36E77620R0024-002.docx

Attachment 1 – Performance Work Statement – Part A PERFORMANCE WORK STATEMENT FOR DEPARTMENT OF VETERANS AFFAIRS, OFFICE OF ASSET ENTERPRISE MANAGEMENT STRATEGIC ADVISORY AND ASSISTANCE SERVICES FOR CAPITAL ASSET MANAGEMENT INDEFINITE DELIVERY/INDEFINITE QUANTITY (IDIQ) January 14, 2020

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 Indefinite Delivery/Indefinite Quantity (IDIQ).

Scope of Work: The contractor shall provide all resources necessary to accomplish the deliverables described, for the appropriate SCIP cycle year, in this Performance Work Statement (PWS). The contractor shall be responsible for the following: updating the SCIP Long-Range Action Plan summaries using revised data; creating new and updating current SCIP training materials, including SCIP Automation Tool (SAT) guidance documents; providing support for reviewing and validating the SCIP Action Plans; completing summary reports of the Action Plan final submissions; providing support for the validation of Business Cases; providing Help Desk staff to assist SCIP Users in the preparation of Action Plan projects and Business Case applications; facilitating the prioritization of the SCIP Decision Criteria; providing SCIP program management support; updating the current cost-effectiveness analysis template; conducting selected Capital Program Management Requirements Program (CPRMP) reviews and final documents; providing oversight support for execution of SCIP approve construction projects from 2012 through 2020 SCIP processes; providing support for the preparation of and during select SCIP meetings via note taking, and providing a summary report of the meeting findings.

1. 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:

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.

1. Performance Period: This IDIQ shall be in effect for five years. The work on each task order placed under this IDIQ is anticipated to begin within thirty calendar days of award. However, each individual task order shall state the specific performance period. Work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

1. Type of Contract: This is anticipated to be a single award IDIQ contract. Firm Fixed price task orders will be generated with a detailed PWS and issued by a Contracting Officer. The maximum (ceiling) amount is estimated at $7,000,000.00 over a five-year performance period. The contract has a onetime minimum of $2,500.00. The contractor must demonstrate it possesses both general and specialized capability, knowledge, and skills.

1. Place of Performance: The primary place of performance will be at the contractor’s facilities; however, some task orders may require work to be performed at a Government facility (in such case, the place of performance will be specific in the PWS of the task order). Any work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

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

CONTRACT AWARD MEETING

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

GENERAL REQUIREMENTS

The following general requirements apply to all task orders issued under this IDIQ:

1. The contractor shall identify their proposed technical approach in writing for every task order quoted. The contractor’s task order quote shall include their proposed labor categories, rates and number of hours by task, together with associated delivery dates and sub milestone dates (if any), and proposed personnel résumés. The contractor shall include in each quote the résumés for all proposed professional and/or technical personnel who will perform the tasks in the task order. Résumés are not required for clerical personnel.

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

1. 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 12 calendar days from date of receipt. The contractor shall have 12 calendar days to deliver the final deliverable from date of receipt of the Government’s comments.

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

1. Except for proprietary information in company quotes identified and marked in accordance with FAR 52.215-1(e), the contractor shall not deliver to the OAEM any proprietary products or information of any type in completing the requirements of each task order PWS. The contractor’s internal development tools (that is, those development tools not developed for OAEM work and not required by 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 the effective or efficient execution of a task order, the contractor shall request a specific exception, in writing, to the CO, and shall not use the proprietary tools or information in OAEM work until approval is received from the CO.

1. The contractor shall ensure contract employees maintain an open and professional communication with the staff at the VA facilities. Complaints validated by the COR or VA staff will be reported in writing to the CO for action. If the contractor fails to correct validated complaints raised by the COR and CO, it will be considered a failure in performance.

1. The CO may require the contractor to meet with the CO, contract administrator, and other Government personnel at least quarterly, and as often as deemed necessary. The contractor may request a meeting with the CO when deemed necessary.

SPECIFIC TASKS AND ASSOCIATED DELIVERABLES

Description of Tasks and Associated Deliverables:

1) For each task order awarded under this IDIQ, the contractor shall provide the specific deliverables described in the task order PWS, within the performance period stated. Specific sub-tasks and associated deliverables will be identified in each task order placed under the IDIQ. The deliverables described below are typical requirements; however, each task order may have requirements in addition to or instead of those listed below.

1. Task One: Provide a Project Management Plan (PMP) and Briefing

The contractor shall provide a Project Management Plan (PMP) (including a schedule) 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.

Sample Deliverable: PMP and Briefing

2. Task Two: Provide Program Management and Records Management Support for the current budget planning year SCIP Process and cycle years, as appropriate within the contract period.

The contractor shall provide program management support for the current budget year SCIP process and cycle years, as appropriate within the contract period, including maintenance of SCIP process schedules, milestones tracking/performance reporting, and records management support.

The contractor shall attend meetings used to manage the current budget planning SCIP process activities, as called by OAEM. Up to 24 status meetings for the SCIP process are expected to be conducted for the budget year SCIP underway, when needed. A copy of the draft high-level schedule for a typical SCIP process activities is provided as part of this PWS. 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 24. The contractor shall use Microsoft Project, or equivalent, to manage the SCIP schedules, tasks, reporting requirements, and SCIP staff assignments based on input from OAEM. The contractor shall develop and maintain both a detailed and a high-level schedule of milestones and performance reporting to milestones for the SCIP process. The contractor shall solicit and make updates to both schedules through status calls determined by OAEM. The contractor shall distribute the resulting updated schedules via email to the SCIP management team.

The contractor shall save artifacts and business products resulting from SCIP process activities during the contract period to the current budget year SCIP SharePoint Records Management site. The artifacts will be used to improve the process for the future SCIP cycles.

Sample Deliverables: Attendance at status calls held by OAEM to manage SCIP process activities and milestones during the contract period. Support to manage SCIP activities including, maintenance and distribution of the SCIP schedules and milestones. Since a typical SCIP cycle for a fiscal year is longer than 12 months and the contract covers two SCIP cycles, the activities and milestones during this contract period are relevant to multiple SCIP cycle years.

Sample Deliverables: Save/upload SCIP artifacts and business products from SCIP process activities, as appropriate to the contract period, to the SCIP Records Management SharePoint site.

3. Task Three: For each requested SCIP budget planning year, provide training materials, in the PowerPoint slide show format, for SCIP Process activities, including: SCIP Basics, Action Plan Module (APM), Business Case Module (BCM), and cost-effectiveness analysis (CEA) template and provide content support to OAEM staff during business case and CEA training sessions. Also, to include survey

The contractor shall develop and facilitate field training surveys for SCIP Action Plan training sessions to determine if additional training is required.

The contractor shall develop training materials and provide content support to the OAEM-lead training sessions for the Business Case Module and CEA topics. Training materials will be used by OAEM staff for BCM and CEA training.

The contractor survey to be released after SCIP action plan training to ensure that users understand key concepts and if users would like additional training on the SCIP Automation tool, how their gaps (including space estimates) are generated, and other topics related to the SCIP process. Contractor shall consolidate results and provide reports formatted as requested.

Sample Deliverable(s): For each requested SCIP budget planning year, develop one draft and one final set of training materials (PowerPoint slides) for each: SCIP Basics, Action Plan Module, Business Case Module, and Cost-effectiveness Analysis (CEA) to support training performed by OAEM.

Sample Deliverable(s): For each requested SCIP budget planning year, assist OAEM during SCIP Basics training, Action Plan Module training; BCM and CEA training sessions via note taking, attendance taking, and training content support for up to 8 two-hour sessions; up to four sessions for BCM training and up to four sessions for CEA training. Contractor shall develop survey to be released after SCIP action plan training to ensure that users understand key concepts and if users would like additional training on the SCIP Automation tool, how their gaps (including space estimates) are generated, and other topics related to the SCIP process. Contractor shall consolidate results and provide reports formatted as requested.

4. Task Four: For each requested SCIP budget planning year, provide Action Plan and Business Case “Help Desk” Support to the Field.

The contractor shall be available to provide support (via email and telephone) to the field for completing Action Plan projects, Business Cases, CEA templates, and cost estimate sheets. The contractor shall assist the field in answering basic to moderate-level questions regarding Action Plan project input, Business Case application questions, completing cost estimate sheets, and completing CEA templates, including assisting in any SAT technical issues (reporting system outages, access to the system, etc.). Advanced questions will go to the SCIP mail group. The Help Desk Operating Hours shall be 8am-6pm EST/EDT, Monday through Friday, excluding Government holidays, beginning when the SAT opens for Action Plan development and ending when final Business Cases are due. There will be an automated message for calls received beyond the business hours with the option to leave a message. Acknowledgment of messages (call or email) shall be provided immediately and responses to messages shall be provided within two (2) business hours of receipt of call or email. Unanswered calls and emails received during the Help Desk business hours will receive a response within 30 minutes of receipt of the call. Based on past experience the average level of effort expected is 4 hours per day.

Sample Deliverable(s): For each requested SCIP budget planning year, provide technical support (via e-mail and telephone) as the SCIP Users complete action plan projects, business case applications, cost estimate sheets, and CEA templates. The estimated timeframe of Help Desk support is week of December 1, 202X through week of September 1, 202X+1. (Disclaimer: Dates subject to change). The table below provides guidelines for Help Desk representatives expected level of help to be provided. The approach is to offer Action Plan and Business Case “Help Desk” support to the Field by:

1. Providing a live person to answer phone and email address and number for voicemail if person is already on phone (with prescribed hours and response Service Level Agreement) for OAEM to provide the field for Help Desk support. Calls to be answered immediately and voicemails to be answered within 30 minutes of receipt.

1. Answering questions and offering support as the field completes Action Plans, Business Case applications, cost estimate sheets, and CEA templates.

2. Referring questions outside of the expected scope of the help desk to appropriate OAEM staff for resolution.

Task Four-Deliverable Six Description

Provide technical support (via email and telephone) as the field completes Action Plan projects, cost estimate sheets, CEA templates, and Business Case applications. The contractor shall assist the field in answering basic to moderate-level questions regarding Action Plan project input, Business Case application questions and input, and completion of cost estimate sheets and CEA templates.

Some of the anticipated support includes:

1. General usage of the Action Plan module with the SAT with respect to creating new projects and editing existing projects, including how to choose the correct project category based on program definitions, exporting the form to Word and/or pdf format, and how to enter gap adjustments.

2. General usage of the Business Case module within the SAT with respect to locating projects for submitting business case applications, creating a new business case item, deletion of an item, locating an existing business case item, navigating through the business case form, attaching supporting documentation, exporting business cases to Word and/or pdf documents, and downloading required templates to be attached.

3. Technical aspects of data entry such as how to enter data in tables, how to add a row in the dynamic tables, use of calendar fields, number entry fields (as integers or dollars), and how to use the automatic upload feature to populate the Best Value Solutions table.

4. Basic knowledge of the linked documents in the business case application to be able to refer callers to that data.

5. Basic questions on the cost estimate sheet and cost-effectiveness analysis (CEA) template for data entry, explanation of input fields, assistance with list of required alternatives to analyze (not the decision on which alternatives to analyze)

The contractor will NOT be expected to:

1. Reset passwords or create user accounts for SharePoint or the SAT, but to be able to refer those questions/requests to the appropriate VA staff with basic instructions and a copy of the access form.

2. Assist in formulating cost data

3. Answer questions that require first-hand knowledge of the policies and/or management practices of any VA office or capital program or data system

4. Answer questions about the SCIP process activities such as business case scoring or the budget process

5. Task Five: For each requested SCIP budget planning year, provide support for the SCIP Action Plan Review Processes including conducting validation of up to 6000 projects and support for SCIP Panel review sessions review sessions.

For each requested SCIP budget planning year covered by this contract, the contractor shall assist with the analysis, review, validation, and consolidation of the Action Plan reviews. For each requested SCIP budget planning year, the contractor shall update summary level review sheets highlighting the key areas of concern, and checklists (up to 3 levels of review) for the SCIP Long-Range action plan submissions. The contractor shall assist OAEM with initial, secondary, and final reviews of the Action Plan submissions. The contractor shall also assist in the preparation of Panel review materials for the Action Plan review and provide support necessary to facilitate and take notes/minutes during the Panel review sessions.

Contractor shall conduct up to validation of up to 6000 projects. All findings for projects found to have compliance issues must be 100% re-checked by a senior analyst and further validated to ensure comments are consistent.

Sample Summary Tasks (not all inclusive):

· Coordinate and consolidate evaluations from Subject Matter Experts (SMEs), SCIP Panel, and internal analyses/evaluations (validity) into concise summary level reports

· Update standardized reporting templates as necessary to support the SME and Internal review processes.

· Evaluate if each Action Plan submission contains a completed Strategic Capital Assessment (SCA) and Long-Range Plan.

· Evaluate closure of performance gaps at facility, market, and Veteran Integrated Service Network (VISN) levels

· Identify cross-cutting issues with Action Plan submissions and provide summary reports

Sample Project-level evaluations/analyses (not all inclusive) - approximately 6000 projects

· Evaluate appropriateness of gap closure selections for access, space, condition, energy, parking, utilization, and other gaps in Action Plans

· Evaluate Veterans Health Administration (VHA) projects’ adherence to VHA policy guidance on project priorities. Documentation on final policy guidance will be provided by OAEM.

· Identify previously funded projects that are erroneously included in current year SCIP submissions

· Validate project entries for description, space gap closure, and space impact are consistent and reasonable

· Analyze and validate construction cost estimates provided for major and minor construction projects contained in the Action Plan by using regional construction cost standards for type of spaces constructed.

Sample Support Tasks for SCIP Panel review processes for each Administration and Staff Office:

· Provide pdf assembly consisting of, but not limited to Board PowerPoint presentations, SCIP SME reviews, SCIP Panel Reviews/checklists, project list summaries, formatted complete project lists.

· Provide 3 hard-copies of approved pdf materials formatted and delivered in binders.

· Document key issues and record minutes for the SCIP Panel review sessions

Sample Deliverable(s): For each requested SCIP budget planning year, update checklist templates for action plan review, including subject matter expert team (SME) review templates. Templates include basic action plan review for OAEM staff, SCIP Panel members, and SMEs, and consolidated reviews compiled into a complete workbook for each Administration, Staff Office, and VISN (or appropriate VHA grouping) that will be used by the Field to make corrections to their action plan projects and SCAs. Checklist templates are to be submitted in both draft and final formats, based on OAEM feedback.

Sample Deliverable(s): For each requested SCIP budget planning year:

A) Support OAEM project level validation of up to 6000 projects. Contractor may have to conduct reviews of up to 6000 projects depending on availability of internal VA staffing resources. All findings for projects found to have compliance issues must be 100% re-checked by a senior analyst and further validated to ensure comments are consistent.

B) Consolidate checklist templates into Excel and/or Word workbooks to be used by the Field to make corrections to their action plan projects and SCAs. Completed reviews from SMEs, Panel members and OAEM staff, including summary reports, construction cost estimating validation, and specific project level validations will be consolidated into a workbook by Administration, Staff Office and VISN (or appropriate VHA grouping) that will be uploaded to the appropriate planning year SharePoint site in respective VISN/Administration folders. Consolidated workbooks are to be submitted in both draft and final formats, based on OAEM feedback, before being uploaded to the appropriate planning year SharePoint site.

Sample Deliverable(s): For each requested SCIP budget planning year, create SCIP Panel review content in the Portable Document Format (PDF) and hard copy format (3 copies only).

Sample Deliverable(s): For each requested SCIP budget planning year, prepare SCIP Panel meeting minutes for all sessions held, an attendance list, questions, concerns, and noted follow up actions.

6. Task Six: For each requested SCIP budget planning year, provide update and testing of the Cost-effectiveness analysis (CEA) template, including embedded cost estimate sheet and summary checklist that is also used as a stand-alone file.

For each requested SCIP budget planning year, for use during the business case training and preparation timeframe (estimated to begin March of each cycle, but subject to change) the contractor shall update the current CEA template to ensure template is logical and that the formulas and equations within the template are correct, up-to-date, and meet the requirements of the capital programs within each Administration and guidance related to scoring of major leases. The source file for all background economic, cost estimating, and other SCIP project data calculations will be updated to ensure CEA calculations are up-to-date for the SCIP Process/cycle year. Updates to the CEA template and testing will be performed by the contractor and OAEM prior to the distribution of the signed SCIP Business Case Application call memorandum for each requested SCIP budget planning year covered by this contract.

For each requested SCIP budget planning year, the contractor shall also create a stand alone cost estimate sheet file from the final CEA template. The Contractor shall upload both finalized files to the respective SCIP SharePoint site.

Sample Deliverable(s): For each requested SCIP budget planning year, update the previous SCIP year CEA template for VHA projects, as appropriate, including the stand-alone cost estimate sheet and summary checklist, and test the templates prior to distribution of the signed Business Case Application call memorandum. Update the source for each planning year file for all background economic, cost estimating, and other SCIP project data calculations. For each SCIP year, create stand-alone cost estimate sheet from finalized CEA template and upload both files to the respective planning year SCIP SharePoint site.

Sample Deliverable(s): For each requested SCIP budget planning year, using the previous year SCIP CEA template, create separate templates and stand-alone cost estimate sheets for projects submitted by the Veterans Benefits Administration (VBA), National Cemetery Administration (NCA), and the Office of Information and Technology (OIT) that include specialized features unique to those office’s projects. The specialized features do not require a complete remake of the template but will require specialized input fields for the unique nature of those types of projects.

7. Task Seven: Develop and or update requested SCIP procedure documents to support internal SCIP Stakeholders. This task is to update both existing procedure and to develop new procedures to support tasks. Current examples of existing procedures that may require updates are noted below:

1. Action Plan Standard Operating Procedure (SOP)

2. Business Case SOP

3. SAT SOP

4. Out of Cycle SOP

5. Business Case Scoring (including auto-scoring) SOP

6. Internal OAEM Processes SOP

All guidance documents shall be usable as supplemental manuals/user guides for SCIP stakeholders and must contain detailed information on how to complete the reference process. Guidance documents should include, but not be limited to step-by-step instructions for both SCIP Users and SAT system administrator functions with illustrations/graphics to support the instructions, information and help-related resources, internal and external approval processes, and definitions.

Sample Deliverable(s): Develop the requested SCIP or SAT operating procedures based on input from SCIP program management.

Sample Deliverable(s): Update/Maintain requested existing SCIP or SAT operating procedure.

8. Task Eight: For each requested SCIP budget planning year, provide support for validation of Business Cases to include validation checklists, training materials, selected validation review, and secondary validation review.

For each requested SCIP budget planning year, the contractor shall assist in the development of validation checklists for the Business Cases submitted from the field, to include a summary report format for each business case and training materials for staff (OAEM) conducting business case validations. For each requested SCIP budget planning year, the contractor shall also assist with the review and validation of Business Cases (up to 2000 for each requested SCIP budget planning year including validating select questions and providing review comments to OAEM and compiling validation review comments from all VA staff participating in the validation review process. The contractor shall review and provide reports on business cases submissions for “significant issues” based on scenarios /rules/thresholds provided by OAEM. Contractor shall assist in the secondary review of business cases (second validity check) for resolution of “significant issues” and shall issue reports per OAEM requirements.

Sample Deliverable(s): For each requested SCIP budget planning year, develop business case validation checklists for all participants, including summary reports of validation for each business case and develop the Business Case Validity Training Materials including slides, instructions on how to complete the validities; develop business case rules for validities.

Sample Deliverable(s): For each requested SCIP budget planning year, complete business case validations as assigned, compilation of completed business case validations from all participants, summary report of validation findings for each business case, including report on “significant issues”. Validation report must then be separated by VISN/administration for distribution. This is known as Initial Validity. It is expected there could be up to 2000 business cases submitted each year.

Contractor shall review and revalidate findings for any projects found to have compliance issues during “initial validity”. Conduct review / re-validation of up to 2000 projects. All findings for projects found to have compliance issues must be 100% re-checked by a senior analyst and further validated to ensure comments are consistent before distributed to field.

Sample Deliverable(s): For each requested SCIP budget planning year, secondary validation review (known as Second/Final Validity) of all final business cases to include reporting of resolution of “significant issues” from first validation review contained in each Business Case submission, as appropriate.

Contractor shall review and revalidate findings for any projects found to have compliance issues during “second/final validity”. Conduct review / re-validation of up to 2000 projects. All findings for projects found to have compliance issues must be 100% re-checked by a senior analyst and further validated to ensure comments are consistent before distributed to field.

9. Task Nine: For each requested SCIP budget planning year, facilitate up to two models of two SCIP Decision Criteria weighting sessions.

For each requested SCIP budget planning year, the contractor shall facilitate up to two Board and one Panel criteria weighting sessions using the pair wise comparison methodology, supported by an appropriate software/hardware product.

Sample Deliverable(s): For each requested SCIP budget planning year, provide priority weights for two separate decision models based on the weighting sessions, to include a report of the combined group weights and the weights derived from each participant.

10. Task Ten: For each requested SCIP budget planning year, provide reports of the SCIP Action Plan Submissions for the Budget submissions. This is known as the SCIP SAT project database file.

The contractor shall produce and/or validate reports and documents created by the SAT modules to include: the gap summary sheets for total VA, Administration, VISN (up to 15 for each requested SCIP budget planning year); cost summaries (up to 15 for each requested SCIP budget planning year); and report graphs and charts (200 for each requested SCIP budget planning year for the Budget Year OMB Budget (formal title of the budget is, VA Construction Budget, Long-Range Capital Plan and Appendix, Volume 4) based on the Administration’s and Staff Offices’ FY 2022 and FY 2023 SCIP Action Plans. This includes charts showing capital investments projects by type and current and post SCIP impact summary tables by gap. The contractor shall also provide other graphs, charts or presentations of data as needed by OAEM (up to 50 for each requested SCIP budget planning year).

Sample Deliverable(s): For each requested SCIP budget planning year, Action Plan summaries, graphs and charts and report materials per the quantity and volume described above. This is known as the SCIP SAT project database file and the data is generated from the SAT, with graphs and charts created based off of that data. This deliverable includes the following:

1. SCIP Magnitude Chart

2. Summary of SCIP Resource Requirements by Administration, VISN, program and project category. The summary table will also include activation costs in some areas.

3. 10-Year Magnitude project and cost summaries for each VISN/Administration and the Department – not formatted for print

4. Current budget year and Out Year project and cost summaries for each VISN/Administration and the Department – not formatted for print

5. VISN and Administration number of projects, cost of project, percent of plan by year (to identify front loading of plans)

6. Projects by program category with supporting lists

7. Placeholder for partially funded Major Construction projects (if populated with source data, numbers will flow through to all summaries)

8. Placeholder for partially funded Minor Construction projects (if populated with source data, numbers will flow through to all summaries)

9. Project Lists:

a. All named projects, sorted by funding year; administration; VISN/office; project type; state, and city

b. All VHA projects, sorted by funding year; VISN; project type; state, and city

c. All Non-VHA projects, sorted by funding year; office/administration; project type; state, and city

d. All VHA Current Budget Year projects, sorted by VISN; project type; state, and city

e. All VHA Out Year projects, sorted by VISN; project type; state, and city

f. All Non-VHA Current Budget year projects, sorted by office/administration; project type; state, and city

g. All Non-VHA Out Year projects, sorted by office/administration; project type; state, and city

h. All Lease projects for the budget year, divided into major leases and minor leases, and sorted by VISN/office/administration

10. Summary of VHA Green Management Project Costs by VISN

11. Annual plan costs by project type, without activation costs

12. Annual plan costs by project type, with activation costs

11. Task 11: Conduct review of requested VA Major Construction Projects for each requested Capital Program Management Requirements Program (CPRMP) review.

Attached as part of this PWS is internal VA guidance for the CPRMP.

For each project requested by OAEM to be reviewed through the CPRMP, the Contractor has 1 working day to update and distribute the project’s baseline CPRMP template (attached as Part of this PWS) with information from the controlling documentation identified by OAEM. The documentation will be the most recent of the current project business case, the published budget Prospectus, prior CPRMP approval, or most recently communicated project scope to Congress. Information contained in the project’s baseline template includes the amount of space by program to be constructed, renovated, or demolished and the cost of the project. Upon completion of the baseline information, the Contractor shall distribute approved template to the appropriate submitting organization / Administration.

After the initial compliance template has been created and distributed, the submitting Office / Administration is responsible for returning the template with additional data populated outlining the current scope at that stage in the project’s execution lifecycle. Upon receipt of the completed template, the Contractor shall perform an initial completeness review to ensure the compliance template was properly completed and approved by proper authorities in the submitting organization and that the submission is compliant with all existing CPRMP guidance and procedures. If submission is not sufficiently complete, the Contractor shall document required corrections and return to the submitting Office / Administration and OAEM. Up to five (5) iterations may be required by Contractor.

Upon receipt of a satisfactorily completed CPRMP submission by the submitting Office / Administration, the Contractor shall review the project for three types of changes requiring review and /or approval. This shall consist of documenting any differences in the project’s execution from the Baseline scope identified in the “Controlling document” which informed the CPRMP template originally provided to the Administration. The Contractor shall validate all available submission information by review / comparison of articles including (but not limited to) facility Schematic or Construction Drawings, SEPS, Cost Estimates, and additional available information to verify reported amounts of spaces constructed, renovated, or demolished by program / space type and project costs. Task specifically involves reviewing and comparing the project plans as executed against VA’s square footage reported for the twelve (12) space planning categories contained in the CPRMP template. Additionally, for each project reviewed, the Contractor shall report based on review of Schematic or Construction Drawings whether any space is currently designated as unplanned (also known as “shelled space”).

During this review, any reporting inconsistencies found through execution articles and the CPRMP submission provided by the Administration should be communicated to the OAEM CPRMP Program Manager and may be sent to the submitting organization for clarification based on guidance from OAEM CPRMP Program Manager. For each project reviewed, results of findings by type of article reviewed, by program, by space, and by cost, should be provided in Excel format (to be agreed by OAEM) within one (1) working day after the completed template is provided to the Contractor. Additionally, for each change in scope, the Contractor shall document if the proposed change appears reasonable and is supported with required documentation and include such findings in a summary of the project findings and feasibility through a PowerPoint presentation.

Process may require up to five (5) iterations due to necessary interrogatories with project submitters and necessity to request resubmissions / corrections to documentation. For each project / phase subject and submitted to the CPRMP process, the Contractor shall manage store / retrieve / save all data and communication through a SharePoint site hosted by OAEM and via email.

Sample deliverables associated for each project requested for review through CPMRP include the following:

Sample Deliverable A: A completed CPRMP Compliance Review templates, used to gather input from the submitting Office / Administration, (attached as part of PWS) identifying Correct Baseline information for selected Major Construction at various stages in execution. Once a project has been identified for the CPRMP process, the template based on the “Controlling Document” for the current stage in lifecycle of project shall be completed and returned by the Contractor to OAEM within three (1) working day. All work projects and communications including emails shall be communicated by Contractor via email and stored by the Contractor to OAEM SharePoint.

Sample Deliverable B: Completeness checks of CPRMP submissions after the submitting Office / Administration returns the template with additional data populated outlining the current scope at that stage in the lifecycle. Up to five (5) iterations may be required by the Contractor. The Contractor shall submit all work products and communications via email and store to the OAEM SharePoint site.

Sample Deliverable C: Review of a completed CPRMP submission consisting of review of current project scope documenting in the CPRMP submission in current phase of execution against the “baseline scope” derived from the “controlling document”. Each review shall validate all space and programmatic changes contained in the submission information by review / comparison of execution articles including facility Schematic or Construction Drawings, SEPS, Cost Estimates, or any other available information.

Results of findings by type of article reviewed, by program, by space, and by cost, should be provided in Excel format (or as agreed by OAEM).

A summary report is to be delivered to OAEM within three (3) calendar days after the properly completed template is provided to the Contractor. Additionally, for each change in scope, the Contractor shall document through a written report if the proposed change appears reasonable and are supported with required documentation and include such findings in a summary of the project findings and reasonableness.

Process may require up to five (5) iterations due to necessary interrogatories with project submitters and necessity to request resubmissions. All work products shall be communicated by the Contractor via email and uploaded by the Contractor to the OAEM SharePoint site.

12. Task 12: CPRMP Communication Requirements.

For each completed CPRMP review – contractor shall produce requested communication materials for required project approvals through VA management. Communication materials could include a MS Word memorandum and a PowerPoint presentation describing CPRMP findings with respect to project’s approved scope and recommendations for approval. Several iterations may be required by OAEM to develop the desired communication of the changes to project cost and scope.

Sample Deliverable: Final drafts of PowerPoint and / or Word format documents to summarize the compliance review findings for each CPRMP review conducted. OAEM will determine the exact dates for delivery based on the number of projects being reviewed. The PowerPoint slide decks should include high-level summaries based on the findings during each compliance review stage completed during the quarter. All work products shall be communicated by the Contractor via email and uploaded by the Contractor to the OAEM SharePoint site.

13. Task 13: Provide oversight support for execution of SCIP approve construction projects from the 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

Sample Deliverable: 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

Th…