Attachment 2- Performance Work Statement - Part B.pdf

PERFORMANCE WORK STATEMENT FOR

DEPARTMENT OF VETERANS AFFAIRS CAPITAL INVESTMENT ALTENATIVES

INITIAL TASK ORDER: FY2023 NON-IT BUSINESS CASE APPLICATIONS

A. GENERAL INFORMATION

1. Title of Project: FY2023 Non-IT Business Case Applications (Initial Task Order under VA Capital Investment Alternatives IDIQ Contract)

2. Scope of Work: The contractor shall provide all resources necessary to accomplish the types of deliverables described in this Performance Work Statement (PWS). Assist VA in the preparation of the Non-IT Business Case Applications in support of the FY2023 President’s Budget request. Strategic Capital Investment Planning (SCIP) business cases were scored using the SCIP Decision Criteria Model and a prioritized list of projects was developed through the VA governance process for inclusion in the FY2023 Budget Submission. As part of VA’s submission to OMB, a Non-IT Business Case Application and associated documents will be prepared for all Major Construction and Major Lease projects.

3. Background: The SCIP process is the basis for the Department of Veterans Affairs’ (VA) current and out-year capital budget requests. The SCIP process includes development of 10-Year Action plans and budget year business cases to close performance gaps (space, utilization, facility condition, etc.) and enhance healthcare and delivery of services and benefits to the nation’s Veterans.

In the late 1990s, VA began a dramatic change in the manner in which it delivers services, shifting from an in-patient, hospital-based model to one that focuses on preventive care in outpatient settings. That shift has left VA with an increasing inventory of aging and obsolete facilities, many in locations where there is diminished demand. In an effort to build upon past capital planning efforts, and to address the problem of aging infrastructure in poor condition, lack of infrastructure in some locations and unused infrastructure in others, the Department has embarked on the SCIP process. SCIP is a significant and critical initiative that will enable VA to better adapt to changes in the environment, demographics, capabilities, medical technology and health care delivery, thereby allowing VA to deliver the highest quality healthcare, benefits, and memorial services to our Nation’s veterans.

SCIP ensures that all resources will be scrutinized and considered at the corporate level, with equitable and consistent distribution across markets and competing capital needs to address gaps in our service delivery. For the first time in VA’s capital planning process, SCIP will provide the Secretary with a project list that is integrated across all administrations and programs (major and minor construction, major leases and non- recurring maintenance) so as to ensure resources are allocated to address the most critical gaps.

With the strategic goal to improve the delivery of services and benefits to Veterans, the SCIP process will be the basis for the Department’s FY2023 capital budget request. Unlike previous capital planning models, SCIP links planning efforts of the Administrations and Staff Offices for both capital and non-capital solutions and takes a long-term departmental approach. SCIP also encourages investments that ensure delivery of services in a Veteran-centric, forward- looking, and results-driven manner, while placing particular emphasis on improving access, maintaining our capital portfolio, increasing market penetration, reducing homelessness, and ameliorating issues confronting women Veterans.

Currently, VA has a significant funding backlog in construction projects and facility condition assessment deficiencies, and many of its facilities are over-utilized, resulting in higher maintenance costs and inefficient resource usage.

Closing the identified gaps was the basis for FY2023 business case applications developed by the

Administrations and Staff Offices. Business cases were prepared for all projects included in their approved action plans (major construction, minor construction, leases, and non-recurring maintenance projects) that are above established dollar thresholds, represent high risk, or are considered to be crosscutting.

The business cases were scored using the SCIP Decision Criteria Model and a prioritized list of projects was developed through the VA governance process for inclusion in the FY2023 Budget Submission.

This scope of work is to assist VA with the preparation of Non-IT Business Case Applications for Major Construction and Major Lease projects for inclusion in the FY2023 President’s Budget.

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 performance will be at the contractor’s facilities;

however, some tasks may require work to be performed at a Government facility. Any work at the Government site shall not take place on Federal holidays or weekends, unless directed by the Contracting Officer (CO).

7. IDIQ Number and Title: TBD, Capital Investment Alternatives IDIQ Contract.

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.

C. GENERAL REQUIREMENTS

The following general requirements apply to this task order:

1. Unless otherwise specified in an individual task, 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 five calendar days from date of receipt. The contractor shall have seven calendar days to deliver the final deliverable from date of receipt of the Government’s comments.

2. The contractor shall provide, via email, minutes of all government-contractor meetings. The contractor shall provide these minutes within one calendar day after completion of the meeting unless otherwise specified in an individual task.

3. Except for proprietary information in company quotes identified and marked in accordance with FAR

52.215-1(e), the contractor shall not deliver to CFM any proprietary products or information of any type in completing the requirements of each task under this PWS. The contractor’s internal development tools (that is, those development tools not developed for CFM work and not required by CFM 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, the contractor shall request a specific exception, in writing, to the CO, and shall not use the proprietary tools or information in CFM work until approval is received from the CO.

4. The contractor shall ensure contract employees maintain an open and professional communication with the staff at the VA facilities. For transparency purposes, email to the CO shall not be blind carbon copied (BCC) to other Government personnel. Complaints or violation validated by the COR or VA staff will be reported in writing to the CO, OIG, or HCA for action. If the contractor fails to correct validated complaints raised by the COR and or CO, it will be considered a failure in performance.

5. 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.

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: PMP and Briefing

The contractor shall provide a Performance Management Plan (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 as defined in the technical proposal. The contractor shall keep the PMP up to date throughout the period of performance.

Deliverable 1: PMP and Briefing

2. Task Two: Communications

2.1 Kick-off Meeting

2.2 Status Teleconferences (weekly)

Deliverable 2: Kick-Off Meeting and up to thirty-three weekly Status Teleconferences

3. Task Three: Prospectus and Non-IT Business Case Packages – Major Construction (Up to 10 Approved Projects)

Non-IT Business Case Forms & Attachments Provide services, information, and data as necessary to assist VA in the preparation of budget documentation, Non-IT Business Cases, for the designated projects.

a. Prepare responses (with assistance from appropriate VISN/VAMC staff) to all Non-IT Business Case

Form questions.

b. Conduct site searches to confirm availability of vacant land in given markets and determine average land costs for lease alternatives.

c. Perform high level real estate market studies to determine average rent and operating/maintenance costs for use in lease alternatives.

d. Work with OCFM to validate project scope and cost and obtain latest cost estimates. This includes comparison of current project scope to the previously approved project baseline, with any project scope or project size discrepancy being fully documented.

e. Conduct Cost Effectiveness Analyses (CEAs).

f. Prepare Alternatives Analyses.

g. Perform Risk Analyses.

h. Distribute draft Non-IT Business Case Forms and Attachments to VACO staff for review and approval.

i. Prepare prospectuses for each of the designated sites.

j. Prepare form 1391 for each of the designated sites.

k. Distribute draft prospectuses and 1391’s to VACO/VISN/VAMC staff for review and approval.

l. Revise draft prospectuses and 1391’s as necessary and prepare final drafts.

m. All Non-IT Business Case forms and attachments must meet the criteria defined in OMB Circular A-

11 and be consistent with prospectus requirements from Title 38, U.S.C, Section 8104, including new requirements added by P.L. 112-37.

n. All final Non-IT Business Case forms and attachments must be loaded to the SCIP FY2023 SharePoint site.

Deliverables 3, 4, 5, and 6: Draft and Final Non-IT Business Case Forms; Draft and Final Non- IT Business Case Form Attachments; Draft and Final Construction Prospectuses; Draft and Final 1391s.

4. Task Four: Prospectus and Non-IT Business Case Packages – Major Leases (Up to 15 Leases)

Key Tasks – Contractor shall perform the following tasks for each of the designated sites in VA’s FY2023 budget.

4.1 Non-IT Business Case Lease Forms & Attachments

Provide services, information, and data as necessary to assist VA in the preparation of budget documentation, Non-IT Business Cases, for the designated leases.

a. In light of Government requirements for location of VA medical space, conduct site searches to confirm availability of existing buildings and vacant land in given markets; advise Government if sufficient competition exists in the delineated area requested, and if not, propose expansion based on availability of existing buildings and vacant land. Provide detailed report on the determination of the delineated area, considering the needs of the Veteran patient population and ensuring sufficient competition.

b. Contract with brokers familiar with Government real estate requirements to determine reasonable, anticipated land values for the amount of property required for each project, within the delineated area identified within the prospectus. Provide detailed market analysis to Government that reviews comparables and provides range of potential market value.

c. Perform in-depth analysis of offers previously received by Government on similar projects, market data, and real estate trends for specific markets to determine appropriate shell rental rate range for VA’s requirement.

d. Contract with A/E, experienced with government leasing and development of Agency Specific Requirements, to prepare estimates for lease build-out (specifically, Agency Specific Requirements), as well as operating and maintenance estimates for project.

e. Coordinate with GSA, VA and GSA OMB examiners, CFM, VHA and OAEM to ensure that market analysis is consistent with the requirements of oversight functions, or clearly document when a departure is necessary, and rationale for that departure.

f. Support for creating alternatives for VA to refine the delineated market area.

g. Performing non-public facing market research, including more detailed analysis of land and market comparables and availability of existing buildings in preparation for Congressional authorization.

h. Run the Lease Scoring Model for each prospective lease. Draft runs shall be prepared based on preliminary size with Final runs being completed after prospectuses are finalized.

i. Develop new construction estimates for use in CEAs.

j. Conduct Cost Effectiveness Analyses (CEAs).

k. Prepare responses (with assistance from appropriate VISN/VAMC staff) to all Non-IT Business Case

Lease Form questions.

l. Prepare Alternatives Analyses.

m. Perform Risk Analyses.

n. Distribute draft Non-IT Business Case Lease Forms and Attachments to VACO/VISN/VAMC staff for review and approval.

o. All Non-IT Business Cases, lease forms and attachments must meet the criteria defined in OMB

Circular A-11 and be consistent with prospectus requirements from Title 38, U.S.C, Section 8104, including new requirements added by P.L. 112-37.

p. All final Non-IT Business Cases, lease forms and attachments must be loaded to the SCIP FY2020 SharePoint site.

Deliverables 7, 8, and 9: Preliminary Draft Rent Estimates for Initial Non-IT Business Case Submissions;

Draft and Final Non-IT Business Cases for Major Leases; Draft and Final Non-IT Business Case Attachments for Major Leases.

Deliverable 10: Catalogued repository, by site, of all data collected, delineated market areas, and detailed market research

4.2 Major Lease Prospectuses

a. Prepare prospectuses for each of the designated sites.

b. Distribute draft prospectuses to CAM/CFM/VISN/VAMC staff for review and approval.

c. Revise draft prospectuses as necessary and prepare final drafts.

d. Each prospectus must meet the criteria defined in Title 38, U.S.C, Section 8104, including new requirements added by P.L. 112-37. Including preparation of alternatives analyses in compliance with current law. Where information is not readily available (for example on the purchase of private facility) develop cost estimates based on equivalent locations, sizes (square footage), scopes and types of services to be delivered by the preferred alternative. Also include discussion of feasibility for executing the alternatives based on current local area market.

Deliverable 11: Draft and Final Lease Prospectuses

5. Task Five: On-going Support

a. Provide on-going support to CFM, VHA, and OAEM for each prospective lease or construction project. Support includes assistance with GSA or OMB questions, and preparation of any supplemental material needed.

Deliverable 12: On-going Support

E. SCHEDULE FOR DELIVERABLES

See Attachment A for Schedules of Deliverables.

1. 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 the impact on the overall project. The CO will then review the facts and issue a response in accordance with applicable regulations.

2. Any hard copy documents the Contractor provides to CFM must be printed double-sided on recycled paper with at least 30 percent post-consumer fiber.

Attachment A: Schedule of Deliverables Deliverable

No.

Item Quantity Due Date*

1 PMP and Briefing 1 Within five calendar days of Kick-off

2 Kick-Off Meeting and Weekly Teleconferences

32 TBD

3 Draft and Final Non-IT Business Cases for Major Construction Projects

10 Draft;

10 Final

Draft, TBD;

Final. within 11 calendar days of kick-off

4 Draft and Final Non-IT Business Cases Forms and Attachments for Major Construction Projects

10 Draft;

10 Final

Draft, TBD Final, within 11 calendar days of kick-off

5 Draft and Final Major Construction Prospectuses

10 Draft;

10 Final

Draft, TBD;

Final, within 18 calendar days of kick-off

6 Draft and Final 1391s for Major Construction Projects

10 Draft;

10 Final

Draft, within 18 calendar days of kick-off;

Final, within 30 calendar days of kick-off

7 Preliminary Draft Rent Estimates for Initial Non-IT Business Case Submissions

15 within 18 calendar days of kick-off

8 Draft and Final Non-IT Business Cases for Major Leases

15 Draft;

15 Final

Draft, within 40 calendar days of kick-off Final within 53 calendar days of kick-off

9 Draft and Final Non-IT Business Cases Attachments

15 Draft;

15 Final

Draft, within 40 calendar days of kick-off;

Final, within 53 calendar days of kick-off

10 Catalogued repository, by site, of all data collected, delineated market areas, and detailed market research

25 within 60 calendar days of kick-off

11 Draft and Final Lease Prospectuses 15 Draft;

15 Final

Draft, within 53 calendar days of kick-off;

Final within 60 calendar days of kick-off

*This Schedule of Deliverables is for illustrative purposes only and will be revised and finalized after award during the project kickoff meeting. All due dates are tentative and subject to change based on the award date.

Scheduled delivery dates will be confirmed at the kick-off meeting.