Lead shall develop training curriculum through consultation with the Project Manager and Contract Manager.

From initiation through implementation, the Change Management/Training Lead's role shall include, but will not be limited to:

• Development of the Organizational Change Management Plan and Approach for the project;

• Coordinating the development and delivery of training materials and courses; and

• Coordinating tasks and assignments with the Project Manager.

Post Implementation, it is the Department’s intention to assume training responsibilities. This role may be required if additional services are requested.

3.3 REQUIREMENTS VALIDATION AND BASELINE REQUIREMENTS MATRIX

The Contractor is expected to systematically document and validate business and system requirements crucial for the GMS system's configuration, leveraging thorough discovery sessions with designated subject matter experts. The Contractor will create a Standard Reports Inventory, aligning essential reports with standardized formats, and perform intricate mapping between verified requirements and the system's functionalities.

The Contractor is responsible for documenting and confirming both business and system requirements, as well as outlining the necessary configurations for the solution. To ensure accuracy, the Contractor will conduct thorough discovery sessions and validate business process requirements in collaboration with designated subject matter experts. Moreover, the Contractor will undertake similar sessions to validate state and federal requirements, working closely with relevant experts.

The Contractor will develop a Baseline Requirements Matrix linking validated process requirements to the solution design for use in configuring the solution and validating in a test environment based on the established matrix. Furthermore, the Contractor will conduct analyses to document system and process requirements and align them with system functionality, ensuring a thorough understanding and fulfillment of specified needs, to include:

• Functional Requirements

• Technical Requirements

• Security Requirements

• ADA Compliance Requirements

• Maintenance Requirements

• User Documentation Requirements

3.4 SOLUTION DESIGN DOCUMENTATION

The Contractor will develop detailed solution documentation, including the Business Design Document outlining architecture specifications, state configurations, and the User Interface Control Document comprehensively defining all solution services. These should address:

• User Interface Control

• Systems Integration

• Data Dictionary

• Interface Specification Design

• Entity Relationship Diagram

• Reports Inventory

Solution Design Documents will include comprehensive system manuals to ensure a clear understanding and reference for system users and maintainers. Furthermore, the Contractor will present a detailed estimation of technical support responses through Service Level Agreement.

The Contractor will develop and provide System and User Documentation required for the operation of the overall solution, which must include system details and user documentation specific to the Department.

The Contractor will develop and deliver all necessary Technical Architecture Documentation.

The Contractor will configure the solution in a testing environment based on the requirements identified in the Baseline Requirements Matrix.

The purpose of this documentation is to provide a comprehensive understanding of the GMS’s architecture, functionalities, and operational procedures while ensuring seamless transition to maintenance and support.

3.5 DELIVERY AND INSTALLATION

Delivery and installation tasks include all tasks required to establish the solution and make it ready for use. The Contractor will develop and deliver a Solution Delivery and Installation Plan. The plan must provide and document the necessary steps to deliver, install, and initialize solution software.

The Contractor will provide a detailed solution needs inventory that lists all solution components required to be purchased for the GMS Project for Department approval. Purchase of the solution components may be performed by the Department, or the Contractor based upon the best value to the state. The Contractor shall be responsible for maintaining an inventory of all tools and software (including background IP, custom IP, and customizations or deliverable supplements) acquired/developed by the project, and documenting which can be transferred to or are owned by the state.

The Contractor shall deliver the solution necessary to initialize the solution and perform installation tasks. Tasks may vary depending on the proposed solution but will generally include any tasks necessary to make the solution ready for use. This does not include configuration of the solution.

3.6 TESTING

The contractor is responsible for developing a comprehensive plan for system testing in preparation for all the stages and phases. The Test Plan should include various aspects such as Roles and Responsibilities, Integration/Migration Testing, User Acceptance Testing, GMS System Testing, Portal Testing, Reporting and Data Warehouse Testing, Defect Resolution, and Regression Testing.

During the stage of pre-implementation, the Contractor, in collaboration with the Department, will oversee and manage the entire testing process, encompassing test plan creation, defect resolution, and cutover planning/implementation. Additionally, the Contractor will deliver base test scripts for evaluating out-of-the-box functionality, conduct unit testing on build and configuration items, recommend business case scripts to facilitate User Acceptance Testing (UAT), support UAT activities, and provide a comprehensive report detailing the results of the UAT. Finally, the Contractor will present a remediation plan for any identified defects for the Department’s administration approval.

3.7 INTEGRATION AND IMPLEMENTATION

Integration and Implementation include all tasks required to plan and execute the configuration of the solution. This includes the combination of GMS components, external systems, and data sources to operate cohesively, as well as making the solution ready for Go-Live. A fallback plan should be in place to address project management issues during implementation as well as providing on-site staff and support to address issues.

The Contractor shall provide staff, tools and templates, methods and frameworks, mentoring and training, and other capabilities to deliver the services required to make sure the implementation of the Solution is successful. The responsibilities for all Project activities are to be delineated between the Contractor and the GMS Project Team. In order to develop the Department’s capacity to support itself once the project has been completed, the Contractor shall actively engage all identified functional and technical support staff of both the Department and Agencies in activities throughout the project.

Strategies will be created prior to the execution of Implementation Services. Strategies shall promote a unified and consistent approach to project management, people, processes, and technology. Strategies shall address the full implementation process as well as the maintenance of the GMS components.

The Contractor will develop and provide a Detailed Implementation Plan to the Department pre-implementation, which must outline the detailed processes and approach to the implementation of the new solution. The Contractor will also develop and provide a Deployment Checklist which must define the step-by-step processes and timelines that must be adhered to for the successful pre-implementation, implementation, and post-implementation of the new solution.

The Contractor will develop and submit a Post Implementation Report that includes details of the activities needed to close out all Project activities, tasks, and reports and shall include a Project Lessons Learned Summary, Project Release Document (Signed), Post Implementation Review Report, and a Post Implementation Evaluation Report.

The Contractor shall develop and deliver a rollback plan that is in place during deployment in case of any issues.

The Contractor shall provide implementation services, including project management, and provide dedicated implementation staff during the development and rollout of the pilot.

The Contractor will perform the data conversion and migration/integration during the Development phase and ensure the load is successful before system deployment. The contractor shall provide data migration support, including the development of templates for upload and direct integration.

The Contractor will also develop and provide a Data Conversion Report which includes the detailed metrics and disposition of data elements from the legacy/external systems to the new solution for Department review and approval. The Contractor shall provide data conversion support as part of go-live.

3.8 TRAINING

The Contractor shall provide a detailed Training Plan and Resources Catalogue, encompassing procedures, interactive courses, schedules, mentoring, and training for successful implementation of the solution.

The Contractor will develop and provide the training materials in accordance with the Training Plan and Resources Catalogue to include the procedures, interactive courses, schedule, support, curriculum, sample data, etc. needed to train the administrators and users of the new system. The Contractor shall deliver associated presentation materials to the Department for approval prior to the commencement of the training services.

It is the Contractor's responsibility to provide the necessary support and training to both Department administrators and users of the new system. The Contractor shall deliver training that is customized based on the client’s business processes, implementation processes, and existence of the licensed products utilized by the client. The Contractor shall deliver training classes which include pre-training preparation and at least one Contractor trainer who will cover training topics and materials. The Contractor may propose any combination of onsite and/or remote training.

The Contractor shall provide (and Solution contain) operation and user manuals for training users (e.g., documentation, help buttons, FAQs). The Contractor shall be responsible for maintaining the training materials and operation/user manuals for the duration of the contract.

3.9 ORGANIZATIONAL CHANGE MANAGEMENT (OCM)

The Contractor shall provide a structured method and approach, guidance, and mentoring to support a successful transition to the proposed solution standard business processes. The Contractor shall collaborate with the Department to identify and conduct organizational change activities and shall support the organizational change process, where required, and provide subject matter expertise and assistance by creating content and supporting materials. It is required that an organizational change management team be established early in the project and engaged in all activities throughout the project. This will provide the department with support and strategies to utilize throughout the implementation phases. The Contractor will assist in transition during implementation by Contractor-led trainings, informational sessions, and material for the Department.

The Contractor will conduct Organizational Change Management activities in accordance with the Change Management Plan, including developing communications, outreach and informational materials, and leading training or informational sessions as needed. The Contractor will develop and submit an Organizational Change Management Plan to include a Communications Approach and Communications Plan specifically for communicating and facilitating the adoption of the solution by end users.

3.10 OPERATIONS AND MAINTENANCE

The Contractor must develop and…