P01 PWS - Infrastructure Engineering And Operations v2.pdf

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Office of Information & Technology

Infrastructure Operations

Infrastructure Engineering & Operations

Date: February 6, 2026 PWS Version Number: 1.0

Infrastructure & Engineering Operations

Contents

1.0 BACKGROUND

2.0 APPLICABLE DOCUMENTS

3.0 SCOPE OF WORK

4.0 PERFORMANCE DETAILS

4.1 PERFORMANCE PERIOD

4.2 PLACE OF PERFORMANCE

4.3 TRAVEL

5.0 SPECIFIC TASKS AND DELIVERABLES

5.1 INFRASTRUCTURE ENHANCEMENTS

5.1.1 INFRASTRUCTURE OPTIMIZATION

5.1.2 SERVICE INTEGRATION AND MANAGEMENT (SIAM) FRAMEWORK .. 12

5.1.2.1 PHASE 1: DISCOVERY & STRATEGY

5.1.2.2 PHASE 2: PLAN & BUILD

5.1.2.3 PHASE 3: IMPLEMENTATION

5.1.2.3.1 TOOL RECOMMENDATIONS

5.1.2.3.2 PROCESS AND WORKFLOW

5.1.2.3.3 ORGANIZATIONAL CHANGE MANAGEMENT

5.1.2.4 PHASE 4: RUN & IMPROVE

5.1.2.4.1 CONTINUOUS IMPROVEMENT OF SIAM PRACTICES

5.1.2.4.2 PERFORMANCE MANAGEMENT AND REPORTING

5.1.2.4.3 RISK MANAGEMENT AND COMPLIANCE

5.1.2.5 AI/ML ENABLEMENT (OPTIONAL TASKS)

5.1.3 FINANCIAL OPERATIONS (FINOPS)

5.1.3.1 FOUNDATION & VISIBILITY ASSESSMENT, DESIGN,

IMPLEMENTATION, STABILIZATION

5.1.3.2 INTEGRATION & CONTROL - AUTOMATION EXPANSION,

CHARGEBACK PILOTS, FORECASTING CONTROL

5.1.3.3 OPTIMIZATION & INTELLIGENCE - PREDICTIVE OPTIMIZATION &

BROAD CHARGEBACK

5.1.3.4 INNOVATION & AUTONOMY - REAL-TIME RESPONSE &

DYNAMIC COVERAGE OPTIMIZATION

5.1.3.5 KNOWLEDGE SHARING AND ROLE-BASED ENABLEMENT

5.2 DATA CENTER OPERATIONS

5.2.1 DATA CENTER AND CLOUD ENGINEERING (DCCE)

5.2.1.1 PLATFORM INFRASTRUCTURE DECOMMISSIONING AND

LIFECYCLE MODERNIZATION

5.2.1.2 COMPUTATIONAL FLUID DYNAMICS (CFD) SIMULATION

5.2.1.3 ASSESSMENT AND RECOMMENDATION REPORTS

5.2.1.4 DESIGN REVIEWS

5.2.1.5 DESIGN DRAWINGS

5.2.1.6 STANDARDS, HANDBOOKS, AND TECHNICAL GUIDANCE

5.2.1.7 CONFIGURATION MANAGEMENT MATERIALS

5.2.2 DATA CENTER MANAGEMENT AND OPERATIONS

5.2.2.1 DATA CENTER INFRASTRUCTURE MANAGEMENT

5.2.2.2 DATA CENTER INFRASTRUCTURE MANAGEMENT (OPTIONAL

TASKS) 42

5.2.2.3 DATA CENTER OPERATIONS

5.2.2.4 DATA CENTER OPERATIONS (OPTIONAL TASK)

5.2.2.5 FACILITY INFRASTRUCTURE REPORTING (FIR) SUPPORT

5.2.3 IT PROJECT MANAGEMENT SUPPORT

5.3 BUSINESS OFFICE INTEGRATION

5.3.1 OPERATIONS AND INTAKE

5.3.1.1 SERVICENOW (OR EQUIVALENT) DISTRIBUTED DEVELOPMENT

SUPPORT 50

5.3.1.2 POWERBI DEVELOPMENT SUPPORT

5.3.1.3 IO CRITICAL SYSTEM ROADMAP SUPPORT

5.3.2 INTAKE

5.3.3 FRONT OFFICE SUPPORT

5.3.4 FUTURE TECHNOLOGY ............................ Error! Bookmark not defined.

5.3.5 STRATEGIC COMMUNICATION SUPPORT

5.3.6 IT TECHNICAL DOCUMENTATION SUPPORT

5.3.7 CUSTOMER OUTREACH AND SUPPORT

5.3.8 FRANCHISE BUSINESS OFFICE

5.3.8.1 FINANCIAL MANAGEMENT

5.3.8.2 CUSTOMER AGREEMENT MANAGEMENT

5.3.8.3 REVENUE MANAGEMENT

5.3.8.4 PROJECT CONTROLS & ENGINEERING (PCE) MANAGEMENT . 69

5.3.8.5 ADMINISTRATION SUPPORT

6.0 TASK ORDER PROGRAM MANAGEMENT

7.0 SURGE SUPPORT (OPTIONAL TASK)

8.0 GENERAL REQUIREMENTS

8.1 SECURITY AND PRIVACY REQUIREMENTS

8.2 GOVERNMENT FURNISHED PROPERTY

1.0 BACKGROUND

The Department of Veterans Affairs (VA) Office of Information and Technology (OIT), through its Infrastructure Operations (IO) organization, is responsible for delivering secure, reliable, and modern IT services that enable VA to fulfill its mission of providing healthcare and benefits to Veterans. IO supports a vast and complex enterprise environment spanning on-premises data centers, hybrid cloud platforms, and distributed systems serving millions of users including Veterans, employees, and partners. These services underpin mission-critical systems such as electronic health records, claims processing, benefits administration, cybersecurity, and enterprise-wide communications.

Infrastructure Operations and Engineering (IO&E) is a domain within IO, focused on delivering comprehensive engineering and optimization support to operational environments. These services underpin mission-critical systems such as electronic health records, claims processing, benefits administration, cybersecurity, and enterprise-wide communications. IO&E domain seeks to unify and strengthen the foundational capabilities that support infrastructure operations across the enterprise.

This functionality plays a critical role in enhancing the performance, efficiency, and reliability of infrastructure services by identifying and eliminating inefficiencies, streamlining processes, and implementing data-driven improvements. The desired outcome is a resilient, cost-effective, and scalable infrastructure that improves system availability, reduces operational costs, and enhances end-user satisfaction, ultimately supporting the delivery of high-quality services to Veterans.

Within the IO&E domain, VA requires contractor support in three primary areas of focus:

Infrastructure Enhancements, Data Center Operations, and Business Office Integration.

Infrastructure Enhancements tasks require advanced analytics, automation, and architectural best practices to continuously refine infrastructure capabilities—ensuring systems are not only resilient and scalable, but also cost-effective and aligned with evolving mission needs. By embedding optimization into every layer of infrastructure support, VA’s operations aim to achieve greater agility, performance, and value.

Data Center Operations tasks shall ensure the design, deployment, and maintenance of existing and future hybrid infrastructure environments that are secure, scalable, and aligned with evolving mission demands.

Business Office Integration tasks play a strategic role in aligning infrastructure initiatives with enterprise priorities, managing resources, and tracking performance outcomes.

Business Office Integration outcomes serve as the central coordination point for day-to-day operational needs, service intake, and stakeholder engagement.

Together, these functional areas form a cohesive, mission-driven domain that empowers OIT and IO to deliver optimized, reliable, and future-ready services.

2.0 APPLICABLE DOCUMENTS

In the performance of the tasks associated with this Performance Work Statement (PWS), the Contractor shall comply with applicable documents identified in the parent contract PWS Section 2.0 Applicable Documents.

3.0 SCOPE OF WORK

The Contractor shall perform the services described in this PWS in accordance with the Contractor’s parent contract PWS requirements to execute the following projects and support the identified objectives and outcomes:

Infrastructure Enhancement: VA seeks a holistic approach to infrastructure optimization, facilitating improved operational outcomes and cost efficiencies across both cloud and on-premises environments. The objective is to optimize both cloud-based and on-premises environments to enhance operational efficiency, scalability, and cost-effectiveness for the VA's infrastructure. This includes Service Integration and Management (SIAM) framework services and implementing and maturing Cloud Financial Operations (FinOps) practices to manage and optimize cloud costs, ensuring transparency, governance, and strategic allocation of resources. Comprehensive assessments will be conducted to identify and execute improvement opportunities, focusing on optimizing power and cooling systems, equipment lifecycle management, and disaster recovery preparedness. In on-premises environments, strategies will be devised and implemented to reduce operational costs and improve performance, while maintaining high availability and reliability. This project will also encompass the development and maintenance of a strategic infrastructure plan that monitors performance and ensures alignment with VA’s broader objectives. Key components include the integration of cutting-edge technologies and best practices, advanced security measures to ensure the integrity and security of the infrastructure, and compliance with VA and federal standards.

Data Center Operations: Services in this task area focus on data center engineering and management. The objective of these services is to design, implement, and maintain scalable and resilient data center and cloud infrastructure solutions that leverage modern technologies and best practices. This encompasses ensuring the infrastructure's high availability, reliability, and efficiency to support the VA's operational needs. The scope includes conducting comprehensive assessments to identify areas for improvement, optimizing power and cooling systems, managing the lifecycle of equipment, and implementing robust disaster recovery plans. Key activities involve the strategic planning and development of data center and cloud assets, as well as monitoring performance to ensure alignment with VA's objectives. The scope also includes continuous monitoring and assessment of the performance of data center and cloud assets to identify opportunities for improvement and cost optimization. By leveraging best practices in portfolio management, the project aims to enhance decision-making processes, prioritize investments, and ensure efficient allocation of resources. This will involve the integration of advanced tools and methodologies for tracking and reporting on the status and performance of the infrastructure portfolio.

Additionally, this project integrates advanced security measures to protect infrastructure integrity and data security, while also ensuring compliance with VA and federal standards. Overall, the objective is a comprehensive approach to modernizing and fortifying the VA's data center and cloud infrastructure, fostering improved operational efficiency and scalability. The objective of services shall also aim to optimize and manage the VA’s data center infrastructure, ensuring it meets the highest standards of efficiency, reliability, and scalability. This involves a comprehensive approach to maintaining and upgrading the physical and virtual components of the data center, including power and cooling systems, networking equipment, servers, and storage solutions. Key activities include conducting regular assessments to identify improvement areas, implementing best practices for equipment lifecycle management, and ensuring robust disaster recovery and business continuity plans. The scope also encompasses the integration of modern technologies to enhance performance and reduce operational costs, all while maintaining high availability and reliability of data center operations. Additionally, this project will focus on ensuring compliance with VA and federal regulatory standards, implementing advanced security measures to protect infrastructure integrity, and continuously monitoring performance to align with VA’s strategic objectives. Overall, a methodical approach to optimizing the VA’s data center infrastructure, fostering a more efficient, secure, and resilient environment to support the organization's operational needs.

Business Center Integration: The objective of this project is to develop and implement a comprehensive portfolio management strategy for VA's IO. This involves creating a strategic plan to oversee and manage the portfolio of IT assets, ensuring alignment with the VA's broader objectives and operational requirements. Additionally, the project will ensure compliance with VA and federal regulations, implement governance frameworks for effective oversight, and support strategic initiatives through data-driven insights and analysis. The objective of this project is to optimize and streamline the VA’s current operations and intake processes, enhancing service delivery, efficiency, and overall responsiveness. This includes the development and implementation of robust procedures for managing the daily operations and service intake of the data center and cloud infrastructure. Key activities involve the integration of a centralized ticketing system to effectively manage requests, incidents, and changes, ensuring timely and accurate processing and resolution of service inquiries. The scope also includes standardizing and improving workflows to reduce wait times and enhance the quality of service provided to internal and external stakeholders. By leveraging best practices and advanced technological solutions, this project aims to improve the monitoring and reporting of operational performance, identifying areas for continuous improvement.

Additionally, the project will focus on providing comprehensive front office support to manage communications and interactions with users, ensuring their needs are met promptly and efficiently. The Contractor shall support optimization of the operations of VA’s IO Franchise Fund Business Office, ensuring alignment with VA's financial and strategic objectives. This encompasses the comprehensive management of budgeting, financial planning, and resource allocation to enhance fiscal oversight and operational efficiency. Key activities include developing and implementing robust financial management practices, producing accurate and timely financial reports, and conducting regular financial analyses to inform decision-making processes. The project aims to enhance transparency and accountability in financial operations, ensuring that all expenditures and revenues are accurately tracked, reported, and communicated in a clear and understandable manner for internal and external stakeholders. Additionally, the scope includes providing strategic support for franchise initiatives, identifying opportunities for revenue generation, and optimizing the utilization of resources to maximize value. By deploying advanced financial management tools and systems, the project will improve the accuracy and efficiency of financial operations, enabling better management of the VA’s financial resources. Overall, a systematic approach to bolstering the capabilities of the Franchise Fund Business Office, fostering improved financial health and strategic alignment within the VA. Overall, the Contractor shall deliver a systematic approach to optimizing the management of the VA's infrastructure portfolio, driving increased efficiency, cost-effectiveness, and alignment with strategic goals. Current business office integration includes intake, front office support, strategic communications, documentation, customer outreach and support, and franchise business office services.

4.0 PERFORMANCE DETAILS

4.1 PERFORMANCE PERIOD

The PoP shall 12 months from date of award, with four 12-month option period(s) and Optional Tasks that have the following period of performances:

5.1.2.5 AI/ML Enablement – Six months from date of exercise.

5.2.2.2 Data Center Infrastructure Management – Executed monthly, not to exceed the PoP.

5.2.2.4 Data Center Operations– Executed monthly, not to exceed the PoP

7.0 Surge Support – 10 business days from date of exercise.

The overall Period of Performance shall not exceed 60 months.

The Contractor shall ensure resource availability during VA business hours (8:00AM Eastern Time through 4:30PM Pacific Time), unless otherwise specified.

4.2 PLACE OF PERFORMANCE

(If place of performance is at a Government facility (Onsite)) Tasks under this PWS shall be performed in VA facilities located in <place(s) of performance>. Work may be performed at remote locations with prior concurrence from the Contracting Officer’s Representative (COR).

(If place of performance is at a Contractor facility (Offsite)) Tasks under this PWS shall be performed at Contractor facilities. The Contractor shall identify the Contractor’s place of performance in their proposal submission.

4.3 TRAVEL

The Government anticipates travel under this effort to perform the tasks associated with the effort, as well as to attend program-related meetings or conferences throughout the

PoP. Include all estimated travel costs in your firm-fixed price line items. These costs will not be directly reimbursed by the Government.

The total estimated number of trips in support of the program related meetings for this effort is <please enter number of trips>. Anticipated locations include the following, estimated at <please enter duration of trips> days in duration:

1. <List location(s)>

Delete the content that follows if this is a Firm Fixed Price contract, otherwise convert the text to Style “Normal No Spacing” and return to black font color)

Travel shall be in accordance with the Federal Travel Regulations (FTR) and requires advanced concurrence by the COR. Contractor travel within the local commuting area will not be reimbursed.

5.0 SPECIFIC TASKS AND DELIVERABLES

The IE&O Domain delivers enterprise-level engineering, optimization, and operational support to ensure VA’s hybrid infrastructure remains resilient, scalable, and cost-effective. The Contractor shall support the IE&O domain in accordance with the following functional areas as defined in the parent contract PWS:

• Service Integration and Management (SIAM)

• Financial Operations (FinOPs)

• Infrastructure Optimization

• Data Center and Cloud Engineering (DCCE)

• Data Center Infrastructure Management & Support(IT-Related only)

• Current Operations and Intake

• Franchise Business Office

• Administration Support

• Task Order Program Management

5.1 INFRASTRUCTURE ENHANCEMENTS

VA Infrastructure Operations and Engineering (IO&E) Domain requires contractor support to deliver infrastructure enhancements via the following functional areas:

Infrastructure Optimization, Service Integration and Management (SIAM), Financial Operations (FinOps). These services are essential to ensure effective integration, operational efficiency, and modernization of enterprise IT capabilities in alignment with organizational objectives.

5.1.1 INFRASTRUCTURE OPTIMIZATION

VA seeks to achieve a modernized, resilient, and scalable hybrid infrastructure that delivers measurable improvements in operational efficiency, risk reduction, and readiness for emerging technologies. This optimization effort encompasses all IO functional areas and focuses on technical, operational, and architectural enhancements across cloud and on-premises environments, ensuring compliance with VA and federal standards while explicitly excluding FinOps and SIAM activities. In addition to these objectives, it is crucial that all services provide real-time data and outputs accessible to VA leadership, enabling prompt and informed decision-making. The outcome will position VA to operate with greater agility, security, and cost efficiency, aligned with its enterprise modernization roadmap and strategic objectives.

To align with VA's strategic goals, the Contractor shall support IO’s strategic planning and enhance all IO functional areas. This will include engaging with VA executive leadership, providing ongoing insights through briefings and dashboard enhancements, and collaborating with stakeholders to focus optimization efforts and facilitate knowledge transfer to VA staff. The Contractor shall evaluate the current infrastructure and implement an optimization plan using advanced and innovative technologies to enhance resiliency and scalability while ensuring adherence to cybersecurity standards. Additionally, the Contractor shall drive continuous improvement through automation and regular reviews, and enhance disaster recovery and operational readiness, while also maximizing cost avoidance and ROI with real-time operational efficiencies.

The Contractor shall leverage innovative and cutting-edge technologies to enhance the VA's infrastructure optimization efforts. However, the proposed solutions shall be rigorously verified through proven methodologies and evidence-based evaluations to ensure their efficacy and reliability. The Contractor shall demonstrate the practical benefits and tangible improvements such technologies bring to the VA infrastructure, facilitating an optimized and robust operational environment.

The Contractor shall capture a monthly snapshot of the dynamic, real-time dashboard that visualizes KPIs to track progress and measure performance against strategic goals.

The dashboard shall offer interactive capabilities for deeper insights and analysis. The Contractor shall capture a summary of progress, key achievements, issues, and upcoming activities for executive-level stakeholders in monthly briefings. The Contractor shall provide quarterly in-depth analysis of optimization efforts and outcomes highlighting improvements, challenges, and strategic recommendations. The Contractor shall deliver a Strategic Infrastructure Optimization Plan (SIOP) that outlines the overall plan for optimizing VA’s infrastructure, including goals, strategies, timelines, resource allocation, and success metrics as well as a Multi-Year Modernization Roadmap that summarizes clear milestones, dependencies, and funding posture to leadership in one unified live dashboard.

The Contractor shall:

• Provide executive-level governance and reporting through monthly briefings, automated dashboards, and quarterly optimization reviews with documented action plans, ensuring leadership visibility into KPIs, risks, and progress.

• Develop and maintain a Strategic Infrastructure Optimization Plan and modernization roadmap aligned with VA priorities, incorporating stakeholder input, process evaluations, and recommendations for efficiency, resiliency, and scalability.

• Perform comprehensive infrastructure assessments and baseline evaluations to identify inefficiencies and risks, and implement optimization strategies for power, cooling, lifecycle management, and resource utilization.

• Establish enterprise risk, compliance, and resilience management through risk registers, DR testing, compliance audits, and continuous adherence to cybersecurity and federal standards.

• Drive automation and innovation by implementing orchestration for configuration, patching, and monitoring, maintaining automation logs, and delivering quarterly technology refresh recommendations and emerging technology pilots.

• Provide cost impact analysis and ROI assessments for optimization initiatives to ensure financial accountability and cost avoidance.

The Contractor shall document activities in the following artifacts:

• Executive Governance & Reporting o Action Plan Register - Lists specific actions, responsible parties, timelines, and status updates to track and manage the implementation of strategic and operational tasks.

o KPI & Metric Data Dictionary - Comprehensive reference guide that defines the KPIs and metrics, their calculations, data sources, and the rationale behind their selection, ensuring consistency and clarity across all reporting.

• Strategic Planning & Roadmap o Modernization Roadmap (12–24 months) - Detailed plan that maps out the steps, milestones, and timelines for the modernization of VA’s infrastructure over the next 12 to 24 months, aligned with the strategic objectives of the VA.

o Stakeholder Engagement Matrix - Identifies key stakeholders, their roles, interests, influence, and communication needs, ensuring effective engagement and collaboration throughout the project lifecycle.

o Process Evaluation Reports - Reports that assess the efficiency and effectiveness of current processes, identifying areas for improvement and providing recommendations to enhance operational performance.

• Infrastructure Assessments & Baselines o Comprehensive Infrastructure Assessment Report - Detailed assessment of the current state of VA’s infrastructure, identifying strengths, weaknesses, opportunities, and threats, serving as the foundation for optimization efforts.

o Baseline Metrics Pack - Baseline performance metrics to measure the current state of the infrastructure, providing a reference point against which future changes and improvements can be measured.

o Asset Inventory & Lifecycle Register - Comprehensive inventory of all infrastructure assets, documenting their lifecycle stages, maintenance schedules, and replacement timelines to ensure efficient asset management.

o Efficiency & Resource Utilization Playbook - Provides strategies, best practices, and tools to optimize the use of resources and improve overall efficiency in infrastructure operations.

• Risk, Compliance & Resilience o Enterprise Risk Register - Comprehensive log of all identified risks, their potential impact, likelihood, mitigation strategies, and status updates, ensuring proactive risk management.

o Disaster Recovery (DR) Test Plans & After-Action Reports - Detailed plans for testing disaster recovery processes, along with after-action reports that analyze the outcomes, identify gaps, and provide recommendations for improvement.

o Compliance Audit Reports & POA&M Tracker - Reports that document the results of compliance audits, along with a POA&M tracker for addressing any identified compliance issues.

o Control Traceability Matrix - Maps controls to the respective compliance requirements, providing clear traceability from policies and procedures to regulatory standards.

o Cybersecurity Conformance Checklist - Checklist that ensures all cybersecurity controls and practices conform to regulatory standards and best practices, providing a systematic approach to maintaining security.

• Automation & Innovation o Automation Orchestration Runbooks & Pipelines - Detailed documentation and workflows for automating infrastructure processes, including configuration management, patching, and monitoring, ensuring consistency and efficiency.

o Automation Coverage & Compliance Report - Assesses the extent of automation across the infrastructure and its compliance with defined policies and standards, identifying areas for improvement.

o Change & Automation Logs - Logs that track all changes and automation activities within the infrastructure, providing an audit trail for troubleshooting and accountability.

o Quarterly Technology Refresh Recommendations - Recommendations for upgrading and refreshing technologies on a quarterly basis, ensuring the infrastructure remains current and capable of supporting organizational goals.

o Emerging Technology Pilot Charters & Evaluation Reports - Charters for pilot projects involving emerging technologies, along with evaluation reports that analyze the outcomes, benefits, and feasibility of wider adoption.

• Financial Accountability o Cost Model & Allocation Workbook - Detailed workbook that outlines the cost model and allocation methodologies, ensuring transparent and fair distribution of costs across projects and departments.

o Optimization Initiative Business Cases - Business cases that justify the investments in optimization initiatives, outlining the expected benefits, costs, and ROI, to support decision-making.

o ROI/Benefit Realization Tracker - Tracks the realization of benefits and return on investment (ROI) from implemented initiatives, providing ongoing visibility into the financial impacts of optimization efforts.

Deliverables

Automated KPI Dashboard (Power BI or similar) Monthly Executive Briefing Deck Quarterly Optimization Review Report Strategic Infrastructure Optimization Plan (SIOP) Multi-Year Modernization Roadmap

Outcome KPI AQL Evidence

Leadership has real-time visibility into efficiency, resilience, and risk trends.

95% of KPIs auto-refreshed; less than one data quality exception per snapshot

≥ 95% KPIs auto-refreshed; 1 data-quality exception

Live Executive Dashboard; KPI Glossary;

Telemetry Data Quality checks.

Decisions and escalations are captured and acted upon on a monthly cadence.

90% of actions have a status of with owners; All actions are locked

≥ 90% with owner;

100% logged

Stakeholder Decisions Register; Risk Register; SIOP+Roadmap;

Optimization Action Plans.

Outcomes vs targets are assessed and next-quarter plan is approved.

≥ 80% KRs met or variance justified; ≥ 90% remediation actions approved with owners/dates.

≥ 80% KRs; ≥ 90% remediation actions approved.

Quarterly Review deck;

Optimization Action Plans;

KPI trends; DR/BC Readiness Pack.

Strategy and plan remain aligned to VA priorities and funding.

Alignment score of 90% to VA priorities; 85% roadmap milestones on track

Alignment ≥ 90%;

milestones on-track ≥ 85%

Full SIOP (artifact);

Governance Charter & RACI; Portfolio financials.

Leadership sees clear milestones, dependencies, and funding posture.

85% of milestones on track; 90% initiatives with cost/benefit noted.

≥ 85% milestones on track; ≥ 90% initiatives with cost/benefit noted.

Roadmap artifact;

Financial Model Workbook; Change Records/CAB.

5.1.2 SERVICE INTEGRATION AND MANAGEMENT (SIAM) FRAMEWORK

The Contractor shall design, implement, and mature a SIAM framework to coordinate multiple service providers, ensuring seamless collaboration and delivery of a unified service to the customer. The SIAM framework shall standardize multivendor service delivery across Infrastructure Operations and provide auditable governance, real-time performance monitoring, and enterprise situational awareness through integrated dashboards hosted within a Contractor-managed, Government-owned Centralized Hub.

All SIAM objectives shall be demonstrably aligned with VA/IO strategic goals, as validated through documented gap analysis and formal stakeholder approval, thereby ensuring consistent, transparent, and efficient service integration across IO.

The Contractor shall be held accountable for producing complete, accurate, and auditable artifacts at each phase of the SIAM implementation, ensuring they are reviewed and approved by stakeholders before progressing to subsequent phases.

Artifacts are defined as the foundational outputs created during the development and implementation process, such as documented strategies, governance models, process workflows, and technical designs. Artifacts serve as evidence of planning, decision-making, and compliance with agreed-upon standards. Deliverables are defined as the finalized operational outputs provided to VA, such as the fully implemented SIAM framework, integrated dashboards, and performance monitoring capabilities. While deliverables represent the end product, artifacts demonstrate the rigor and transparency of the approach taken to achieve those outcomes. Implementation of the SIAM framework shall be executed through a phased approach consisting of:

(1) Discovery & Strategy to assess current state and define the target operating model;

(2) Plan & Build to develop processes, tools, and governance structures;

(3) Implement, Run & Approve to deploy, operationalize, and validate the solution; and

(4) Run and Approve to perform performance monitoring, governance reviews; Service Improvement Plan (SIP) & Continual Service Improvement (CSI) and Innovation initiatives.

The Contractor shall obtain concurrence and approval from the Government prior to moving into the next Phase. Below is a breakdown of the phases and required activities and deliverables:

Phase Duration Key Activities Deliverables and Artifacts

Phase 1:

Discovery & Strategy

Months 1–3

Define vision & objectives;

Current state assessment;

Develop business case; Secure executive sponsorship

Vision & Objectives Document;

Current State Assessment;

Business Case (informational);

Executive Sponsorship Charter

Phase 2: Plan & Build

Months 4–6

SIAM Operating Model;

Governance framework; Tool selection (VA-approved);

Develop policies & standards;

Process standardization

Governance Framework;

Operating Model Decision;

Policies & Standards; Process Documentation

Phase Duration Key Activities Deliverables and Artifacts

Phase 3:

Implementation

Months 7–12

Organizational Change Management (ADKAR); Pilot implementation; Full-scale rollout; Integration & transition

ADKAR OCM Plan; Pilot Report;

Full Implementation Plan;

Integration Logs

Phase 4: Run & Improve

Ongoing Performance monitoring;

Governance reviews; SIP & CSI; Innovation initiatives

Performance Reports;

Governance Minutes; SIP Register; CSI Register

5.1.2.1 PHASE 1: DISCOVERY & STRATEGY

The Contractor shall perform required duties and prepare artifacts to establish an operational SIAM governance structure that ensures transparency, accountability, and strategic alignment through approved frameworks, performance monitoring, and an integrated management office. The Contractor shall support the planning and design through a current state assessment, by executing the following activities:

• Reviewing VA strategic objectives, IT modernization plans, and service delivery priorities.

• Interviewing key stakeholders across business units to capture functional and technical requirements.

• Conduct a comprehensive gap analysis between current service integration capabilities and the desired future state by assessing existing vendors, contracts, ITSM processes, governance structures, performance metrics, and compliance posture. The analysis shall also review the current state of service delivery and vendor management.

• Inventory all existing vendors, contracts, and service delivery models.

• Evaluating performance data, SLAs, and compliance posture for each vendor.

• Identifying stakeholders and defining roles and responsibilities; facilitating workshops and publishing a RACI.

• Developing a Stakeholder Role Matrix that includes a validated RACI chart defining roles, responsibilities, and accountability for all stakeholders involved in SIAM implementation, confirmed by VA leadership.

The Contractor shall deliver a SIAM Needs Assessment Report to be reviewed and approved by VA leadership to include. The document shall be delivered within 80 days and address the following:

o Current state analysis of service integration capabilities, o Gap identification and future state vision, o Actionable recommendations aligned with VA strategic objectives, o Alignment mapping to VA goals.

Deliverable SIAM Needs Assessment Report

Gap analysis

Delivered within 80 days and requires one round of comments/resolutions

100% SIAM Needs Assessment Report

5.1.2.2 PHASE 2: PLAN & BUILD

The Contractor shall perform required duties and prepare artifacts to design, implement, and validate a comprehensive SIAM governance and operational framework, including policies, procedures, performance metrics, and organizational structures, to ensure seamless integration, accountability, and transparency across all service providers. The Contractor shall perform the following activities:

• Develop a SIAM Governance Framework Document that defines roles, responsibilities, escalation paths, and recommended decision-making authority, validated through governance workshops and approved by VA leadership. The Framework shall additionally include:

o Integration and management processes, including compliance and escalation protocols that align with VA IT policies o Facilitate governance workshops to validate framework and secure stakeholder approval.

o Establish an Integrated Service Management (ISM) Plan that merges SIAM and

Service Level Management (SLM) for end-to-end assurance, roles and responsibilities, dispute management, Service Improvement Plan (SIP) oversight, governance alignments, and unified dashboards.

• Design specifications for dashboards that track performance metrics, KPIs, and reporting mechanisms for transparency, including defined KPIs, reporting frequency, and visualization standards.

• SIAM Governance and Operational Model Recommendation: Deliver a recommended SIAM operating model with sourcing boundaries, transition plan, rationale, and risk assessment for approval by VA leadership.

In addition, the Contractor shall perform a SIAM maturity assessment, building upon the activities conducted within Phase 1 and Phase 2, Governance Framework. The Contractor shall deliver a SIAM Maturity Assessment Report summarizing the results of Phase 1, highlighting organizational preparedness and key gaps, documentation outlining the current Information Technology Infrastructure Library (ITIL)/Capability Maturity Model Integration (CMMI) maturity level, including scoring, analysis, and recommendations for improvement.

SIAM Maturity Assessment Report within 90 days SIAM Governance and Operational Model Recommendation within 180 days

Transparent performance metrics and reporting mechanisms implemented

Implementation of 95% of recommendations

95% SIAM Maturity Assessment Report

Comprehensive SIAM governance and operational framework

Deliverable contains less than 5% of errors that require correction.

95% SIAM Governance and Operational Model Recommendation

5.1.2.3 PHASE 3: IMPLEMENTATION

The Contractor shall perform required duties and prepare artifacts to implement the infrastructure and configuration of SIAM capabilities using VA-approved tools, with recommendations for new solutions if necessary, and ensure integration, automation, and validation through testing and stakeholder approval. Phase 3 is broken into three parts for implementation including tool recommendations, workflow, and organizational change management.

5.1.2.3.1 TOOL RECOMMENDATIONS

The Contractor shall maximize the use of existing VA‑approved tools to configure SIAM capabilities (e.g., ITSM platforms, integration hubs). If new tools are recommended, the Contractor shall prepare brand agnostic recommendations to include justification, cost‑benefit and ROI. The Contractor shall:

• Configure selected tools for automated workflows, data exchange, and centralized communication.

• Validate tool configurations through testing and stakeholder sign-off.

The Contractor shall deliver a SIAM Tool Selection report that documents the evaluations of candidate tools vs. requirements, lists constraints and assumptions, recommends preferred options with rationale. The Contractor shall additionally provide the following artifacts:

• Configured ITSM Platform and Integration Hub: Operational configurations and integrations enabling incident/change, supplier interfaces, data flows, and communications.

• Workflow Automation Configuration Document: Configuration artifacts and runbooks for automated processes, triggers, interfaces, and exception handling.

SIAM Tool Selection Report within 30 days

Outcome

KPI

(From Phase 3 Start)

AQL Evidence

SIAM tools evaluated, recommended, configured, and validated on time

Recommendation of tools are acceptable

99% SIAM Tool Selection Report

5.1.2.3.2 PROCESS AND WORKFLOW

The Contractor shall design and support implementation of standardized, end-to-end service management processes across all service domains to ensure seamless integration and alignment with VA business objectives. Activities include:

• Documenting integrated processes such as, but not limited to, end to end process maps, procedures, inputs/outputs, roles, controls, and cross provider interfaces.

• Establishing clear cross-provider hand-offs.

• Developing a comprehensive Service Catalog that reflects VA’s service offerings, classifications, SLAs/OLAs, and fulfillment workflows.

The Contractor shall validate these processes through stakeholder workshops and pilot testing to confirm effectiveness and compliance. The Contractor shall document standardized processes are implemented across all service domains through evidence of rollout, adoption metrics, and compliance checklists. Additionally, the Contractor shall provide a Standardized Workflow Process Recommendations detailing end-to-end service management processes that include thresholds, roles, communication paths, and resolution timelines to ensure timely issue resolution.

Deliverables Standardized Workflow Process Recommendations with 150 days Service Catalog within 45 days

KPI

(From Phase 3 Start)

AQL Evidence

Recommendations implemented across all service domains

99% of recommendations area acceptable for implementation

99%

Standardized Workflow Processes, integrated process documentation, stakeholder workshops, pilot testing

Service Catalog aligned with VA business needs

Service Catalog is 99% complete and free from errors that

99% Service Catalog

KPI

(From Phase 3 Start)

AQL Evidence require resubmission

5.1.2.3.3 ORGANIZATIONAL CHANGE MANAGEMENT

The Contractor shall identify and support implementation of methods to enhance VA’s framework for communication, knowledge sharing, and organizational change management to support SIAM implementation. The Contractor shall provide a SIAM Change Management Plan that captures standardized workflows for change initiation, assessment, approval, and implementation, supported by clear communication channels and performance metrics. The Plan shall enable controlled, efficient, and risk-aware change execution within the SIAM ecosystem.

The Contractor shall provide and execute a structured communication plan that includes role-based knowledge resources and change management strategy to articulate SIAM vision and benefits. The Contractor shall ensure stakeholder engagement, clear messaging frameworks, channels, cadence, stakeholder segmentation, feedback loops, and measurable adoption as well as conduct stakeholder engagement sessions to secure buy-in.

The Contractor shall engage in continuous knowledge sharing sessions and deliver persona-based training and awareness programs for the SIAM framework. Training shall include course outlines, learning objectives, modules, and materials. The Contractor shall capture attendance records for who attended, completion status, assessment scores, and certification (if applicable) as well as attendance logs, sign-in sheets, or LMS (Learning Management System) reports confirming participation. The Contractor shall conduct initial SIAM framework training to all identified IO Directors and Supervisors and conduct quarterly refresher sessions to account for new hires, process updates, and tool enhancements. Feedback shall be collected through post-knowledge sharing evaluations from participants to measure effectiveness and identify improvement areas. The Contractor shall adjust training and training materials based on feedback.

Deliverable SIAM Change Management Plan within 150 days SIAM Training Materials

Knowledgeable and trained workforce based on SIAM framework

Training or knowledge transfer accomplished for all supervisors including 95%

100% supervisors complete training

Attendance logs, sign-in sheets, or LMS (Learning Management System) reports confirming participation.

attendance in quarterly refresher sessions

Refresher attendance for 95% of Supervisors

5.1.2.4 PHASE 4: RUN & IMPROVE

The VA requires a structured approach to sustain and enhance SIAM practices. The Contractor shall perform required duties and prepare artifacts to implement a structured approach to sustain and enhance SIAM practices, including governance, policies, onboarding, performance reporting, risk/issue handling, and change/CM. Phase 4 tasks are broken down into three parts including continuous improvement, performance management and reporting, and finally risk management and compliance.

5.1.2.4.1 CONTINUOUS IMPROVEMENT OF SIAM PRACTICES

The Contractor shall perform required duties and prepare artifacts to adopt a proactive and structured approach to continuous improvement, essential for maintaining and improving phases 1-3 of this SIAM framework. The Contractor shall systematically identify gaps in governance, processes, and performance. The Contractor shall implement corrective action to address identified issues and prevent recurrences and measure outcomes of improvement initiatives to validate effectiveness. Lessons learned shall be captured and translated into actionable updates to SIAM playbooks and maturity scorecards. Improvements shall target key areas such as governance processes, RACI clarity, and data quality for SIAM dashboards, enabling accurate performance insights and informed decision-making. The Contractor shall develop and deliver its findings in a SIAM Continuous Improvement Plan. The Contractor shall additionally propose and document the maturity model and scoring method during onboarding in their Continuous Improvement Plan.

The Contractor shall conduct continuous improvement support to drive accountability, transparency, and measurable progress across all service providers and internal teams.

The Contractor shall ensure SIAM operations deliver consistent value and support enterprise objectives. Continuous improvement activities shall include but are not limited to:

• Manage urgent remediation through Service Improvement Plans (SIPs), including:

o Root cause analysis o Specific corrective actions with timelines o Assigned responsible parties o KPIs to measure success

• Drive strategic enhancements via a Continual Service Improvement (CSI) register, focusing on:

o Performance data analysis o Identification and prioritization of improvement opportunities o Tracking and reporting progress

• Ensure accountability and transparency across vendors, integrators, and internal teams.

• Deliver consistent value by aligning SIAM operations with enterprise objectives.

SIAM Continuous Improvement Plan

Mature, adaptive, and high-performing SIAM ecosystem

Achieve planned maturity delta (+1 level in governance maturity annually).

No regression in any maturity dimension.

Updated maturity scorecard with documented deltas and supporting workshop notes.

High-quality, reliable SIAM performance data

Data Quality Index is 95% accurate.

95%

SIAM dashboard data validation reports;

audit logs of data submissions.

Timely resolution of urgent issues

SIP Closure Timeliness: ≥ 95% closed on time.

No more than 5% of SIPs exceed agreed timelines.

SIP register with timestamps, closure reports, and root cause analysis documentation.

Execution of strategic improvements

Prioritized CSI items are completed within planned period.

≥ 80% completion of prioritized CSI items within planned period

CSI register with status updates, completion evidence, and benefit realization notes.

Measurable value delivery from improvements

Improvement initiatives (SIPs + CSI) meet stated KPIs (e.g., SLA improvement, cost reduction, risk mitigation).

≥ 85% of improvement initiatives meet stated KPIs.

Post-implementation review reports, KPI achievement metrics, and stakeholder sign-off.

5.1.2.4.2 PERFORMANCE MANAGEMENT AND REPORTING

The VA requires a structured approach to performance management and reporting to ensure vendor accountability and service quality across SIAM operations. The Contractor shall perform required duties and prepare artifacts to monitor vendor performance against SLAs, OLAs, and KPIs; track compliance trends; and generate regular performance reports. The Contractor shall perform required duties and prepare artifacts to ensure a Unified Performance Dashboard providing a consolidated, cross-provider view of SLAs/OLAs, KPIs, trends, and compliance status. The Contractor shall produce Quarterly Service Review Reports that include detailed performance analyses, risks and issues, recommended actions, and documented decisions. These activities shall enable transparency, proactive issue resolution, and sustain SLA compliance across all providers.

Quarterly Service Review Report

Vendor accountability and service quality across SIAM operations via consolidated

SLA/OLA, KPI,

and compliance.

≥98% accuracy in tracking SLA, OAL, and KPIs and compliance trends.

98%

Unified Performance Dashboard, Quarterly Service Review Reports

5.1.2.4.3 RISK MANAGEMENT AND COMPLIANCE

The Contractor shall deliver a proactive approach to risk management and compliance to safeguard SIAM operations and ensure adherence to standards. The Contractor shall conduct structured risk assessments and perform compliance audits to identify vulnerabilities and non-conformities. The Contractor shall maintain a comprehensive Risk Register with mitigation plans, including risk ratings, assigned owners, due dates, and residual risk tracking. The Contractor shall produce Compliance Audit Reports detailing findings, non-conformities, corrective actions, and closure verification. These activities ensure that high-risk items have documented mitigation strategies and drive a strong compliance audit pass rate across all providers. Artifacts produced under this task shall be compiled in a monthly Artifact Summary Report.

Monthly Artifact Summary Report

Proactive risk management and compliance assurance

95% of scheduled risk assessments completed on time.

95% Risk Assessment Reports;

entries in Risk Register.

Compliance posture maintained and verified

95% of scheduled compliance audits completed on time.

95% Compliance Audit Reports;

audit logs.

Risk visibility and mitigation tracking via updates.

Updates made in less than 5 business days 99% of the time.

95%

Updated Risk Register;

Mitigation Plan with timestamps and version history.

5.1.2.5 AI/ML ENABLEMENT (OPTIONAL TASKS)

The Contractor shall perform required duties and prepare artifacts to deliver Artificial Intelligence via Machine Learning (AI/ML) driven innovation within SIAM operations, supporting predictive analytics and scalable automation. The Contractor shall develop an AI integration roadmap, pilot predictive analytics use cases, and foster collaboration with vendors and internal teams to drive innovation.

The Contractor shall adapt and scale SIAM capabilities to meet evolving business needs and accommodate new services or vendors, while documenting scaling strategies and innovation initiatives. The Contractor shall produce an AI Integration Plan outlining phased adoption, target use cases (such as prediction and classification), architecture, and governance; and deliver an AI Pilot Report summarizing AI/ML pilot results, model performance, lessons learned, and recommendations for scaling or pivoting. These efforts position SIAM for future-ready, data-driven service management.

Deliverables AI Integration Plan AI Pilot Report

SIAM innovation via AI/ML for predictive analytics and scalable automation

AI Integration Roadmap addresses 90% of SIAM management requirements

90%

AI integration roadmap, pilot predictive analytics use cases, AI Pilot Report, plot results, and collaboration documentation

5.1.3 FINANCIAL OPERATIONS (FINOPS)

VA requires a mature Financial Operations (FinOps) framework to deliver enterprise-wide financial transparency, validated cost avoidance, and forecasting accuracy across VA’s multivendor environment, including both cloud and on-premises infrastructure. The Contractor shall perform required duties and prepare artifacts in close coordination with IO, with VA providing governance support, access to systems, and subject matter expertise as needed.