Addenda_01_-_PERFORMANCE_WORK_STATEMENT.pdf

Performance Work Statement Naval Special Warfare Command (NSWC) SABRS Post-migration Contractor Support

1. BACKGROUND

1.1 In order to meet financial auditability mandated by Congress, the Secretary of the Navy, Financial

Management Office (FMO) has mandated all Navy units to transition from the Standard Accounting and Reporting System (STARS) to the Standard Accounting Budgeting Reporting System (SABRS).

Naval Special Warfare Command (NSWC) has transitioned to SABRS on 1 October 2017 (FY18), and the Financial Management Program (FMP)-provided onsite support is expected to expire on 31 December 2017. NSWC will require continuity of support to ensure mission essential funding is managed correctly within SABRS for the remainder of FY18 and beyond.

2. OBJECTIVES

2.1 Herein after, “NSW” refers to the collective NSW Force; NSWC refers to the Headquarters command.

The objective of this requirement is to provide NSW with onsite contractor support at select NSW Group locations for post-migration support of SABRS and the SABRS Management Analysis System (SMARTS) reporting tool. Although SABRS has been around for many years as the U.S. Marine Corps accounting system, the Navy has utilized STARS so there is very little SABRS/SMARTS experience. In order to have a successful transition, NSW requires contractors with SABRS experience after the FMP-provided transition support personnel depart (90 days from transition or end of December 2017). NSW will require over the shoulder training, report building and analysis, accounting suspense analysis and correction, system troubleshooting to include feeder systems, and status/updated reporting to NSW Comptrollers along with other requirements listed below. At this time the Government estimates 160 FASTDATA users, 122 SABRS users (moderate/slow increase) and 115 SMARTS users (will increase by approximately 30).

3. SCOPE

3.1 The Contractor shall provide the personnel, management, materials, equipment and facilities (not otherwise provided by the Government) necessary to ensure NSWC has a successful post-migration support for SABRS.

4. REQUIREMENTS

4.1 The contractor shall provide personnel that have experience with SABRS, SMARTS, and various feeder systems such as, but not limited to, Defense Travel System (DTS); Citibank Direct, (GCPC);

Funds Administration and Standardized Document Automation (FASTDATA); Integrated Automated Travel System (IATS); Standard Labor Data Collection and Distribution Application (SLDCADA);

Relational Supply (R Supply); DLA Enterprise External Business Portal System (EEBPS); and SYNCADA for Freight Bill Payments. They shall be familiar with Microsoft Office Suite and common document types utilized by the Navy to include, but not limited to, MILSTRIP, MIPR, NC2275, NC 2276, DD 1149, DD 1250, and DD 1348.

FASTDATA is NSW’s primary feeder system used to send most funding authorizations to SABRS, as well as to generate the vast majority of its execution documents (i.e., R Supply MILSTRIP, NC 2275, NC 2276, DD 448, etc.) which are also sent to SABRS. The Web Service Description Language (WSDL) interface between FASTDATA and SABRS was recently developed by the FASTDATA Central Design Activity (CDA) in Pensacola, FL, in conjunction with the USMC Technical Services Organization (TSO) who developed and maintains SABRS; this interface was just implemented on 1 October 2017. Due to FASTDATA’s use as NSW’s primary feeder system and its relatively new interface with SABRS, contractor personnel can expect to assist with analyzing potential feeder system errors, and provide assistance to troubleshoot the flow of funding authorizations and execution transactions from FASTDATA to SABRS. The contractor shall perform the following tasks:

4.1.1 Training and Job Aids

4.1.1.1 The contractor shall create and revise as necessary, core SABRS training to cover funds authorization posting via both FASTDATA and SABRS; labor processing and error correction using the SMARTS reports in the Navy Public folder in ARMS; funds authorization monitoring techniques, such as balancing FASTDATA to SABRS, using organic via SABRS and SMARTS reports (such as the Status of Funds Reports in the Navy public folder in ARMS); funds execution monitoring techniques via SABRS and SMARTS reports; abnormal conditions monitoring techniques via SABRS and SMARTS reports, leveraging the SMARTS Monthly Reports in the Navy public folder in ARMS. Training materials shall be developed using Microsoft Office tools; shall provide an introduction, state learning objectives, outline key terminology, and follow a sequential, module-based approach. Training materials shall be saved as Adobe PDF, and upon review will be disseminated to the NSW Force by N70 personnel. Materials shall be developed on a monthly basis, and the training shall be delivered on a quarterly basis via Defense Collaboration Services

(DCS).

4.1.1.2 Hands-on training (over the shoulder training) shall be provided to NSW personnel in the local areas as determined by the COR and contractor. Develop training materials for SMARTS reporting and the development of SMARTS reports (Query Studio and Report Studio levels). Training materials shall be developed using Microsoft Office tools, budget execution, allocations, reimbursable processing, creation of funding documents both in FASTDATA and SABRS, abnormal conditions, status of funds reporting via SABRS and SMARTS, and processes for the management of Transportation of People (TOP), Transportation of Things (TOT), Government Credit Purchase Card (GCPC), Fuel, and MILSTRIP using R Supply. Contractor shall submit a training plan forty-five days after award (Deliverable A002).

4.1.1.3 The contractor shall develop job aids based on observed trends across the NSW Force, from review of internal trouble tickets submitted to the NIPR portal. Job aids shall be prepared using Microsoft Office tools, shall provide step-by-step, sequential directions; shall employ the use of screenshots from SABRS or relevant feeder systems, and shall be saved as Adobe PDF files for dissemination. At least one job aid shall be developed each week, and upon review will be disseminated to the NSW Force by N70 personnel.

4.1.1.4 The contractor shall deliver training to NSW personnel using government provided collaboration tools such as Skype for Business, video teleconferencing, voice conferencing, and DCS.

4.1.2 Communication

4.1.2.1 As a result of weekly conference calls held between Navy OASIS and N70, the contractor shall develop a monthly news bulletin discussing current and known problem areas experienced by SABRS users. Content shall include a summary of issues discussed during weekly meetings, description of problem, and proposed resolution inclusive of discussion of any proposed troubleshooting procedures.

4.1.2.2 The contractor shall develop, on an as needed basis, communication tools/templates for NSW to use or modify for internal NSW communications.

These tools/templates shall be created utilizing tools in Microsoft Office Suite where N70 can communicate to the Groups regarding trends, corrections, issues, data calls, system up/down times, SAAR creation and modification, table updates, financial framework structures, expenditures and liquidations, authorization postings, and reimbursable document processing to include recent changes regarding Navy FMO’s direction on General Terms and Conditions (GT&C) and Trading Partners.

4.1.2.3 The contractor shall communicate scheduled training events utilizing Microsoft Outlook email/calendar tools and flyers at least 10 days prior to scheduled training.

4.1.3 Deployment Readiness

4.1.3.1 The contractor shall monitor ongoing support requirements, providing resolution support on trouble reports submitted via the portal along with email and phone call assistance. Initial responses to submitted trouble reports shall be within twenty-four hours. Trouble reports requiring more than twenty-four hours may be submitted. In the instance a trouble report is submitted requiring additional time for resolution the contractor shall, at a minimum, send a trouble report acknowledgement. In the instance an issue is discovered by contractor personnel that requires N70 research, contractor personnel shall submit a trouble ticket.

The contractor shall also review incoming trouble tickets from the Groups/commands under their cognizance in order to assist trouble ticket resolution.

4.1.3.2 The contractor shall provide support on SABRS table management to include validation for duplicates. All NSW financial output for funding execution is dependent on utilizing the correct codes on the SABRS tables and tables must be accurately updated in order to ensure transactions validate in the SABRS system. The contractor shall assist in coordinating and correctly aligning the SABRS tables for all NSW units for maximum data output from SABRS and

SMARTS.

4.1.3.3 The contractor shall assist with customer system access to SABRS and SMARTS. Support includes but is not limited to review and recommend approval of SAARs, ensuring training prerequisites of users prior to access being granted, and ensuring a file copy of SAARS are on hand for future system access inspections.

4.1.3.4 The contractor shall coordinate with NSW N70 Financial Systems personnel on access related communications and issues to ensure NSW has the access required, but no unnecessary risk is taken for data exposure or invalid changing of data or data elements.

4.1.4 Support and Sustainment

4.1.4.1 The contractor shall identify training gaps and needs for Standard Operating

Procedures (SOPs) or guidance based on errors shown on daily/weekly/monthly SMARTS reports and weekly Navy OASIS meetings. Once identified, the contractor shall coordinate with N70 to create corrective actions such as SOPs or guidance to send to NSW.

4.1.4.2 The contractor shall identify problems with training, data, or interfaces that need further research based on Group input and data review on SMARTS output reports on a daily basis.

4.1.4.3 The contractor shall monitor financial management operations via available tools provided by SABRS and SMARTS. This to support continuous projection of future and revised requirements as situations change within the commands the contractor is assigned to assist.

4.1.4.4 The contractor shall assist with coordinating fiscal year closeout. The contractor shall validate the end of fiscal year guidance and procedures for SABRS provided by N70/Force accounting for effectiveness. The contractor shall also assist with startup of the new fiscal year guidance for SABRS for completeness and effectiveness.

4.1.4.5 The contractor shall monitor daily/weekly/monthly financial system and feeder system reports to identify issues that affect key performance indicators and common interface errors. Once identified, coordinate with financial management personnel to change or correct applicable processes and monitor/correct deficiencies.

4.1.4.6 The contractor shall provide Level 1 helpdesk to include taking customer calls and monitoring the NSW portal for trouble reports providing basic support and troubleshooting during normal working hours to try and fix the issue at the lowest level; escalating as necessary, working with N70 and liaison with Navy OASIS team as required. The contractor shall update tracker with status within 24 hours of ticket submission and as situation changes to keep all informed of status.

4.1.5 Standardization

4.1.5.1 The contractor shall identify standardization opportunities by leveraging the

SABRS and FASTDATA architecture to ensure standard processes and utilization across NSW. The contractor shall create written proposals for a correction plan utilizing Microsoft Word and submit to N70.

4.1.5.2 The contractor shall assist the government lead N70 and N72 Force Accounting with developing and implementing standardization tools. This shall entail creating and communicating changes to processes and/or procedures that will better accommodate financial processes utilizing SABRS. The communication shall be thru email, VTC or schoolhouse type training or all of the above depending on the degree of difficulty of the change.

4.1.5.3 The contractor shall provide support on table management and revisions. NSW has worked hard to prepare table inputs to support financial operations utilizing SABRS. Once our financial management personnel begin to use SABRS and see exactly how the system utilizes the table data elements, there will be many revisions necessary within FASTDATA and SABRS. The contractor shall support making and/or requesting changes to tables. The table changes shall be submitted via email to N70/N72 for validation that the values are within NSW parameters and then changes shall be made in FASTDATA and SABRS or requests shall be sent to NAVY OASIS for SABRS or NETPEDTC for

FASTDATA.

4.1.6 Reports and Metrics

4.1.6.1 The contractor shall monitor the metrics provided weekly by Navy OASIS to measure the operational effectiveness and utilization of the system with Key Performance Indicators (KPIs). The contractor shall provide feedback to N70 on KPIs that are considered insufficient or in the red. This feedback shall be written to show contributing factors for these KPIs being insufficient or red and what actions could be taken to correct these deficiencies. NOTE: KPIs are established by and are the responsibility of the Government and cover specific statuses of specific tasking areas and error rates within the SABRs system.

4.1.6.2 The contractor shall work with financial management to incorporate new SABRS and SMARTS reports into established financial management metrics to include, but not limited to budget execution, quarterly spend rates, Funded Reimbursable Authority (FRA), lost opportunity, and Tri-annual review (TAR) program.

4.1.6.3 The contractor shall schedule a monthly meeting by the 23rd of each month with the COR and senior on-site contractor representative via phone, VTC or in person.

4.1.6.4 At the monthly meeting 4.1.6.3 the contractor will present a Monthly Status Report-on status of all items in section 4. Monthly Status report shall include a roster of personnel performing tasking, number of hour’s worked and hourly rate.

4.1.6.5 The contractor will provide the COR meeting minutes with 5 days of having the monthly meeting 4.1.6.3.

4.1.7 Transition

4.1.7.1 Upon request of the Contracting Officer Representative (COR), the contractor shall submit a Transition Plan. COR will notify the contractor of requirement for a written transition plan no-later-than ninety (90) days before end of current contract. Upon written notice by the COR, the contractor shall submit a draft transition plan no later than forty-five (45) days before contract expiration and a final transition plan no later than thirty (30) day before contract expiration. The COR shall have approval authority over the transition plan.

4.1.7.2 The plan shall take into consideration the following elements as well as any additional elements deemed necessary by the contractor:

4.1.7.2.1 Work Turnover. The contractor shall provide a plan of action to transfer effectively tasked work that is in process at the expiration of the current contract from the incumbent to either Government personnel or to a new contractor.

4.1.7.2.2 Risk Mitigation Strategies. The contractor shall provide a plan of action to mitigate contract performance risks encountered during the transition period.

4.1.7.2.3 Data Transfer. The contractor shall provide a plan of action for the efficient inventory and transfer of program data from the incumbent to the successful contractor.

4.1.7.2.4 All developed work products shall be turned over to Government representatives from NSWC.

4.1.7.2.5 The contractor shall provide the Government with a status sheet of in-process work and provide all copies of draft/unfinished work product.

4.2 Participate in a Post-Award Conference.

4.2.1 The contractor shall participate in a Post-Award Conference, within 2 days of award of the contract. This meeting shall provide an introduction between the Contractor personnel and Government personnel who will be involved with the contract. The meeting shall provide the opportunity to discuss technical, management and security issues. The Post- Award Conference will aid both the Government and Contractor in achieving a clear and mutual understanding of all requirements, and identify and resolve any potential issues.

The Contractor shall be prepared to discuss any items requiring clarification and gather information as necessary to support each deliverable. The Contractor shall provide a written summary of the Post-Award Conference. The meeting place will be at the Government site in Little Creek, VA. Only one contractor representative shall be required in Little Creek, the remainder may call into the meeting via VTC/phone into the meeting from other locations. The contractor shall provide a primary point of contact that will serve as the Government’s primary point of contact for the life of the contract.

4.3 Personnel Qualifications.

4.3.1 Contractor provided FTE’s shall be of a Journeyman level and possess the following experience:

4.3.1.1 Expert with at least 5 years in DoD accounting and business process knowledge along with working Key Performance Indicators (KPI) to evaluate incorrect financial situations/processes for root cause analysis and correction.

4.3.1.2 Technical expert with at least 5 years working experience within SABRS and a SMARTS SME in query writing and providing support, with specific knowledge of civilian pay/labor processes.

4.3.1.3 A minimum of 5 years’ experience in providing classroom type training, along with helpdesk support, and SABRS table management.

5 DELIVERABLES

Deliverable Number

PWS

Para.

Item Description Due Date Government POC(s)

A001 4.2

Post award conference minutes 2 work days after post award conference

COR & KO

A002 4.1.1.1 Updated training 45 days after contract award and monthly thereafter

COR

A003 4.1.1.1 Training plan 45 days after contract award COR

A004 4.1.1.2 Job aids 30 days after contract award and weekly thereafter

COR

A005 4.1.1.5 Provide training IAW Training Plan COR

A006 4.1.2.1 Monthly news letter 30 days after contract award and monthly thereafter.

COR

A007 4.1.2.2 Communication tools As needed COR

A008 4.1.4.5 Monitor daily/weekly /monthly reports-provide weekly updates to N70/N71/N72.

10 days after contract award and weekly thereafter.

COR

A009

4.1.6.1/4.

1.6.2

Metrics/metrics adjustments utilizing SABRS/SMARTS reports and tools

60 days after contract award and monthly thereafter

COR

A009 4.1.6.3 Monthly meeting by the 23rd of each month with COR and Senior on-site contractor representative via phone, VTC or in person.

Monthly starting with the second month of the contract.

COR

A010 4.1.6.4 Monthly Status Report-provide for meeting 4.1.6.3 on status of all items in section 4. Monthly Status report shall include a roster of personnel performing tasking, number of hour’s worked and hourly rate.

Monthly COR

A011 4.1.6.5 Meeting minutes Monthly with 5 work days of 4.1.6.3

COR

A012 (if necessary)

4.1.7 Transition Plan As requested, but NLT 90 days

prior to contract expiration, draft within 45 days of contract expiration, final within 30 days of contract expiration

COR

6. CONTRACTOR MANPOWER REPORTING

6.1 The contractor shall report all contractor labor hours (including subcontractor labor hours) required for performance of services provided under this contract for the WARCOM N70 via a secure data collection site. The contractor is required to completely fill in all required data fields using the following web address; https://dodcmra.dmdc.osd.mil. Reporting inputs will be for the labor executed during the period of performance during each Government fiscal year (FY), which runs October 1 through September 30. While inputs may be reported any time during the FY, all data shall be reported no later than October 31 of each calendar year, beginning with 2018.

Contractors may direct questions to the help desk at help desk at: http://www.ecmra.mil.

7. GOVERNMENT FURNISHED PROPERTY/EQUIPMENT/INFORMATION (GFP/GFE/GFI)

7.1 No Government furnished property/equipment/information will be provided.

8. QUALITY CONTROL

8.1 The contractor shall implement and maintain a Quality Control Plan (QCP) to ensure work performed conforms to the scope of work and meets the requirements under this PWS. The QCP shall, at a minimum provide a method for performing inspections; identifying, correcting and preventing problems/defective service; addressing customer complaints, and improving the quality of services over the life of the contract.

9. QUALITY ASSURANCE

9.1 The Government reserves the right to perform inspections and surveillance to evaluate the Contractor’s compliance to the contract terms and performance of the requirements in the PWS. The Government will make every effort to ensure that the surveillance methods used are conducted in an objective, fair, and consistent manner. The Government will assign a Contracting Officer’s Representative (COR) who will be responsible for monitoring performance in accordance with the requirements of the PWS and the Quality Assurance Surveillance Plan (QASP). The COR will make every effort to ensure that the surveillance methods used are conducted in an objective, fair, and consistent manner.

9.2 Contract Discrepancy Report (CDR). In the event of unsatisfactory contractor performance, the CO will issue a CDR that will explain the circumstances and findings concerning the incomplete or unsatisfactory service. The contractor shall acknowledge receipt of the CDR and respond in writing as to how he/she shall correct the unacceptable performance and avoid a recurrence. The Government will review the contractor's corrective action response to determine acceptability and will use any completed CDR as part of an overall evaluation of Contractor performance when determining present or future contractual actions.

10. SECURITY

10.1 Security shall be in accordance with the attached DD254. Contractor team individual(s) supporting this task will be cleared at the SECRET level at the start of the task. Contractor shall require access to NIPRNET/SIPRNET computer systems only at government facilities/contractor facility.

Contractor will be authorized to courier classified information up to the “Secret” level in performance of official duties upon approval of and designation by the COR.

10.2 The contractor shall insure requirements for safeguarding classified information and classified materials, for obtaining and verifying personnel security clearances, for verifying security clearances and indoctrination of visitors, for controlling access to restricted areas, for protecting government property, and for the security of automated and non-automated management information systems and data are fulfilled. The contractor's management system shall prevent unauthorized disclosure of classified and sensitive unclassified information. The government shall be immediately notified if any security incident or any indication of a potential unauthorized disclosure or compromise of classified or sensitive unclassified information.

http://www.ecmra.mil/

10.3 The contractor shall provide security management support. Typical efforts include, but are not limited to, performing classified document control functions, classified materials inventories, program access requests, preparing and monitoring personnel indoctrination and debriefing agreements, and maintaining and using security-related databases.

10.4 The contractor shall establish appropriate administrative, technical, and physical safeguards to protect any and all nonpublic Government data to ensure the confidentiality, integrity, and availability of Government data.

10.5 All contractor personnel are required to be citizens of the United States.

10.6 The contractor must be able to obtain personnel and vehicle access to military installations. The contractor shall coordinate all necessary access through the local Military Pass and Decal Office.

10.7 See DD 254, which is Addenda 03 to the solicitation. The highest level of security under this contract is Secret. Contractors will require access to Alternate Compensatory Control Measures (ACCM) material in performance of this effort.

11. PLACE OF PERFORMANCE

11.1 One full time equivalent (FTE) - Naval Special Warfare Group TWO, Joint Expeditionary Base, Little Creek, VA. Capable of supporting local travel to Group 4 and Group 10. Also provide remote support to NAVSCIATTS in Mississippi.

11.2 One FTE- Naval Special Warfare Development Group, Oceana Annex, Dam Neck Base, Virginia Beach, VA. Capable of providing onsite support to Naval Special Warfare Development Group (NSWDG).

11.3 Two FTEs- Naval Special Warfare Command Headquarters, Coronado Naval Base, San Diego. Capable of supporting local travel to Group 1 and Center. Also provide remote support Hawaii (Hawaii local time). Contractor shall propose how to provide the best coverage to meet core hours for each applicable time zone. Core hours are defined as normal business hours, Monday through Friday, approximately 0830-1630.

11.4 All communication, transfer of files, and work products shall be communicated and/or transmitted on a government NIPR/SIPR email address (.mil).

12. PERIOD OF PERFORMANCE

12.1 Base period of performance of one year (CLIN 0001), with two (CLIN 1001 and 2001), one year option periods.

12.2 Legal Holidays- The following Federal holidays are observed under this contract:

Holidays Dates New Year's Day 1 January Martin Luther King's Birthday Third Monday in January President's Day Third Monday in February Memorial Day Last Monday in May Independence Day 4 July Labor Day First Monday in September Columbus Day Second Monday in October Veteran's Day 11 November Thanksgiving Day Fourth Thursday in November Christmas Day 25 December

13. Performance Requirements Summary (PRS).

Performance Objective

PWS

Reference

Performance Standard (and AQL)

Method of Performance Assessment

Incentive (Positive and/or Negative) (Impact on Contractor Payments)

Training Communication Deployment Readiness Support and Sustainment

Standardization Reports and Metrics Transition

4.1.1 4.1.2 4.1.3

4.1.4

4.1.5 4.1.6 4.1.7

Timeliness > 95%

Quality > 95%

Timeliness: on or ahead of timeframes agreed to during the monthly planning meeting at least 95% of the time.

Deliverables are submitted and training is provided by the specified deadlines at least 95% of the time.

Quality:

Work products are complete and in the proper format and reflect sound business judgement and are consistent with the intended use and audience at least 95% of the time.

Training addresses the required learning objectives and enhances participant understanding as evidenced by 95% or higher approval rating.

Rework until performance standard meet at no additional cost/price to the Government.

Unperformed or poorly performed tasking may result in an adverse CPARS rating.