BOP Content Manager RFI.pdf

U.S. DEPARTMENT OF JUSTICE

FEDERAL BUREAU OF PRISONS

FBOP IT MODERNIZATION: ENTERPRISE CONTENT

MANAGEMENT SYSTEM (CMS) RFI

TECHNOLOGY DIRECTORATE

WASHINGTON, DC

JANUARY 2024

VERSION 1.0

ii

TABLE OF CONTENTS

TABLE OF CONTENTS ...................................................................................................................................... ii

1.0 BACKGROUND AND PURPOSE

The Problem

Description of the Legacy Content Management System

Case Management System & Data

Case Management Component

CMS Document Repositories

CMS Users & Access

2.0 OBJECTIVES

3.0 SCOPE

4.0 Performance Objectives/Project Requirements

Project Management

Business Requirements

Discovery Activities

Organization Setup

Solution Setup

Access Controls

Account and Contact Management Task Creation

HSR Notification

Task Assignments

Approval Process

Task Phases

Task Close

Data Migration

Integrations

Evidence Management

Calendaring

Recusal Tracking iii

Document Generation

Log Production Requests

Production Tracking

Knowledge Management

Correspondence/Complaints Tracking

International Task Tracking

Time Reporting

Notifications

Reports and Dashboards

Analytics

Trial Schedule Management

External Portal Setup

Citizen Complaint Intake

FOIA Requests

FOIA Management

Records Management

Fines & Penalties Management

Web Document Submission

End User Training

Optional Tasks Staff Skills

Vendor Management

External Vendor and SOW management

Victim Surveys……

5.0 Period of Performance

6.0 Place of Performance

7.0 Government Stakeholders

8.0 Observance Of Legal Holidays/Federal Non-Workdays

9.0 Deliverables

Minimum Required

10.0 Order Type

iv

11.0 Contract Line-Item Number (CLIN) Format

12.0 Government Furnished Information (GFI)

13.0 Acceptance Criteria

Quality Assurance Surveillance Plan

14.0 Notice of Government Delays

15.0 Special Requirements

16.0 Operational Constraints

Understand User Needs

Address the Whole Process – From Start to Finish

Make the Experience Simple and Intuitive

Use Data to Drive Decisions

Personnel Skills and Knowledge

17.0 Transition Planning

18.0 SPECIAL CLAUSES

Inspection and Acceptance

Government Furnished Equipment

Security Provisions

Travel

Replacement of Contractor Personnel and Contractor Substitutions

Special Material and Unique Requirements or Considerations Proprietary Rights

Non-Payment for Unauthorized Work

Payment

508 Requirements

19.0 Contract Administration

Appendix A

1.0 NOTIONAL REQUIREMENTS

Appendix B

1.0 Detailed Roadmap

v

2.0 CMS Target Architecture

3.0 Fit Gap Analysis Results

4.0 Epics & User Story Definitions

1.0 BACKGROUND AND PURPOSE

The primary mission of the Federal Bureau of Prisons (FBOP), U.S. Department of Justice (DOJ), is to protect society by confining offenders in the controlled environments of prisons and community-based facilities. The FBOP aims to ensure that inmates serve their sentences in a safe, secure, and humane manner while also providing them with opportunities for rehabilitation and reintegration into society. The FBOP is responsible for the custody, care, and management of federal prisoners, as well as maintaining their safety and security during incarceration.

In 2023, the Federal Bureau of Prisons recognized the pressing need for a new content manager application to effectively cater to the evolving requirements of its rapidly growing and modernizing organization. With an increasing focus on legal case management, digital communication and information dissemination, the FBOP sought an experienced and forward-thinking individual to oversee its content strategy. The role of the content manager was crucial in ensuring that vital information, policies, and updates were communicated efficiently to both staff members and the public, while also aligning with the agency's mission of inmate rehabilitation and public safety. The new content manager played a pivotal role in enhancing the Bureau's online presence, streamlining communication channels, and keeping stakeholders well-informed in an era of digital transformation.

1.1 The Problem

The Federal Bureau of Prisons faced a significant challenge in 2023 with its outdated content management solution. The existing system had become archaic, featuring a user interface that was no longer up to par with modern standards. Moreover, it struggled to seamlessly integrate with other essential FBOP systems, hindering efficient data sharing and communication within the organization. Recognizing the critical need for an upgrade, the Bureau embarked on a journey to modernize its content management infrastructure, aiming to revamp the user interface and improve integration capabilities to better align with the demands of a growing and evolving federal agency. The FBOP recognized the imperative for a modernized content management system in 2023 that not only addressed the specific needs of its Office of General Counsel (OGC) users but also delivered a contemporary user interface and seamless integration with other vital FBOP systems. The agency aimed to implement a comprehensive solution that would cater to the unique requirements of the OGC while ensuring a user-friendly interface that enhanced accessibility and productivity.

Simultaneously, the FBOP sought to create a system that seamlessly integrated with other critical agency systems, fostering efficient data exchange and collaboration across the organization. This ambitious initiative aimed to streamline processes, bolster communication, and bring the Bureau's content management capabilities into alignment with the standards of a modern and evolving federal agency.

The existing content management application currently serves all the functional areas within the Office of General Counsel (OGC) at the Bureau of Prisons (FBOP). These five distinct areas, namely Litigation, Administrative Torts, Labor Law, Real Estate Litigation, and Commercial Law, each possess unique functions, requirements, and capabilities. However, while the current system provides some support to these areas, it falls short of fully meeting the specific and diverse needs of each. As a result, the FBOP recognized the necessity for an upgraded content management solution that would be tailored to the distinct requirements of each functional area within the OGC, thereby enhancing efficiency and effectiveness in their respective operations. To achieve its new objectives, ITDD/ITPD engaged the OGC to gather feedback from stakeholders across the Bureau to define and gather requirements for OGC user needs enterprise wide. These were the key points from each area:

Litigation - Within the Federal Bureau of Prisons, a specialized legal content management application tailored for litigation needs is crucial. Per our stakeholders, it must encompass secure document management functionalities to handle sensitive legal information, including inmate records, court filings, and legal correspondence. The platform should integrate robust search capabilities to swiftly retrieve case-related documents, aiding in case preparation and compliance with legal requirements. Features like version control and audit trails are essential for maintaining document integrity, ensuring accuracy in legal proceedings. Furthermore, the application should support collaboration among legal teams and provide secure communication channels to streamline case discussions and facilitate adherence to legal protocols within the unique context of the federal prison system.

Administrative torts - In handling administrative tort claims within the Federal Bureau of Prisons, a specialized legal content management application is vital. Per our stakeholders such a system must efficiently manage and organize claim-related documents, including incident reports, investigations, and legal filings. The application should offer robust case information management to track the progress of claims, deadlines, and associated documentation. It must facilitate collaboration among legal teams, allowing secure communication channels and seamless sharing of information. Moreover, features enabling compliance with legal standards and regulations specific to tort claims, such as centralized record-keeping and audit trails, are crucial for maintaining accuracy and ensuring adherence to legal procedures within the federal prison administration context.

Labor Law - Within the Federal Bureau of Prisons, effective labor law capabilities within a legal content management application are paramount. Such a system must adeptly manage documentation related to employment disputes, collective bargaining agreements, and labor-related litigations. It should provide comprehensive storage and organization of labor laws, court rulings, and regulatory compliance documentation. Seamless search functionalities for precedent cases and statutes, alongside robust version control features, are crucial for legal teams handling labor-related issues. Additionally, the application should support collaborative efforts among legal personnel and facilitate secure communication channels to ensure adherence to labor laws while representing the interests of both employees and the federal prison administration.

Real Estate Litigation- Within the Federal Bureau of Prisons, a tailored legal content management application for real estate litigation is pivotal. It should efficiently manage property-related litigation documents, including complaints, court filings, and evidentiary materials. Robust case information management capabilities are essential for tracking the progress of real estate litigation, managing deadlines, and organizing associated documentation. Seamless search functionalities for case precedent and relevant statutes, alongside version control features, are crucial for legal teams handling real estate disputes.

Additionally, collaborative tools and secure communication channels within the application are vital for effective coordination among legal personnel, ensuring comprehensive management of real estate litigation matters within the federal prison administration context.

Commercial Law - In the Federal Bureau of Prisons, a specialized legal content management application tailored for commercial law is essential. It must efficiently handle documents related to contracts, vendor agreements, and business transactions. The application should offer comprehensive storage and organization of commercial law regulations, case law, and relevant legal documents. Robust search functionalities for precedent cases and statutes, alongside version control features, are crucial for legal teams navigating commercial law matters. Moreover, seamless collaboration tools and secure communication channels within the application are imperative for effective coordination among legal personnel, ensuring compliance with commercial law standards within the federal prison administration context.

Conference with stakeholders in each Division necessitates the Content Management application is decomposed into 10 functional areas to identify features, capabilities, and suitability of the current application:

• Case Information Management

• Task and Workflow Management

• Document Management

• Calendar and Scheduling

• User Interface

• Communication and Collaboration

• Conflict Checking

• Reporting and Analytics

• Integration and Customization

• Security and Compliance

• Case Information Management: Comprehensive storage and organization of case details, including client information, case history, documents, and related correspondence.

• The case information management capabilities of our current content management application offer a decent foundation for organizing case details and associated documents. While the platform generally provides a structured system for storing client information and case histories, there are occasional hurdles in swiftly retrieving specific data. The interface could be more intuitive, requiring some additional clicks or searches to access details or documents. Despite these minor drawbacks, the system still serves its purpose adequately, allowing us to manage case information effectively, albeit with a slightly less streamlined experience than desired.

• Task and Workflow Management: Tools to create, assign, and track tasks, deadlines, and milestones associated with cases, ensuring efficient workflow management within legal teams.

• The task and workflow capabilities within our current content management application are a constant source of frustration for our team. While the platform attempts to assist in organizing our workload, it falls short in providing a seamless and efficient experience. Creating and assigning tasks feels convoluted, lacking intuitive features that would streamline this process. Moreover, tracking deadlines and milestones associated with cases becomes a challenge due to the system's limited functionality in visualizing and managing workflows. The interface feels clunky and outdated, making it arduous to adapt tasks or workflows to our specific case needs. Overall, the application's task and workflow capabilities hinder rather than enhance our productivity, leading to increased inefficiency and dissatisfaction within our team.

• Document Management: Secure document storage, version control, and accessibility features for legal documents, contracts, evidence, and correspondence.

• The document management capabilities within our current content management application offer a serviceable platform for organizing our legal documents. While the system facilitates the categorization and retrieval of files adequately, the process of uploading documents is where it falls short. Uploading files and documents feels cumbersome and time-consuming, lacking the efficiency and ease we expect. The interface for this particular task could be more intuitive, requiring additional steps and navigation that slow down the process. Despite the satisfactory organization and storage features, the frustrating uploading experience presents a notable obstacle in an otherwise functional document management system.

• Calendar and Scheduling: Integrated calendar functionalities to manage court dates, appointments, meetings, and deadlines related to cases.

• The calendar and scheduling capabilities within our current content management application are a source of significant dissatisfaction. The platform's calendar function feels rudimentary and lacks the necessary features for effective scheduling in a legal setting. It's challenging to manage court dates, appointments, and deadlines efficiently due to the system's limitations in visualizing and organizing events. The interface is clunky and unintuitive, making it cumbersome to navigate through schedules and add or modify events. Additionally, the absence of reminders or alerts for important dates further hampers our ability to stay on top of crucial timelines.

Overall, the calendar and scheduling capabilities of this application fall far short of our needs, hindering our ability to manage our legal proceedings efficiently.

• User Interface: Navigation, streamlined access to case details, and efficient document retrieval to support workflow management for end users.

• The user interface of our current content management application is a significant pain point in our daily operations. Navigating the platform feels like a constant struggle due to its dated, cluttered layout and lack of intuitiveness. Basic tasks, such as locating documents or managing case details, become unnecessarily complicated within this interface. The design appears outdated and cumbersome, hindering rather than facilitating our workflow. Essential functions are buried under layers of menus, making routine actions time-consuming and frustrating. Overall, the user interface's inefficiency severely impacts our productivity and creates a barrier to effectively utilizing the application's functionalities, leaving us deeply dissatisfied with its usability.

• Communication and Collaboration: Communication channels for internal team collaboration and client communication, often including encrypted messaging and file-sharing capabilities.

• Our current content management application lacks a dedicated communication and collaboration feature, which is a significant drawback in our workflow. Without a centralized platform for secure communication and file sharing, our team struggles to effectively collaborate on case-related matters. We're forced to resort to external communication tools, leading to scattered discussions and difficulty in tracking crucial information. Having an integrated communication channel within the application would immensely improve our ability to collaborate efficiently, share sensitive information securely, and streamline our workflow.

• Conflict Checking: Tools to identify potential conflicts of interest when taking on new cases or dealing with existing clients.

• Our current content management application provides a useful function for conflict checking, which is a critical aspect of our legal practice. This feature allows us to swiftly identify potential conflicts of interest when taking on new cases or dealing with existing clients. By cross-referencing client information and case details within the system, we can ensure ethical compliance and maintain the integrity of our legal services. However, while the function exists, its effectiveness could be improved with more advanced algorithms or additional customization options to refine conflict checking protocols. Overall, having this function integrated into our application greatly assists in upholding professional ethics and safeguarding our clients' interests.

• Reporting and Analytics: Generation of reports, analytics, and insights on case progress, performance metrics, and workload distribution across the legal team.

• The reporting and analytics capabilities of our current content management application provide some insights but fall short of our expectations. While the platform offers basic reporting functionalities, the depth and customization options are limited. Generating reports feels somewhat restrictive, lacking the flexibility to tailor analytics to our specific case management needs. Additionally, the analytics provided are somewhat surface level, offering limited insights into case progress or workload distribution across the team. Enhancements in the reporting tools, allowing for more customizable and in-depth analytics, would greatly benefit our team in making data-driven decisions and optimizing our legal processes. Overall, while the reporting and analytics function serves a purpose, there's room for improvement to provide more robust and tailored insights for our practice.

• Integration and Customization: Compatibility with other legal software and the ability to customize workflows or forms to align with specific legal processes or firm requirements.

• The integration and customization capabilities of our current content management application are a significant source of dissatisfaction within our workflow. While the platform claims integration with other tools, the process feels convoluted and limited, hindering seamless collaboration among various applications. Moreover, the lack of flexibility in customizing workflows or forms to align with our specific legal processes is a notable drawback. We find ourselves constrained by the system's rigid structure, unable to tailor it adequately to our unique needs. A more intuitive and versatile integration system, along with robust customization options, would greatly enhance our ability to streamline workflows and adapt the application to our specific case requirements. Overall, the shortcomings in integration and customization capabilities impede our efficiency and limit the application's adaptability to our legal practice.

• Security and Compliance: Robust security measures to protect sensitive client data and compliance with legal industry regulations such as (General Data Protection Regulations) GDPR, HIPAA, or other relevant standards.

• The FBOP security and compliance measures within our current content management application provide a robust shield for our sensitive legal data. The platform's adherence to industry standards, like GDPR and HIPAA ensures that client information remains secure and confidential. The encryption protocols and access controls implemented safeguard against unauthorized access, bolstering our trust in the platform's ability to protect our clients' interests and maintain legal compliance.

Overall, the application's stringent security measures play a pivotal role in our satisfaction and peace of mind while handling sensitive legal matters.

1.2 Description of the Legacy Content Management System

The legacy Content Management System (CMS) is a system that houses evidence and task related information for our civil, criminal, FOIA and economics programs. In addition to these systems that track important metadata and artifacts related to an investigation, FBOP also houses matter-related document artifacts in multiple document repositories. The purpose of these systems and repositories is to collect in an organized manner, all related content for an investigation to manage, track, report on, collaborate and retain through the lifecycle of a task from its origination to its conclusion and disposition.

1.3 Case Management System & Data

CMS data is comprised of user created content such as emails, memoranda, images, official forms and records, spreadsheets and the like that could potentially include sensitive PII, as well as Grand Jury Sensitive material that should be treated with extra care.

CMS is segmented into two systems: The Case Management component (14 separate systems) and the Case-specific Document Repositories (more than 5 document management systems or network share repositories).

1.3.1 Case Management Component

The Case Management component houses data relevant to merger, non-merger, criminal, FOIA and economic-based information used in the analysis of cases. This component allows authorized authenticated users to view and manipulate task data, conduct logical analyses datasets, upload files, and do limited searches on matters and documents. The applications are both web-based and on-premises applications. Some, but not all, systems interconnect.

However, sharing information across systems is difficult, if not impossible. Most of these systems require manual data-entry and do not connect with the public to collect information.

1.3.2 CMS Document Repositories

Some artifacts collected within the Case Management component are stored in IBM -based repositories. Multiple other systems and the evidence tracking system store artifacts in SQL-based repositories. A third set of repositories are contained on Windows-based NetApp shares. The information is manually uploaded to the repositories by the end-users and is stored differently from section to section within FBOP.

1.4 CMS Users & Access

CMS users consist of attorneys, paralegals, economists, Legal IT professionals, and administrators within FBOP, as well as external agencies and consultants within and outside of the Department of Justice (DOJ). The current application serves all the FBOP functional areas in the OGC (Office of General Council). There are five areas with unique functions, needs and capabilities: Litigation, Administrative Torts, Labor Law, Real Estate Litigation, and Commercial law. Individuals, specifically authorized, have access to CMS and must be cleared to work with the Bureau – even if already cleared by other components of DOJ. All access is controlled through Single-Sign On using PIV, or through ZScaler and Okta authentication.

2.0 OBJECTIVES

Utilize the agile development process to develop an content management application that is interoperable with other system within the Federal Bureau of Prisons. The agile methodology defines the repeatable process of providing development and deployment services in small iterations lasting two to five weeks which generally results in the delivery of usable software, data, or product, which have little to no inherent defects. Each iteration shall be defined in the Performance Work Statement and should document how planning, requirement analysis (user story building), design, coding, testing, quality assurance, and documentation will all meet the contractor’s proposed “Definition of Done”.

In addition to the items found in the Notional Requirements outlined in Appendix A, the vision of CMS is multifold:

UNIFIED

The system shall combine multiple disparate systems into a single, unified platform that will act as the single source-of-truth for all of the Bureau’s matters. This new system will replace all critical and major businesses processes supported today by the legacy CMS system and any additional legacy systems as applicable using a phased-in approach.

KNOWLEDGE SHARING

The system shall provide the ability to share knowledge within and across matters. It will keep historical data that can be linked to the reporting capabilities to create regulatory reports and other ad-hoc metrics that would allow FBOP to gain insights into the data and knowledge articles it collects.

SECURE

The system shall provide access control for users and groups by creating security roles and ensure that specific users can be restricted from viewing material if recused.

FLEXIBLE

The system shall adapt to changing business processes and conditions within FBOP. As the Bureau grows and complexity, the system will adapt swiftly to these changes.

TRACKABLE

The system shall provide the ability to track evidence through its lifecycle – what it is, where it comes from, what format it is in, and who has custody of it, for instance. The system shall also track matters through their various phases from origination through completion and disposition.

COGNITIVE

The System shall provide intelligence to route tasks or work based on skills and workload.

This will provide the ability to assign tasks or activities via workflows.

COMPLIANT

The system shall manage and track information and evidence in a manner that complies with all laws, regulations, or policies applicable to FBOP.

AUTOMATED

The system shall eliminate duplication of effort and digitize, automate, and bring system/data intelligence together.

3.0 SCOPE

The Bureau of Prisons (FBOP) is tasked with the rapid deployment of an enterprise Content Management System (CMS) under this task order. This system is designed to replace various outdated legacy applications that currently house both evidence and data related to investigative matters. These objectives are of paramount importance and have been consistently emphasized by the FBOP's Front Office leadership. This effort will have a significant impact on the operational and administrative activities of the Bureau of Prisons.

4.0 PERFORMANCE OBJECTIVES/PROJECT REQUIREMENTS

This section outlines the various business and functional requirements identified pertaining to the RFI. The functional capabilities are provided as a set of user stories set forth below and will comprise the majority of the implementation plan to be provided under this Task Order.

These user stories, however, do not comprise the full scope or detail of the project. FBOP expects that the Contractor will work closely with the System Owner to perform discovery sessions with the user community and periodic acceptance testing to develop and prioritize the collection of additional user stories as the project progresses.

Individual user stories may be modified, added, retracted, or reprioritized by FBOP at any time, and FBOP expects that the user stories will be continuously refined during the development process.

The Contractor shall substantiate that the customizations to a solution that will perform as designed; document weaknesses and areas of concern; and provide recommendations on how to address weakness and areas of concern.

4.1 Project Management

POST-AWARD KICK-OFF. The Contractor shall attend a Post-Award Kick-Off Meeting with the Contracting Officer, Contracting Officer’s Representative (COR), and the Project Manager (PM) in no later than five (5) business days after the Order has been awarded. The purpose of the Post-Award Kick-Off Meeting is to discuss technical and contracting objectives of the Order.

PROJECT MANAGEMENT PLAN. The Contractor shall prepare a project management plan (PMP) describing the technical approach, organizational resources, and management controls to be employed to meet the price, performance, and schedule requirements throughout task order execution.

WEEKLY PROGRESS REPORT: This weekly progress report shall include a summary of all Contractor work performed, all direct costs by line items, an assessment of technical progress, including a tally of all story points expended versus story points estimated, schedule status, and any Contractor concerns or recommendations for the period being reported that may impact successful completion of assigned tasks.

IN PROGRESS REVIEW REPORT: The Contractor shall prepare a report that accurately portrays the work accomplished, identifies any delays and possible options to resolve, meets all identified standards, is free of factual and grammatical errors, and is delivered on time.

SPRINT RETROSPECTIVE MEETING: The Contractor shall schedule a Sprint Retrospective led by the Scrum Master that includes the System Owner at the end of each Sprint Cycle to find and evaluate achievements, limitations, tasks performed well, and tasks that require improvement.

QUARTERLY RISK MANAGEMENT REVIEW: The Contractor shall provide a quarterly risk management report that will be used to brief the Project Manager (PM). The deliverable is used by the M to brief other government executives. All risks tracked shall include mitigation strategies as appropriate and roll-up into a single program risk metric (e.g., red, yellow, green score).

Deliverables:

• Project Kick-Off Meeting – scheduled with the PM, COR and CO no later than 5 business days after Order is awarded.

• Draft project management plan (PMP) – delivered within 15-days of task order award to the CO, the COR, etc. (using any agency-approved specific deliverables portal as specified)

• First Release PMPs – delivered within 30-days of award.

• Subsequent Release PMPs – delivered within 30 days after each release start.

• Weekly progress report – delivered on Friday of each week.

• In-progress review report – delivered on the second Monday of every month.

• Sprint Retrospective Meeting – delivered within 2 days of the end of a Sprint

Cycle

• Risk log – delivered on the third Thursday of every month

4.2 Business Requirements

The C o n t r a c t o r shall provide a configurable case management solution using Federal Bureau of Prisons requirements, detailed below:

• The solution must be readily adaptable to changing business requirements at low cost to FBOP.

• The solution must be readily adaptable to integrate third party tools, such as AI and Machine Learning tools, as these become available.

• Since FBOP handles sensitive law enforcement information the case management solution must be FedRAMP GCC-high compliant and able to pass all NIST 800-53 rev 5 security requirements.

• The contractor is required to have one or more persons dedicated to assisting the BOP in meeting any necessary information security and security remediation requirements related to the system, for the duration of the contract.

• Customization of the solution for FBOP should be accomplished through a process that respects agile development principles.

• The solution should ensure data conforms to normalization standards.

• The solution should provide users the ability to set specific preferences which can be stored and easy to access.

• The solution should provide the ability to export specific work elements that will be shared with others who do not have access to the system.

• The solution shall integrate with an EDMS such that the end user cannot discern they are working in two separate systems and provide the ability to submit documents directly to the modernized solution.

• The solution should provide easy and intuitive collaboration and sharing capabilities to users.

• The system should provide appropriate audit logs that track all uses of the system and should be easily accessible by appropriate users.

4.3 Discovery Activities

The implementation team shall utilize all existing information and workflows collected during the Task Management Blueprinting project to develop the initial implementation plan. Any additional material needed for implementation may be discovered at initial planning sessions with key stakeholders and be presented to FBOP as part of the final implementation plan as described in the Deliverables section at Section 9.1.

4.4 Organization Setup

Configure Event Monitoring, Setup, Company Info, Environments, password policy, Login hours setup, State and Country list setup.

4.5 Solution set up

4.5 Access Controls

The system shall provide access Control for paralegals, section leadership, attorneys, front office personnel, IT administrators, recusals, user types using the application profiles, sharing rules, permission sets, groups and queues. The system should also allow for limiting record and document access to the appropriate individuals necessary on the matters to certain Programs, Sections, or individuals.

4.6 Account and Contact Management

The system shall have the ability to manage organizations, other types of cooperation (e.g., DOT, DOD, FCC, FDIC, Federal Reserve.) and related contacts (e.g., state Attorneys General, Federal or State regulatory agencies), manage the rules for a particular organization (i.e. how they want their subpoenas delivered or how frequently we provide outreach to that group), maintain personal details such as email, phone etc., and able to track outside counsel. The system should provide the ability to filter information on a particular contact, so that all matters associated with a contact can be found in one view.

4.7 Task Creation

The system should provide an ability to create and manage a Task(Civil or Criminal), an ability to review and track a task through its entire lifecycle, including closure using the Out-of-the Box (OOTB) workflow or approval processes, ability to manage and track various phases of the matter, link staff skills, Integration with FTC system for HSR requests, complaints, DMS folders, production metadata, generated memos or documents, assignments, evidence, trial details, events, activities and tasks.

4.8 HSR Notification

The system should provide an ability to create an interface and sync Hart-Scott-Rodino (HSR) filings from the merger filing system maintained by the Federal Trade Commission (FTC) that can be managed in the task application. An OOTB workflow for review, an ability to create a no interest memo or PI request, an ability to manage and review clearance (FTC) attributes using custom fields, an ability to review PI request and create a PI task from the HSR.

4.9 Task Assignments

An ability to assign people (attorneys, paralegal, etc.) to matters, an ability to track expert witnesses, witness and any associated testimony, have a list of "affected non-parties" that can include law firms and parties that may be involved.

4.10 Approval Process

An ability to setup approval process for each phase, ability to assign to people from another section using OOTB groups and queues. An ability to delegate approvals, bypass recused individuals from the approval process, view a visual of the approval process, view "my approvals" and when they are due.

4.11 Task Phases

An ability to create and manage Preliminary Investigations (PI) or Grand Jury Investigations (GJ) an ability to review the case using OOTB workflows, an ability to track subpoenas, search warrants using custom objects. An ability to track the recommendation and other phases of the task lifecycle.

4.12 Task Close

An ability to manage and track task closing requests using OOTB workflows, an ability to add more data to a closed case (mostly for PIs that get reopened), prevent case close if related FOIA requests have not been closed.

4.13 Data Migration

The implementation plan shall include information on the data migration of existing Task records from SQL databases to the new system using DBAMP or similar tools. The estimated quantity of migration artifacts is as much as 1 PB of data. Artifacts will be migrated to an Enterprise Document Management System to be determined by FBOP. This solution is not yet determined but will be decided upon by the time of Award.

4.14 Integrations

The system shall provide flexible integration with various industry platforms, including but not limited to ServiceNow, Relativity, SharePoint (and/or any other Enterprise Document Management System), external and internal Websites, Microsoft M365 services, and Court Docketing Systems.

4.15 Evidence Management

An ability for Attorneys to have visibility into where evidence is in the process. An ability to enter and track origin, chain of custody for physical evidence and history of chain of custody.

An ability to track evidence related to Subpoenas and search warrants using custom objects.

4.16 Calendaring

An ability to create events (trial, court events, PTO etc.) using OOTB events records, display the events in Calendar view, ability to filter calendars/view a single calendar, track trial calendar, view a PTO calendar, export calendar events, etc.

4.17 Recusal Tracking

Ability to recuse someone from a matter, ability for management to flag and track where staff is conflicted out, easily view which matters someone is recused from, maintain relevant distribution list by case of those allowed/disallowed.

4.18 Document Generation

An ability to generate documents, such as HSR no interest memos, Department of Energy Reviews, Request to open a preliminary investigation (merger), Request to open a preliminary inquiry (non-merger

4.19 Log Production Requests

An ability to create and track a production out request for a task that is headed towards litigation. The actual packaging of the artifacts will be performed outside of Solution platform.

4.20 Production Tracking

An ability to add a production request, assignments, view status, update item details, track an item (where it is on what date), simple OOTB workflow displaying the various stages with approval process, review by case managers/legal before it set as completed. The wrangler team loads the documents/volumes manually into Relativity. Add in link from Relativity to saved search where production can be found. An ability to set deadline based on type, priority, and volume of the logs. Create multiple tasks for various groups for processing of forensic files by external vendor etc., an ability to upload Excel submission index into the system and create evidence records using OOTB Data Import Wizard using pre-defined templates.

4.21 Knowledge Management

The system should have an ability to manage knowledge articles (e.g., sentencing guidelines, store talking points and public statements, view exemplars per district), provide reminders that Knowledge should be updated in a designated timeframe, have the ability for users to view knowledge across sections, and the ability to tag knowledge articles with metadata.

4.22 Correspondence/Complaints Tracking

The system should provide an ability to create and track controlled correspondence, citizen complaints, and calls that come in using a custom object. These will include connecting external facing portal to Task creation workflow as part of the intake step. An ability to review the complaints using OOTB workflow processes. An ability to manage leniency, ability to close the leniency application, an ability to create phases within an investigation and link a complaint to an existing Taskor create a new matter.

4.23 International Task Tracking

An a b i l i t y t o track international matters including tracking calls made and generating/tracking confidentiality waivers. This will migrate from the current Excel based tracking.

4.24 Time Reporting

An ability for managers, employees and contractors to record the time they spend working on each Task or special project to which they are assigned. This is not a full HR time reporting system. An integration with the HR system will be leveraged for Staff details.

4.25 Notifications

An ability to send notifications such as the following using the email templates and alerts

• When a FOIA hold is released

• When a Grand Jury is set to expire

• When a Production has finished loading via the Case update

• Notify employees before their end date that their data needs to be removed.

• Notify Ethics Officer and section when a FOIA request is closed.

• Notify people if an update has been made to training materials.

• Notify people when they are assigned to a Task (OOTB)

• Reminders that expiration dates are coming up and then notify relevant parties if date is extended.

• Sections should be notified if a FOIA is present or not.

4.26 Reports and Dashboards

Establish up to twenty ad hoc standard reports and four dashboards.

4.27 Analytics

Design and develop up to 10 custom dashboards, such as:

• Approvals Dashboard

• Production Status/progress

• Subpoena Tracker

• Citizens Complaint Tracker

• Task Tracker (Long Term & Short Term)

• FOIA Requests

4.28 Trial Schedule Management

An ability to add trial schedules, appeals, information about a trial such as location/judge/how many staff are attending/how many computers they need/etc., receive alert if too many people are going to a trial than scheduled, track trial verdicts, etc., track pleas and sentencing results (judge's name, trial dates, sentencing guidelines range, sentence imposed, fines and restitution imposed etc.), ability to track appeals.

4.29 External Portal Setup

Setup the DOJ FBOP branded customer portal using OOTB templates, landing page, OOTB self-registration, MFA setup and password management. A public unauthenticated landing page.

4.30 Citizen Complaint Intake

An ability for constituents to create new complaints, track complaints, an ability to convert complaint to Task using a self-guided public facing portal.

4.31 FOIA Requests

An ability for constituents to create FOIA requests using a self-guided public facing portal.

4.32 FOIA Management

An ability to create relationships between FOIA requests and matters, track FOIA requests that come in, ability for record keeping and approval process of confidentiality waivers, templates for communicating with requestors.

4.33 Records Management

An ability to tag the records (Record Retention/Destruction tracking) and documents for NARA extraction, extract the data based on the schedule of each record using the NARA provided format, tag the extracted records for future reporting. Other examples include Hold for FOIA and Hold for Criminal Discovery.

4.34 Fines & Penalties Management

An ability to track fines obtained (before they get the money) and fines imposed (when they get the money), track restitutions.

4.35 Web Document Submission

An ability for litigators to submit work product documents (e.g. filings and pleadings) associated with the matters they are working on, and by which managers can review and approve those submissions. The OOTB page layouts to enter document details, OOTB file upload and OOTB workflows will be used for work product document submission. An ability for Web Customer Liaison Staff to effectively manage the multi-step process for work product submissions to be formatted to create knowledge article the formatting and 508 compliance checks are performed outside of the system and a knowledge article will be created and published in the cloud. The OOTB approval process will track if the document needs to be published as knowledge article or justice.gov.

4.36 End User Training

At the end of each scheduled Release, the implementation team shall conduct end user training for all relevant programs whose components are part of the release build. End users will also be given the opportunity to test and provide feedback that can be entered into the sprint backlog and used to improve the overall product. Documentation will be provided as part of the training sessions, which may also be recorded.

4.37 Optional Tasks

During the Discovery phase under this project, if it is determined that any work to be performed will require fewer points than estimated to complete, those points will be collected and aggregated at the end of the project to determine if enough points are available for additional tasks before adding any additional points to this Task Order. The Contractor shall keep an accurate tally of the points used and provide this information in its Weekly Report.

FBOP may request additional tasks to be performed, including, but not limited to the following items.

4.38.1 Staff Skills

An ability to track staff skills such as litigation experience or languages spoken.

4.38.2 Vendor Management

Ability to track overall contract value/invoice/payments against Purchase Order (burn rate), track vendor costs, track vendor scope changes.

4.38.3 External Vendor and SOW management

An ability to create a Statement of Work (SOW) request, review SOW request, manage bids, track progress of the SOW for forensic file processing, translator services, hard copy processing etc.

4.38.4 Victim Surveys

An ability to submit and track victim responses using surveys.

5.0 PLACE OF PERFORMANCE

The Contractor may choose the location(s) from which to perform the required software development services. From time to time, members of the implementation team may need to attend in-person meetings at the FBOP offices located at:

Central Office Building (CO) 320 1st Street, NW Washington, DC 20534

Access to the buildings/space is controlled. All work performed on-site will be conducted on an escorted basis until staff is cleared through the FBOP process.

The Government’s operating hours for government facilities and business hours will range from 7:00 AM to 6:00 PM, Monday through Friday, excluding Government holidays listed below and any Executive Order authorized by the President.

Contractor personnel are expected to perform work hours within the range of the normal operating hours for the government facility as prescribed by the Federal Manager.

6.0 GOVERNMENT STAKEHOLDERS

To facilitate the completion of the tasks in this Order, FBOP will provide access to the following stakeholders:

• System Owner: Will oversee the designated tasks and communicate with the stakeholder community, are empowered to make business decisions rapidly, set work priorities within designated tasks, and will remove obstacles to project success. They help write user stories, manage the system backlog, and work with agency management and partners as customers daily. System owners make the final call on functionality and features for their systems.

• The Project Manager (PM): Will be responsible for approving end deliverables, managing the Quality Assurance Surveillance Plan (QASP), evaluating performance, and managing schedule according to the submitted Performance Work Statement (PWS)

• Stakeholders: For this effort a key group of business stakeholders comprised of representatives from each section impacted by ECMS will be available to provide input on pain points, features and functions, and business workflows.

• End Users: The current system supports roughly 1,200 end users. Many of these end users are US Citizens accessing FBOP internal systems related to evidence and task management. End Users may be used in this effort in usability testing and/or customer satisfaction surveying. Future functionality may incorporate users outside of the FBOP network but is not contemplated under the current scope.

5.0 PLACE OF PERFORMANCE