DRAFT PWS OCFO FMS Ops Maintenance.docx

United States Department of Agriculture

Departmental Administration Office of the Chief Financial Officer

Performance Work Statement (PWS)

Financial Management Services Operations, Maintenance and Sustainment Support Services

Table of Contents

Project

Financial Management Services Operations, Maintenance and Sustainment Support Services

Background and Purpose

1.1 Background

The United States Department of Agriculture (USDA) provides leadership in food, agriculture, natural resources, rural development, and nutrition, guided by sound public policy, the best available science, and efficient management practices.

USDA drives economic opportunity through innovation, helping rural America thrive; promotes sustainable agricultural production to nourish Americans and feed populations worldwide; and conserves the Nation’s natural resources through forest restoration, improved watersheds, and healthy private working lands.

USDA is comprised of Departmental Management (DM) offices, Mission Areas (MA), and Agencies, with employees located across the Continental United States (CONUS) and Outside CONUS (OCONUS).

USDA’s Office of the Chief Financial Officer (OCFO) Financial Management Services (FMS) delivers shared financial services to improve cost, quality, and performance of federal financial operations. Its goals include providing accurate, timely data for decision-making, strengthening internal controls, and reducing costs through shared solutions like FMMI and related applications. FMS manages the general ledger, corporate systems strategy, and consolidated financial statements, supporting agency missions with reliable financial data and reports that impact the U.S. economy and public welfare.

The OFCO’s financial system includes:

· Financial Management Modernization Initiative (FMMI)

· Corporate Mixed Systems (CMS)

· ezFedGrants (eFG) and SAP Grantor

FMS provides financial management through the Financial Management Modernization Initiative (FMMI) System. FMMI is a state-of-the art software package that provides online, real-time transaction capability that impacts every Agency and Staff Office in USDA; it is designed to meet stringent budget and funds control needs, as well as complex multi-fund accounting and reporting needs. FMMI is designed to enhance financial management practices and operations while advancing modernization efforts to improve efficiency, accuracy, and transparency in financial reporting and overall management.

FMMI Intelligent Enterprise Transformation (FIET) focuses on modernizing existing processes to deliver streamlined, innovative solutions that support both current and future operational needs, ultimately benefiting the agency through improved performance and adaptability. FMMI upgraded its SAP systems in FY25, moving from SAP Suite on HANA to the S/4HANA platform.

Note: S/4HANA is the 4th Generation of SAP’s Suite on High-Performance Analytic Appliance designed for financial solutions. It enables real-time data processing, provides analytics for immediate financial insights, and supports automation of financial operations.

FMMI serves over 20 agencies as a shared service and supports grants via USDA’s internal grants system; ezFedGrants built on SAP Grantor Management Customer Relationship Management (CRM) and is integrated with USDA Financial Systems. ezFedGrants is USDA's online platform for applying and managing grants and agreements and allows users to apply for federal financial assistance and manage their grant portfolios efficiently.

FMMI runs on SAP S/4HANA, integrated with customer relationship management (CRM), business intelligence (BI), Systems Applications and Products (SAP) Analytics Cloud for dashboards, and Beyond Budget and Spend (BAS) for budget planning and execution. The core SAP Business Suite includes (SAP S/4HANA/CRM) connects with other FMMI and non-FMMI systems using SAP Process Integration/Process Orchestration (PI/PO) middleware and other enterprise service buses.

FMMI connects to applications within the same cloud, including:

· Financial Statement Data Warehouse (FSDW)

· Automated Cash Reconciliation Worksheet System (ACRWS)

· Corporate Property Automated Information System (CPAIS)

· Correction Adjustment Payment Systems (CAPS) for payroll (external to the cloud)

Hosted on AWS, FMMI integrates with USDA and non-USDA systems using secure protocols (SAP PI/PO, SFTP) and leverages additional Oracle and SQL-based applications. OCFO also implemented a grants program using Pega Systems, Inc. (PEGA). PEGA is an external portal for non-Federal entities to interface with the financial system that offers a momentum-based core financial system, financial transactional processing services, and more. Pega is used in conjunction with USDA’s ezFedGrants Program. Pega Infinity Platform currently provides financial services to the U.S General Services Administration and 39 other external clients comprised of Boards, Commissions, and Small Agencies.

Here are a few numbers that illustrate the scope of the Office of the Chief Financial Officer (OCFO) organization:

· Responsible for financial leadership across USDA’s department-wide operations, which include:

• Over 100,000 employees

• 14,000 offices and field locations

• $208 billion in assets

• $143 billion in annual spending

For more information about OCFO and USDA’s Financial Shared Services (FSS) including mission, vision, and core values, visit:

OCFO - https://www.usda.gov/about-usda/general-information/staff-offices/office-chief-financial-officer FSS - https://www.nfc.usda.gov/FSS/index.php

1.2 Purpose

The primary purpose of this commercial, non-personal services contract is to obtain Financial Systems Management Services that support the OCFO mission of delivering enterprise financial services across USDA. These services will enable secure, efficient, and reliable operations within USDA’s shared service environment.

The scope of work encompasses:

· Functional and Technical Support

· Business Intelligence Reporting

· Security Governance, Risk Management and Compliance (GRC) for USDA’s enterprise financial systems

· Federal Grants Production Support on ezFedGrants

· Operations, Maintenance, and Sustainment for OCFO-managed financial systems listed below:

The following IT Systems are utilized for Application, Security and Infrastructure Management; however, this list is not a full list in its entirety:

IT System

· FMMI S4 HANA

· FMMI SAP Business Objects / Business Intelligent / Analytics and Reports

· FMMI SAP Analytics Cloud

· FMMI SAP Process Orchestration

· FMMI SAP NetWeaver Portal

· FMMI SAP Data Services

· GRC Tools for IT Security Governance, Risk, and Compliance

· SAP Budget and Spend (BAS) (cBeyond)

· CRM Grantor

· ezFedGrants/PEGA

Services provided under this Contract shall utilize agile program management methodologies including the best industry-recognized practices under the Project Management Institute (PMI) framework and the Program Management Improvement Accountability Act (PMIAA).

Contractors must make clear their ability to meet the Government’s “Definition of Done” in their proposal. Upon award, the Contractor shall provide all management, supervision, labor, supplies, licenses, certifications, materials, transportation, equipment (except as otherwise specified herein), and plan, schedule, and coordinate, as necessary, to ensure the effective performance of services in accordance with the Terms and Conditions of this contract.

All monthly invoices shall be based on a calendar month. A Full-Time Equivalent (FTE) is defined as 1920 productive hours per year. Contractors should propose a Firm Fixed Price (FFP) Labor Rate Price Schedule with Labor Categories and Rates necessary to complete task objectives identified herein this PWS detailing the scope of work (SOW) and projected Level of effort (LOE).

The Government recommends the Contractor appoint a Lead Point of Contact (POC) under this Contract. This resource should serve as the Contractor’s point of contact for all matters related to this Contract and should be provided at the Contractors’ expense. Alternatively, the Contractor shall propose any sustainable alternative approaches it believes necessary to perform work required of Contract.

The Contractor shall provide contractor support to meet the following task area objectives:

Task Areas:

1. Program Management

2. Kickoff Meeting

3. Transition Support – Knowledge Transfer

4. Security Support

5. Functional Support – Application Management

6. Technical Support – Infrastructure Management

7. Business Warehouse/ Business Intelligence & Reporting

8. Customer Service Division Support

9. Federal Grants Production Support

10. Continuity of Operations (COOP)/Disaster Recovery

11. Ad Hoc Support Services (i.e., surge support)

1.3 Period of Performance

The anticipated period of performance (POP) for the requirements of this PWS is one (1) base period of seven (7) months with four (4) one (1) year option periods. Below is a projected summary:

Base Period: (7 months) from time of award (anticipated by May 31, 2026) Option Period 1: 12 months from the end of the base period Option Period 2: 12 months from the end of Option Period 1 Option Period 3: 12 months from the end of Option Period 2 Option Period 4: 12 months from the end of Option Period 3

1.4 Place of Performance

Core services shall be performed at the Contractor's location within the United States. Contractors may work remotely and in-person attendance may be required for meetings and if the Government determines daily on-site presence is necessary, it reserves the right to change the duty station and will provide workspace. Contractors will be granted facility access with proper facility identification.

The OCFO-FMS address is:

NASA Michoud 13800 Old Gentilly Rd, BLDG. 101. New Orleans, Louisiana 70129

In situations or other activities that require Government involvement or review, the following eleven (11) federal holidays plus the Presidential Inauguration Day in the DC area shall be taken into consideration and not considered as working business days for Government resources as federal staff will not be available:

· Martin Luther King’s Birthday

· Washington’s Birthday (President’s Day)

· Memorial Day

· Juneteenth Day

· Independence Day

· Labor Day

· Indigenous Peoples Day/Columbus Day

· Veterans Day

· Thanksgiving Day

· Christmas Day

· New Year’s Day

· Presidential Inauguration Day, third Monday in January (observed in the Washington, DC area)

2.0 Scope

The USDA OCFO requires project-focused financial systems support services. The Contractor shall perform all services specified under this contract in an orderly, timely, proficient and efficient manner. Assigned personnel must successfully pass a background check and maintain the security clearance level required for performance of the required tasks. Typical clearances are generally at varying Public Trust levels and may be higher as specified by the COR.

Projected requirements for personnel qualifications and technical competencies are detailed in Attachment A – Labor Category Descriptions for Core Services.

A general description of the functions and high-level scope of this contract includes:

· Security and Administration

· Support security tasks across a diverse portfolio of USDA Financial Corporate Mixed Systems, Payroll Operations, Grants platforms and SAP applications

· Security Compliance Support

· Support the full lifecycle of security control development, maintenance and implementation for OCFO financial applications

· Functional Support – Operational Applications Management

· Provide comprehensive functional support for SAP software and financial systems

· Technical Support – Infrastructure and Operations Applications Management

· Deliver technical support for hardware, system software, and network services that provide managed hosting for USDA’s lines of business

· Deliver Federal Systems Break/Fix Support

· Deliver Operations & Maintenance (O&M) Helpdesk Support

· Supervision and Management of Contractor staff

The Contractor shall be responsible for the selection, certification, assessment, training, supervision, management, and control of personnel throughout the life of the contract, in accordance with the performance requirements, policies, and regulations specified in this PWS. The Government reserves the right to review and approve Key Personnel prior to assignment. The Contractor shall seek approval from the Contracting Officer’s Representative (COR) for all Key Personnel hires and substitution(s).

The Contractor shall ensure that all assigned personnel are fully trained, technically proficient, and qualified under the specific labor category criteria and task areas. Personnel must meet the minimum requirements and skill levels for their assigned labor categories and perform their duties competently and professionally. Additionally, Contractor personnel shall possess a thorough understanding of the USDA mission, goals, and objectives, as well as the OCFO program for financial system management.

The Contractor shall ensure that minimum competency standards are achieved before personnel are permitted to work unsupervised.

Within 15 calendar days of contract award, the Contractor shall provide the COR with a list of all Contractor employees organized by labor category (in hierarchical order). The list must include each employee’s competencies, degrees, formal training, and professional/technical certifications, along with copies of all listed certifications.

The Contractor shall maintain this list throughout the contract period and update it as changes occur. Updates must be included in the Monthly Status Report (MSR), clearly indicating any additions or modifications. Copies of newly obtained professional/technical certifications shall be provided to the COR as soon as they are available.

3.0 Definitions

Contractor Requirements

4.0 Technical Requirements/Task Areas

This is a non-personal services contract, meaning that personnel performing the work are not subject to the supervision or control typically associated with Government employees. All services shall be performed in accordance with the requirements of this PWS and applicable policies, including local instructions, regulations, and Standard Operating Procedures (SOPs).

Upon contract award, the Contractor shall coordinate and host an orientation meeting with the COR, either in person or virtually (e.g., via Microsoft Teams), as mutually agreed. The meeting shall include the Contractor and all relevant Key Personnel to review the implementation of the Contractor’s proposal and ensure a clear understanding of the requirements.

During this meeting, the COR and Contractor will collaborate on planning the overall project, including approach, methodology, project milestones and consideration of prior work relevant to this contract.

The Contractor shall perform key financial systems management activities, including all tasks defined in this PWS, to support USDA OCFO’s mission and ensure secure, efficient, and compliant financial operations.

Task Areas

4.1.1 Program Management

The Contractor shall designate a Team Lead responsible for all project management (PM) duties necessary to fulfill the requirements of this Contract. The Contractor shall:

1. Project Management Plan Provide an initial project management plan within fifteen (15) business days of award and a final version within one (1) month. The plan shall be in a format agreed upon by the COR and PM, organized by task, and include:

· Methods for performing the work

· Work Breakdown Structure (WBS)

· Timelines (project schedules)

· Milestones

· Task dependencies on the Government (if applicable)

2. Personnel Readiness Ensure all personnel have appropriate training, equipment, and resources to provide the required support.

3. Work Plan Submission Submit a final work plan no later than five (5) business days after the contract kickoff meeting and update as needed.

4. Deliverable Quality Ensure all deliverables for all tasks are complete, accurate, and delivered according to established schedules for Government review, comment, and acceptance. All deliverables must comply with applicable federal regulations.

5. Collaboration Maintain a day-to-day collaborative working relationship with the COR or designee.

6. Issue Resolution Proactively identify and resolve issues or bottlenecks that may impact project timelines.

7. Progress Updates Provide timely and accurate progress updates to project stakeholders.

8. Kickoff Coordination Coordinate and participate in the kickoff meeting with the Contractor, CO, and COR.

9. Monthly Status Report (MSR) Prepare and submit a Monthly Status Report with the monthly invoice no later than the fifth (5th) business day of each new month for the previous month.

10. Lessons Learned Report Prepare and submit an annual lessons learned report within thirty (30) days after the end of the calendar year.

See Deliverables Table 1

4.1.2 Kickoff Meeting

Within five (5) business days of the Contract award, the Contractor shall coordinate and host a Kickoff Meeting, either in-person or virtually (e.g., via Microsoft Teams), as agreed upon by the COR and Contractor. The meeting shall include the Contractor and all relevant key personnel to discuss the implementation of the Contractor’s proposal and ensure a clear understanding of the requirements.

The Contractor shall prepare the Kickoff Meeting Agenda in advance. The COR and Contractor shall collaborate on planning the overall project, including approach, methodology, and review of prior work relevant to the contract task areas. Project initiation activities include onboarding support personnel and reviewing/updating project management plans and schedules.

Key activities include, but are not limited to:

· Onboarding Contractor Personnel Initiate background investigations, obtain signed disclosure statements, assign escorts, and review the performance plan.

· Quality Control Plan (QCP) Provide a QCP at the Kickoff Meeting. The QCP shall be based on performance standards and focus on quality, quantity, timeliness, and other performance outputs—not on the steps or procedures used to deliver services.

· Reporting and Documentation Process Collaborate with the COR to establish processes for drafting, reviewing, finalizing, and delivering reports, meeting notes, and presentations as required.

· Transition Plan Submit a transition in/out plan at the Kickoff Meeting. The plan shall enable smooth transfer of work requirements between Contractors or to the Government and include:

· Hiring new personnel

· Milestones

· Risk analysis and mitigation strategies

· Any other factors necessary for proper transition

· Meeting Minutes Prepare and provide Kickoff Meeting minutes no later than five (5) business days after the meeting.

See Deliverables Table 1

4.1.3 Transition In/Out

The Contractor shall prepare both a Transition-In Plan and a Transition-Out Plan and submit it at the Kickoff Meeting. These plans shall describe how the Contractor will transition into and out of the current contract services at the start and end of the contract. The COR will provide guidance on whether services will transition to the Government or to a new Contractor to ensure proper planning.

· Transition-In Execution: The Team Lead shall execute the Transition-In Plan during the transition period, which will be thirty (30) days in duration.

· Transition-Out Execution: The Transition-Out Plan must be finalized sixty (60) days prior to the end of the contract and executed during the last thirty (30) days of the contract.

The Contractor shall demonstrate collaboration, cooperation, and communication throughout the transition process, prioritizing stability, continuity, and the success of Government operations.

Onboarding and Knowledge Transfer Onboarding and knowledge transfer are critical to ensure continuity of program delivery and prepare the incoming Contractor for full performance. During transition-in, the focus shall be on knowledge capture and knowledge transfer to understand both existing and expected environments.

· Government onboarding may begin immediately upon contract award.

· The onboarding process and expected timeframes are outlined in Attachment B – Onboarding Process.

· Incoming Contractor personnel may begin interacting with Government and incumbent personnel for knowledge transfer upon receipt of the Security Initial Determination (SID).

Incumbent Contractors may continue working under an existing SID while undergoing onboarding for a new SID under the new contract number. Onboarding packages shall be submitted as soon as possible, with an initial turnaround target of four (4) business days after receipt of the packet from Government personnel.

Due to the high volume of onboarding requests, the estimated average time to complete onboarding is six (6) to eight (8) weeks. The timeframe to obtain a SID varies based on several factors. The Government does not disclose reasons for unfavorable SID determinations from the Homeland Security Division (HSD).

Key Transition Activities include, but are not limited to:

· Identification of all services to be transferred in or out, and actions required to complete these transfers.

· Description of knowledge transfer processes, including identification of where knowledge resides.

· Creation of a repository for all reports, testing results, technical and business requirement documentation, etc.

· Issuance and return of Government Furnished Equipment (GFE).

· Identification of the status of ongoing efforts.

· Coordination and communication efforts to ensure an effective transition both in and out.

· Description of the transition process for all working applications.

See Deliverables Table 1

4.1.4 Security Support

The Contractor shall address security tasks across a diverse portfolio of SAP applications and shall support the full lifecycle of security control development and implementation for OCFO applications.

Key Tasks and Responsibilities

· Security Administration & Architecture

· Maintain and evolve security architecture for FMMI SAP systems, Corporate Mixed Systems (CMS), ezFedGrants, and Grantor platforms.

· Support development and implementation of security controls in alignment with USDA Risk Management Framework (RMF).

· Provide expert guidance during assessments and audits, including preparation of documentation for Authority to Operate (ATO).

· Access Management & Compliance

· Maintain custom SAP GRC configurations and ensure compliance with USDA and federal security standards.

· Manage user access configurations within SAP Portal, financial systems and applications.

· Assist with A-123 testing and ensure compliance with Federal Information System Modernization Act (FISMA), National Institute of Standards and Technology (NIST), and Federal Managers’ Financial Integrity Act (FMFIA) requirements.

· Change Management & Operations

· Support role analysis, design, development, and deployment during system changes.

· Analyze and document security and code changes across SAP Enterprise Resource Planning (ERP), Customer Relationship Management (CRM), GRC, CMS), and ezFedGrants systems.

· Ensure all functions and reporting adhere to federal guidelines.

· Technical & Functional Support

· Assist with security tasks related to software installations, upgrades, and configuration changes.

· Review and provide feedback on technical and functional design documentation, configuration guides, and testing materials.

· Provide recommendations for business process reengineering.

· Audit & Documentation

· Deliver SAP audit support and maintain compliance documentation.

· Develop and update security documentation required for ATO and annual testing per FISMA and Office of Management and Budget (OMB) A-130.

· Review and assist in updating security changes to all Security and Privacy Impact Assessment (SPIAs) created by Change Control Boards.

· Training & Knowledge Transfer

· Provide training and knowledge transfer to government personnel through classroom sessions, one-on-one training, job aids, training material and documentation.

· Provide knowledge transfer and feedback to the Change Control Board regarding FMMI system security.

See Deliverables Table 1

4.1.5 Functional Support – Application Management

The Contractor shall provide comprehensive functional support for USDA’s financial systems, ensuring accurate analysis, testing, and documentation of system changes and enhancements.

Key Tasks and Responsibilities

· Issue Analysis & Resolution

· Research and analyze reported issues within the financial system.

· Provide recommendations and document resolutions.

· Requirements & Change Management

· Analyze functional requirements for change requests and assess system impact.

· Document changes and ensure compliance with configuration management processes.

· Support submission of software change requests to control boards.

· Testing & Implementation

· Perform application testing for changes resulting from SAP software updates.

· Review SAP Notes, provide recommendations, and support implementation and testing.

· Conduct system testing for new interfaces and major upgrades.

· Interface & Integration Support

· Support systems and interfaces that provide data to FMMI, including research, requirements analysis, and functional design reviews.

· Develop functional designs and specifications for custom interfaces.

· Business Process & System Enhancements

· Provide support for system upgrades and business process reengineering.

· Review and comment on functional designs and Business Process Hierarchy (BPH) documentation.

· Compliance & Reporting

· Provide support for Data Act reporting and ensure adherence to federal guidelines.

· Knowledge Transfer

· Deliver training and knowledge transfer to government personnel through classroom sessions, one-on-one training, job aids, and documentation.

See Deliverables Table 1

4.1.6 Technical Support – Infrastructure Management

The Contractor shall provide comprehensive technical support for USDA’s financial systems infrastructure, ensuring secure, efficient, and reliable operations across all environments. This includes hardware, system software, network services, and managed hosting for USDA lines of business and other federal customers.

Key Tasks and Responsibilities System Administration & Basis Support

· Provide SAP Basis support and administration for systems and applications, including S/4HANA, Business Intelligence/Business Warehouse (BI/BW), CRM, Portal, Business Objects (BOBJ), HANA, GRC, PI/PO, Solution Manager, and PEGA.

· Perform technical installations, upgrades, maintenance, configurations, system copies/refreshes, and apply patches and support package stacks.

· Manage SAP NetWeaver Portal administration, including JAVA/WebDynpro ABAP objects and SSO configurations.

· Conduct root cause analysis, including recommended preventative measures and supporting documentation.

· Prepare upgrade plans and maintain SAP Note documentation, including a detailed log of all applied SAP Notes.

Database & Operating System Support

· Administer and maintain SAP HANA, Oracle, and Microsoft SQL Server databases.

· Perform database configuration, version upgrades, and maintenance using tools such as HLM, Studio, and Cockpit.

· Provide operating system and infrastructure support, including transport/change management.

· Develop and maintain comprehensive technical documentation for all upgrades and software changes, detailing procedures, configurations, and impacts.

Network & Directory Services

· Administer Active Directory, DNS, and LDAP.

· Configure and manage F5 Load Balancers for high availability and performance.

· Maintain detailed technical documentation for F5 Load Balancer administration, including configuration, maintenance procedures, and troubleshooting guidelines.

Performance & Security

· Monitor and tune system landscapes for optimal performance.

· Conduct SAP trend analysis to forecast growth, reliability, and availability.

· Perform vulnerability scanning and reporting, including actionable remediation recommendations.

· Ensure compliance with USDA security standards and federal guidelines.

· Document all vulnerability scan results and maintain reports for security audits.

Application & Interface Support

· Support operation and maintenance of corporate mixed systems; Corporate Property Automated Information System (CPAIS) Real Property, CPAIS Personal Property, Management Interactive Network Connection (MINC) system, Automated Cash Reconciliation Worksheet System (ACRWS), Reconciliation of IPAC Transactions for Agriculture (RITA), Financial Statements Data Warehouse (FSDW).

· Maintain IT systems with vendor-supported releases and off-the-shelf upgrades.

· Provide architectural assessments and recommendations for efficient operations.

· Document business processes impacted by system changes, including before-and-after comparisons and post-enhancement closeout reports.

Documentation & Knowledge Transfer

· Review and prepare technical documentation for new and upgraded applications.

· Provide training and knowledge transfer to government personnel, including job aids and technical guides.

· Execute comprehensive testing for all system changes and maintain complete documentation of test cases, procedures, and results.

Strategic & Development Initiatives

· Support OCFO/FMS technical development initiatives, including integration of emerging technologies.

· Assist with strategic planning and other financial systems planning initiatives.

See Deliverables Table 1

4.1.7 Business Warehouse – Business Warehouse/Business Intelligence & Reporting

The Contractor shall provide advanced technical support for Custom Business Warehouse (BW) on HANA, SAP Business Objects (BOBJ), SAP S/4HANA, SAP HANA CRM, and Harmonized Data Model (HDM) solutions. This includes design, development, maintenance, and optimization of reporting, dashboards, and data integration processes. The Contractor shall also provide level of effort estimates for proposed tasks, incidents, and enhancements to enable effective project planning and budgeting.

Key Tasks and Responsibilities Requirements Analysis & Documentation

· Analyze documented requirements and recommend solutions.

· Perform and document Analysis of Alternatives (AoA) and prepare point papers with background, discussion, and recommendations.

· Participate in requirements and functional/technical design meetings.

· Develop technical design documents using approved templates.

· Prepare technical designs detailing architecture, components, interfaces, and other design aspects to guide development and implementation.

· Provide proof of concept for system designs to validate feasibility before full development.

Technical Development & Customization

· Develop and maintain Custom BW on HANA ABAP code and HANA SQL scripts.

· Create HANA objects in S/4HANA and CRM, including information models, procedures, SQL scripts, database triggers, and scheduled jobs.

· Maintain and develop BOBJ IDT universes using SAP and non-SAP data sources.

· Design and develop BOBJ reporting objects (Web Intelligence reports, Crystal Reports, dashboards, schedules, and publications).

· Develop new dashboards using SAP Design Studio and Tableau and support existing Xcelsius dashboards.

· Create and maintain technical/functional data dictionaries for HANA and CRM universes.

· Implement and update source code to meet project requirements, address defects, or enhance functionality.

Data Integration & ETL

· Develop and support ETL processes for BW on HANA, S/4HANA, CRM, and SAP Data Services.

· Retire existing BW Open Hubs and implement new ETL strategies for data cleansing, transformation, and integration.

· Design and implement an administration, archiving, and object cleanup/retirement strategy for BW on HANA.

Operations & Maintenance

· Provide day-to-day operational support, including troubleshooting, performance tuning, and upgrade planning.

· Support functional and technical teams during FMMI upgrades (BI/BW on HANA, BOBJ, S/4HANA, CRM, Portal, PI/PO, SolMan, eAuth).

· Maintain and develop HANA privileges and integrated planning solutions.

· Update ERB incidents and enhancements, documenting resolutions and implementing new features or improvements.

Compliance & Reporting

· Support DATA Act reporting and ensure data integrity and system reliability.

· Manage lifecycle assurance processes for spending detail and reporting frameworks.

· Develop Core Data Services (CDS) views for efficient data modeling.

· Provide analysis of alternative documents evaluating different solutions and approaches, outlining pros, cons, and recommendations.

Testing & Quality Assurance

· Execute unit tests and QA tests to verify functionality and compliance with quality standards.

· Document all test results for individual components and integrated systems.

Knowledge Transfer

· Provide training and knowledge transfer to government employees, including documentation, job aids, and classroom sessions.

See Deliverables Table 1

4.1.8 Customer Service Division Support

The Customer Service Division (CSD) provides critical support for Operations and Maintenance (O&M) activities across multiple functional and technical domains to ensure transactions are posted accurately and timely in the financial system. Responsibilities include resolving complex financial system issues, ensuring compliance with federal standards, and maintaining system integrity for FMMI and related applications. A substantial portion of this support involves correcting repetitive financial system transaction issues throughout the fiscal year. These tasks require frequent intervention due to the nature of postings.

Examples of common corrective actions include:

Supported Areas and SME Roles

Key supported areas include General Ledger (GL), Accounts Payable (AP), Accounts Receivable (AR), Material Master (MM), Sales & Distribution (SD), Master Data, WebDynpro, Forms, FIORI, CDS Views, and PO Development.

SME Roles and Responsibilities

Detailed Supported Areas:

General Ledger (GL) and Accounts Payable (AP)

· Day-to-day O&M analysis and ServiceNow ticket support.

· GL account management, posting corrections, and budget ledger corrections.

· Supports FMMI processes for ETS2, SmartPay, ACRWS, METTERL/AMERESCO, Protracts, IBS, Mass Upload (AP), MINC, Payroll, RMA, HHS, BVAS.

Accounts Receivable (AR)

· Lockbox support, AR analysis, billing, dunning process, and mass upload activities.

· Supports FMMI interfaces for IPAC/INTR, FS Billing, Lockbox FS, FS POSS, ATSA, ATF, MRP Billing, MRP CAS BCAS, Mass Upload – PO/AR, NRM TSRM.

Material Master (MM) and Sales & Distribution (SD)

· Supports FMMI processes and interfaces for PLCE, IAS, CREEMS, OMS, MOST.

Master Data

· Supports FMMI interfaces for CCR, SAM, PVND, NEMP, Vendor/Customer Outbound, IBS2.

WebDynpro, Forms, FIORI

· Supports technical changes for WebDynpro and PDF-based forms.

· Supports technical changes related to FIORI and CDS view creation and maintenance.

PO Development

· Supports FMMI development changes

· Analyze/update/create middleware mapping per requirements.

· Utilize SPROXY in SAP for testing; manage source code in Visual Studio Code, TFS, and GitHub.

See Deliverables Table 1

4.1.9 Federal Grants Production Support

The objective of Grants Production Support is to provide ongoing support for federal financial systems “break-fix” issues and system enhancements for ezFedGrants, covering both existing agencies and any future onboarding agencies. This support encompasses a combination of functional, technical, business intelligence (BI), security, and program management services for the ezFedGrants solution, which includes the following components:

· Pega

· SAP CRM

· SAP ECC

· SAP PO middleware

· Grants.gov

· Automated Standard Application for Payments (ASAP) applications and interfaces

The Contractor shall address and resolve ezFedGrants-related issues logged in the OCFO Help Desk ServiceNow ticketing system and manage backlog items (see Appendix F in Attachment E).

This effort requires close collaboration with:

· Agency partners

· OCFO Grants team

· OCFO Operations & Maintenance (O&M) teams

Additionally, the Contractor shall coordinate with other OCFO vendors (e.g., cloud services, helpdesk, and related support providers) as well as external entities and vendors such as Grants.gov and SAP.

The Office of the Chief Financial Officer (OCFO) manages an enterprise grants solution called ezFedGrants (eFG). EzFedGrants is a comprehensive grants and agreements management platform that enables USDA agencies and their customers to efficiently manage grants and agreements online throughout the entire lifecycle—from program creation to agreement closeout.

Initially built on SAP Grantor Management (SAP CRM), eFG is fully integrated with FMMI SAP ECC, USDA’s corporate financial system. The eFG landscape also includes Pega, an external-facing portal that interfaces with Grants.gov. Most eFG customers use the FMMI payment system for claim payments, except for the National Institute of Food and Agriculture (NIFA), which uses the Automated Standard Application for Payments (ASAP).

Agencies and Offices Onboarded to USDA’s ezFedGrant

· Agricultural Marketing Service (AMS):

Facilitates strategic marketing of agricultural products in domestic and international markets, ensuring fair trading practices and promoting a competitive marketplace. AMS migrated grant agreements from eFG to HHS GrantSolutions but continues to maintain Cooperative Agreements in eFG.

· Animal and Plant Health Inspection Service (APHIS):

Provides leadership in ensuring the health and care of animals and plants, improving agricultural productivity and competitiveness, and contributing to public health and the national economy.

· Foreign Agricultural Service (FAS):

Works to improve foreign market access for U.S. products and operates programs designed to build new markets and strengthen U.S. agriculture’s global competitiveness.

· National Institute of Food and Agriculture (NIFA):

Advances knowledge for agriculture, the environment, human health, and communities through research, education, and extension programs. NIFA plans to migrate from eFG to HHS NIH electronic Research Administration (eRA) by FY 2028, pending completion of web services and USDA priorities.

· Office of Partnerships and Public Engagement (OPPE):

Established by the 2008 Farm Bill to improve access to USDA programs and enhance the viability of small farms, beginning farmers, and socially disadvantaged farmers or ranchers. OPPE coordinates outreach activities and assesses program effectiveness.

· Natural Resources Conservation Service (NRCS):

Provides resources to farm and landowners to support conservation efforts.

USDA OCFO has identified the need for continued grants production support for the existing ezFedGrants solution, which includes:

· SAP ECC/CRM

· S/4HANA

· Pega (currently version 8.7)

· Grants.gov

· NIFA-specific Harmonized Data Model (HDM)

· BI / HANA Reporting

· SAP PO Middleware

· ASAP Payment System Refer to Appendix H in Attachment E for an illustration of the ezFedGrants Service Catalog

Figure 1 - Current ezFedGrants Lifecycle and Functionality

Additional reference available here; ezFedGrant External User Guide

In FY 2025, Financial Management Modernization Initiative (FMMI), was upgraded from SAP ECC (financial portion) to SAP S/4HANA. The SAP CRM (Grants) component supporting the ezFedGrants Internal Portal remained unchanged, continuing to operate under a side-by-side implementation with the existing SAP CRM system intact.

The USDA OCFO Grants Management Program provides guidance, support, and leadership in key areas including program management, governance, grants and agreements policy, and information technology help desk services. The program supports a wide range of activities related to the ezFedGrants (eFG) grants management system, including:

· Oversight of ezFedGrants Policy and Communications Committees

· Development and maintenance of documentation and training materials

· Delivery of tiered help desk support (Tier 1, Tier 2, and Tier 3) to ensure timely resolution of technical and functional issues

This comprehensive approach ensures effective governance, streamlined operations, and enhanced customer experience across USDA’s grants and agreements lifecycle.

USDA will develop a formal strategy to determine how ezFedGrants will transition to S/4HANA for existing USDA eFG customers, given that SAP CRM will no longer be supported after 2030. This strategy will address migration planning, system integration, and continuity of grant management operations.

eFG External Portal and Agency Migrations The ezFedGrants (eFG) External Portal, built on Pega, was upgraded in January 2025 from version 8.7 to 24.1.0. The next Pega upgrade is scheduled for April 2027 and will transition to a cloud-based platform to enhance scalability and performance.

In December 2021, the Agricultural Marketing Service (AMS) migrated from ezFedGrants to HHS GrantSolutions for grant agreements. Subsequently, in August 2023, OCFO implemented six enterprise web services from FMMI to HHS GrantSolutions, followed by four additional web services to the Payment Management System (PMS) in October 2023. These integrations improved AMS’s experience with GrantSolutions and eliminated manual processes.

There is potential for other eFG agencies to migrate to HHS GrantSolutions or other QSMO-approved solutions during the contract term or option years. Such migrations would reduce the volume of daily fixes and quarterly releases. NRCS is expected to migrate to HHS GrantSolutions and PMS in FY 2026.

Until agencies fully transition away from ezFedGrants, there will remain a need to address system defects, enhancements, and daily issues through the Logged Access Authority (LAA)/Priority Fix process.

The Contractor shall support all Assessment and Authorization (A&A) processes in accordance with:

· NIST SP 800-53 Rev. 4 (or later) – Security and Privacy Controls for Federal Information Systems and Organizations

· NIST SP 800-37 – Guide for Applying the Risk Management Framework to Federal Information Systems

· Other applicable NIST guidance and USDA Security 3500 series departmental policies and regulations

The Contractor shall ensure compliance with the Federal Information Security Management Act (FISMA), National Institute of Standards and Technology (NIST) standards, FedRAMP Rev. 5, and Office of Management and Budget (OMB) security requirements. Compliance shall be maintained in accordance with an Authority to Operate (ATO) to ensure:

· Data is protected from unauthorized access, malicious or inadvertent modification, disclosure, and disruption

· Information systems are properly developed, maintained, and secured

Key Tasks and Responsibilities Release Plan The Contractor shall develop release plans in collaboration with USDA’s grants management team and FMS’s O&M team. The plan shall include milestones for development, integration testing, and delivery to USDA for Quality Assurance (QA) and User Acceptance Testing (UAT). All releases must undergo production readiness review and USDA-conducted end-to-end QA and UAT, which must be certified and accepted by the government prior to deployment.

The Contractor shall:

· Address defects identified during QA and UAT.

· Support release deployment and validate successful operation in production.

· Include all tasks, schedules, dependencies, and prerequisites in the plan.

· Update the plan as needed to reflect changes, additions, risks, and impacts.

Release Cadence:

· Quarterly releases (up to 10 ServiceNow incident tickets per release).

· Minor/off-cycle releases as needed (up to 5 ServiceNow incident tickets).

· Logged Access Authority (LAA) priority tickets average 57 per month (refer to Appendix F for backlog details).

System code must address defects or enhancements in assigned Change Requests and adhere to approved requirements, functional design, and technical design.

Resolution and Maintenance of ServiceNow Tickets The Contractor shall:

· Work within USDA’s incident and change management processes to modify code, configuration, and affected data.

· Complete required Security and Privacy Impact Assessment (SPIA) documentation.

· Update or create functional and technical designs, requirements, configuration rationale, and other artifacts using approved OCFO templates.

· Update security documentation (e.g., SIA, ATO, A&A).

· Use established OCFO naming conventions for all documents.

· Submit documents for USDA review and approval via the OCFO-approved submission process (Appendix B in Attachment E).

· Revise and resubmit documents within 5 business days of receiving USDA comments.

See Deliverables Table 1

4.1.10 Continuity of Operations (COOP)/Disaster Recovery

The Contractor shall develop and provide a COOP/Disaster Recovery Plan that outlines how support services will be maintained in the event of a disaster or…