PWS_Workforce_Resiliency_FAM_IT.pdf

Fire and Aviation Management Information Technology

Workforce Resilience / Portfolio Analysis

Performance Work Statement

1.0 Background.

The Forest Service Washington Office Fire and Aviation Management (WO-FAM) is a premier leader in wildland fire management, operations, and research, while remaining dedicated to organizational efficiency and cost-effectiveness. To fulfill this mission and core value of excelling as a high-performing agency, WO-FAM must continually evaluate better ways of doing business, maintaining a highly skilled and compassionate workforce that promotes an inclusive culture, attracting and retaining top employees, and ensuring accountability. This workforce must be measured against workload to ensure long term resilience of the organization to support the agency mission and specifically wildland fire operations.

As the Forest Service faces challenges meeting its collective obligations to manage wildland fire, information technology (IT) is critical to the agencies success. This technology and staffing costs the Government about $30 million annually to provide applications, data, geospatial services, and security. Wildland fire operations are supported through data and application access, fire record documentation, geospatial data and viewing, and decision making/support tools, some of which require 24/7 availability. Providing a resilient, high-performing workforce is critical to managing this portfolio and supporting wildland fire, WO-FAM and the Forest

Service.

2.0 Scope

The Contractor shall perform an analysis of the WO-FAM Information Technology Branch

(FAM IT) current and future workload and workforce that can be utilized in developing plans for a resilient, effective, and efficient workforce now and in to the future. This analysis must consider USFS workload with an eye toward the interagency Wildland Fire Information

Technology (WFIT) resources and need. The analysis will primarily include FAM IT staffing but may involve interviewing stakeholder organizations like acquisition, DOI partners, and previous employees of FAM IT. The Contractor shall develop alternative courses of action for management options that optimize the organization to address current and future IT needs.

Where feasible, these alternatives will include organizational risks that can be considered by the

Government in selecting these options and implementing them.

To complete this work, a workforce, workload analysis must be completed considering FAM

IT’s current organization, capacity, and functionality while reviewing the FAM IT portfolio to evaluate current staffing against industry standards. The portfolio consists of project applications, system support infrastructure, security, geospatial data and application management, help desk, and budget management. These alternative courses of action will provide information that can be utilized to determine management actions, identify gaps, and be utilized as a foundation for change.

This holistic approach to staffing and workload planning will provide a details to develop a strategy that will anchor the workgroup to the vision and mission as well as provide a foundation for developing a transition plan for the future to maintain this resiliency.

Tasks:

Through facilitated sessions, one on one meetings, and process reviews the contractor will complete the following tasks:

Task 1 (Due May 5, 2017 – during FAM IT staff meeting occurring 1-5 May 2017):

Facilitate discussion about the current mission, vision, and objectives to ensure FAM IT team cohesion and to:

Ensure there is clear team understanding, Assist the team in updating mission, vision, and objectives as needed, and

Ensure the team can clearly articulate them.

Deliverable: Document containing the mission and vision statement as agreed to by the team as well as meeting notes to ensure all above standards have been discussed and implemented.

Task 2 (Due May 15, 2017 – during FAM IT staff meeting occurring 1-5 May 2017):

Complete a Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis with the group to gain understanding of the strengths, weaknesses, opportunities, and threats for the team and their work.

What are the organizations strengths and what should be protected to keep it strong?

Where is the organization struggling?

What stakeholders influence the group or should be maintained/enhanced?

What are the opportunities and future changes in position and workload management?

Where are the threats, how real are they and what is the impact to the organization if they aren’t mitigate.

Deliverable: Documentation of the completed SWOT analysis as well as meeting notes to ensure all above standards have been discussed and implemented.

Task 3 (Due July 31, 2017):

Through a workforce analysis gain understanding of the workload, workforce, and team effectiveness that can be utilized in developing a strategy for workforce and workload resiliency.

Evaluate workload and workforce.

o What is happening now and what needs to happen.

o Gather and analyze existing employee data as it relates to the current staffing.

Identify FAM current workforce

Identify the primary functions of the group (i.e. COR, PM, SME) and identify how many people are performing each function.

Identify how many positions are in an office setting or virtual.

Identify what the current employee/supervisor ratio for each function. Evaluate if it needs to be changed.

Appointment status (PFT, WAE, Temp, Contractor)

Current vacancies (if any) at what grade level, position and title.

Evaluate and estimate potential retirements and consider this in workforce planning.

o Determine organizational competencies that can be measured and developed.

Determine what knowledge, skills, competencies and abilities (KSA) are needed to perform anticipated position functions.

Identify which functional competencies are needed across the portfolio and by every position.

Verify which technical competencies are required for effective performance in a specific set of work outputs within the portfolio.

Identify how many people are needed in the future to perform each position.

Determine what position functions, if any, could be consolidated.

Evaluate leadership competencies for all supervisors, program leads and managers with the portfolio.

Gaps – determine gaps in the following areas based on the workload analysis.

o Knowledge, skills and abilities o Staffing o Training needs o Perform a gap analysis to identify the number of staff and competencies needed now and in the future by comparing current workforce (staffing and competencies) to the current and future demands of the organization.

Identify the Workforce = Number of employees and employee competencies

Identify the Demand = Current and future staffing and competency needs based on current and future needs.

Identify the current and future workforce gaps.

Identify excess staff.

Deliverable: Documentation summarizing findings which may be included as part of the final report in Task 5.

Task 4 (Due July 31, 2017):

Based on the workload analysis, develop information regarding current processes, their effectiveness and possible alternatives for improving them.

Process Effectiveness (what can be fixed by efficient processes vs more people) o What processes are in place and documented that are effective?

o Where processes are missing that can create effectiveness?

o What processes are more burdensome than effective?

Deliverable: Provide a document defining alternatives and efficiencies that can be gained to include a strategic and attainable plan for implementing workforce and process improvements.

This may be included in the Task 5 deliverable report.

Task 5 (Due July 31, 2017):

In a report, define key findings from tasks 1-4, alternatives, and next steps.

Develop alternatives for workforce planning for current and future organizations.

o key functions and competencies o core training to ensure competency

Develop a list of risks for each alternative to help prioritize strategy development.

o Leadership risks currently and in the future.

o Identify if it is possible to match competencies for declining functions to new functions or shortage areas.

o Identify outcomes that won’t be met if gaps are not addressed.

Report findings on process evaluation to include what is currently available and what was identified by the team as needed for clarity in meeting the mission and vision.

Deliverable: A report summarizing key findings from Tasks 1-4 including information as described in Task 5 and should also include the following:

Information about the current organization, where the workforce and process gaps were found, what the current and future impact to mission is without resolution.

Organizational trends specific to the kinds of work FAM IT is responsible for.

Workforce alternatives that address current and future workload while considering functions and competencies.

Information regarding the impacts if no action is taken in the above alternatives.

Findings from the process reviews and any recommendations on gaps for consideration.

Core training for function/competency or recommendations in employee development to build a resilient workforce that can be considered in the future.

Task 6: (Due December 31, 2017)

Upon implementation of the new or revised workforce strategy, support will be provided to ensure transition to new organization and resiliency in this time of change. Up to 20 hours of time will be spent on the following as agreed to by the project manager and the vendor:

Virtual meetings with the staff or portions of staff to review commitments, mission, and assist in the change management process.

Coaching individual team members, leadership, and/or work groups as assigned to assist with understanding and transition to the new organization.

Deliverable: 20 hours of resilience involving coaching and facilitation.

3.0 Schedule of Items

0001 Fire and Aviation Management Information Technology (FAM IT) workforce resilience / portfolio analysis. Includes all associated management, personnel, and travel to complete

PWS tasks. Period of Performance 1 May 2017- 31 December 2017.

4.0 Personnel

The Contractor shall provide a workforce possessing the skills, knowledge, and training to satisfactorily perform the services required by this contract. Personnel performing work under this PWS shall remain employees of the Contractor and shall not be considered employees of the

Government. Upon award, the principle must remain consistent throughout the life of the contract.

5.0 Place of Performance

The Contractor shall perform tasks under this contract at Government-owned facilities in Boise, Idaho or at other associated locations identified by the Government or the Contractor shall perform tasks under this contract at the Contractor-owned facilities.

The Contractor shall perform tasks under this PWS that require integration with Government employees during typical business hours 0800-1700 MST Monday thru Friday or as identified by virtual employee time zones.

6.0 Reports

The Government will review all reports and provide comments within ten (10) days. The

Contractor shall incorporate Government comments and provide revised reports within ten (10) days after receiving Government comments.

7.0 Services and Support / Government Furnished Property, Facilities, and Equipment

The Government will provide the use of teleconferencing and video conferencing bridges to facilitate project team interactions and conference calls. Government conference rooms and facilities will be used when possible to reduce project expenses. Specific support and services may include: provision of office space and Government security clearances and identification.

Performance Requirements Summary (PRS)

Tasks Standards/AQLs Incentive/Remedy

1. Facilitate and document discussion about FAM IT current mission, vision, and objectives.

a) Ensure there is clear team understanding.

b) Assist the team in updating mission, vision, and objectives as needed.

c) Ensure the team can clearly articulate them.

AQL: Deliverable is complete and addresses new/revised mission, vision, and objectives of FAM IT.

Insufficient deliverable will result in rework of deliverable to ensure compliance with AQL at no additional price or schedule impact to the Government.

2. Completed and documented

SWOT analysis.

a) SWOT analysis is complete and includes all necessary elements.

AQL: Deliverable is complete and facilitates structured planning activities focused toward the identified mission, Insufficient deliverable will result in rework of deliverable to ensure compliance with AQL at no additional price or schedule impact to the Government.

vision, and objectives of FAM

IT.

3. Workload Analysis

a) Evaluate workload and workforce.

b) Identify and evaluate gaps in workforce (gap analysis).

AQL: Deliverable is complete and includes a thorough analysis of actual workforce performance with potential or desired performance as identified through mission, vision, and objectives of FAM IT.

Insufficient deliverable will result in rework of deliverable to ensure compliance with AQL at no additional price or schedule impact to the Government.

4. Workforce/Process

Improvement Analysis

a) Identify and evaluate areas for improvement of workforce and processes.

b) Outline a strategic plan for accomplishing workforce and process improvements.

AQL: Deliverable is complete and includes a strategic and attainable plan for accomplishment of workforce and process improvements relative to mission, vision, and objectives of FAM IT.

Insufficient deliverable will result in rework of deliverable to ensure compliance with AQL at no additional price or schedule impact to the Government.

5. Report and identify alternative/next steps from tasks 3, 4, and 5.

a) Develop alternatives for workforce planning for current and future organizations.

b) Develop a list of risks for each alternative to help prioritize strategy development.

AQL: Deliverable is complete and includes a summary of findings, recommendations, and alternatives for tasks 1-4.

Deliverable provides management with the capability to make informed decisions regarding workforce, workload, and processes.

Insufficient deliverable will result in rework of deliverable to ensure compliance with AQL at no additional price or schedule impact to the Government.

6. Provide support and resilience counseling/training

a) Workforce (individual and collective) understands as new/revised workforce strategy is implemented.

characteristics and methods of resiliency in the workplace.

AQL: Workforce is better equipped to deal with transition in organization relative to tasks

1-5 findings and new/revised workforce strategy.

Quality Assurance Surveillance Plan (QASP)

In evaluating the quality of the contractor’s performance, the following performance ratings may be used.

Performance

Rating

Criteria

Excellent /

Outstanding

Performance meets contractual requirements and exceeds many to the

Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with few minor problems for which corrective actions taken by the contractor was highly effective.

Very Good Performance meets contractual requirements and exceeds some to the

Government’s benefit. The contractual performance of the element or sub-element being assessed was accomplished with some minor problems for which corrective actions taken by the contractor was effective.

Satisfactory Performance meets contractual requirements. The contractual performance of the element or sub-element contains some minor problems for which corrective actions taken by the contractor appear or were satisfactory.

Marginal Performance does not meet some contractual requirements. The contractual performance of the element or sub-element being assessed reflects a serious problem for which the contractor has not yet identified corrective actions.

The contractor’s proposed actions appear only marginally effective or were not fully implemented.

Unsatisfactory Performance does not meet most contractual requirements and recovery is not likely in a timely manner. The contractual performance of the element or sub-element contains a serious problem(s) for which the contractor’s corrective actions appear or were ineffective.

Surveillance Matrix

Tasks Standards/AQLs Inspections Ratings

1. Facilitate and document discussion about FAM

IT current mission, vision, and objectives.

a) Ensure there is clear team understanding.

b) Assist the team in updating mission, vision, and objectives as needed.

c) Ensure the team can clearly articulate them.

AQL: Deliverable is complete and addresses new/revised mission, vision, and objectives of

FAM IT.

What: Deliverable

How: Comparison to PWS standards and attendance at FAM IT staff meeting

Who: FAM IT

Management

Standard(s): Inspection applies to all standards

2. Completed and documented SWOT analysis.

a) SWOT analysis is complete and includes all necessary elements.

AQL: Deliverable is complete and facilitates structured planning activities focused toward the identified mission, vision, and objectives of

FAM IT.

What: Deliverable

How: Comparison to PWS standards and attendance at FAM IT staff meeting

Who: FAM IT

Management

3. Workload Analysis

a) Evaluate workload and workforce.

b) Identify and evaluate gaps in workforce (gap analysis).

AQL: Deliverable is complete and includes a thorough analysis of actual workforce performance with potential or desired performance as identified through mission, vision, and objectives of FAM IT.

What: Deliverable

How: Comparison to PWS standards and management knowledge of Workload

Analysis techniques.

Who: FAM IT

Management

4. Workforce/Process

Improvement Analysis

a) Identify and evaluate areas for improvement of workforce and processes.

b) Outline a strategic plan for accomplishing

What: Deliverable

How: Comparison to PWS standards and management knowledge of workforce and process improvements.

AQL: Deliverable is complete and includes a strategic and attainable plan for accomplishment of workforce and process improvements relative to mission, vision, and objectives of FAM IT.

workforce/process improvement techniques.

Who: FAM IT

Management

Standard(s): Inspection applies to all standards

5. Report and identify alternative/next steps from tasks 3, 4, and 5.

a) Develop alternatives for workforce planning for current and future organizations.

b) Develop a list of risks for each alternative to help prioritize strategy development.

AQL: Deliverable is complete and includes a summary of findings, recommendations, and alternatives for tasks 1-4.

Deliverable provides management with the capability to make informed decisions regarding workforce, workload, and processes.

What: Deliverable

How: Comparison to PWS standards

Who: FAM IT

Management

6. Provide support and resilience counseling/training as new/revised workforce strategy is implemented.

a) Workforce (individual and collective) understands characteristics and methods of resiliency in the workplace.

AQL: Workforce is better equipped to deal with transition in organization relative to tasks 1-5 findings and new/revised workforce strategy.

What: Deliverable

How: Comparison to PWS standards and management knowledge of workforce resiliency methods and techniques.

Who: FAM IT

Management