Attachment 4 - Sample Performance Work Statement.pdf

PERFORMANCE WORK STATEMENT FOR

DEPARTMENT OF VETERANS AFFAIRS CAPITAL INVESTMENT OPTIONS IDIQ

FY2026 NON-IT BUSINESS CASE APPLICATIONS

A. GENERAL INFORMATION

1. Title of Project: Capital Investment Options IDIQ - FY2026 Non-IT Business Case Applications Task Order.

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 the Department of Veterans Affairs (VA) in the preparation of the Non-IT Business Case Applications in support of the FY2026 President’s Budget Request. Major Construction projects and Major and Mid-Level Leases anticipated for the Strategic Capital Investment Planning (SCIP) 2026 cycle will have been identified and will be scored using the SCIP Decision Criteria Model resulting in a prioritized list of projects developed through the VA governance process for inclusion in VA’s FY2026 Budget Submission. As part of VA’s submission to Office of Management and Budget (OMB), a Non-IT Business Case Application and associated documents will be prepared for all Major Construction projects and Major and Mid-Level Leases.

3. Background: The SCIP process is the basis for VA’s 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.) to enhance healthcare and delivery of services and benefits for 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. 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. SCIP provides the Secretary with a project list that is integrated across all administrations and programs (Major and Minor Construction, 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 FY2026 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 critical identified gaps will be the basis for FY2026 Business Case applications developed by the Administrations and Staff Offices. Business Cases will be prepared for Major Construction, Minor Construction, Major Leases, and Mid-Level Leases, since these are more complex and represent a higher risk to VA.

The Business Cases will be scored using the SCIP Decision Criteria Model resulting in a prioritized list of projects through VA’s governance process for inclusion in the FY2026 Budget Request. This scope of work is to assist VA with the preparation of Non-IT Business Case Applications for Major Construction projects and Major and Mid-Level Leases for inclusion in VA’s FY2026 President’s Budget Request.

In addition, this scope includes support in managing changes to the Major Leases that require Capital Program Requirements Management Process (CPRMP) approvals.

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 CO.

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 to the Contracting Officer’s Representative (COR) 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 Office of Construction and Facilities Management (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 all 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, Office of Inspector General (OIG), or Head of Contracting

Activities (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 COR, contract administrator, and/ or 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 forty weekly Status Teleconferences with agendas provided prior to call and minutes taken and distributed after each call.

3. Task Three: Prospectus and Non-IT Business Case Packages – Major Construction (Up to 30 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 Veterans Integrated Service Network (VISN) and VA Medical Center (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 CFM 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 CFM and Office of Asset

Enterprise Management (OAEM) 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 CFM, OAEM, VISN, and 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 uploaded into the SCIP FY2026 SharePoint site in specific project folders.

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; and Draft and Final 1391s.

4. Task Four: Prospectus and Non-IT Business Case Packages – Major Leases (Up to 20 Leases)

4.1 Space Planning: Prepare scope and services workload analyses workbooks, facilitate high-level concept of operations, and develop Space Equipment and Planning Software (SEPS) space programs for design (PFD). This includes coordination with the VISN, VAMC, Veterans Health Administration (VHA) Office of Capital Asset Management (OCAM), and CFM Planners for the initial draft and final draft PFDs.

Deliverable 7: Develop Draft and Final SEPS PFDs for up to 20 Major Leases.

4.2 Non-IT Business Case Lease Forms & Attachments

Provide services, information, and data as necessary to assist VA in the preparation of space planning, budget documentation, and 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. Obtain respective VAMC, VISN, and VHA OCAM leadership concurrences for the final delineated areas.

b. Utilize real estate systems to determine reasonable, anticipated land values for the amount of property required for each project within the delineated area identified for each lease. 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. Coordinate with CFM’s Cost Estimating Service (CES) to finalize estimates for lease build-out (specifically, Agency Specific Requirements) and to validate rent estimates, including operating and maintenance estimates for leases.

e. Coordinate with CFM, VHA, and OAEM to ensure that market analysis is consistent with General Services Administration’ (GSA) and/ or GSA OMB Examiners’ requirements, or clearly document when a departure is necessary, and rationale for that departure.

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

j. Perform non-public facing market research, including more detailed analysis of land and market comparables and availability of existing buildings to finalize lease requirements.

k. Run the Lease Scoring Model for each prospective lease per GSA’s requirements. Draft runs shall be prepared based on preliminary size with Final runs being completed after prospectuses are finalized.

l. Coordinate new construction estimates with CFM’s CES for use in Cost Effectiveness Analyses

(CEA.)

m. Conduct CEAs.

n. Prepare responses to all Non-IT Business Case Lease Form questions with assistance from appropriate VISN and/ or VAMC staff.

o. Prepare 1391-L forms for each lease.

o. Prepare Alternatives Analyses.

q. Prepare VA and GSA prospectuses.

r. Distribute draft Non-IT Business Case Lease Forms, Attachments, and VA and GSA Prospectuses to CFM, OAEM, VISN, VAMC, and VHA OCAM staff for review and approval.

s. Revise draft documents as necessary and prepare final drafts.

t. All Non-IT Business Cases, lease forms, attachments, and prospectuses must meet the criteria defined in OMB Circular A-11 and be consistent with prospectus requirements from Title 38, U.S.C, Sections 8103 and 8104, including new requirements added by P.L. 112-37 and the August 2022 PACT Act. Documents must include preparation of alternatives analyses in compliance with current law. Where information is not readily available, e.g., 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.

u. All documents, including Non-IT Business Cases, CEAs, Scoring Runs, Heat Maps with maps, Market Research Analyses, Co-Star Land and Lease Comparables, Delineated Market Area Concurrences from VHA, SEPS PFDs, VA and GSA prospectuses, 1391-L’s, and any other lease forms or attachments, must be loaded to the SCIP FY2026 SharePoint site per respective lease folder.

Deliverables 8, 9, 10, 11, and 12: Preliminary Draft Rent Estimates for up to 20 Major Leases; Draft and Final Non-IT Business Cases for up to 20 Major Leases; Draft and Final VA and GSA Prospectuses for up to 20 Major Leases; Draft and Final 1391-Ls for up to 20 Major Leases; and Draft and Final Non- IT Business Case Attachments for up to 20 Major Leases.

5. Task Five: Documents to Support – Mid-Level Leases (Up to 30 Leases)

5.1 Space Planning: Prepare scope and services workload analyses workbooks, facilitate high-level concept of operations, and develop SEPS space’s PFD. This includes coordination with the VISN, VAMC, VHA OCAM, and CFM Planners for the initial draft and final draft PFDs.

Deliverable 13: Develop Draft and Final SEPS PFDs for up to 30 Mid-Level Leases.

5.2 Documents to Support Lease Execution of Non-Prospectus Level Mid-Level Leases (Up to

30 Leases)

Provide services, information, and data as necessary to assist VA in the preparation of lease execution supporting documentation for Mid-Level 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. Utilize real estate systems to determine reasonable, anticipated land values for the amount of property required for each project within the delineated area identified for each lease. 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. Coordinate with CFM’s CES to finalize estimates for lease build-out (specifically, Agency Specific Requirements) and to validate rent estimates, including operating and maintenance estimates for leases.

e. Support for creating options for VA to refine the delineated market area.

f. Perform non-public facing market research, including more detailed analysis of land and market comparables and availability of existing buildings to finalize lease requirements.

g. Run the Lease Scoring Model for each prospective lease per GSA’s requirements. Draft runs shall be prepared based on preliminary size with Final runs being completed after prospectuses are finalized.

h. Prepare 1391-L forms for each lease.

i. Distribute draft 1391-L’s and all supporting documents to CFM, OAEM, VISN, VAMC, and VHA

OCAM staff for review and approval.

j. Revise draft documents as necessary and prepare final drafts.

k. All documents, 1391-L’s, Scoring Runs, Heat Maps with maps, Market Research Analyses, Co-Star

Land and Lease Comparables, VHA approved Delineated Market Areas, SEPS PFDs, and any other lease forms or attachments must be loaded to the SCIP FY2026 SharePoint site per respective lease folder.

Deliverables 14, 15, and 16: Preliminary Draft Rent Estimates for up to 30 Mid-Level Leases; Draft and Final 1391-Ls to Support Lease Execution of up to 30 Mid-Level Leases; and Draft and Final Mid-Level Lease attachments for up to 30 leases.

Deliverable 17: Catalogued Repository, by Site, of All Data Collected, Delineated Market Areas, and Detailed Market Research

6. Task Six: CPRMP Support (Up to 5 Major Leases)

Market Research – Provide market rental data for Major Leases that require CPRMP approval.

a. Utilize real estate systems to determine reasonable, anticipated land values for the amount of property required for each project, within the delineated area identified in the published prospectus.

Provide detailed market analysis to Government that reviews comparables and provides range of potential market value.

b. 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.

Deliverable 18: Provide Estimated Rental Rates for Leases Requiring CPRMP Approval (Up to 5 Major Leases)

7. Task Seven: On-going Support

a. Provide on-going support to CFM, VHA, and OAEM for each prospective lease or construction project. Support includes updating of FY2026 budget slides, assistance with GSA or OMB questions, and preparation of any supplemental material needed.

Deliverable 19: Update FY2026 budget slides

Deliverable 20: On-going Support

Performance Standards and Methods

As specified in each task order, past performance will be documented in accordance with IL 001AL-10-03, dated February 22, 2010.

Surveillance Area Performance Standards Method of Assessing

Performance Management of price and schedule

Timely delivery to the COR within the contract/order schedule

Status Meetings are scheduled on time, with appropriate Vendor staff attending and issues

Review of Monthly Status Reports and Status Meetings

Technical quality of deliverables

Deliverables are high quality, address required performance work statement areas and contain three or fewer defects identified in the Final deliverable submittal

Review of Final deliverables and Status Meetings

Quality of Project Management and Relationship Management

Timely Responses to open acquisition issues 98% of the time

Corrections and Re-submittal to VA within five calendar days of rejected deliverables

Low Turnover of Key Personnel

Contractor develops and maintains a staffing plan that adequately supports the requirements of the task orders 98% of the time.

Open communication between VA and Vendor

Review of Final deliverables, Status Reports and Status Meetings

Review and approval of Key Personnel changes VA customer satisfaction

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 40 TBD

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

30 Draft;

30 Final

Draft, 30 calendar days of kick-off;

Final. within 45 calendar days of kick-off

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

30 Draft;

30 Final

Draft, 50 calendar days of kick-off;

Final, within 55 calendar days of kick-off

Draft and Final Major Construction Prospectuses

30 Draft;

30 Final

Draft, 50 calendar days of kick-off;

Final, within 55 calendar days of kick-off

Draft and Final 1391s for Major Construction Projects

30 Draft;

30 Final

Draft, within 60 calendar days of kick-off;

Final, within 65 calendar days of kick-off

SEPS Program for Designs – Major Leases

20 Draft;

20 Final

Draft, within 45 calendar days of kick-off;

Final, within 50 calendar days of kick-off;

8 Draft and Final Rent Estimates for Major Leases

20 Draft;

20 Final

Within 60 calendar days of completion of Lease Non-IT Business Case documents

Draft and Final Non-IT Business Cases for Major Leases

20 Draft;

20 Final

Draft, within 60 calendar days of kick-off Final within 65 calendar days of kick-off

10 Draft and Final 1391-L’s 20 Draft;

20 Final

Draft, within 70 calendar days of kick-off;

Final, within 75 calendar days of kick-off

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

20 Draft;

20 Final

Draft, within 60 calendar days of kick-off;

Final, within 65 calendar days of kick-off

Draft and Final VA and GSA Lease Prospectuses

20 Draft;

20 Final

Draft, within 60 calendar days of kick-off;

Final, within 65 calendar days of kick-off

SEPS Program for Designs – Mid- Level Leases

30 Draft;

30 Final

Draft, within 45 calendar days of completion of Lease Non- IT Business Case documents;

Final, withing 50 calendar days of completion of Lease Non-IT Business Case documents

Deliverable No. Item Quantity Due Date*

Draft and Final Rent Estimates for Mid-Level Leases

30 Draft;

30 Final

Within 55 calendar days of kick-off

15 Draft and Final 1391-L’s 30 Draft;

30 Final

Draft, within 70 calendar days of kick-off;

Final, within 75 calendar days of kick-off

Draft and Final Attachments for Mid-Level Leases

30 Draft;

30 Final

Draft, within 70 calendar days of kick-off;

Final, within 75 calendar days of kick-off

Categorical Repository by Site of All Data Collected

(30+20+30)

Within 75 calendar days of kick-off

Estimated Rental Rates for Leases Requiring CPRMP 5

Within 120 calendar days of kick-off

Update FY2025 Budget Slides for Major Construction and Major Leases

Within 120 calendar days of kick-off

20 Ongoing Support As needed

*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.