R408--Office of Construction and Facilities Management (CFM), Program Management (PM) Support services

2 SECTION II STATEMENT OF WORK OVERVIEW & BACKGROUND The purpose of this requirement is for the Office of Construction and Facilities Management (CFM), Office of the Office of Facilities Acquisition (OFA), Office of Design and Construction (ODC), Office of Facilities Planning (OFP), Office of Resource Management (ORM), Office of Real Property (ORP), Project Control Service (PCS), and CFM Front Office (FO) including the functions under the Deputy Executive Director and Chief Strategy Officer to obtain program management, training, and financial support services. Anything needed for the office, by the nature of program management support is in scope. These program management services involve Acquisition Lifecycle Framework (ALF) support that will cross multiple office functions; United States Army Core of Engineers (USACE) support on VA projects being undertaken by USACE including internal controls assessment/risk management; process improvement, Templates, SOPs, and financial support

to assist in CFM projects being accomplished efficiently and effectively that will provide veterans the world-class benefits and services they have earned. This statement of work will transition from a traditional waterfall approach to an agile methodology allowing the contractor flexibility in continuing to ensure that services and deliverables conform as CFM s needs evolve. As CFM business needs evolve, the flexibility will continue to ensure cost, schedule, and performance capabilities satisfy the underlying business needs. CFM is currently undergoing a reorganization. The contractor will provide support through the reorganization but will now be responsible for the reorganization completion. TECHNICAL REQUIREMENTS For the CFM mission support, the contractor will provide a Program Management Plan (PMP) complete with a Gantt chart for each office. The PMP will designate one person as the Program Manager (PM) for purposes of contract performance and administration. The PM will be the primary point of contact between the Contracting Officer Representative (COR), Alternate Contracting Officer Representative (ACOR), and Government Technical Monitor s (GTMs) as well as the Contracting Officer in all matters relating to contract administration, staffing, and performance. The Contractor may also designate an Alternate PM (APM) to act in the absence of the PM. The PM and APM, if applicable, must be designated by name within the technical proposal. The PMP will be complete covering the SOW sections Section 3Program Management Support. The Contractor will provide a Work Breakdown Structure (WBS) that reflects how they will provide resources to support all the office in performing the technical requirements. The WBS will include, Organizational chart indicating planned team structure and composition (location & labor hours), labor mix (labor categories) skill level including the qualifications (years of experience, years of education, professional certifications, etc.). CFM is responsible for planning, designs, construction, and lease facilities for the Veterans Health Administration, our nation s largest integrated health care system, the Veterans Benefits Administration, and the National Cemetery Administration. The contractor will support the Government in the following overall tasks: FO for providing subject matter expertise, organizational and operational support, and internal audit services to all CFM business lines. OFA s major construction and Architect and Engineering (A/E) contracting program as well as CFM s procurement policy office, acquisition career management, interagency acquisition support program, seismic corrections, physical security, and historic preservation of VA s facilities. ODC with designs and construction of the Department s major and super construction program for projects of health, cemetery and supporting facilities, seismic corrections, physical security, and historic preservation. OFP with planning, and architectural cost estimating, manage the development and maintenance of VA architectural and engineering (A/E) quality standards for new and existing facilities for VA's built environment; update the State Nursing Home Grant and Homeless Grant Programs' facility quality control; cost estimating; and value engineering, and historic preservation and National Environmental Policy Act (NEPA) compliance issues. ORM to provide budget development and execution for VA s major and super construction program and CFM working capital; creation and use of data management systems; other logistical needs; and all aspects of human resources, including recruiting, retention, rewarding and training. ORP supports VA s mission by acquiring land and leasing space for the construction of medical and medically related facilities. The Contractor must provide support to CFM in performing the responsibilities as stated above. PROGRAM MANAGEMENT SUPPORT The Contractor will provide Program Management (PM) support as a single point of contact and coordination for all the offices to allow for organization of resources based on agreed upon priorities and needs of the enterprise, as illustrated below. The PM will centralize all initiatives, eliminate duplication of effort, support throughput, and enhance transparency and governance. The contractor will work with the offices on all services required and coordinate when the draft work percentages are complete, the final version must be in an editable format. The PM will provide support in the two business components identified below. Enterprise Transformation. With the organization, develop enterprise transformation metrics and timeline. Organization of a logical enterprise architecture, financial management processes, change management initiatives, and workforce development programs. Review, recommend, develop, and train CFM staff on a data integration platform for all CFM programs. CFM currently works in a hybrid remote environment, using several different and disjointed software and online platforms (e.g. sharepoint, Teams, websites, etc.) that sometimes prohibit programs from working collaboratively toward timely completion of projects and contracts. Contractor will meet with all CFM programs individually to discern the following: Which online platforms are used for the several CFM services, products, tasks, and activities produced every day Opportunities to expand the use of online collaboration platforms for the timely production and dissemination of deliverables Opportunities for automating existing, common/frequent workflows (identified using current PM Support Contractor s deliverables) using available software applications allowable on the VA network to reduce error rates, and improve completion times Opportunities for developing an integrated dashboard-style interface to be used by all CFM leaders (CFM Executive Director and Deputy; Associate Executive Directors and their Deputies; and all program Directors) for their respective business lines. Interface should communicate core metrics such as project/activity milestone status, regular administrative tasks (e.g. time cards, travel approval, etc.), which will be determined by the individual leaders in consultation with the Contractor Interface data should be able to be integrated across the whole of CFM such that core metrics are communicated vertically and horizontally across CFM to achieve industry best practice standards Compare and contrast the above with healthcare planning, design, and construction industry best practices in this context to determine areas for improvement Using the information determined from the above investigation, Contractor will draft a report/study delivered to CFM leadership recommending several courses of action for organizational transformation in this context. The report/study shall include, for each course of action developed, at a minimum: inherent risks and rewards; resources available and required to complete the transformation; transition plan overview; and viable timeline to transformation completion. CFM leadership shall decide which course of action to pursue Following the decision made by CFM leadership, Contractor will build and/or develop the preferred medium, integrating process methods and communications pathways to ensure seamless and real-time data transmission across CFM s programs, contributing to cohesive and holistic data reporting, and well-informed strategic business decision making. Contractor will train designated CFM representatives in the management and maintenance of the data integration platform. Training types will be user, superuser, and administrator so that system can be maintained in the long-term. Develop Transition Plan Administer and serve as a SME consultant to the CFM Workflow Transition Workgroup whose task will be to implement revised and updated SOPs and workflows that were gathered during previous contract discussions Using workflow process maps developed in prior years, develop RACI diagrams, and WBS s and/or responsibilities matrices to include key deliverables associated with individual processes SOP library maintenance In accordance with previously approved process workflows, contractor will work with the Quality Assurance Service (QAS) and applicable CFM programs SMEs to generate and develop, where currently nonexistent; update and publish, where changes to pre-existing SOPs are necessary and identified; and rescind, where no longer applicable, SOPs throughout CFM. Topics are wide-ranging and interrelated across multiple centers of expertise Contractor will work with QAS to maintain the Policy & Procedure Renewal Schedule Contractor will consult with CFM regarding content to ensure updated SOPs reflect industry best practices as applicable within regulatory constraints Contractor will work with CFM leadership to ensure the effects/impacts of new, updated, and rescinded SOPs are integrated into CFM services, products, and forms Planning, Programming, Budgeting, and Execution (PPBE) Operational office support. Support for day-to-day operations. 3.1 OFA The Contractor will provide acquisition support services to OFA. Not all of the subsections will compartmentally fit into each subsection and may need cross subsections. Examples include providing subject matter expertise to acquisition life cycle management processes. Support Contracting Officers with timely document gathering. Develop, maintain, and coordinate follow up of OFA Metrics. Standardize and optimize processes, policies, templates, and SOPs. Coordinate of key activities across offices including the development and deployment of policies. Provide ongoing administrative support for events hosted by OFA including Industry Days and in-house training. Support program offices with the procurement package development, including but not limited to draft procurement package revisions, market research, and coordination of requirements with industry practices preparation of documents. Provide support to technical evaluation draft, and coordinate prepare price abstracts. Support post award compliance reviews and internal controls assessment. Support in coordinating and facilitating as liaison (like) Vendor Management and Category Management program. Strategic Spend analysis for all category Management. Pull data for the agency and identify recommendations on contracting actions. Examples include develop and write plans and supporting strategic initiatives like identifying Best In class Vehicles (BIC) Strategic Source Vehicles (SSV). Support for Metrics buy pulling data, filling out metrics, and addressing the parameters of the data pulls. Facilitate workshops, conferences, symposiums, training events. 3.1.2 Templates, and SOPs The Contractor will provide support for writing template and SOP as illustrative examples below (but not limited to) describe: Contractor shall be responsible for building contracting templates, preparing guidance/SOPs, drafting/revising policies, organizing recurring data calls, clean up. Develop Construction Acquisition Research Library in SharePoint. Contractor shall create a checklist for the PMs and one for the SREs that lists what documents are required to be provided for different requirements (Construction, AE, and Support Services and modifications for each that reflect cost, schedule and scope are defined). 3.1.3.1 Conduct Market Research The Contractor will provide Acquisition Support to coordinate and integrate through a comprehensive market research for fulfilling the agency need in a timely manner and at a reasonable cost. The Contractor will facilitate market research support services. Examples include: Draft RFI and Sources sought language and supporting documents for the requirement. Support industry days by working out logistics coordination of virtual platforms and in person meetings with many vendors, draft agenda, moderate and capture attendance and questions. Facilitate the market research analyze acquisitions strategy, support business case development and business case (D&F s). Conduct detailed market research and price/cost analysis. Conduct data analytics on using a variety of technics such as historical prices, current market conditions, cost and schedule variants on CFM contracts. The contractor will perform Earned Value Management (EVM) and provide the supporting analysis (complete with bar chart) in an editable format with no cells of formulas locked showing all work. The contractor will educate the programs on the research that was performed, why it is the most relevant, and what the EVM means for the projects. All work will be performed in conjunction with the Office of Facilities Planning. 3.1.3.2 Review Technical Packages Contractor shall act as a Procurement Technician to review technical packages prior to CO acceptance and make recommendations on improving non-compliant packages. Illustrative example of review is 150 procurement packages. 3.1.4 Procurement / Solicitation The contractor will provide support from planning up to award on strategic vehicles and may provide professional expertise as non-voting member on evaluation in technical, price analysis, tradeoffs, and other areas as needed. 3.1.5 Contract Administration The Contractor will provide contract administration support services. Examples include, but not limited to: The contractor shall review and draft reports for contract compliance data for eCMS briefcase actions, FPDS reporting, and using compliance scoring spreadsheets. Preparing and reviewing contract closeout documentation as needed, drafting corrections as required by CFM/OFA, and providing support to OFA in obtaining and transmitting documents and information necessary to effectuate closing out contracts as needed. Audit services. Illustrative examples include (but not limited to) major construction accrual, General Admin, quarterly obligation monitoring report (QORM) for on aged payable and UDO s. Drafting debriefing letters, support on pre/post award protest Support Contracting Officers with REA and claims to assist in determining if the contractor s assertion of entitlement is valid, and the costs are allowable pursuant to FAR PART 31, 42, and 43. Performed a risk analysis to assist with the determination. Invoice review Financial audit support. 3.1.6 Purchase Card The Contractor will provide support services to stand up and purchase card program and assist in the functional roll on the day-to-day operations. 3.2 ODC Contractor support requirements for the U.S. Department of Veterans Affairs (VA), Office of Construction and Facilities Management (CFM), Office of Design and Construction (ODC) Non-Department Federal Entity (NDFE) Program Management Office (PMO), National Region Office (NRO), and ODC front office are provided below. 3.2.1 NDFE PMO. The contractor will provide all resources necessary to provide continuity, consistent, and seamless Program Management Office (PMO) support across ODC s NDFE PMO portfolio to include program management support/integration with the Headquarters United States Army Corps of Engineer (USACE) PMO office, ODC s 3 geographically dispersed Regional Offices, and ODC s Seismic PMO. All contractors can work in a remote capacity; however, they do require VA laptops and PIV cards. Additional requirements include: 3.2.1.1 Provide Program Management/Analyst support with programmatic oversight and project-specific support, integration, coordination, and execution of a $6.7 billion program comprised of over 40 medical facility construction projects. 3.2.1.1.1 Support the NDFE PMO with technical writing and development of various white papers, briefing slides, and various other communications to Executive Senior leaders and Congressional staffers as necessary to ensure projects are accomplished efficiently and effectively. 3.2.1.1.2 Support NDFE PMO project oversight and reporting as follows: Coordinate with CFM HQ, VA Regions, VA Seismic PMO, and HQ USACE DVA PMO to review and analyze VA defined project-specific status info and milestone activity across each VA Region including the VA Seismic PMO to ensure continuity and consistency of established processes and reporting. Support IAA and other internal controls functions through coordination with CFM Project Controls Services (and corresponding programs/contractors) to optimize governance, data integrity, and provide recommendations for risk abatement. Analyze and validate the requisite project data necessary and coordinate the incorporation of the data for the VA CFM Performance Measures Dashboard and Monthly Status Report Card (MSRC) for VA portfolio, to include major construction, mega construction, and the seismic program. Recommend and facilitate the necessary processes and procedures to establish reoccurring updates of data to feed the VA CFM Performance Measures Dashboard on a monthly basis at a minimum, preferably more frequently. Plan and execute policy and procedure workshops to operationalize needed change management efforts. Capture Lessons Learned and Best Practices to be shared across VA Regions, VA Seismic PMO, HQ USACE DVA PMO, and USACE Divisions/Districts. Develop solutions for problems of varying complexity as assigned by supervisor. Expert-level ability in MS Office Suite required, particularly in Word, Excel, Powerpoint, Project, Visio, SharePoint and OneNote. Compile data to produce information and interpret results through conclusion or recommendation formulation. Develop reports, special documents or publications as assigned, using tools such as MS Office Suite and MS Project. Participate in the development of management and administrative policies, procedures and master plans with both short- and long-term objectives Analyze and review management practices and procedures and develop recommendations for improvement. Participate in evaluation and design of workflow, processes, various operations systems, etc. 3.2.1.1.3 Conduct FboNotice cause analysis and recommendations for regionally escalated project issues. Investigate and make ongoing recommendations for addressing FboNotice causes for regionally-escalated project issues of medium to high complexity and/or sensitivity including but not limited to the following topics: design and construction management; overall project execution and management; budget, construction, milestones, and decision point schedule tracking; project documentation and reporting; change management; and coordination with key VA regional office and headquarters personnel as well as USACE personnel at local districts, divisions and USACE headquarters, as necessary to compress the timelines for decision making. 3.2.1.1.4 Provide future state recommendations for structure, policy, processes/SOPs, POM, FYDP, and strategy development and documentation. Identify the gaps and opportunities for improvement of the current state assessment of the PMO, provide recommended updates/revisions to existing program-level policies, procedures and implementation strategies and related documentation, and/or develop new ones as required. 3.2.1.1.5 Support congressional tracking reporting requirements. Aggregate requisite data and analyze and validate case files and stakeholder inputs to draft and submit monthly and quarterly for staffing review and Congressional submission. 3.2.1.1.6 Complete special projects as assigned. Complete special projects as assigned, working on a wide variety of reports, administrative, professional, management and strategic program issues and problems of medium to high complexity. 3.2.1.1.7 Provide a monthly status report. NLT the 10th of each month, provide a summary of completed accomplishments over the last month as well as planned accomplishments for the following month. 3.2.1.1.8. Provide NDFE PMO Support of projects other than super construction projects. In the event USACE is required to provide more comprehensive support of VA projects under the super threshold of $100M, there is the potential that the NDFE PMO could be required to support that increased level-of-effort. In such a case, additional FTE support will be required and requested as an optional CLIN. 3.2.1.2 Provide Data Analyst support with identifying, designing, implementing, and deploying meaningful analysis, reports, and metrics to drive performance using the following IT systems and tools: Tableau, Excel, Access, Primavera P6, Power BI, USACE Residential Management System (RMS) as well as VA s Corporate and Regional Budget Management System (CRMBS), Construction & Facilities Management Information System (CFMIS), Integrated Master Schedule (IMS), TRIRIGA, Financial Management Service (FMS), and the Project Budget Workbook. 3.2.1.3 Provide Budget Analyst support reviewing, analyzing, and evaluating the budget process for capital/major construction as well as provide financial audit support. Additional requirements include: 3.2.1.3.1 Provide NDFE PMO oversight of Inter-Agency Agreement (IAA) Internal Controls. 3.2.1.3.2 Provide oversight of the NDFE PMO IAA Tracker. 3.2.1.3.3 Monitor and track the burn rate for funds provided to the HQ USACE PMO. 3.2.1.3.4 Provide Earned Value Management support for all NDFE projects. 3.2.1.3.5 Review and update project tracking databases and dashboards as needed with financial data. 3.2.1.4 Provide administrative support to the NDFE PMO to include the following: 3.2.1.4.1 Support the NDFE PMO with scheduling coordinating and scheduling meetings. 3.2.1.4.2 Establish and oversee the NDFE PMO s official files for construction/project related documentation and file accordingly 3.2.1.4.3 Organize and attend meetings as needed, capture notes and action items, draft meeting minutes, then distribute them to all project stakeholders. 3.2.1.4.4 Develop a program to track incoming and outgoing tasks for NDFE PMO personnel. 3.2.1.4.5 Review packages (i.e., white papers, congressional reports, briefings, etc) for quality and professionalism. 3.2.1.4.6 Serve as the NDFE PMOs gatekeeper for developing and responding to taskers in VIEWS. 3.2.1.4.7 Facilitate team communication and liaise with project stakeholders about project requirements, timelines, and administrative reporting. 3.2.2 National Region Office (NRO). The contractor will provide the following to the NRO: 3.2.2.1 Provide program management support/integration and project oversight 3.2.2.2 Support technical and reporting deliverables to help ensure ODC projects are accomplished efficiently and effectively. 3.2.2.3 Provide subject matter expertise, ODC programmatic and project-specific support, and coordination to the overall program execution/integration. 3.2.2.4 Provide data analysis and reporting, program integration, and technical writing. 3.2.3 ODC Front Office Assistance. The contractor will provide support to the ODC front office as follow: 3.2.3.1 Provide Program Management/Analyst support as follows: 3.2.3.1.1 Support 4 Regional Offices and 2 PMOs with timely document gathering and metrics tracking. 3.2.3.1.3 Consolidate powerpoint briefing slides for Executive level presentations 3.2.3.1.4 Consolidate inputs to White Papers 3.2.3.1.5 Consolidate/coordinate inputs to various other dashboards and datacalls. 3.2.3.1.6 Provide support by utilizing Microsoft Office software such as drafting powerpoint presentation, word documents, and drafting excel spreadsheets; use pivot tables to produce graphs/tables, etc; sorting, filing, and tracking construction/project related documentation. 3.2.3.1.7 Organize and attend design/production meetings and distribute meeting minutes to all project stakeholders, draft and distribute project updates, and facilitate team communication 3.2.3.1.8 Liaise with project stakeholders about project requirements, timelines, and administrative reporting. 3.2.3.1.9 Develop, maintain, and coordinate follow up of ODC Metrics. 3.2.3.1.10 Provide data analysis and reporting; support program integration; provide technical writing; and utilize and work with project management information systems (i.e., TRIRIGA, Blue Beam, etc). 3.2.3.2 Provide Administrative support to the ODC front office as follows: 3.2.3.2.1 Track tasks as they come in, direct them to the appropriate office(s) for execution, receive inputs from various offices, then consolidate inputs and staff them to outside offices using formal tasking tools. 3.2.3.2.2 Track staff packages in VIEWS 3.2.3.2.3 Standardize and optimize processes, policies, templates, and SOPs. Coordinate key activities across offices including the development and deployment of policies. 3.3 OFP Using as foundational and guiding documents the AIR Commission Report, GAO inquiries, laws and regulations, healthcare construction industry best practices, and VA SOPs, provide OFP directorates with administrative support within the following levels of effort. 3.3.1 Facilitate Development of OFP Strategic Framework Contractor will provide administrative and clerical capabilities to facilitate regular meetings and consult with OFP regarding this task, make professional recommendations regarding development of the Strategic Framework and POAM s, and document and disseminate all changes/updates to the documents Contractor shall consult with OFP annually to review and recommend legislative changes/additions, routed for review laterally through CFM and upward through the VA; recommendations shall be written to positively influence patient care and the metrics described below 3.3.1.1 Define and Develop Objective Strategic Metrics Work with OFP leaders to further develop and refine program metrics, and gather pertinent data from across VA, which are intended to support strategic framework changes. The core categories for which metrics will be defined and gathered are beneficiaries, stakeholders, internal processes, employee growth, and financial. Facilitate regular meetings and consult with OFP regarding this task, make professional recommendations regarding development of the Strategic Framework, and document and disseminate all changes/updates to the documents. Incorporate the metrics/results of Activations Integration (see below) into Plans of Action and Milestones (POAM) where applicable. Build templates, prepare guidance/SOPs, draft/revise policies, and organize recurring data calls. 3.3.2 Conduct Market Research See para 3.1.3.1 above, perform in coordination with OFA. Project Planning and Development Activities Strategic healthcare planning support to ensure services provided by VA medical centers, networks of community, and ambulatory clinics best meet the needs of Veterans across the catchment area. Comprehensive services in the areas of environmental and historic preservation (including, but not limited to: the National Environmental Policy Act; the Comprehensive Response, Compensation, and Liability Act; the National Historic Preservation Act; and, any other pertinent Federal, state, and local environmental and historic preservation laws, codes, ordinances, and regulations); survey and title issues, and, land valuation appraisals. Assist with review and drafting real property-related documents, such as term sheets, leases, revocable licenses, easements. Draft, review, and track Veteran-focused land use agreements with third party entities to include enhanced-use leases per VA s authority at 38 U.S.C §§8161-8169 and 50-year service leases. Assist OFP (and CFM at-large) with strengthening its existing repository of historical, and real estate, and real property contract files to comply with internal VA reporting requirements. Coordinate with VA personnel and other VA contractors regularly, and on an as-needed basis upon OFP s request. Provide support to OFP, including, but not limited to the development of workgroup / committee / council charters, processes, and procedures to ensure consistent, transparent, and equitable review Provide support and analysis related to Strategic Capital Investment Planning (SCIP), designed to improve the quality, timeliness, and cost efficiency of recommendations; adopt a future-oriented view of VHA capital needs; provide an integrated, comprehensive planning process for capital programs across VHA; and produce a data-driven, rational, and defensible strategic plan to support requests for funding. Provide developmental and SME consultative support to standardize and integrate wide-ranging policies and processes (see: Para. 3(a)iv above), identify risks, and develop appropriate corrective actions. Examples include, but are not limited to: developing policies and processes that provide support to construction management integration through application of the VA Office of Construction and Facilities Management (CFM) TIL requirements and industry best practices regarding construction management and commissioning services to advance the following goals: ensure renovation and construction projects are completed as expeditiously, economically, and safely as possible, within the allocated budget and in VAs best interest Given input from the Environmental Program Office and Historic Preservation Office, develop a draft reuse action plan to divest properties identified as excess in the AIR Commission Report Geographic Information Systems (GIS) Services Contractor will provide support to develop and establish a cultural resource GIS (CRGIS), including proposal development, which will provide mapping, cartography, and mashups (e.g., combining data from more than one source into a single integrated tool to include aerial mapping). Peak workload anticipated during initial phase of data collection and proposal development. Final involvement will involve beta testing of CRGIS Analyze existing cultural resource data and archives to determine most effective methodology to establish a VA CRGIS. Assist in compiling information required for Process Maps for Phase II (Leasing, NCA, State Home Grants, and Fisher House) Environmental Program Guidebook With direction from the Director of Environmental Programs, using applicable standards, workflow/process, and procedural documents, develop the Environmental Program Guidebook, which will be addressed to users and customers. Working with the Environmental Programs Office, develop the Environmental Communications Document Provide Administrative Support and Consultation Project planning: slide preparation Activations Integration Attend Activations IMS meetings and provide minutes Draft reports and presentations for senior leaders Consult with VA representatives (beyond meetings already noted), and make recommendations, regarding the consolidation of multiple integrated master schedules (IMS) throughout CFM, OIT, Activations, and others Develop draft Consolidated IMS (bridging multiple parties), and update once approved Analytics and Workload projections Provide independent feasibility assessments on all projects prior to SCIP submittal Nest feasibility assessment results with 3.3.1.1 and 3.3.2 Analyze workload Validate requirements and documents submitted Given input from the Environmental Program Office, update the CFM Environmental Manual Draft Independent Government Cost Estimates (IGCE) for Government review and use Draft financial risk analyses, value engineering reports, and professional cost estimate reports (ICE, VE, Risk, LCC, peer review) for Government review and use Nesting with Analytics... above, develop lifecycle cost analyses for all required project plans Provide Section 106 support to the Environmental Program Office and Historical Preservation Office Attend meetings regarding any or all of the above as necessary 3.4 ORM 3.4.1 Market Research/Data Analytics The contractor will provide market research support services. Examples include, but not limited to: Conduct research on industry standards and best practices, tools and provide process, procedures and tools to support HR and financial management data analytics. 3.4.2 Process Improvement/Process Mapping/Benchmarking/ Metric Development-Tracking / Manpower The contractor will provide, for all ORM offices/services, process improvement support services. Examples include, but not limited to: Contractor shall review CFM structure and develop staffing models for CFM offices and projects. Provide CFM with written methodology to be updated in future. Maintain and update organization and staffing charts monthly. Review bi-weekly pay period reports to identify errors, submit documentation and track corrections. Develop and automate a position database/dashboard to track recruitment actions against vacant positions and filled positions against position authorized levels. Develop automated dashboard to display data on vacant and filled positions. Provide CFM with a written manual on instructions for maintaining database/dashboard. Compile, review, analyze and develop workforce data to provide up to date information. Review VA Manpower Management office monthly reports to ensure compliance with requirements. Contractor shall collaborate with Data Management and Logistics Service on process improvement and mapping with onboarding, as well as other IT-related actions/activities. 3.4.3 Internal Controls Tools/Risk Management The contractor will provide support services to address resource-related risk identified through the internal control assessment process. Examples include, but not limited to: Contractor shall develop an Intra-Agency Agreement tracking tool to provide standard processing and visibility over the agreements. The contractor shall provide a monthly status report on agreement execution. Contractor shall develop a tool to capture, consolidate and approve annual and three-year budget planning requests. The tool shall include the ability to capture requests and generate operating plans for CFM s major programs Major Construction (VHA and NCA), Seismic (Base and Plus up), Leasing and Gen Ad as well as capture data and create reports on Line Items, Technology, and staffing by subject and by office. Tool shall include routing for appropriate approvals and the ability to request and receive quarterly updates on execution plans. 3.4.4 Templates, SOPs (AED Level) to Consolidate Across Programs The contractor will provide support, examples include, but not limited to: Contractor shall take meeting notes, as well as gather information from subject matter experts, VA publications and policies, etc. to develop SOPs, CFM guides and other written materials/instructions as needed to create templates, guidance, SOPs, etc. Develop repository for resource-related artifacts, samples and templates from all ORM units for CFM-wide use. 3.4.5 The contractor will develop CFM human capital workforce initiatives. Draft annual CFM Human Capital Plan, Inclusive, Diversity, Equity and accessibility (I-DEA) plan, and CFM Succession Plan. 3.4.6 Develop Digital Data Integration between CFM Offices Using new, existing, and available software products (e.g. Teams, Salesforce, etc.), work with other CFM offices (as elsewhere noted in this document) to build and develop methods and integrated communications pathways to ensure seamless and real-time data transmission across CFM s offices, ultimately contributing to cohesive data reporting and well-informed strategic business decision making. Contractor will work with CFM Front Office personnel to ensure updated metrics are accurately communicated in online dashboards and briefings to senior leaders Gather requirements for GIS-like database, to be included in the above, using data provided by the Environmental Planning Office and the Historical Preservation Office 3.4.7 Configuration Control Board The overall goal of a CCB is to make decisions that increase the operational efficiency and usefulness of the organization s ability to support the business process of CFM. CCB concentrates on two main duties: Controlling the baseline, and evaluating and approving proposed changes. Contractor shall: Develop a Configuration Management Plan to define, document, control, implement, account for, and audit changes. Draft Purpose: Describe the purpose of the Configuration Management Plan. Draft Scope: Describe the scope of the Configuration Management Plan as it relates to the project. System Overview: Provide a brief system overview description as a point of reference for the remainder of the document, including responsible organization, system name or title, system code, system category, operational status, and system environment or special conditions. Project References: Provide a list of the references that were used in preparation of this document. Provide Acronyms and Abbreviations: Provide a list of the acronyms and abbreviations used in this document and the meaning of each. Identify POCs: Information: Provide a list of the points of organizational contact that may be needed by the document user for informational and troubleshooting purposes. Coordination: Provide a list of organizations that require coordination between the project and its specific support function. Include a schedule. Help establish Change Control Board: Describe the project CCB, its roles and responsibilities and the membership. Develop CCB Charter Configuration Items (CIs): Present the types of CIs that will be managed. Baseline Identification: Describe each system baseline, identified below, and the process by which it will be established and managed. Functional Baseline: Describe where in the lifecycle the functional baseline will be established and the process by which it will be managed for this project. Design Baseline: Describe where in the lifecycle the design baseline will be established and the process by which it will be managed for this project. Development Baseline: Describe where in the lifecycle the development baseline will be established and the process by which it will be managed for this project. Product Baseline: Describe where in the lifecycle the product baseline will be established and the process by which it will be managed for this project. Roles and Responsibilities: Identify personnel that comprise the Configuration Management (CM) group. Change Classifications: Describe how change classifications will be determined and assigned in terms of the level of severity of their impact. Establish Change Control Process Change Control Forms: Present the flow that generated change control forms will follow from initiation through approval or disapproval. Problem Resolution Tracking: Describe the mechanism used to log requests regarding project problems and to initiate resolution. Measurements: Define the measurements used to determine the status of CM activities, the effectiveness of CM processes, and the stability of controlled baseline deliverables. Configuration Status Accounting (CSA): Identify the format and contents of the status summary reports that will be produced by the CSA function, and include them in an appendix to this plan. Configuration Management Libraries: Describe the organization of the CM library, including the multiple divisions of the library. Release Management: Discuss the means by which the release of all projects CIs will be managed. Configuration Audits: Specify the type and number of audits to be conducted, which will be determined by the size and complexity of the project being undertaken. Functional Configuration Audit: Describe the process by which functional configuration audits will be performed. Physical Configuration Audit: Describe the process by which physical configuration audits will be performed. Tools: List the software tools currently being used to support CM activities. Training Approach: Provide information regarding the content and scheduling of CM training to be conducted for all personnel supporting the project. Assist in running Monthly CCB meetings once board is set up, develop agendas, take meeting notes. Maintain and update CCB charters and processes. 3.4.8 Server Organization/Clean-Up Contractor shall review and organize the current CFM Q: Server as follows: Develop proper filing structure/template to standardize and organize data to improve the ability to locate, save, archive, and retrieve documents on the server. Create folders in a logical hierarchy. Nest folders within folders. Follow the file naming conventions. Give guidance on naming electronic files (i.e., logical, specific names, dates in file names .). Review existing documents currently on the and clean up and move into the new filing system as necessary. Coordinate with the Offices where project data is saved in order to avoid data duplication. Develop clear instructions on how to use the server. Demonstrate the reorganized server to Program Offices. Work closely with the assigned representative throughout the entire task. DMLS will identify Offices to work with. 3.4.9 Website/SharePoint Update Contractor shall provide Communication Specialist to work with CFM Web services on the following: Update content through coordination with CFM Web folks. Update staff roasters with contact information. Update Key Services. Update all services ( CFM Resources ) currently and later identified Update Technical Topics. Verify and update the links to other sites ( Quick Links ). Provide enhancement to the website (i.e., functionality, appearance, user friendly .). Provide additional tabs and/or features as required. Demonstrate the updated website to CFM staff. 3.5 ORP Contractor support requirements for the U.S. Department of Veterans Affairs (VA), Office of Construction and Facilities Management (CFM), the Office of Real Property (ORP), Office of Lease Execution (LE), Office of Lease Delivery (LD), Office of Land Acquisition and Strategic Utilization (LASU), Office of Land Management (LMT), and the Office of Policy and Programs (OPP). Program management support for ORP will ensure alignment and consistency of communications and project data management. ORP seeks to ensure the appropriate frameworks are established, monitored and updated as necessary to enable continuous process improvement as needed across all ORP Offices. All efforts supporting ORP will integrate into any CFM ED directed reporting requirements 3.5.1 Program Management - Communications and Data Management Support ORP requests contractor support to align overall program communications, and data management for all ORP offices to be coordinated in partnership with the ORP Associate Executive Director (AED), Deputy Associate Executive Director (DAED) and Executive Assistant (EA). Requested support shall ensure consistency in data reporting and communications across ORP and for each of the individual offices. Work requested may include the development of powerpoint decks, program data management and visulizations for reporting purposes, meeting minutes and coordination of program activities per office and for ORP. 3.5.2 Office of Policy and Programs OPP requests contractor support for data visualizations and management support in addition to overall program management. 3.5.3 Office of Lease Execution LE requests support to ensure the alignment of program data and information aligns with CFM dashboard needs. LE also requests communications support for leasing activities for the VA. 3.5.4 Office of Lease Delivery LD requests support to ensure alignment of program activities are aligned in terms of communication and specific lease construction specific needs. 3.5.5. Office of Land Acquisitions and Strategic Utilization LASU requests contractor support for overall program communications and data management and visualization support. 3.5.6. Office of Land Management LMT requests contractor support for overall program communications and data management and visualization support. 3.6 CFM Front Office (FO) The contractor will provide support for the establishment of CFM Leadership and Development Council; Establish charter, policies and procedures, and governance requirements; Provide support to coordinate and facilitate meetings including agendas, meeting notes and due out tracking. 3.6.1 VA History Office 3.6.1. 1 Collections Management System data entry Entry of historical items into Collection Management System (CMS) adopted by the VA History Office. The approximate average number of objects that can be photographed, measured, described and entered into the system is 10 per day/2 per hour. Correctly accessioning, cataloging and entering data is labor intensive. Hiring a contractor also requires several weeks of training and setup. The history center currently has 700 objects in the collection and that number will continue to increase as we target specific acquisitions based on the final Interpretive Master Plan. 3.6.1.2 Scanning/digitization Contract for scanning historic archival documents for inclusion in the National VA History Center Archives. This project requires specific handling of historic materials and may not easily be part of a general scanning contract for general office records. The industry average for scanning is 68 scans per 8-hour workday. Before arriving at the tech s desk, those documents have already: 1. Been retrieved from their archival location 2. Bindings unfastened 3. Hardware removed 4. Pages counted 5. Documentation completed 6. Preservation assessment It does not include: Reassembling in folders post-scan Any immediate preservation or conservation done Quality verification Post-scan digital processing Putting them back 68 per day is just the number of put paper in, press button, take paper out, move to next paper. This digitization project would be better served with contract requiring three people. The first does the retrieval, prep work, and returning home, the second does the actual scanning with quality control, and the third does the basic digital processing. Given the three people and good machinery, the project would average about 400 cubic feet of textual records a year. 3.6.2 Quality Assurance 3.6.2.1 Policy and Procedures: A CFM wide integrated and searchable policy posting site infrastructure between existing and unconnected platforms within CFM. A finite project. Develop the overall SharePoint based architecture; Develop the QAS component and beta test in the overall architecture; Develop the CFM wide platform with emphasis on integrating the existing ORP and OFA platforms; GENERAL: Perform supporting information gathering, networking, analysis and platform development; Consult the integrated policy posting infrastructure at USACE; Respect and do not disrupt the progress of existing posting platforms at QAS, ORP, OFA, ODC, ORM or OFP. No truncated efforts. 3.6.2.2 Policy and Procedures: Resource Materials (Glossary of Definitions, templates, instructional videos) A finite project. review current body of posted policies, procedures, and guides for consistency of terms and definitions and reconcile with the CFM master glossary. Produce a report summarizing the terms identified that need to be reconciled with the CFM master glossary. No truncated efforts. 3.6.2.3 Facility Condition Assessment (FCA): FY 22 or FY 23 effort. Scan and e-post historical FCA reports to complete objective of 100% e-postings replacing paper binders. Supports FCA program objective of transitioning to 100% e-reports posted to an e-library and to discarded all paper binders. Efforts to interface with and supplement those related to CFM records management activities in conjunction to return to 425 I St NW. Involves scanning and digitizing. Minimal orientation needed and intensive independent implementation. Requires on-site presence at 425 I St NW for the scanning component 3.7 Chief Strategy Officer (CSO) The Contractor will provide support services to Chief Strategy Officer. Examples include providing subject matter expertise to facility life cycle management processes. Illustrative examples include (but not limited to) the below. Build initial framework to develop and update short-range and long-range strategic capital investment strategies and plans of the Department. Programmatic capital investment requirements modeling for a facility lifecycle investment. Sustainment, restoration, and modernization modeling for a facility lifecycle investment. Design concept and draft proposal for chartering a new - Facilities Board of Directors (FBOD) including key stakeholders from VHA, NCA, VBA, and VACO to be chaired by Executive Director, Construction and Facilities Management. Identify and plan viable pilot program, such as initial outfitting and transition (subset of Activation) for early implementation between IOC and FOC. Build mock-5-year-programs/FYDP-test-fit using Facility Lifecycle Resource model and assess variance impact to legacy appropriations. Contractor will be responsible for building contracting templates, preparing guidance/SOPs, drafting/revising policies, organizing recurring data calls. Conduct detailed market research and price/cost analysis of private sector healthcare portfolio management of capital requirements and facilities lifecycle management. Preparation of reports to leadership on key capital asset investments, including Major Construction, Minor Construction, Non-Recurring Maintenance projects, Major and Minor Leases, and construction or infrastructure management. 3.8 Training Support The Contractor will support the Government by responding to planned and unplanned training needs for the offices, examples are below (but not limited to). Contractor will develop documentation and policies to establish a robust and sustainable Community of Practice, including Program Management Plan Formation of parent CFM CoP and sub CoPs Establish CoP Leadership Committee, roles and responsibilities Establish Mission, Goals and Objective of CoPs Administration of CoPs: Establish charters, policies & processes, practices, etc. Competency Models & Career Mapping Development Implementation Plan Risk Management Plan Maintenance Plan Sustainability Plan Communication & Marketing Plan Supply support for up to four CoP related special projects. Contractor shall provide support for the sustainment of CFM Learning and Development Council; review and update charter, policies and procedures, and governance requirements; Provide support to coordinate and facilitate meetings including agendas, meeting notes and due out tracking. Contractor shall develop a self-service Training, Certification, License, and Conference tracking tool to gather information on individual training, certification and conference attendance requests for leadership tracking, planning and budgeting. Tool shall be automated and be able to capture and sort multiple years of data and provide consolidated reporting for executive leadership consumption. Tool will allow employee to update data and self-certify data as well as updates would need to be certified before being added to the list. Provide written instructions on process to update and maintain system. Contractor shall create a CFM employee Training Dashboard to display approved training events for the fiscal year, training partners, contacts, active contract vehicles (IAAs), etc. Provide written instructions on process to update and maintain dashboard. 3.8.2 Acquisition Career Management Liaison Officers (ACMLOs) The contractor will draft CFM (ACMLOs) with special projects relating to acquisition certification and acquisition human capital workforce initiatives. Draft annual CFM Acquisition Human Capital Plan. Draft implementation plans for three initiatives identified in the Acquisition Human Capital Plan. Provide support for 4 Acquisitions Career Management projects, producing draft implementation plans and presentations. Draft and final artifacts for the establishment of a CFM Community of Practice program and Leadership and Development Council as mentioned above and referenced here: Program Management Plan Leadership Committee, roles and responsibilities Establish Mission, Goals and Objectives Establish charters, policies & processes, practices, etc. Competency Models & Career Mapping Development Implementation Plan Risk Management Plan Maintenance Plan Sustainability Plan Communication & Marketing Plan 3.8.3 Shared Services for All Employee Survey (AES) The contractor will support all of the offices by drafting AES initiative implementation plans, 1 for CFM wide, and 1 for each of the offices. Coordinate and draft monthly AES initiatives implementation communications. Provide support to coordinate quarterly Townhalls, including notes, logistics, facilitation, and tracking due outs. coordinate AES initiatives, draft All Employee Survey initiative implementation plans and provide support in implementation, including communications (messages, videos, emails, etc.). Training on diversity, equity, and inclusion. Supporting offices with two of their annual AES training to include, but not limited to, drafting agendas, coming up with icebreakers, facilitate, take notes, provide after action review. 3.8.4 Training tracking Tool Establish Training, Certification and Conference tracking tool and associated user guide. Provide initial draft reports and quarterly updates. The contractor will develop a Training, Certification and Conference tracking tool to gather information on individual training, certification, and conference attendance requests for leadership tracking, planning, and budgeting. Tool shall be able to capture and sort multiple years of data and provide consolidated reporting for executive leadership consumption. 3.8.4.1 Develop Training Support Programs Contractor will develop and implement the following training support programs in support of the: Review and compilation of data metrics on FAC certification programs. Acquisition Career Management - Warrant package development and tracking Conducting predictive analytics on FAC-C, FAC-PPM, FAC-COR, FE/C, leasing certification programs, including quarterly auditing and reconciliation. Financial Support 3.9.1 Financial Analysis The contractor will provide advanced analytical and Excel skills for routine work and for requirements related to the migration to Integrated Financial and Acquisition Management System (iFAMS). The contractor will develop various reports as needed on an ad-hoc basis in regarding to financial reporting. Significant knowledge of Federal budget processes, excellent organizational, communication and Excel (ie macros, data analysis, pivot tables, etc.) skills are required. Experience: 5 years experience on developing financial analysis reports and presentations. Education: Bachelor s degree from an accredited institution. Government Furnished Equipment (GFE): This position will require and be issued a GFE laptop for remote work. Contractor will provide financial analysis services to review and compile historical cost data to provide benchmarks for future work. Up to 12 reviews and analyses may be conducted using 10 years of existing data. The contractor will assist with data collection methods and recommend system or software changes. Contractor will research and recommend budget management best practices in order to transition away from data collection via spreadsheets for operating and line-item plans. Assistance with implementation of new processes will be provided. The contractor will develop a tool to report on planned versus actual obligations, by Associate Executive Director, on a quarterly basis. Contractor will process approximately 1,500 financial actions per year, analyze financial results, monitor variances, identify trends and recommend actions to management with corresponding explanations. Contractor shall research and resolve financial management inquiries and identify opportunities while recommending solutions. Contractor shall provide up to 12 reviews of historical cost data for use in benchmarking. 3.9.2 Inter-Agency Agreement (IAA) internal controls system Contractor will manage an IAA internal controls system. The contractor will conduct a detailed financial analysis of invoices and make recommendations on burn rates for Agency Management funds including NDFE and Inter-Agency Agreements with other agencies. 3.9.3 Intra-Agency Transaction internal controls system Establish and maintain a tracking system for Intra-Agency Transactions. Contractor will develop an IAA internal controls system. The contractor will conduct a detailed financial analysis of invoices and make recommendations on burn rates.