BPA calls supports the following task areas: program management specialist, communication specialist and organizational change management per task 14 - program office support performance work…

This award is a Blanket Purchase Agreement (BPA) call under the Department of Agriculture's (USDA) Information Technology (IT) Schedule 70 contract. The Newberry Group, Inc., an employee-owned IT firm, was awarded this $1,444,300.95 contract to provide program management, communications, and organizational change management support services for the USDA Office of the Chief Financial Officer. The services include project management, stakeholder engagement, risk monitoring, status reporting, training development, online presence management, and change management framework implementation. This contract has no set-aside designation and is for a period of performance ending on September 27, 2019.

BPA calls supports the following task areas: program management specialist, communication specialist and organizational change management per task 14 - program office support performance work statement. Subtask 1.1 program management specialist 1.1.1 the contractor manages projects to adhere to federal standards to include potentially investment reporting requirements and acquisition regulations. 1.1.2 the contactor identifies customers requirements through constructive collaboration with departmental stakeholders and other stakeholders at federal agencies; 1.1.3 the contractor assists the project management branch with agency-wide project teams comprised of business and technical representatives to provide project management; 1.1.4 the contractor develops project plans, risk monitors and status reports necessary to effectively manage the program and customer projects according to a fixed schedule and budget. Reports on IT project status to business sponsors and oversight bodies. As needed, assists and/or leads in the development of plans to mitigate risk affecting schedule and budget. As needed, recommends timely corrective actions to address schedule or budget variances before they threaten project success 1.1.5 the contractor develops project proposals and statement of objectives and presents to business sponsors and oversight bodies. Understands stakeholder concerns and, consequently, refines project charters, technical solutions, schedules and budgets; 1.1.6 the contractor prepares status reports, host meetings, create meeting agendas and technical program presentations for upper-level management and sponsors. Subtask 2.1 communications specialist 2.1.1. The communications specialist will prepare training and awareness documentation to support the roll-out of new program initiatives. Documentation will vary from training guides to pamphlets to announcements. 2.1.2. Ongoing program communication will be required consisting of meeting notes, executive status reports, and ad hoc briefings tailored to specific audience subsets. 2.1.3. The contractor will maintain the online program presence by updating status information and posting newly published material the program sites. 2.1.4. The contractor will prepare customer requested documentation to assist with the new program roll outs, such as customer journey graphics visually depicting changes from their perspective and briefing material they can use in-house to share any program changes to the customer base. 2.1.5. Marketing type of material promoting the overall program objectives will be produced to share progress of program initiatives throughout the USDA. Material will be required ongoing and for customer specific events such as the CEC showcase. 2.1.6. Communications deliverables must meet section 508 requirements. The contractor will coordinate for testing prior to documentation release. Testing must be factored into release deadlines. Subtask 3.1 organizational change management 3.1.1. A framework will be developed for an organizational change management program. 3.1.2. The contractor will educate leadership regarding the organization change management framework and assist them in understanding the benefits both management and staff will derive from the program. 3.1.3. The framework developed will focus on both current staff and potential staff changes resulting from program initiatives across the organization. 3.1.4. Once the framework is developed and vetted with leadership, the contractor shall implement IT across the organization. Metrics measuring the impact of the program should be established and measured through-out. 3.1.5. Travel may be required to visit locations with a large presence of impacted employees as a part of the implementation plan.