36E77620R0024-0001002.docx

STRATEGIC ADVISORY AND ASSISTANCE SERVICES FOR CAPITAL ASSET MANAGEMENT

Performance Work Statement Task Order 1/16/2020

A. GENERAL INFORMATION

1. Title of Project: Department of Veterans Affairs (VA), Office of Asset Enterprise Management Multi-Cycle Strategic Capital Investment Planning (SCIP) Process Support and Execution

2. Scope of Work: The contractor shall provide all resources necessary to accomplish the deliverables described in this Performance Work Statement (PWS). The contractor shall be responsible for the following: Providing ongoing oversight support for execution of SCIP approve construction projects from 2012 through 2020 SCIP processes; development of procedures to maintain SCIP records and data, including gap data, after projects approved through SCIP are executed; and consolidation of current year required OMB reporting using FY SCIP data and products where available per OMB M-20-3: Implementation of Agency-wide Real Property Capital Planning for SCIP FY for FY2020 requirements.

3. Background: The Department of Veterans Affairs (VA), Office of Asset Enterprise Management (OAEM), is held accountable for meeting a number of requirements pertaining to its capital asset management. Capital asset initiatives, which include the enhanced-use lease (EUL) program and the Strategic Capital Investment Planning (SCIP) process, are coordinated to ensure capital investments are based on sound business practices and principles and, most importantly, meet Veterans’ health care, benefits and burial needs. Laws, Presidential directives and regulations containing these requirements include:

a. Executive Order (EO) 13327, “Federal Real Property Asset Management” 38 U.S.C., Section 8000

b. 38 U.S.C. Sections 8161-8169, “Enhanced-Use Lease of Real Property”

c. 38 U.S.C. § 8151-8153, “Sharing of Health Care Resources”

d. VA Directive 4085, “Capital Asset Management Policy”

e. VA Directive 7415, “Enhanced-Use Leasing Program Policies and Procedures”

f. VA Handbook 7415 and appendices, “Enhanced-Use Leasing Program Policies and Procedures”

g. Section 106 of the National Historic Preservation Act (16 U.S.C. 470(f))

h. Comprehensive Environmental Response, Compensation, and Liability Act (“CERCLA”), 42 U.S.C. §§ 9601-9675

i. Resource Conservation and Recovery Act (“RCRA”), 42 U.S.C. §§ 6901-6908a;

j. National Environmental Policy Act (“NEPA”), 42 U.S.C. §§ 4321-4347

k. OMB A-11, Part 7, Exhibit 300 and Capital Programming Guide

l. American Recovery & Reinvestment Act (P.L. 111-5)(February 17, 2009)

m. Government Performance and Results Act (1993)

n. Public Law 108-422 Provide a long-term and short-term real property disposal plan to the Congress

o. GAO Report 08-939, Federal Real Property – Progress Made in Reducing Unneeded Property, but VA needs Better Information to Make Further Reductions

p. Federal Acquisitions Streamlining Act (1994)

q. Energy Policy Act of 2005 (EPAct 2005)

r. EO, 13423, Strengthening Federal Environmental, Energy and Transportation Management, 2007

s. EO, 13514, Federal Leadership Environmental, Energy and Economic Performance, 2009

t. Energy Independence and Security Act, 2007

OAEM follows instructions and guidance issued by the Office of Management and Budget and other agency instructions, directives and guidance containing specific capital asset performance metrics.

The United States Department of Veterans Affairs (VA) has as its unique mission the delivery of comprehensive assistance and benefits to the nation’s Veterans and their families. Through its Veterans Health Administration (VHA), VA is one of the largest direct providers of health care in the world. The Department is also a major land holding agency, with an extensive and diverse portfolio of properties including over 34,000 acres of land and over 6,000 buildings at approximately 300 locations nationwide. To manage its property, VA uses all of the traditional authorities available to federal agencies. In many instances these authorities do not adequately address the needs of specific mission or developmental issues. Because of these limitations, exacerbated by on-going budgetary constraints, privatization and income-generation programs have become increasingly important to the Department.

The Strategic Capital Investment Planning (SCIP) process includes the development of Long-Range Action plans and later budget year business cases to meet existing performance gaps (space, facility condition, access, etc.) and enhance healthcare and delivery of services and benefits to the Nations Veterans.

4. Performance Period: The period of performance is for 365 calendar days from date of award. Work at the government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

5. Type of Contract: Firm-fixed Price

6. Place of Performance: The primary place of work shall be the contractor’s office.

7. IDIQ Number and Title:

B. CONTRACT AWARD MEETING

The contractor shall not commence performance on the tasks in this PWS until the CO has conducted a kick off meeting or has advised the contractor that a kick off meeting is waived.

Attachment 2 – Performance Work Statement – Part B

C. GENERAL REQUIREMENTS

1. For every task, the contractor shall identify in writing all necessary subtasks (if any), associated costs by task, and together with associated sub-milestone dates. The contractor’s subtask structure shall be reflected in the proposal and detailed project management plan (PMP).

2. All written deliverables shall be phrased in layperson language. Statistical and other technical terminology shall not be used without providing a glossary of terms.

3. Where a written milestone deliverable is required in draft form, OAEM will complete their review of the draft deliverable within 10 calendar days from date of receipt. The contractor shall have 10 calendar days to deliver the final deliverable from date of receipt of the government’s comments.

4. Unless otherwise specified in an individual task order, the following schedule requirements apply: Where a written milestone deliverable is required in draft form, the VA will complete their review of the draft deliverable within 10 calendar days from date of receipt. The contractor shall have 10 calendar days to deliver the final deliverable from date of receipt of the Government’s comments.

5. The contractor shall provide, via email, minutes of all government-contractor meetings. The contractor shall provide these minutes within five calendar days after completion of the meeting.

6. Except for pricing information, the contractor shall not deliver to the OAEM any proprietary products or information of any type in completing the requirements of this task order. The contractor’s existing internal development tools (that is, those development tools not developed for the OAEM work and which will not be required by the OAEM to install, use, or revise the deliverables) are exempted from this requirement. If the contractor believes an exception to this requirement is necessary for effective or efficient execution of this task order, the contractor shall request a specific exception, in writing, to the CO, and shall not provide the proprietary tools or information until approval is received from the CO.

D. SPECIFIC MANDATORY TASKS AND ASSOCIATED DELIVERABLES

Description of Tasks and Associated Deliverables: The contractor shall provide the specific deliverables described below within the performance period stated in Section A.4 of this PWS.

1. Task One: The contractor shall provide a PMP and briefing for the project team, which presents the contractor's plan for completing the task order. The contractor's plan shall be responsive to this PWS and describe, in further detail, the approach to be used for each aspect of the task order as defined in the technical proposal. The contractor shall keep the PMP up to date throughout the period of performance.

Deliverable One: A PMP and briefing

2. Task Two: Provide oversight support for execution of SCIP approve construction projects from the 2012-2019 SCIP processes.

VA has been directed by Congress to report quarterly on the allocation and execution of infrastructure improvement projects identified through SCIP. In order to support this task, the Contractor shall provide oversight support for the execution of these SCIP approved construction projects from the SCIP process, construction projects from the SCIP process that are not SCIP approved, and out-of-cycle projects, through data collection and reporting on execution progress, including cost, schedule, and other issues.

The contractor shall attend meetings used to manage the execution of the plus-up projects, as called by OAEM. Up to 48 status meetings are expected to be conducted, when needed. Depending on the volume of activity, meetings may be scheduled on a weekly or bi-weekly timeframe, or canceled, as needed, but total number of status meetings will not exceed 48. The contractor shall record and distribute the meetings minutes and any relevant project milestone reports prior to the next scheduled meeting, or as requested by OAEM.

Types and up to quantities of projects to be supported by contractor:

· Departmental Minor Construction: Up to 1500

· Department Seismic Projects: Up to 200

· VHA Non-Recurring Maintenance: Up to 5000

· Departmental Grants for State Homes: 60

Data Sources to be utilized:

· SCIP Automated Tool (SAT)

· SCIP Operating Plans - FYs 2012-2020 (including Out of Cycle)

· FMS - Financial Management System

· FMS Obligations - ACC - Accounting Classification Code

· PMDRI - Project Management Data Retrieval and Integration Database

· Capital Assets Database/Project Tracking Report

· eCMS - Electronic Contract Management System

· FORCE – Forecast of Opportunities Requirements Center of Excellence

· Admin/VISN/Field Data Calls

· Research to determine if any additional existing systems to gather / collate needed data

· Other systems and databases as needed

Reporting: Based on Data Collected contractor shall coordinate with VA-program management offices to gain approval of a reporting methodology and conduct of reporting bi-weekly (every two weeks) for project status meeting; quarterly Congressional reporting, and as required (ad-hoc) by VA Senior Leadership, for 12 months from date of award, for the following data tracking elements including but not limited to:

1) Financial Obligations on project basis –

a) Operating plan approved Obligations

b) Planned Obligations,

c) Actual Obligations

d) Variances between approved, planned, and actuals

e) Non-conforming transactions

2) Project Basis of Contracting Actions / Status:

a) Requirements Identified

b) Solicitation Issued

c) Proposals Received

d) Technical Evaluations Completed

e) Award Made

f) Project Completion

g) Payments to Contractor Completed

3) Project Delivery Timing on project basis

a) Operating Plan Project Delivery Dates

b) Planned start dates

c) Planned completion dates

d) Actual start dates

e) Actual completion dates

f) Variances between approved, planned, and actuals

g) Contractor to report non-conforming transactions as agreed

4) Non-Conforming Obligations

5) Portfolio level performance reporting by Project Type, VISN, Station, Admin

Deliverable Two: Maintain Tracking Database and Conduct Required Reporting Based on Data Collected for 12 months from Date of Award:

For 12 months from date of award, Contractor shall coordinate with VA-program management offices to maintain an Excel-based financial tracking database for each project utilizing approved data elements and available data sources and maintain / update data elements.

Reporting, based on Data Collected contractor shall coordinate with VA-program management offices to gain approval of a reporting methodology of the following data tracking elements including but not limited to:

1. Bi-weekly Reporting of Financial Obligations on project basis –

a. Operating plan approved Obligations

b. Planned Obligations,

c. Actual Obligations

d. Variances between approved, planned, and actuals

e. Contractor to report non-conforming transactions as agreed

2. Bi-weekly Reporting on Project Basis of Contracting Actions / Status:

a. Requirements Identified

b. Solicitation Issued

c. Proposals Received

d. Technical Evaluations Completed

e. Award Made

f. Project Completion

g. Payments to Contractor Completed

3. Bi-weekly Reporting of Project Delivery Timing on project basis

a. Operating Plan Project Delivery Dates

b. Planned start dates

c. Planned completion dates

d. Actual start dates

e. Actual completion dates

f. Variances between approved, planned, and actuals

g. Contractor to report non-conforming transactions as agreed

4. Bi-weekly Reporting of Non-Conforming Obligations

a. Contractor to conduct full accounting, timing, and detail of any non-conforming Obligation. Non-conforming projects would include transactions not included on any operating plans.

b. VA and Contractor to agree on format for reporting non-conforming transactions

c. Contractor to report non-conforming transactions as agreed

5. Conduct Portfolio level performance reporting bi-weekly by Project Type, VISN, Station, Admin for all reporting identified above.

a. VA and Contractor to agree on format for reporting project execution at portfolio level

b. Contractor to report project execution at portfolio level as agreed

6. Develop and provide standardized detailed and summary reports of key findings and project and program status for bi-weekly meetings.

7. Conduct Quarterly Reporting for Congress on the allocation and execution for new construction projects identified through SCIP to clearly identify any changes:

a. VA and Contractor to agree on format for reporting quarterly reporting to Congress

b. Contractor to prepare reports as agreed, on quarterly basis, for Congress on the allocation and execution for new construction projects identified through SCIP to clearly identify any changes.

8. Other ad-hoc reporting as required for VA Senior Leaders

Deliverable Three: The contractor shall attend meetings used to manage the execution of the plus-up projects, as called by OAEM. Up to 48 status meetings are expected to be conducted, when needed. Depending on the volume of activity, meetings may be scheduled on a weekly or bi-weekly timeframe, or canceled, as needed, but total number of status meetings will not exceed 48. The contractor shall record and distribute the meetings minutes and any relevant project milestone reports prior to the next scheduled meeting, or as requested by OAEM.

3. Task Three: Consolidate reporting using FY SCIP data and products where available per OMB M-20-3: Implementation of Agency-wide Real Property Capital Planning for SCIP FY. Reporting shall be based on requested budget year SCIP (for each requested SCIP budget planning year) data and requirements outlined in Section 2. Required Internal Agency Planning Actions and Section 3. Capital Plan Requirements of OMB M-20-3: Implementation of Agency-wide Real Property Capital Planning. Contractor is responsible for consolidating reporting requirements available through current SCIP processes; if not available through SCIP, contractor is not responsible.

Section 2. Required Internal Agency Planning Actions

a. Define mission requirements for real property

b. Conduct Prioritized Needs Assessment

c. Perform Alternatives Analysis

d. Prioritization

e. Portfolio Cost Estimate

f. Define Performance Goals and Metrics

Section 3. Capital Plan Requirements

a. Mission requirements for real property

b. CFO and SRPO responsibilities

c. Annual budget process

d. Identify Major Lines of Business

e. Needs Assessment

f. Alternatives Analysis

g. Prioritization Process

h. Life Cycle Cost Estimate

i. Performance Goals and Metrics

j. List of Projects

Deliverable 4: Consolidate, format, organize available information from required budget year SCIP processes necessary for compliance with OMB M-20-3. Due date NLT July 2020.

4. Task Four: Develop / document procedures necessary track project scopes approved through the SCIP process through execution, and how, once executed, base data, SCIP records, and gap data updated to reflect actual scope as executed.

Deliverable 5: Documentation / procedures to track project scopes approved through the SCIP process through execution, and how, once executed, SCIP base data, records, and gaps are updated to reflect actual scope as executed.

E. SCHEDULE FOR DELIVERABLES

1. The contractor shall complete the Delivery Date column in Attachment A for each deliverable specified.

2. Unless otherwise specified, the number of draft copies and the number of final copies shall be the same.

3. If for any reason the scheduled time for a deliverable cannot be met, the contractor is required to explain why (include the original deliverable due date) in writing to the CO, including a firm commitment of when the work shall be completed. This notice to the CO shall cite the reasons for the delay, and impact on the overall project. The CO will then review the facts and issue a response in accordance with applicable regulations.

F. CHANGES TO PERFORMANCE WORK STATEMENT

Any changes to this PWS must be authorized and approved by written correspondence only from the Contracting Office (CO). Costs incurred by the contractor through the actions of parties other than the CO must be borne by the contractor.

G. REPORTING REQUIREMENTS

1. The contractor shall provide the Contracting Officer’s Representative (COR) with an updated PWP on a monthly basis to support any invoicing.

2. The contractor shall hold bi-weekly status meeting or conference calls with COR.

H. TRAVEL AND PLACE OF PERFORMANCE

The work shall be performed at the contractor’s office space. As required by each task order, the contractor may be required to travel to Washington, D.C., or to other VA locations. Travel and per diem shall be reimbursed in accordance with VA/Federal Travel Regulations. Each contractor invoice must include copies of all receipts that support the travel costs claimed in the invoice. No General and Administrative (G&A) fees or costs, and no other fees or costs shall be added to travel expenses. Local travel within a 50-mile radius from the Contractor's facility is considered the cost of doing business and will not be reimbursed. This includes travel, subsistence, and associated labor charges for travel time. Local travel within a 50-mile radius from the Contractor's employees’ residence is considered the cost of doing business and will not be reimbursed. This includes travel, subsistence, and associated labor charges for travel time.

Travel performed for personal convenience and daily travel to and from work at the contractor's facility will not be reimbursed. Travel, subsistence, and associated labor charges for travel time for travel beyond a 50-mile radius of the Contractor's facility are authorized on a case-by-case basis and must be pre-approved by the CO at least 30 calendar days in advance for the requested travel.

I. GOVERNMENT FURNISHED PROPERTY AND DATA

The Government will provide access to the final post transaction handbook and directive, EULIS (AOCC templates), EUL Consideration Report template and archived reports, and new consideration methodology document.

The Government will provide access to the VA Network (for properly cleared personnel) in order to support the EULIS system.

J. CONTRACTOR EXPERIENCE REQUIREMENTS – KEY PERSONNEL

Skilled and experienced professional and/or technical personnel are essential for successful accomplishment of the work to be performed under this task order. These are defined as key personnel and are those persons whose resumes were submitted. The contractor agrees that the key personnel shall not be removed, diverted, or replaced from work without approval of the CO and COR.

Any personnel the contractor offers as substitutes shall have the ability and qualifications equal to or better than the key personnel being replaced. Requests to substitute personnel shall be approved by the COR and the CO. All requests for approval of substitutions in personnel shall be submitted to the COR and the CO within 30 calendar days prior to making any change in key personnel. The request shall be written and provide a detailed explanation of the circumstances necessitating the proposed substitution. The contractor shall submit a complete resume for the proposed substitute, any changes to the rate specified in the order (as applicable) and any other information requested by the CO needed to approve or disapprove the proposed substitution. The CO will evaluate such requests and promptly notify the contractor of approval or disapproval thereof in writing.

K. SECURITY

Information System Security

The contractor shall ensure adequate LAN/Internet, data, information, and system security in accordance with VA standard operating procedures and standard contract language, conditions laws, and regulations. The contractor’s firewall and web server shall meet or exceed the government minimum requirements for security. All government data shall be protected behind an approved firewall. Any security violations or attempted violations shall be reported to the VA project manager and the VBA Headquarters Information Security Officer as soon as possible. The contractor shall follow all applicable VA policies and procedures governing information security, found under www.va.gov/pubs/asp/edsdirec.asp especially those that pertain to certification accreditation.

L. CONFIDENTIALITY AND NONDISCLOSURE

It is agreed that:

1. The preliminary and final deliverables and all associated working papers, application source code, and other material deemed relevant by the VA which have been generated by the contractor in the performance of this task order are the exclusive property of the U.S. Government and shall be submitted to the CO at the conclusion of the task order.

2. The CO will be the sole authorized official to release verbally or in writing, any data, the draft deliverables, the final deliverables, or any other written or printed materials pertaining to this task order. No information shall be released by the contractor. Any request for information relating to this task order presented to the contractor shall be submitted to the CO for response.

3. Press releases, marketing material or any other printed or electronic documentation related to this project, shall not be publicized without the written approval of the CO.

Attachment A

Schedule of Deliverables

One

A PMP and briefing

One 5 calendar days after Award

Two

Maintain Tracking Database and Conduct Required Reporting

Numerous 12 months award – Apri1 1, 2020 – April 1, 2021

Three

Four

July 1, 2020