SPECIAL NOTICE
R -- RFI - ACADEMIC PARTNERSHIP INITIATIVE - DATA ANALYTICS
- Notice Date
- 7/28/2015
- Notice Type
- Special Notice
- NAICS
- 611310
— Colleges, Universities, and Professional Schools
- Contracting Office
- Department of Justice, United States Marshals Service, Infrastructure Support Branch, U. S. Marshals Service, 9th Floor, CS3, FSD, 2604 Jefferson Davis Highway, Alexandria, Virginia, 22301-1025, United States
- ZIP Code
- 22301-1025
- Solicitation Number
- DJM-15-A41-R-0073
- Point of Contact
- Curtis Davis, Phone: 202-353-9118
- E-Mail Address
-
curtis.davis2@usdoj.gov
(curtis.davis2@usdoj.gov)
- Small Business Set-Aside
- N/A
- Description
- Request for Information United States Marshals Service Office of Director Request for Information Academic Partnership Initiative - Data Analytics July 28, 2015 Introduction The United States Marshals Service (USMS) seeks to partner with an academic institution to establish data governance and complement or enhance the skill sets needed to implement the USMS Data Strategy. The partnership would cover three areas: 1) data analytics education and training to USMS employees; 2) knowledge consortium; and 3) internship or fellowship opportunities. This request for information (RFI) has been issued to gauge interest in the academic community, identify costs, and determine potential program parameters so that a request for proposal (RFP) can be issued. Background On September 24, 2014, the U.S. Marshals Service (USMS) celebrated its 225th anniversary. As the nation's first, most versatile federal law enforcement agency, we continue to build on our legacy of steadfast service and unique position in the country's federal justice system. As a guide to further its mission and advance the capability of the Agency as a whole, the USMS utilizes the USMS 2012-2018 Extended Strategic Plan. The Strategic Plan identifies mission challenges and the strategies to mitigate these challenges and serves as a road map to guide our resource investment, establish the steps to improve operational performance, and position the agency to meet future challenges. In order to successfully implement the goals of our Strategic Plan while continuing to excel in executing the mission, we realized that transformational change is required with regards to data at the USMS - a data driven organization. Our ability to make decisions concerning the goals in the Strategic Plan is facilitated by our ability to manage data and control our decision environment and gain the insights needed to make decisions that ensure mission success. While our decision processes are defined, the decision environment is unstable and uncertain due to the characteristics of data. This uncertainty introduces risk and, as a result, creates a connection between data and risk. Correspondingly, our program owners' ability to manage data enables them to control the decision environment and, thus, mitigate risk in the decision process. Thus, the interplay of data and risk is at the center of our transformational change. The cornerstone of our transformational change is the USMS Data Strategy. The USMS Data Strategy (DS) is built upon three lines of effort - Organization, Process, and Technology. Organization refers to our people, how our agency is structured, and the internal and external stakeholder relationships. Process outlines how we work and the policies, procedures and methodologies that enable us to design a path to achieve our goals. Technology refers to the tools, applications, systems, and infrastructure that serve as enablers to facilitate work. While each line of effort represents a specific functional and area focus, all are necessary for success. The actions taken in our organizational, process, and technology lines of effort will set the course for the USMS to fully realize and unlock its potential as a data driven organization. In order to leverage the value of our data the USMS will institute three functional pillars: data governance, data quality, and data strategy. Our functional pillars will enable the USMS to transition from descriptive analytics to predictive analytics and, ultimately, to prescriptive analytic methodologies. As we align the paths of our organizational, process, and technology lines of effort, we will invest the vital resources of personnel, time and funding. As such, it is important for the USMS to manage the implementation by balancing resources judiciously, providing quality assurance, and meeting expectations. The success of the USMS DS implementation will be measured by the challenges that we overcome and the opportunities that we exploit in the near future and over the long term. Our implementation will begin with establishing data governance and data quality that will initially enable the USMS to overcome challenges involving data in our current state. In doing so, we will begin to shift from descriptive to predictive analytics. As we progress it will mature into establishing data strategy and will open opportunities for the USMS. This will enable us to continue evolution from predictive to prescriptive analytics. In the long term, we will increase our ability to manage and leverage data. This will reduce risk, increase productivity, improve our decision timelines, increase information exchange, provide more efficient searches, reduce redundancy, enhance reporting and resolve ambiguity, which aids in collaboration, integration, and interface. As mentioned, for the USMS the value of data is associated with our ability to manage data. Managing data enables program owners to control the decision environment and, thus, mitigate risk in their decision processes. The mitigation of risk in our decision processes unlocks opportunities to improve our ability to perform the mission of the USMS. The USMS DS is the approach that will enable the USMS to extract value from data and recognize continued success in our mission to protect, defend, and enforce the American justice system. Requirement A key component of the USMS Data Strategy is the development and implementation of Data Governance. The USMS seeks to create a partnership with an academic institution that will improve our ability to establish data governance and complement or enhance the skill sets needed to move forward with our initiatives. In addition to data governance, we are looking to leverage the partnership to improve the overall capability of USMS as a data driven organization through performance management, data quality, analytics, and data strategy initiatives. The USMS has outlined three elements of the partnership opportunity that include a training and education component, a knowledge consortium or reach-back component, and an internship/fellowship component. The basic requirements of each component are, as follows: 1. Training and Education a. Establish training and education program i. USMS Business Integration Center (BIC) personnel and/or Office of Strategic Initiatives (OSI) personnel 1. USMS BICs have 12-60 personnel 2. OSI has 5-12 personnel ii. Training 1. Specific topics requested by USMS (i.e. data governance, data quality, analytics, etc.) 2. General (off the shelf) Data Analytics courses 3. Certificate or degree programs iii. Various timing based on class size and topic 1. 2-5 day topical classes (large audience, specific topic) 2. 1-2 week course (small audience, specific topic) 3. Semester course (small audience/individual students, general topic) 4. Certificate or degree program (individual student, university program topics) iv. Various locations based on audience 1. Webinar (large audience) 2. On-Line (large audience) 3. USMS HQ auditorium (large audience) 4. USMS HQ classroom (small audience) 5. University facility (small audience) v. Provide training for USMS personnel on specific tailored topics, general analytics topics, or broad programs 2. Knowledge Consortium / Reach-Back a. Establish reach back/liaison with academic institution i. University Professors and/or Subject Matter Experts ii. Establish reach back capability iii. Enable continuous support 1. Regular scheduled meetings 2. Semester or annual project (Capstone type initiative) iv. University facilities (College, Lab, etc.) v. Enable USMS to tap into thought leadership and expertise, become aware of latest business/academic trends in field, address challenges that USMS may discover over time, explore new opportunities vi. University personnel engaging with USMS data repositories must consent and pass a background investigation 3. Internship/Fellowship a. Facilitate an internship program to work with USMS Business Integration Centers (BICs) or Office of Strategic Initiatives (OSI) i. Graduate students ii. Intern with: 1. With One BIC for specific issue OR 2. Across BICs for broad issue (e.g. lessons learned) AND 3. With OSI for agency level issues or coordination with BICs iii. Intern at HQ in Arlington, Virginia or offsite at the Training Division in Brunswick, Georgia or the Justice Prisoner and Alien Transportation System (JPATS) in Kansas City, Missouri. iv. Conduct summer intern program OR semester based intern program v. Activity to be coordinated between USMS point of contact (Chief Data Officer) and Academic Institution point of contact vi. University personnel for internships must content to and pass a background investigation b. Facilitate fellowship to work with OSI i. Graduate students interested in law enforcement career ii. Work on Agency level issues iii. Fellowship at HQ in Arlington, Virginia with potential field work in Districts iv. 6-12 month periodicity v. University personnel for fellowship work must consent to and pass a background investigation Roles and Responsibilities Incorporate a table that lays out the roles and responsibilities required to support the solution, the infrastructure, security, and any other components that are necessary. Pricing Model Provide information on how your institution and/or partners price your products, maintenance, and the services necessary to support this effort. Estimated Timeline Provide an estimated timeline to implement your recommended approach. Special Considerations Use this section to document any special concerns, assumptions, or additional information that you would like to communicate. If there are considerations or items that the USMS have not asked, please use this section to communicate those items. Response Directions The purpose of this RFI is to gather information about the topics enumerated above. To the extent simplifying assumptions are needed, respondents are encouraged to make and document such assumptions in their responses. This RFI seeks information about approaches that could meet the USMS potential functional requirements. In doing so, the Government seeks to understand the tradeoffs among risks, costs (initial and ongoing), and alternative approaches to delivering solutions. The Government welcomes alternative concepts for solutions that meet these potential requirements including an overview of new technologies or approaches to providing the potential services. The Government encourages creativity in response to this RFI. RESPONSE SUBMITTAL INSTRUCTIONS Following is the Point of Contact for this RFI: Contracting Officer: Curtis Davis, Curtis.Davis2@usdoj.gov Please submit responses via e-mail in Microsoft Office 2003 (or more current Microsoft Office version) format. The response shall be no more than ten (10) pages, Times New Roman font, with a font no smaller than 10 point. Responses are due no later than 10:00 am EST on September 1, 2015 submitted via email to the POC, Curtis Davis, email: Curtis.Davis2@usdoj.gov. No information or questions concerning this Request for Information (RFI) or requests for clarifications will be provided in response to telephone calls from prospective offerors. Interested offerors must submit any questions concerning this solicitation not later than 10:00 am EST, August 10, 2015. Provide administrative information that shall include, at a minimum, the following information, without page limitations: • Vendor name, mailing address, overnight delivery address (if different from mailing address), phone number, fax number, e-mail address of designated point of contact, and DUNS number. Business type (i.e., large business, small business, small disadvantaged business, 8(a)-certified small disadvantaged business, HUBZone small business, woman-owned small business, veteran-owned small business, service-disabled veteran-owned small business) based upon North American Industry Classification System (NAICS) code 541512 Computer Systems Design Services. Please refer to Federal Acquisition Regulation (FAR) Part 19 for additional detailed information on Small Business Size Standards. The FAR is available at http://www.acquisition.gov/comp/far/index.html. All prospective offerors must have a Commercial and Government Entity (CAGE) code and be registered with the System for Award Management at https://www.sam.gov/porta 1/public/SAM/. The information requested is limited to ten (10) pages, not including timeline, pricing tables and cost estimates.
- Web Link
-
FBO.gov Permalink
(https://www.fbo.gov/spg/DOJ/USMS/HQ002/DJM-15-A41-R-0073/listing.html)
- Place of Performance
- Address: 2604 Jefferson Davis Hwy, Alexandria, Virginia, 22301, United States
- Zip Code: 22301
- Zip Code: 22301
- Record
- SN03814182-W 20150730/150729000602-0f1a86663254ddbf1c6e889b10de3d05 (fbodaily.com)
- Source
-
FedBizOpps Link to This Notice
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