Attachment_1_ASA(FMC)_GFEBS_Functional_Program_Support--Draft--v9-Clean.docx

Performance Work Statement (PWS)

For

Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C)) General Fund Enterprise Business System (GFEBS) Functional Support

May 2016

PART 1

DESCRIPTION OF SERVICES

1. GENERAL: This is a non-personnel services contract to provide ASA(FM&C) Functional Support for General Fund Enterprise Business System (GFEBS) Family of Systems.

1.1 Description of Services/Introduction: The contractor shall provide all personnel, equipment, supplies, facilities, transportation, tools, material, supervision, and other items and non-personal services necessary to perform Assistant Secretary of the Army for Financial Management and Comptroller (ASA(FM&C)) Functional Support for GFEBS Family of Systems as defined in this Performance Work Statement (PWS); except for those items specified as government furnished property and services. Functional Support consist of supporting system requirements definitions, analyzing proposed solutions of the system integrator (SI)/developer, recommending solutions for process improvements, supporting end users with help desk/training requests, and providing governance body and management support for ASA(FM&C) leadership. The contractor shall perform to the standards of this contract.

1.2 Background: The Federal Government – including the President, Secretary of Defense, and Congress have made it clear that financial management transformation at the Department of Defense (DoD) is not an option, it is a must. Congress has placed statutory requirements on all government financial management systems. For example, the Chief Financial Officers (CFO) Act of 1990 requires agencies to centralize their finance systems to better account for spending and to produce auditable financial statements annually. In 1996 the Federal Financial Management Improvement Act (FFMIA) required federal financial management systems provide accurate, reliable, and timely financial management information to the government’s managers. Auditors should be able to render unqualified audit opinions on these statements – statements that contain information that is valid, verifiable, free from bias, timely, and relevant.

To that end, the Army has fully fielded the GFEBS (July 2012) to comply with the CFO Act and the FFMIA of 1996. The GFEBS is the Army’s general ledger for the general fund. GFEBS consolidates numerous accounting and financial management systems, facilitates a Cost Management culture, and enables the Army to comply with statutory requirements to achieve Auditable Financial Statements. GFEBS utilizes the Systems, Applications, Products (SAP) software solution, which is a Commercial-Off-The-Shelf (COTS) Enterprise Resource Planning (ERP) system that is certified by the Joint Financial Management Improvement Program (JFMIP)/Chief Financial Officers Council (CFOC). There are over 37,000 active users of GFEBS at Headquarters, Department of the Army and within 27 Commands dispersed over 200 sites in 71 countries, including Kuwait, Qatar and Afghanistan. GFEBS includes interfaces that exchanges data with over 49 partner systems.

Enhancements, a classified instance, and new increments are continuing to be explored and implemented as Army Leadership assesses structures, policies and business process improvements. Below are of few of the on-going efforts to expand GFEBS capabilities that will require contractor support.

Sustainment Transition. After the rush of enthusiasm surrounding deployment has passed, organizations often face difficult challenges in building and maintaining the needed infrastructure to sustain a new system and the skills to support it. Functional support is required to assess the Army and current GFEBS structures and business process in order to provide recommendations for improvement, support GFEBS Tier II help desk ticket closure, assist and coordinate with Command Direct Support help desks, support data conversion efforts and reconciliation of legacy data into GFEBS, support emerging system requirements definition, analyze the SI/developers design documentation and test results for compliance with requirements, and support training to the user community.

GFEBS-Sensitive Activities (GFEBS-SA). In its current form, GFEBS cannot support the processing of classified or sensitive information. GFEBS’ level of granularity, aggregation, and integration of data represents very high potential risk for compromise of classified and sensitive information and operations. GFEBS-SA is envisioned as a fully functional GFEBS application operated on a secure network, including additional performance requirements designed to specifically address security requirements focused on protecting national security information. Functional support is required to ensure functional requirements and business processes are documented, provided to the government Program Manager (PM), addressed within the SI/developers design documentation, and demonstrated through development and operations testing. Functional support is also required to support the various Working Integrated Product Teams (WIPTs) and associated products.

Army Financial Management Optimization (AFMO). The Army has conducted an extensive review of its financial management operations and workforce in light of the successful deployment of GFEBS. The Army is now positioned to transform its financial management enterprise through the implementation of the recommendations provided in the “Optimization of Army Financial Management (FM)” report. The goals and objectives are to: 1) Provide recommended changes to current operating procedures, processes and policies in order to enable more effective and efficient financial operations and enhance audit ability; 2) Align FM roles and responsibilities across the enterprise in order to streamline and reduce redundant capabilities at various echelons and ensure functions and tasks are synchronized and performed at the right level; and 3) Achieve greater efficiencies by leveraging the existing Army FM workforce and its new ERP material solution, thereby optimizing the workforce’s capabilities and strengthening the Army’s FM capabilities.

GFEBS Increment II. This increment consist of obtaining the capabilities of Army Standard Labor Time Tracking (ASLTT) and Integrated Resource Management (IRM). ASLTT will provide the ability to capture labor hours for all personnel in the Army, associated labor cost with product/service, eliminate redundant Command-managed legacy systems, and provide a standardized tool set that supports the manpower planning and labor cost tracking of 19 legacy systems. IRM is intended to consolidate existing command resource management systems into a single tool to integrate budget planning and analytical capabilities. Functional support is required to ensure functional requirements and business processes are documented, provided to the government Program Manager (PM), addressed within the SI/developers design documentation, and demonstrated through development and operations testing. Functional support is also required to support the various WIPTs and associated products.

Other Enterprise Resource Planning (ERP) Systems. GFEBS interacts with other ERPs such as Global Combat Support System—Army (GCSS-A), Logistics Modernization Program (LMP), Army Enterprise Systems Integration Program (AESIP), and Integrated Personnel and Pay System—Army (IPPS-A). Functional support is required to ensure GFEBS requirements are properly identified and provided to the Functional/PM of those programs as well as ensuring the designs of those systems properly capture GFEBS specific requirements.

For the ASA(FM&C) to successfully perform the foregoing tasks requires advisory assistance services of contractors with specialized knowledge and expertise to accomplish critical, time-sensitive tasks.

1.3 Objectives: ASA(FM&C) is the functional proponent for the GFEBS Family of Systems. They are responsible for ensuring the Army financial management systems and processes are modernized and integrated to provide a complete range of financial and cost information needed for the Army to conduct business transactions, provide accountability to the public, and to support performance reporting and decision making. They are specifically responsible within the acquisition process to ensure systems’ functional requirements are identified, well defined, provided to the PMs, developed within the design of the systems, and ultimately achieved in the system provided to the user community. For sustainment they are responsible to provide effective functional systems support, user help desk/training support, and governance of the Army’s modernized and deployed financial management domain ERP systems, and ensuring technological capabilities maturation and evolution aligns with Army and FM Domain goals and objectives. The objective of this service contract is to obtain support for the lifecycle of the financial system requirements to include the GFEBS Family of Systems (e.g. GFEBS, GFEBS-SA, GFEBS Increment II) baseline systems, system enhancements, sustainment transition, and AFMO.

1.4 Scope: For the ASA(FM&C) to successfully perform the foregoing requires advisory assistance services of contractors with specialized knowledge and expertise to accomplish critical, time-sensitive tasks. The scope of this effort will include the full range of services needed to define/analyze system requirements, analyze/review proposed solutions, recommend solutions for process improvements, support end users with functional support and training requests, and provide efficient functional governance and management support for ASA(FM&C) leadership. Note that the required support does not involve inherently governmental functions.

The contractor advisory assistance to the ASA(FM&C) includes the following general areas of support, skills and expertise:

Facilitate a partner-focused working relationship between the ASA(FM&C) GFEBS/GFEBS-SA Team, Functional/Security End User Community, GFEBS/GFEBS-SA Program Management Office (PMO), other ERP Functionals/PMs, and the SIs/developers;

Support and assist in the overall acquisition process related to functional proponent roles/responsibilities, specifically focused on functional requirements and business processes of GFEBS/GFEBS-SA;

Support the identification and implementation activities of functional system capabilities needed to support auditability goals, new compliance requirements, and business process improvements;

Support reach back capabilities for GFEBS/GFEBS-SA functional support to ensure users are able to effectively support their financial management missions in support of the Warfighter;

Develop and improve training materials to provide GFEBS/GFEBS-SA users continuous process improvement skills;

Continuous application of market research and collaborative knowledge sharing to improve GFEBS/GFEBS-SA mission performance;

Draft proposed metrics to be used in assessing improved performance, reliability, and reduced cost of the delivered service throughout the life of this effort;

Develop, implement, and maintain documentation, quality control, and reporting requirements;

Develop management plans and senior level briefings, and provide training in support of those efforts.

The Contractor shall bring knowledge of existing financial management processes from perspectives of Headquarters, Department of the Army (HQDA), Army Major Commands (MACOMs) & various installations, and Defense Financial and Accounting Service (DFAS) and lend their expertise to the team for requirements gathering, analysis, and design assessment purposes. The contractor shall provide assistance with resolving any issues that on site customers are experiencing as they relate to knowledge of process, incorrect master data, or any system related issues.

To achieve all of the objectives of this contract will require full spectrum subject matter expertise (SME) in DOD/Army financial management policies, processes and systems, and expert knowledge/understanding of Systems Applications and Products (SAP)/legacy systems and GFEBS applications of these products to support the requirements related to the implementation of the integrator’s enhancements and new increments as they are applied within the current GFEBS. This entails expert knowledge of areas such as the business processes of procure-to-pay, order-to-cash, budget-to-report, acquire to retire, and cost management. The SMEs may work on one or more of the following GFEBS/GFEBS-SA business areas: Reimbursable/Debt Management, Spending Chain, Cost Management, Financials, Funds Management, Property, Plant & Equipment, Business Intelligence Reporting, and/or Compliance & Auditability. GFEBS-SA related tasks will also require personnel that have experience working within the classified or sensitive activity communities.

Specific Tasks are further detailed in PWS Section 5.0 below.

1.5 Period of Performance: The period of performance shall be for one five (5) year ordering period. The Period of Performance reads as follows:

Ordering Period: 15 December 2017 – 14 December 2022

1.6 General Information

1.6.1 Quality Control: The contractor shall develop and maintain an effective quality control program to ensure services are performed in accordance with this PWS. The contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The contractor’s quality control program is the means by which he assures himself that his work complies with the requirement of the contract. The Quality Control Plan (QCP) (CDRL A0001) shall be delivered to the Contracting Officer (KO) and to the Contracting Officer’s Representative (COR) within 30 calendar days after contract award. Copies of changes made to the QCP shall be forwarded to the KO and COR within 5 working days of when the changes are made. After acceptance of the quality control plan the contractor shall receive the contracting officer’s acceptance in writing of any proposed change to his QC system.

1.6.2 Quality Assurance: The government shall evaluate the contractor’s performance under this contact in accordance with the Quality Assurance Surveillance Plan (QASP) (CDRL A0002). This plan is primarily focused on what the Government must do to ensure that the contractor has performed in accordance with the performance standards. It defines how the performance standards will be applied, the frequency of surveillance, and the minimum acceptable defect rate(s).

1.6.3 Recognized Holidays: The contractor is not required to perform services on Government holidays.

1.6.4 Hours of Operation: The contractor is responsible for conducting business, between the hours of 8:00 AM and 5:00 PM Monday thru Friday except Federal holidays or when the Government facility is closed due to local or national emergencies, administrative closings, or similar Government directed facility closings. The Contractor must at all times maintain an adequate workforce for the uninterrupted performance of their task/tasks defined within this PWS when the Government facility is not closed for the above reasons. When hiring personnel, the Contractor shall keep in mind that the stability and continuity of the workforce are essential. All contractor personnel shall identify themselves on all correspondence originating from their place of employment. All electronic mail messages and type written correspondence must contain name, title, and support for which project, company, address, and telephone number. On telephone communications during duty hours, contractors shall identify themselves as contractor personnel.

1.6.5 Place of Performance: The principal place for work to be performed at government facilities in the National Capital Region (NCR) (i.e. Polk Building and Pentagon), and at Indianapolis, Indiana (Defense Finance and Accounting Services (DFAS)).

The government will provide workspace, office furniture, computer resources, telephones, offices supplies and tools necessary to perform Staff Support (Headquarters) and Staff Support (Army Commands). The contractor shall have access to government regulations and technical manuals. Government furnished items shall not be used for any project other than these tasks.

Contract personnel shall be responsible for all equipment issued and will maintain equipment in accordance with set standards. Government equipment shall be used only in the performance of the requirements of this contract. Equipment shall not leave the building without prior approval of the COR and issue of a hand receipt. Contract personnel shall not modify or install software to computer equipment without prior approval by the government.

The contractor shall provide each employee an identification (ID) badge on the contract start date or on employment start date. The ID badge shall be made of non-metallic material. The badge shall be easily readable and include employee name, company name, functional areas of assignment, security clearance, if applicable, and color photograph. The contracting officer or designee shall approve the ID badge template before the contract start date.

Contractor personnel shall wear the ID badge at all times when performing work under the contract to include attending government meetings and conferences, unless otherwise specified in the contract. Each contract employee shall wear the ID badge in a conspicuous place on the front of the exterior clothing and above the waist except when safety or health reasons prohibit such placement.

1.6.6 Type of Contract: The contract will be a hybrid Time and Materials (T&M)/Firm Fixed Price (FFP) vehicle. Approximately 75 percent of the workload will be T&M and 25 percent will be FFP.

1.6.7 Security Requirements: All contractor personnel performing work under this contract shall possess a minimum of a SECRET security clearance and must be a United States citizen. The contractor shall forward security clearances and Visitor Access Requests (VAR) to a person designated by the COR for all personnel assigned to work on this task. All personnel who support this delivery order shall also be required to sign an Army Non-Disclosure Statement prior to obtaining access to the Army Local Area Network (LAN). The Contractor must submit a Secret Facility Clearance with their quote. There is a desire for some personnel to have a TOP SECRET security clearance, but not required for this contract.

The contractor shall not use, disclose, or reproduce any proprietary data, other than as required in the performance of this PWS. The contractor shall not divulge or release data or information developed or obtained in the performance of this PWS and accompanying delivery orders except upon written approval from the Government Representative and/or the COR.

All work under this effort is proprietary to Army and DOD; the contractor shall not release any information regarding the work to anyone without written permission by the Government.

Anti-Terrorism (AT) Level I Training. All contractor employees, to include subcontractor employees, requiring access to government installations, facilities and controlled access areas shall complete AT Level I awareness training within 30 calendar days after contract start date or effective date of incorporation of this requirement into the contract, whichever is applicable. The contractor shall submit certificates of completion for each affected contractor employee and subcontractor employee, to the COR or to the contracting officer, if a COR is not assigned, within 30 calendar days after completion of training by all employees and subcontractor personnel. AT level I awareness training is available at the following website: https://atlevel1.dtic.mil/at.

AT Awareness Training for Contractor Personnel Traveling Overseas. Contractor employees and associated sub-contractor employees traveling overseas will be provided area of responsibility (AOR) specific AT awareness training as directed by AR 525-13 prior to any overseas travel (minimal). Specific AOR training content is directed by the combatant commander with the unit ATO being the local point of contact.

iWATCH Training. The contractor and all associated sub-contractors shall brief all employees on the local iWATCH program (training standards provided by the requiring activity ATO). This local developed training will be used to inform employees of the types of behavior to watch for and instruct employees to report suspicious activity to the COR. This training shall be completed within 30 calendar days of contract award and within 30 calendar days of new employees commencing performance with the results reported to the COR NLT 30 calendar days after contract award.

OPSEC Training. Per AR 530-1, Operations Security, new contractor employees must complete Level I OPSEC training within 30 calendar days of their reporting for duty. All contractor employees must complete annual OPSEC awareness training.

Access to Government Information Systems. All contractor employees with access to a government information system (IS) must be registered in the ATCTS (Army Training Certification Tracking System) at commencement of services, and must successfully complete the DOD Information Assurance Awareness prior to access to the IS and then annually thereafter.

Information assurance (IA)/information technology (IT) Training. All contractor employees and associated sub-contractor employees must complete the DoD IA awareness training before issuance of network access and annually thereafter. All contractor employees working IA/IT functions must comply with DoD and Army training requirements in DoDD 8570.01, DoD 8570.01-M and AR 25-2 within six months of employment.

1.6.7.1 Physical Security: The contractor shall be responsible for safeguarding all government equipment, information and property provided for contractor use. At the close of each work period, government facilities, equipment, and materials shall be secured.

1.6.7.2 Key Control: The Contractor shall establish and implement methods of making sure all keys/key cards issued to the Contractor by the Government are not lost or misplaced and are not used by unauthorized persons. NOTE: All references to keys include key cards. No keys issued to the Contractor by the Government shall be duplicated. The Contractor shall develop procedures covering key control that shall be included in the Quality Control Plan. Such procedures shall include turn-in of any issued keys by personnel who no longer require access to locked areas. The Contractor shall immediately report any occurrences of lost or duplicate keys/key cards to the Contracting Officer.

1.6.7.2.1. In the event keys, other than master keys, are lost or duplicated, the Contractor shall, upon direction of the Contracting Officer, re-key or replace the affected lock or locks; however, the Government, at its option, may replace the affected lock or locks or perform re-keying. When the replacement of locks or re-keying is performed by the Government, the total cost of re-keying or the replacement of the lock or locks shall be deducted from the monthly payment due the Contractor. In the event a master key is lost or duplicated, all locks and keys for that system shall be replaced by the Government and the total cost deducted from the monthly payment due the Contractor.

1.6.7.2.2. The Contractor shall prohibit the use of Government issued keys/key cards by any persons other than the Contractor’s employees. The Contractor shall prohibit the opening of locked areas by Contractor employees to permit entrance of persons other than Contractor employees engaged in the performance of assigned work in those areas, or personnel authorized entrance by the Contracting Officer.

1.6.7.3 Lock Combinations. The Contractor shall establish and implement methods of ensuring that all lock combinations are not revealed to unauthorized persons. The Contractor shall ensure that lock combinations are changed when personnel having access to the combinations no longer have a need to know such combinations. These procedures shall be included in the Contractor’s Quality Control Plan.

1.6.8 Special Qualifications: The contractor is responsible for ensuring employees have the following qualifications.

1.6.8.1. The contractor personnel assigned to the project shall be:

1. Knowledgeable of DOD financial management policies and procedures and DOD and Army organizational structures.

1. Familiar with pertinent Office of Management and Budget (OMB) policies and federal financial management systems requirements.

1. Familiar with DOD policies, systems and procedures for personnel, acquisition, inventory, property and material management.

1.6.8.2. To ensure effective management of the project, the contractor shall have the following:

1. An understanding of the Army's business transformation and ERP solutions,

1. Expert knowledge/understanding of SAP/legacy systems and GFEBS applications of these products The ability to draw upon additional resources and maintain a “reach-back” knowledge base capability that can be drawn upon during workload peaks, and

1. Expert knowledge of areas such as the business processes of procure-to-pay, order-to-cash, budget-to-report, acquire to retire, and cost management. Compliance with Organizational Conflicts of Interest requirements; i.e., providing specific and clear advisories when personnel submitted for staffing for this project may cause a possible conflict of interest situation so that the Government may make a determination on acceptability in a timely manner.

1.6.9 Post Award Conference/Periodic Progress Meetings: The Contractor agrees to attend any post award conference convened by the contracting activity or contract administration office in accordance with Federal Acquisition Regulation Subpart 42.5. The contracting officer, COR, and other Government personnel, as appropriate, may meet periodically with the contractor to review the contractor's performance. At these meetings the contracting officer will apprise the contractor of how the government views the contractor's performance and the contractor will apprise the Government of problems, if any, being experienced. Appropriate action shall be taken to resolve outstanding issues. These meetings shall be at no additional cost to the government.

1.6.10 Contracting Officer Representative (COR): The COR will be identified by separate letter. The COR monitors all technical aspects of the contract and assists in contract administration The COR is authorized to perform the following functions: assure that the Contractor performs the technical requirements of the contract: perform inspections necessary in connection with contract performance: maintain written and oral communications with the Contractor concerning technical aspects of the contract: issue written interpretations of technical requirements, including Government drawings, designs, specifications: monitor Contractor's performance and notifies both the Contracting Officer and Contractor of any deficiencies; coordinate availability of government furnished property, and provide site entry of Contractor personnel. A letter of designation issued to the COR, a copy of which is sent to the Contractor, states the responsibilities and limitations of the COR, especially with regard to changes in cost or price, estimates or changes in delivery dates. The COR is not authorized to change any of the terms and conditions of the resulting order.

1.6.11 Key Personnel: Key Personnel must be assigned for the duration of the Contract. At a minimum, the contractor shall have key personnel assigned that can cover the areas of Reimbursable/Debt Management, Spending Chain, Cost Management, Financials, Funds Management, Property, Plant & Equipment, Business Intelligence Reporting, and/or Compliance & Auditability. The Government reserves the right to review and approve resumes of candidates prior to their assignment. The contractor shall maintain a list of all Key Personnel at all times. The contractor shall provide a contract manager who shall be responsible for the performance of the work. The name of this person and an alternate who shall act for the contractor when the manager is absent shall be designated in writing to the contracting officer. The contracting manager or alternated shall have full authority to act for the contractor on all contract matters relating to daily operation of this contract. The contract manager or alternate shall be available between the hours of 0900-1700, Monday thru Friday except Federal holidays or when the government facility is closed for administrative reasons. It is desired that the contract manager serve as dual capacity as a SME supporting one of the business processes.

The contractor may propose individuals, regardless of labor category, as "key personnel" whenever the individual performs a function(s) that is believed to be critical to successful performance on any segment of this contract.

The labor categories applicable to this contract are Business Analyst, Business Process Reengineering Specialist, Training Specialist, Help Desk Specialist, Subject Matter Expert, Project Manager, Program Support Specialist, Systems Architect, and Systems Analyst. The minimum education/experience level for each position is listed below.

Education: Bachelor's Degree Certifications: No minimum required. Certification in project management (e.g., PMP) desired.

Skills/Experience: Project Management experience managing day-to-day operations across the project lifecycle.

Education: Bachelor's Degree or Associates Degree Certifications: No minimum required. DoD Financial Management Level 2 or higher and/or Certified Defense Financial Management (CDFM) desired.

Skills/Experience: Experience in analysis of financial business functions and operations on a system development project.

Education: Bachelor's Degree Certifications: No minimum Skills/Experience: Experience leading program support activities including planning, scheduling, pricing, reporting, and deliverable management and experience with DoD/Army leaderhsip structures.

Education: Bachelor's Degree or Associates Degree Certifications: No minimum Skills/Experience: Experience on large scale business process re-engineering project(s) performing analysis, process design/reengineering, and implementation of system improvements.

Education: Bachelor's Degree or Associate's Degree Certifications: No minimum Skills/Experience: Experience supporting training projects and development of training materials.

Education: High School diploma Certifications: No minimum required. SAP certification desired.

Skills/Experience: Experience providing help desk support

Education: Bachelor's Degree Certifications: No minimum required. SAP certification desired.

Skills/Experience: Experience leading SAP systems design and systems architecture development using Federal/DoD architecture standards.

Education: Bachelor's Degree Certifications: No minimum Skills/Experience: Experience providing expertise for system development project activities such as training, logistics, acquisition management, configuration management, data management, program control or manpower planning.

Education: Bachelor's Degree or Associate's Degree Certifications: No minimum Skills/Experience: Experience on SAP project(s) in system analysis, planning, design, or programming.

1.6.12 Identification of Contractor Employees: All contract personnel attending meetings, answering Government telephones, and working in other situations where their contractor status is not obvious to third parties are required to identify themselves as such to avoid creating an impression in the minds of members of the public that they are Government officials. They must also ensure that all documents or reports produced by contractors are suitably marked as contractor products or that contractor participation is appropriately disclosed. Contractor personnel are required to have a Government issued Common Access Card (CAC) and required to wear a DoD Building Badge (for those working in NCR).

1.6.13 Contractor Travel: Contractor will be required to travel CONUS, OCONUS, and within the NCR during the performance of this contract to attend meetings and visit the user representatives. Local travel, including to and from the Pentagon, and in the surrounding Washington D.C. area, performed in the course of delivery order performance, is considered the cost of doing business and will not be reimbursed as a direct charge. Contractor will be authorized travel expenses consistent with the substantive provisions of the Joint Travel Regulation (JTR) and the limitation of funds specified in this contract. All travel requires Government approval/authorization and notification to the COR. Advance notification shall be provided to the appropriate Army point of contact to allow for clearances and site preparation. OCONUS travel may consist of Army Installations in Korea, Germany, Belgium and Italy. No more than 5 travelers would go to each location at a maximum of 1 week per year. The majority of CONUS travel will be multiple trips each year (20+) to Ft. Bragg and DFAS, Indiana. Other travel will be required to support training events at locations such as but not limited to Joint Base Lewis-McCord, Joint Base San Antonio, Ft. Hood, Ft. Carson, Ft. Huachuca, Ft. Campbell, Ft. Stewart, Ft. Gordon, DFAS-Rome (NY), and Huntsville (AL). The below table lists the projected CONUS trips.

1.6.14 Other Direct Costs: Other Direct Costs/Incidentals. The contractor may be required to provide incidental materials for the performance of this contract. Incidentals are any item offered by the Contractor in support of the contract that are not awarded and priced under their GSA Schedule contract or a Teaming Partner's GSA Schedule Contract. These item(s) are considered "Open Market Items" and the Government will compete these items in accordance with FAR requirements when exceeding $3,000. The contractor shall provide a breakdown of any incidental items and their cost(s) in their price quotation. The Contracting Officer is responsible for determining that the quoted prices are fair and reasonable. The contractor must also obtain authorization from the COR prior to acquiring the incidentals and should provide proof of the authorization along with the invoice as supporting documentation. All materials purchased by the contractor, for support of this contract, become property of the government. The contractor shall document the transfer of the materials in accordance with established agency procedures.

1.6.15 Data Right: The Government has unlimited rights to all documents/material produced under this contract. All documents and materials produced under this contract shall be Government owned and are the property of the Government with all rights and privileges of ownerships/copyright belonging exclusively to the Government. These documents and materials may not be used or sold by the contractor without written permission from the Contracting Officer. All materials supplied to the Government shall be the sold property of the Government and may not be used for any other purpose. This right does not abrogate any other Government rights.

1.6.16 Organizational Conflict of Interest: Contractor and subcontractor personnel performing work under this contract may receive or have access to proprietary information which may create a current or subsequent Organizational Conflict of Interests (OCI) as defined in FAR Subpart 9.5. The Contractor shall notify the Contracting Officer immediately whenever it becomes aware that such access or participation may result in any actual or potential OCI and shall promptly submit a plan to the Contracting Officer to avoid or mitigate any such OCI. The Contractor’s mitigation plan will be determined to be acceptable solely at the discretion of the Contracting Officer and in the event the Contracting Officer unilaterally determines that any such OCI cannot be satisfactorily avoided or mitigated, the Contracting Officer may affect other remedies as he or she deems necessary, including prohibiting the Contractor from participation in subsequent contracted requirements which may be affected by the OCI.

PART 2

SPECIFIC TASKS

2. Specific Tasks:

2.1. Basis Services: The contractor shall perform advisory and assistance support services in accordance with this PWS, current Army regulatory and policy directives and any portion of the contractor’s proposed processes that are incorporated into this order. The below tasks included the range of efforts required to support financial system requirements, enhancements, business process reengineering efforts, Strategic Governance and End User support. Contractor shall provide a first draft Plan of Actions and Milestones (POA&M) detailing key program elements and timeframes to accomplish all assigned tasks. After government comment and acceptance the approved POA&M shall be updated as part of the Monthly Status Report (MSR). A kickoff meeting will be held with the ASA(FM&C) Functional Representatives, the COR and Contractor after award of the contract. The contractor shall be prepared to present initial program concept and address any questions in execution. Documents and reports required under these tasks shall be addressed in the MSR and its accompanying POA&M update.

2.2. Overarching Tasks with Specific tasks include:

2.2.1. Task 1 – Functional Requirements Support. The Contractor shall identify and track GFEBS/GFEBS-SA financial information management system requirements for compliance with administrative and statutory limitations on Army funds, in particular ensuring Army compliance with the CFO Act and related statutory requirements. The contractor shall provide advisory assistance services to support the GFEBS/GFEBS-SA’s functional requirements activities (i.e. requirements analysis, design assessments, change management, testing, training and deployment) and provide sound recommendations pertaining to the development, deployment, and maintenance of GFEBS/GFEBS-SA.

Specific tasks include:

1. Coordinate with the functional/user community, management and executive financial management community to identify/clarify functional requirements.

1. Develop threshold and objective criteria for requirements validation and review tests of GFEBS/GFEBS-SA capabilities to ensure criteria identified in functional designs are met by the system. This includes but is not limited to reviewing functional/process design documents, support writing test scripts, analyzing perceived shortcomings in testing scenarios, and identifying/recommending solutions to overcome shortcomings; supporting reviews of new system and functional compliance mandates/requirements and providing recommendations for design improvement and implementation of changes to functional team to support audit readiness.

1. Review and provide recommendations to functional design enhancement documentation to ensure proposed updates are documented for proper delivery.

1. Conduct analyses needed to determine alternative courses of action for addressing new capability requirements. Identify and propose recommended course of action to leadership and governance bodies for decision-making.

1. Develop/Update and document Concept of Operations (CONOPS) that describe how the business process will be used operationally throughout Army commands and organizations. Include any temporary or permanent workarounds needed to ensure end users can perform their tasks using GFEBS/GFEBS-SA.

1. Provide functional support to the GFEBS/GFEBS-SA WIPTs to provide input into or complete required deliverables associated with each WIPT. WIPTs consist of but may not be limited to System Engineering, Interface Control, Security, Test & Evaluation, Training & Deployment, Information Assurance, and Data Conversion.

1. Identify and propose recommended course of action to leadership and governance bodies for decision-making.

1. Complete or provide input into related products/deliverables required for the acquisition of defense business and/or information technology systems, as outlined in DoD 5000-series publications. These include but are not limited to the GFEBS/GFEBS-SA Requirements Documentation, GFEBS/GFEBS-SA Post-Implementation Review (PIR) report, and GFEBS/GFEBS-SA Program Charter.

2.2.2. Task 2 – Business Process Reengineering

The Contractor shall identify areas for improvement through the GFEBS/GFEBS-SA IPTs. The contractor shall review the current system integrator deliverables and propose how GFEBS/GFEBS-SA can best ensure that these deliverables are reengineered to meet future customer needs based on lessons learned from customer feedback and experience. The contractor shall work closely with all key participants to ensure business process solutions are developed and designed to meet Army’s customer needs. Process Reengineering tasks shall entail attending workshops, supporting the development of solutions to meet existing and emerging requirements, and developing related documents and updates for training materials, documents and job aids, as necessary.

Specific tasks include:

1. Work with the end user, management and executive financial management community to identify, analyze and recommend improvements to current business processes based on lessons learned, new compliance requirements and auditability goals.

1. Conduct workshops to gather and document revised business processes to support GFEBS/GFEBS-SA functional enhancements, designs and documentation.

1. Propose revisions to integrate GFEBS/GFEBS-SA and cost management practices, procedures, systems, and methods into GFEBS/GFEBS-SA modules.

1. Develop/Update documents that describe how the business process will be used operationally throughout Army commands and organizations. Include any temporary or permanent workarounds needed to ensure end users can perform their tasks using GFEBS/GFEBS-SA.

1. Document business processes and how they are to be implemented using GFEBS/GFEBS-SA in various end user support tools such as job aids and training materials.

1. Monitor the performance and effectiveness of business processes and provides recommendations for improvement.

2.2.3. Task 3 – Strategic Planning/Execution Support Services Provide strategic planning support services in the ASA(FM&C) to achieve clearly defined processes, procedures, roles and responsibilities within Army and DoD that are documented and deployed in an auditable environment to define a flexible and responsive financial management workforce aligned with and supporting all Army Garrisons and deployed (FM) functions. Develop recommended strategies, metrics, and feedback mechanisms for plan implementation.

Specific tasks include:

1. Assist in the design, development and implementation of strategic ASA(FM&C) initiatives (e.g. implementation of the Army Financial Management Optimization (AFMO) Implementation Plan) and assess potential impacts on the organization.

1. Assist in the preparation and assessment of any pilot tests, training events, and development of standard operating procedures. The contractor will ensure compliance with standard operating procedures.

1. Assist ASA(FM&C) with the stand-up and implementation of the organizational changes needed to support the sustainment of GFEBS/GFEBS-SA and all asset management domain systems.

1. Assist ASA(FM&C) with the development, implementation and management of a functional risk management process and plans.

1. Assist ASA(FM&C) with the design, development, implementation of an organizational change management strategy and plans.

1. Assist ASA(FM&C) with the design, development, implementation of a communications strategy and plans.

1. Support maintenance of cost elements.

1. Support internal/external audit exams.

2.2.4. Task 4 – Governance Bodies. Assist in alignment, management and execution of ASA (FM&C) Governance Bodies (Functional Governance Board (FGB), Process Owners Group (POG), Executive Steering Committee (ESC), Council of Colonels (CoC)) related to GFEBS/GFEBS-SA. Recommend re-positioning and align purpose of each Governance Body with requirements for GFEBS/GFEBS-SA Sustainment phase. Assist in the stand-up of the revised governance bodies and charters.

Specific tasks may include:

1. Conduct a survey of existing financial domain governance boards, charters and practices to determine optimal structure related to the phases of requirements identification/refinement, system enhancements, and sustainability of the GFEBS/GFEBS-SA systems.

1. Identify and recommend changes needed to current governance boards, charters and practices. Provide briefings to DASA-FIM management team needed to create the alignment on the way ahead.

1. Implement, manage and continuously improve Government-approved changes to ASA(FM&C) governance processes.

1. Provide ASA(FM&C) governance meeting support to include: planning, agenda development, facilitation and creation, logistical support, set-up and presentation of materials. Prepare the ASA(FM&C) management team and participants before meetings.

3. Coordinate for applicable facilities (i.e. Classified for GFEBS-SA, Unclassified for GFEBS) to conduct governance meetings

3. Coordinate with applicable stakeholders for meeting materials

3. Manage and distribute all meeting agendas to be distributed 48 hours prior to meeting

3. Prepare briefing packages to be distributed 48 hours prior to meeting

1. Produce meeting minutes and follow-up on action items, risks and issues after meetings.

1. Serve as a technical liaison between the Command(s) and the GFEBS/GFEBS-SA Functional staff to support effective communications between entities.

2.2.5. Task 5 – End-User Support/Assistance

1. Provide help desk and on-site Functional expertise to user locations identified by ASA(FM&C) to support GFEBS/GFEBS-SA Program Managers’ deployment and new equipment training initiatives.