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This RFI is issued solely for information and planning purposes - it does not constitute a Request for Proposal (RFP) or Request for Quote (RFQ) or a promise to issue an RFP or RFQ in the future. This... This RFI is issued solely for information and planning purposes - it does not constitute a Request for Proposal (RFP) or Request for Quote (RFQ) or a promise to issue an RFP or RFQ in the future. This request for information does not commit the Government to contract for any supply or service whatsoever. Further, the Navy is not at this time seeking proposals and will not accept unsolicited proposals. Interested parties are advised that the U.S. Government will not pay for any information or administrative costs incurred in response to this RFI; all costs associated with responding to this RFI will be solely at the interested partys expense. The Human Capital Office has the responsibility for supporting the professional development of the DONs 10,000 strong FM Workforce members. This support includes supplementing Budget Submitting Offices (BSOs) training efforts as they relate to the DoD FM Certification Program. The Assistant Secretary of the Navy, Financial Management and Comptroller (ASN FM and C) has established five DON FM Strategic Goals. The first of these goals is: Enhance our highly skilled and engaged FM Workforce to support DONs mission. In an effort to drive Strategic Goal 1, the Human Capital Office has implemented an integrated talent management strategy centering on four main pillars to include: Talent Development, Employee Engagement, Talent Acquisition, and Workforce Planning. This strategy includes developing a robust and centralized training platform with curated training developed specifically for the DON FM Community to strengthen and diversify DON FM Workforce knowledge and skills. The DON FM Training portfolio consists of DON custom on-demand video courses and instructor-led multi-day courses spanning across the many disciplines of financial management and comptrollership within the DON. Beyond the DON custom content, there are many offerings around critical professional business skills complementary to round out the technical FM Skills. Recently, the DON FM team conducted a Workforce Integration Skills Assessment that revealed the following: Staff understand how to do their jobs, but not the end-to-end business processes. Staff are trained in clickology of ERP and other systems but do not understand the why behind it. Users have difficulty understanding where they fit in the process. Supervisors do not have the time needed to dedicate to training their staff. Current training offerings are too general, with a lack of sufficient training for specific jobs and tasks. FM staff believe they lack the time needed to attend focused training events due to current workload. Training delivery needs to be modernized. FM wants to improve its ability to attract, onboard, and retain new hires. Staff lack the time or capacity to dedicate to comprehensive training. The DON is seeking training and workforce development integrators to improve the FM discipline and improve job readiness. This request for information is to conduct market research to determine the availability and capability of industry and universities for the development and delivery of a Department of the Navy (DON) Financial Management (FM) Training Academy. To further enable the DON FM Strategic Goal 1, the DON has a requirement to integrate our training and professional development tools through an in-residence academy. Each course/ curriculum must target DON-specific FM training, expanding upon the current content built by DON Subject Matter Experts. Specifically, the Academy should consist of three simultaneous cohorts for different levels. Ideally, the curriculum will be delivered through a combination of virtual and in-person content. Each curriculum level must target DON-specific FM training, leveraging current content built by DON Subject Matter Experts and mapped to the FM competencies supporting the DoD FM Certification Program. The content should address the identified needs for each level: New hires/early career individuals that need to understand financial management fundamentals, Navy Enterprise Resource Planning (NERP), and end-to-end processes, while preparing for FM certification requirements. Mid-level individuals who require refresher trainings as well as a deeper understanding of end-to-end business processes. Experienced individuals and Command Business Offices (CBOs) that require training to address advance support connecting NERP system capabilities to the DON End-to-end Business Processes. Additionally, the curriculum should be tailored to support job readiness and skill development specific to individuals specializing in the following areas: FM Budget Execution, FM Budget Formulation, Accountant, Financial Management Analyst, Business- Financial Management and FM Technicians, Information Technology Management, and Data Analytics. In addition to the DON FM end-to-end business process training, the curriculum must include instruction on how to apply the FM functions across the NERP system. Specifically, it should include scenario-based instruction on the buttonology for specific FM processes using a simulated NERP environment with mock Navy data. NERP scenario training taught within the Academy must be a continuum of the current training used in the existing programs, Enable Now and SuccessFactors, and should incorporate the existing content and capabilities to access demos and practice modes in the NERP. Courses should be delivered to support in-residence training, and the vendor must be able to provide virtual content for students to apply what they have learned to designated business processes. The virtual applied-learning course(s) must incorporate the DONs data analytic platform Jupiter Advana to pull real-time reports that are command/Budget-Submitting Office (BSO) specific. To achieve this, the vendor/University will need to work with the subject matter experts within OASN (FM and C) to produce the datasets and test out the analysis completed. The end desired result is a workforce better equipped to quickly assess how new system capabilities impact the DONs business processes. Beyond the development and deployment of the DON FM Training Academy, the vendor must continue to provide training courses, professional training services, and program support to support the requirements of the DoD FM Certification Program per DoDI 1300.26. This includes providing a standard number of virtual and classroom commercial off-the-shelf (COTS) courses mapped to one or more of the 24 FM competencies, training for continuing education, course refreshes for DON content, and continued support for the web-based Management Portal. The DON FM Training Academy should be fully integrated to operate in conjunction with the COTS training to incorporate continued education specifically around the soft skills/leadership competencies, and refresher courses. The vendor must leverage and integrate existing training content into one portal, so that all components of the integrated talent management strategy operate seamlessly to the end-user through a centralized training platform and website. Management tools/reports must be provided with data useful to identify trends in student attendance, interests, and to assess the impact and effectiveness of the training. As DON FM and C designs its approach to fill this critical mission need, it seeks feedback from industry from all backgrounds. Please review the questions below and provide a written response by close of business on June 20, 2024. Responses should be no more than 10 8.5 by 11 pages and utilize a reasonably sized font (e.g. Times New Roman 12pt.) Responders are encouraged, but not required, to answer all questions below. In addition to your up to 10-page response, please include a cover sheet explaining your organizations role and experience with the DON FM and C, if any, as well as the following: Business Name Unique Entity ID Cage Code Point of Contact Information Current Business Size under North American Industry Classification (NAICS) code XXXXXX (ie HUBZone small business concern, service-disabled veteran-owned small business firm, 8(a) contractor, woman-owned small business, small business, or large business concern). Please submit your responses to Thomas Ryan at thomas.r.ryan36.civ@us.navy.mil and Joseph Haviland at joseph.a.haviland2.civ@us.navy.mil. Please describe your approach for delivering the requirements outlined above, including any best practices you would implement during development. Please describe the key elements that you would include in developing a curriculum that achieves the objectives outlined above. Please describe how you have delivered this work for other functional areas and what delivery mechanisms you have leveraged for an organization of our size. What risks, obstacles, or additional considerations do you identify regarding the implementation of the DON FM Academy? What is your capability for developing training and development content for multiple levels and delivering training both virtually and in person? What would be your recommended immediate next steps and overall timeline for developing and launching the DON FM Academy and coursework? How would you leverage and refresh existing content to create an integrated, seamless product to the end-user? What innovations or accelerators would you implement in delivery of this product? How would you measure success? What metrics would you recommend tracking to adequately understand user experience, employee satisfaction, and training effectiveness as the DON FM Academy is rolled out? The information provided in this RFI is subject to change and is not binding on the Government. The Navy has not made a commitment to procure any of the items discussed, and release of this RFI should not be construed as such a commitment or as authorization to incur cost for which reimbursement would be required or sought. All submissions become Government property and will not be returned. DON will continue to do market research and may publish additional requests for information as needed to refine the approach to establishing this capability. We thank you for your consideration and look forward to your submissions.