DRAFT 36C10X20R0047.pdf

PAGE 1 OF 72 1. REQUISITION NO.

2. CONTRACT NO. 3. AWARD/EFFECTIVE DATE 4. ORDER NO. 5. SOLICITATION NUMBER 6. SOLICITATION ISSUE DATE

a. NAME b. TELEPHONE NO. (No Collect Calls) 8. OFFER DUE DATE/LOCAL

TIME

9. ISSUED BY CODE 10. THIS ACQUISITION IS UNRESTRICTED OR SET ASIDE: % FOR:

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

8(A)

NAICS:

SIZE STANDARD:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ IFB RFP

15. DELIVER TO CODE 16. ADMINISTERED BY CODE

17a. CONTRACTOR/OFFEROR CODE FACILITY CODE 18a. PAYMENT WILL BE MADE BY CODE

TELEPHONE NO. DUNS: DUNS+4:

PHONE: FAX:

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN OFFER

18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK BELOW IS CHECKED

SEE ADDENDUM

19. 20. 21. 22. 23. 24.

ITEM NO. SCHEDULE OF SUPPLIES/SERVICES QUANTITY UNIT UNIT PRICE AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA 26. TOTAL AWARD AMOUNT (For Govt. Use Only)

27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA ARE ARE NOT ATTACHED.

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA ARE ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN _______________ 29. AWARD OF CONTRACT: REF. ___________________________________ OFFER

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND DATED ________________________________. YOUR OFFER ON SOLICITATION

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY (BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED SET FORTH HEREIN IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER)

30b. NAME AND TITLE OF SIGNER (TYPE OR PRINT) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (TYPE OR PRINT) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION (REV. 2/2012)

PREVIOUS EDITION IS NOT USABLE Prescribed by GSA - FAR (48 CFR) 53.212

7. FOR SOLICITATION

INFORMATION CALL:

STANDARD FORM 1449

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL ITEMS

36C10X20R0047 07-08-2020

Chontelle Borden 240-215-1767 08-26-2020

12PM

36C10X

Strategic Acquisition Center - Frederick

Department of Veterans Affairs

5202 Presidents Court, Suite 103

Frederick MD 21703 x 100 x

541611

$16.5 Million

N/A

X

Veterans Benefits Administration

Transition and Economic Development

1800 G Street NW

Washington DC 20006

36C10X

(see Section B.1 invoicing/payment)

See CONTINUATION Page

Department of Veterans Affairs, Veterans Benefits

Administration, Office of Transition and Economic

Development, Specialized and Strategic Support Services

Questions are due by 9:00 AM EST. July 21, 2020.

Questions shall be emailed to the Contracting Officer, Tara

Flores at Tara.Flores@va.gov, and the Contract Specialist, Chontelle Borden at Chontelle.Borden@va.gov

Incumbent Contractor for Task Areas 4-7: Booz Allen

Hamilton VA119A-17-C-0066

Quotes are due by the date and time in Block 8 of SF1449.

A virtual pre-proposal conference will be held July 27, 2020 at 2:00 PM EST. Vendors must register by email to

Chontelle.Borden@va.gov and Tara.Flores@va.gov by 3:00 PM EST

July 23, 2020 with attendee name, email, and business name.

There will be allowed one attendee call-in per vendor.

T

See CONTINUATION Page x X

Tara Flores

Contracting Officer

36C10X20R0047

Table of Contents

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 CONTRACT ADMINISTRATION DATA

B.2 PERFORMANCE WORK STATEMENT

B.3 PRICE/COST SCHEDULE

ITEM INFORMATION

SECTION C - CONTRACT CLAUSES

C.1 TASK ORDER PROCEDURES

C.2 52.212-5 CONTRACT TERMS AND CONDITIONS REQUIRED TO IMPLEMENT

STATUTES OR EXECUTIVE ORDERS—COMMERCIAL ITEMS (MAR 2020)

ALTERNATE II (AUG 2019)

C.3 52.216-18 ORDERING (OCT 1995)

C.4 52.216-19 ORDER LIMITATIONS (OCT 1995)

C.5 52.216-22 INDEFINITE QUANTITY (OCT 1995)

C.6 52.217-8 OPTION TO EXTEND SERVICES (NOV 1999)

C.7 52.217-9 OPTION TO EXTEND THE TERM OF THE CONTRACT (MAR 2000)

C.8 52.252-2 CLAUSES INCORPORATED BY REFERENCE (FEB 1998)

C.9 VAAR 852.203-70 COMMERCIAL ADVERTISING (MAY 2018)

C.10 VAAR 852.209-70 ORGANIZATIONAL CONFLICTS OF INTEREST (JAN 2008)

C.11 VAAR 852.219-74 LIMITATIONS ON SUBCONTRACTING—MONITORING AND

COMPLIANCE (JUL 2018)

C.12 VAAR 852.232-72 ELECTRONIC SUBMISSION OF PAYMENT REQUESTS (NOV

2018)

C.13 VAAR 852.237-70 CONTRACTOR RESPONSIBILITIES (APR 1984)

SECTION D - CONTRACT DOCUMENTS, EXHIBITS, OR ATTACHMENTS

D.1 ATTACHMENT A – TASK ORDER 0001 PERFORMANCE WORK STATEMENT

D.2 ATTACHMENT B - EXPERIENCE

D.3 ATTACHMENT C – LEVEL OF EFFORT

D.4 ATTACHMENT D – PAST PERFORMANCE REFERENCES

D.5 ATTACHMENT E - PPQ

D.6 ATTACHMENT F – TASK ORDER 0001 PRICING

D.7 ATTACHMENT G – EMPLOYEE COMPENSATION PLAN

D.8 ATTACHMENT H – RFP CHECKLIST

SECTION E - SOLICITATION PROVISIONS

E.1 52.209-5 CERTIFICATION REGARDING RESPONSIBILITY MATTERS (OCT 2015) 44

E.2 52.209-7 INFORMATION REGARDING RESPONSIBILITY MATTERS (OCT 2018)

E.3 52.212-1 INSTRUCTIONS TO OFFERORS—COMMERCIAL ITEMS (OCT 2018)

E.4 ADDENDUM to FAR 52.212-1 INSTRUCTIONS TO OFFERORS—COMMERCIAL

ITEMS

E.5 52.212-2 EVALUATION—COMMERCIAL ITEMS (OCT 2014)

E.6 52.212-3 OFFEROR REPRESENTATIONS AND CERTIFICATIONS—COMMERCIAL

ITEMS (MAR 2020)

E.7 52.216-1 TYPE OF CONTRACT (APR 1984)

E.8 52.222-46 EVALUATION OF COMPENSATION FOR PROFESSIONAL EMPLOYEES

(FEB 1993)

E.9 52.233-2 SERVICE OF PROTEST (SEP 2006)

E.10 52.252-1 SOLICITATION PROVISIONS INCORPORATED BY REFERENCE (FEB

1998)

E.11 VAAR 852.233-70 PROTEST CONTENT/ALTERNATIVE DISPUTE RESOLUTION

(OCT 2018)

E.12 VAAR 852.233-71 ALTERNATE PROTEST PROCEDURE (OCT 2018)

SECTION B - SUPPLIES OR SERVICES AND PRICE/COSTS

B.1 CONTRACT ADMINISTRATION DATA

(continuation from Standard Form 1449, block 18A.)

1. Contract Administration: All contract administration matters will be handled by the following individuals:

a. CONTRACTOR: TBD

b. GOVERNMENT: Tara Flores, Contracting Officer

Department of Veterans Affairs

2. CONTRACTOR REMITTANCE ADDRESS: All payments by the Government to the

Contractor will be made in accordance with:

[X] 52.232-33, Payment by Electronic Funds Transfer—System For Award

Management, or

52.232-36, Payment by Third Party

3. PERIOD OF PERFORMANCE:

a. Base Period: November 16, 2020 – November 15, 2021

b. Option Period I: November 16, 2021 – November 15, 2022

c. Option Period II: November 16, 2022 – November 15, 2023

d. Option Period III: November 16, 2023 – November 15, 2024

e. Option Period IV: November 16, 2024 – November 15, 2025

4. INVOICES: Invoices shall be submitted in arrears:

a. Quarterly []

b. Semi-Annually []

c. Other [X] Monthly, IAW the following invoicing instructions or Task

Order specific instructions.

Vendor Electronic Invoice Submission Methods:

Fax, email and scanned documents are not acceptable forms of submission for payment requests.

Electronic form means an automated system transmitting information electronically according to the accepted data transmissions below.

• VA’s Electronic invoice presentment and payment system-The FSC uses a third-party

Contractor, OB10, to transition vendors from paper to electronic invoice submission.

Please see OB10 contact information below to begin submitting electronic invoices, free of charge.

• A system that conforms to the X12 electronic data interchange (EDI) formats established by the Accredited Standards Center (ASC) chartered by the American National Standards

Institute (ANSI).

• The X12 EDI Web site (http://www.x12.org).

Vendor e-invoice Set-up information:

Please contact OB10 at the phone number or email address listed below to begin submitting your electronic invoices to the VA Financial Services Center in Austin, TX for payment processing. If you have questions about the e-invoicing program or OB10, please contact the FSC at the phone number or email address listed below.

• OB10 e-Invoice setup information: 1-877-489-6135

• OB10 e-Invoice email: VA.Registration@ob10.com

• FSC e-Invoice contact information: 1-877-353-9791

• FSC e-Invoice email: vafsccshd@va.gov

• http://www.fsc.va.gov/einvoice.asp

COMMUNICATIONS:

• https://www.federalregister.gov/articles/2012/11/27/2012-28612/va-acquisition-regulation-electronic-submission-of-payment-requests

• http://fcw.com/articles/2012/11/27/va-epayments.aspx?s=fcwdaily

• VAFSCFiscalSection101@va.gov or you can call 512-460-5401

5. GOVERNMENT INVOICE ADDRESS: All Invoices from the Contractor shall be submitted electronically in accordance with VAAR Clause 852.232-72 Electronic Submission of

Payment Requests

B.2 PERFORMANCE WORK STATEMENT

1. Overview

1.1 Title of Project

Transition and Economic Development Specialized and Strategic Services

1.2 Purpose

The Department of Veterans Affairs (VA), Veterans Benefits Administration (VBA), Office of

Transition and Economic Development (TED), has a requirement for a broad range of general management and business support services, including program and project management;

governance and strategic integration; policy analysis; curriculum and training; and data analytics and evaluation.

1.3 Background

TED promotes, advances, and instills a culture of civilian readiness for service members, Veterans, and their families by providing early access to VA benefits and resources as well as access to a network of partner organizations working together to accelerate their economic empowerment and well-being. TED accomplishes this by serving as VA’s policy and program lead for preparing service members to become civilian ready through its services provided during the Transition Assistance Program (TAP); serving as VA’s authority on Veteran economic development policies and initiatives, including Chapter 36 Personalized Career Planning and

Guidance; and orchestrating public and private partnerships which support the total well-being of service members, Veterans, and their families before, during, and after their transition from military life.

TED is a business line within the Veterans Benefits Administration (VBA) and is led by an

Executive Director who reports directly to the Principal Deputy Under Secretary for Benefits. In order to accomplish its mission of easing the Veteran transition experience, TED’s functions and activities incorporate connecting transitioning service members, Veterans, and their families, throughout their military careers and into civilian life to the wide-range of available benefits, services, and resources through its core services: TAP; VA Solid Start Program (VASS); and

Personalized Career Planning and Guidance (PCPG).

The number of Active Duty, Reserve, and National Guard service members is estimated to be approximately 2.2 million at any given time. VA expects over 200,000 of these service members to transition from military to civilian life each year over the next five years. TED is leading the charge to change the paradigm that VA is predominately a resource to provide “end-of-service” support; the goal is to connect with service members while they are still on active duty and partner earlier in their military life cycle to help them and their families proactively prepare for civilian life. Moreover, as the only VA entity that reaches 100 percent of transitioning service members before they leave the military service, TED is positioned to ensure the seamless and continuous support provided during the 365 days pre-separation through the critical first year post-separation where transition stress may exacerbate risk for mental health issues. As such, TED incorporates post-separation outreach and connectivity as part of its service to Veterans and their families.

To aid in their transition, Congress has passed various laws which have been intended to prepare eligible service members and their families to face the many challenges of transitioning from active duty back to civilian life. In response, VA, and its interagency partners at the Department of Defense (DoD), Department of Labor (DOL), Department of Homeland Security (DHS), Department of Education (ED), Office of Personnel and Management (OPM), and Small

Business Administration (SBA) have implemented a governance structure that provides policy and direction to various programs that carry out these requirements and ensure that service members are provided with the tools and information necessary to transition into civilian life.

One of these programs is TAP, which is an overarching program implemented by each of the military services (U.S. Army, U.S. Marine Corps, U.S. Navy, U.S. Air Force, and U.S. Coast

Guard) in order to provide transition assistance, information, training, counseling, and services to eligible service members in order for them to be career ready upon separation, retirement, or release from active duty, thus enabling them to pursue additional education, seek or return to employment in the public or private sector, start their own business, pursue vocational training, or other activities that meets the need of that service member and their family. TAP consists of all related TAP activities, curriculum, resources, and services provided to enable eligible service members to attain the career readiness standards (CRS) established by the respective military services. Pursuant to 10 United States Code (U.S.C.) § 1142(a)(4)(C), the eligibility requirement is that all service members who serve for a period of 180 continuous days or more on active duty must go through transition assistance.

Transition assistance must start no later than 365 days prior to the anticipated date of separation, unless otherwise excused. For anticipated retirements, transition assistance must start no later than 720 days. All eligible service members must participate in TAP, utilizing the services and briefings provided in order to meet CRS that are specific to their post-transition goals. In addition to TAP, TED supports transition assistance before and after through various outreach, employment, and economically focused initiatives, events, and full-scale projects across the U.S.

that directly inform and connect customers, as well as assemble stakeholders.

2. General Information

2.1 Scope of Work

This Performance Work Statement (PWS) describes the requirements for support to TED in order to accomplish its mission and strategic priorities and initiatives. This work encompasses:

program and project management; governance and strategic integration; policy analysis;

curriculum and training; data analytics and evaluation; and strategic communications. TAP

Operations, Personalized Career Planning and Guidance and their associated training, administrative, or clerical tasks which are not identified in these requirements are outside the scope of this contract.

2.2 General Requirements

Much of this work is best performed through the use of subject matter experts which provide task-specific, critical market-based skills that augment and support the internal activities of TED.

As such, Contractor personnel shall have the level of experience necessary to accomplish the requirements of this PWS. In addition, Contractor personnel are expected to be proficient in using office automation equipment and software and have superior written and verbal communication skills to support TED.

Should any Contractor personnel be determined by the Government to be unacceptable in terms of technical competency or unacceptable conduct or behavior while onsite or while working on contract activities, the Contractor shall immediately remove and replace the unacceptable onsite personnel at no additional cost to the Government.

The Contractor shall provide contractor personnel comprehensive management, materials, equipment, facilities, travel, supervision of Contractor resources, and any required deliverable necessary to satisfy the requirements of this PWS.

Contractor personnel are to serve in a support role to TED; therefore, final decisions regarding inherently governmental functions will always be made by Government personnel. In any situation where the contracted personnel have questions about duties that may or may not be deemed as inherently governmental, they should raise those concerns to the Government immediately, and before any related work is conducted.

Services performed shall be of a non-personal services nature. The Government will not provide supervision of Contractor personnel, and at no time shall Contractor personnel allow an employer-employee relationship to develop with Government staff. The Government shall refrain from any activities that create the impression or appearance of such a relationship.

The Contractor shall institute and maintain a management process that effectively manages all

Contractor personnel and resources used to perform the services required by this contract. In order to do so, the Contractor shall:

• employ a management approach that is consistent with project management best practices

(i.e. Project Management Institute’s PMBOK Guide);

• clearly identify all personnel involved in the management and performance of the contract and clearly define their roles, responsibilities, and interaction with the

Government;

• adhere to privacy, data, and security regulations, policies, and procedures set forth in this contract; and

• ensure that all services provided are compliant with applicable federal regulations and guidelines.

2.3 Period of Performance

The period of performance shall consist of a base period of twelve (12) months with four (4) option periods of twelve (12) months in duration each. See Solicitation Section B.1 Part 3

Period of Performance.

2.4 Type of Contract

This shall be an Indefinite Delivery, Indefinite Quantity (IDIQ) contract with firm-fixed-priced task orders.

2.5 Place of Performance

The work shall be performed at VBA Central Office, 1800 G Street NW, Washington, DC 20006 and/or any VA facility within the District of Columbia, and/or Contractor facilities (offsite).

Place of performance will be noted in each issued task order.

2.6 Hours of Operation

TED hours of operation are defined as Monday through Friday, 7:30am – 4:30pm. Any work to be performed at the Government site shall not take place on Federal Holidays or weekends unless directed by the Contracting Officer’s Representative (COR). VA observes all federal holidays as recognized by the Office of Personnel Management (https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays).

Work performed under this contract shall adhere to the operating status of the place of performance and shall not occur when the government office is closed (i.e. inclement weather).

2.7 Organizational Conflict of Interest

The award of this contract will impose a potential Organizational Conflict of Interest (OCI) with the award of the Department of Veterans Affairs Transition Assistance Program (VA TAP) contract. Award of the VA TAP contract is anticipated to be done under the General Services

Administration (GSA) Human Capital and Training Solutions (HCaTS) indefinite-delivery/indefinite-quantity governmentwide contract vehicle. Any Contractor awarded, as a prime or subcontractor, on this Contract is precluded from supporting the VA TAP CONTRACT in any way, including but not limited to, advising, subcontracting, or consulting.

2.8 Contract Award Meeting

The Contractor shall not commence performance on the tasks in this PWS until the Contracting

Officer (CO) has conducted a kick-off meeting to be scheduled within ten (10) calendar days of the award of the contract or has otherwise advised the Contractor that a kick-off meeting is waived. The Contractor shall attend the kick-off meeting which will include the VA project team and may include a project advisory group comprised of key stakeholders and Subject Matter

Experts. At the kick-off meeting, the Contractor shall brief the details of the project management plan (PMP), and this briefing shall include an overview of the Contractor’s intended approach, work plan, and project schedule to include deliverables, tasks, and subtasks, with major milestones indicated.

3. Specific Mandatory Tasks

3.1 TASK AREA 1 – Program Management Office Support

The Program Management Office’s (PMO) inherently governmental functions relative to this contract shall reside within the TED Office of the Executive Director (i.e. TED “Front Office”).

The COR responsibilities of this contract also reside within the PMO. In support of the PMO, the Contractor shall effectively and efficiently manage cost, schedule, and performance under this contract by using an integrated program management approach across all aspects of performance in a manner that yields cost savings and/or performance efficiencies throughout the execution of all tasks under this PWS.

The Contractor shall provide PMO support for the overall administration of the contract. The

Contractor shall also support the development, tracking, and management of all task orders issued under this contract. The Contractor’s support to the PMO shall work in coordination with designated Government staff and be responsible for performing all non-inherently governmental activities associated with the administration of this contract.

The Contractor’s PMO support duties shall also include, but not be restricted to, the following support activities:

• Performing liaison responsibilities that include, but not limited to, gathering initial project requirements; developing task order request packages; providing ongoing https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays https://www.opm.gov/policy-data-oversight/pay-leave/federal-holidays technical and administrative support of active task orders; and communicating and reporting as required.

• Assisting government stakeholders in defining their needs.

• Defining schedules.

• Facilitating submission of task orders and tracking their progress.

• Developing and maintaining standard task order templates, processes, and workflows consistent with industry best practices and contract requirements.

• Documenting all management processes.

• Obtaining the necessary approval prior to the adoption of any process or template.

• Employing appropriate measures and safeguards.

• Upon request, the Contractor shall perform project evaluation to ensure that activities are on track, within budget, and above all, meet all requirements of this PWS.

3.1.1 Contract Management Plan

The Contractor shall prepare a Contract Management Plan to ensure that the Contractor’s staff

(including any subcontractor staff) follow project plans established in support of the work performed under each task order. The COR shall closely monitor the cost and schedule of the work to minimize the potential for cost and/or schedule inconsistencies.

The Contract Management Plan shall include: 1) detailing the understanding of the approach that will be used to keep the project on track; 2) ensuring risks are understood and managed; 3) handling changes to the scope; and 4) communications plans. The Contract Management Plan shall be kept current throughout the period of performance and shall address, but is not limited to, the following:

• Team organization and responsibilities.

• Project execution.

• Project constraints and assumptions.

• Project schedules and milestones.

• Project risk registry and mitigation plan.

• Budgeted costs.

• Project monitoring.

The Contractor shall submit a draft of the Contract Management Plan to the COR no later than five (5) calendar days after the award of the first task order. The COR will review and provide comments within five (5) calendar days. The Contractor shall submit a final version of the

Contract Management Plan to the COR no later than 15 calendar days after award of the contract.

3.1.2 Monthly Activity and Financial Status Reports

The Contractor shall provide separate written Monthly Activity and Financial Status reports that monitor the progress, cost, schedule, quality assurance, and management applicable to the task orders issued under this PWS. The reports shall include, but not be limited to progress updates on recruiting, outstanding administrative and technical issues, and cost projections as well as other reports, as requested in advance, by the COR.

Although activity and financial status reports are due monthly, this shall not relieve the

Contractor of the responsibility to proactively keep the Government informed of issues, problems, risks, or other issues (including those technical, cost, or schedule in nature) as they occur. All reports shall be provided in a computer-readable format.

3.2 TASK AREA 2 – Strategic Management and Oversight Support

The support provided under this task area is limited to the TED Front Office, which includes the

Executive Director, Deputy Director, Executive Management Officer, Senior Advisor, Executive

Assistant, and directly assigned Program Analysts. The Front Office is responsible for administering day-to-day activities and strategic functions of the office and serves as the conduit of information between the office and the Office of the Under Secretary for Benefits and other key stakeholders. In support of the Front Office, the Contractor shall provide services as they relate to program management, strategic planning, performance measurement, and strategic communications as outlined below:

3.2.1 Program Management

The Contractor shall provide support to assist the TED Front Office in implementing a disciplined, comprehensive program and project management process, including developing industry standard project management plans, assisting in providing oversight of TED’s program/project portfolio, the monitoring of project metrics, rigorous risk management and mitigation, prompt reporting on Government-approved cost, schedule, performance, and risk.

The Contractor shall also support the administrative functions necessary for integrated program management, including but not limited to preparing reports and other program documentation, graphics presentations, planning and coordinating meetings, performing data entry, filing, and reproduction. In order to perform these duties, the Contractor shall demonstrate familiarity with specialized and technical terminology to proofread and edit documents.

3.2.2 Strategic Planning

The Contractor shall provide support of organizational strategic planning, including the development of strategic goals, objectives, strategies, performance measures, targets, improved performance outcomes, supporting operational plans, and linkages to programming, budgeting, and evaluations.

3.2.3 Performance Measurement

The Contractor shall provide support of strategic performance measurement development, including improved linkage between VA- and VBA-wide strategic goals, and VA programmatic outcomes, as well as leadership priorities. The Contractor shall also support the tracking and reporting on progress against established performance measures.

3.2.4 Business Process Improvement and Management

The Contractor shall provide services as they relate to business process reengineering, improvement, and management, including change management. In support of the TED Front

Office, the Contractor shall conduct studies in support of system and process redesign and process reengineering, improvement, and management, including the development of implementation plans and supporting the process of implementing and sustaining improvements.

The Contractor shall also support all activities associated with organizational change, including but not limited to, the implementation of major initiatives, risk assessments, and organizational transformation and culture change. Tasks may include, but not limited to, developing plans associated with transition management, implementation of major initiatives, communications associated with major initiatives, risk assessment, and organizational transformation and culture change; completing change management assessments and change management strategy;

identifying and managing anticipated resistance; creating actionable deliverables, such as a communication plan, roadmap, coaching plan, training plan, and resistance management planning; supporting and engaging senior leaders; supporting organizational design and definition of roles and responsibilities; integrating change management activities into project plans that support daily operational activities, and evaluating and ensuring user readiness;

managing stakeholders; tracking and reporting issues; defining and measuring success metrics and monitoring change progress.

3.2.5 Strategic Communications

The Contractor shall assist in the strategic communication planning process that builds beneficial relationships between TED, the public, and other stakeholders. The Contractor shall provide support to assist in developing plans for various communications campaigns and recommending the most effective way of communicating a message to intended public audiences.

3.3 TASK AREA 3 – Operational Project Management Support

The Contractor shall provide end-to-end project management support to TED’s programs, initiatives, and services.

3.3.1 Project Management Support

The Contractor shall provide support to assist TED in maintaining disciplined and comprehensive project management processes for its various programs, initiatives, and services.

Tasks may include, but not limited to the monitoring of project metrics, rigorous risk management and mitigation, prompt reporting on Government-approved cost, schedule, performance, and risk. The Contractor shall also support the administrative function necessary for integrated program management, including but not limited to preparing reports and other program documentation, graphics presentations, planning and coordinating meetings, performing data entry, filing, and reproduction. In order to perform these duties, the Contractor shall demonstrate familiarity with specialized and technical terminology to proofread and edit documents.

3.3.2 Event Planning and Management Support

The Contractor shall develop and support TED in planning, preparation, execution, and follow-up after actions of conferences, seminars, and events planning by providing event planning services and materials that can be presented and/or provided to participants of these events.

Services may include the following components: event project management, coordination, and implementation of third-party participation. It may also involve the collection management of information, liaison support with venue and stakeholders, and additional support with communications, audiovisual and information technology support. Moreover, support may include site location research, reservation of facilities, onsite support for event registration and attendance management, editorial services, design and editing of event materials, and communications with attendees or other stakeholders pre- during, and post-event. The Contractor may also support in the development of visual communication through the use of techniques including, but not limited to imagery, photography, and graphics design.

3.4 TASK AREA 4 – Governance and Strategic Integration

3.4.1 TAP Governance

In order to reduce redundancy, better serve special populations, and improve TAP coordination, this part focuses on cross-agency collaboration between VA, DoD, and other agency partners which participate in the TAP Governance: the Departments of Labor (DOL), Education (ED), and Homeland Security (DHS); Small Business Administration (SBA); and Office of Personnel

Management (OPM). TAP Governance is a multi-tier leadership model comprised of the following components:

• TAP Executive Council (TAP EC): comprised of high-ranking senior executives or military General Officers from respective agencies or military branches. The TAP EC monitors the execution, assessment, and modification of TAP. Furthermore, the TAP EC makes TAP recommendations to the VA/DoD Joint Executive Committee, advising the

VA Deputy Secretary and the Under Secretary of Defense for Personnel and Readiness on transition assistance.

• TAP Senior Steering Group (TAP SSG): comprised of senior executives and leaders from respective agencies and military branches policy and program offices. The TAP

SSG coordinates policy, resolves differences, and makes recommendations to the TAP

EC that emphasizes providing the best transition assistance to service members.

• TAP Interagency Working Group (TAIWG): comprised of policy experts from agency and military branch subordinate offices. The TAIWG serves as the “policy working group”.

• TAIWG Subordinate Working Groups: each individual working group is comprised of subject matter experts assigned to specific subject areas as chartered and approved by the

TAP EC.

The senior executive-level TAP EC and TAP SSG both meet in-person on a quarterly basis to provide strategic guidance and discuss recommendations or concerns. VA currently co-chairs the

TAP EC and SSG with DoD and DOL. The lead chair is rotated between VA, DoD, and DOL on an annual basis. The rotation is as follows: DoD FY20, DOL FY21, VA FY22, DoD FY23, DOL

FY24, and VA FY25. When an agency serves as the lead chair, that agency is responsible for facilitating and administering the TAP EC and TAP SSG on behalf of the interagency partners.

In order to support VA representation on and leadership of the TAP Governance, the Contractor shall perform the following tasks:

• Support VA representatives’ involvement during interagency policy meetings for the

JEC, TAP EC, TAP SSG, TAIWG, and TAIWG subordinate working groups. This includes all related planning, material preparation, meeting preparation support to executive leadership, and follow-up related to the meetings.

• Provide analysis and recommendations for policy improvement related to TAP, including

MLC, traditional TAP courses, including VA Benefits and Services, Entrepreneurship, Education, and assist in analysis, evaluation, and the continuing improvement of the TAP

Memorandum of Understanding (MOU) to ensure alignment with interagency TAP policies and guidelines.

• Support the drafting and coordination of monthly Congressionally directed actions, legislative referral memos, development of executive-level status reports, documentation, briefings to include preparing timely responses (emails, letters, etc.) to requests for information, communications from other federal agencies regarding TAP.

• Review, support the establishment of, maintain, and provide clear, consistent, and detailed schematics, directives, and standard operating procedures in support of interagency TAP governance. The Contractor shall identify redundancies, clarify, streamline and/or expand policies and procedures.

3.4.2 Strategic Integration

In support of TED’s strategic integration for formalized, non-TAP governance structures, the

Contractor shall perform the following tasks:

• Support VA representatives’ involvement during intra- and inter-agency policy meetings

This includes all related planning, preparation, and follow-up related to the meetings.

• Provide analysis and recommendations for policy improvement related to TED programs, services, and initiatives.

• Review, support the establishment of, maintain, and provide clear, consistent, and detailed schematics, directives, and standard operating procedures in support of established non-TAP governance bodies. The Contractor shall identify redundancies, clarify, streamline and/or expand policies and procedures.

3.5 TASK AREA 5 – Policy Analysis

The Contractor shall conduct organizational studies and evaluations, design systems and procedures, conduct work simplification and measurement studies, and prepare operations and procedures manuals to assist management in operating more efficiently and effectively. These studies may include assisting in the performance of policy and program analysis. The Contractor may perform, but not limited to, the following:

• Provide analysis and recommendations for policy improvement related to the TAP MLC, traditional TAP courses, including VA Benefits and Services, Entrepreneurship, Education, and assist in analysis, evaluation, and the continuing improvement of the TAP

Memorandum of Understanding (MOU) to ensure alignment with interagency TAP policies and guidelines.

• Support the drafting and coordination of monthly congressionally directed actions, legislative referral memo, development of executive-level status reports, documentation, briefings to include preparing timely responses (emails, letters, etc.) to requests for information, communications from other federal agencies regarding TAP.

• Review, support the establishment of, maintain, and provide clear, consistent, and detailed schematics, directives, and standard operating procedures in support of interagency TAP governance. The Contractor shall identify redundancies, clarify, streamline and/or expand policies and procedures.

3.6 TASK AREA 6 – Curriculum Development and Revision

3.6.1 TAP Curriculum and Materials Development

The Contractor shall support developing learning objectives, evaluation criteria, and a general course outline for the curriculum of the VA Benefits and Services TAP briefing with the collaboration of the TED curriculum team. The VA Benefits and Services TAP briefing shall be modular, interactive, activity-based and facilitated and shall last no longer than a full day (no to exceed 8 hours of instructor contact). The curriculum must be able adaptable to be presented both in-person and online. The Contractor shall perform the following tasks:

• Based on objectives approved by the COR and PM, develop the instruction and training materials package, including but not limited to slide presentations, classroom activities, worksheets/handouts, and instructor and participant guides.

• Ensure that all TAP virtual curriculum course content remains current and relevant to ensure that service members who are unable to attend TAP in-person have the means to obtain online instruction. Delivery of the VA Benefits and Services online curriculum can be live, instructor-led (i.e. utilizing a virtual classroom), or self-paced (i.e. utilizing the DoD approved talent management or training platform.

3.6.2 TAP Curriculum and Materials Revision

The TAP EC has instituted an alternating year curriculum review cycle of all TAP curriculum

(VA Benefits and Services and MLC modules). During this cycle, the TAIWG and subordinate working groups lead the research, analysis, and planning during a review year followed by implementation and monitoring during the following year. The alternating year cycle consists of conducting one technical review and one deep dive review of the existing curriculum. Embedded in the cycle are continual reviews that will allow for responsiveness to immediate issues and risks. The interagency alternating curriculum review cycle includes a deep dive in FY21 and a technical review in FY22 and alternates thereafter throughout the period of performance. All other TED-related curriculum will adhere to this same review cycle and be reviewed internal to

TED. The Contractor shall perform the following:

• Support conducting Technical reviews for finding and fixing defects to ensure that all course content and materials remain current and relevant.

• Support conducting Deep dive reviews consisting of performing an extensive analysis of the curriculum for finding and fixing defects to ensure that all course content and materials remain current and relevant.

• The Contractor shall produce revised Instruction and Training Materials Package, including but not limited to slide presentations, classroom activities, worksheet/handouts and instructor guides and participant guide.

3.6.3 Military Life Cycle Module Curriculum and Materials Development

The Contractor shall support developing learning objectives, evaluation criteria, and a general course outline for the curriculum of the VA Military Life Cycle Modules with the collaboration of the TED curriculum team. The VA Military Life Cycle Modules shall be modular, interactive, activity-based and facilitated and shall last no longer than sixty (60) minutes each. The

Contractor shall perform the following tasks:

• Based on objectives approved by the COR and PM, develop the instruction and training materials package, including but not limited to slide presentations, classroom activities, worksheets/handouts, and instructor and participant guides.

• Ensure that all MLC virtual curriculum course content remains current and relevant to ensure that service members who are unable to attend TAP in-person have the means to obtain online instruction. Delivery of the MLC online curriculum can be live, instructor-led (i.e. utilizing a virtual classroom), or self-paced (i.e. utilizing the DoD approved talent management or training platform.

3.6.4 Military Life Cycle Module Curriculum and Materials Revision

The TAP EC has instituted an alternating year curriculum review cycle of all TAP curriculum

(VA Benefits and Services and MLC modules). During this cycle, the TAIWG and subordinate working groups lead the research, analysis, and planning during a review year followed by implementation and monitoring during the following year. The alternating year cycle consists of conducting one technical review and one deep dive review of the existing curriculum. Embedded in the cycle are continual reviews that will allow for responsiveness to immediate issues and risks. The interagency alternating curriculum review cycle includes a deep dive in FY21 and a technical review in FY22 and alternates thereafter throughout the period of performance. All other TED-related curriculum will adhere to this same review cycle and be reviewed internal to

TED. The Contractor shall perform the following:

• Support conducting Technical reviews for finding and fixing defects to ensure that all course content and materials remain current and relevant.

• Support conducting Deep dive reviews consisting of performing an extensive analysis of the curriculum for finding and fixing defects to ensure that all course content and materials remain current and relevant.

• Support a deep dive or technical review off-cycle from the TAP EC review schedule as requested by the Government and approved by the COR.

The Contractor shall produce revised Instruction and Training Materials Package, including but not limited to slide presentations, classroom activities, worksheet/handouts and instructor guides and participant guide.

3.7 TASK AREA 7 – Data Analytics and Evaluation

Data analytics and evaluation are critical for all functions of this PWS. This task area shall support and foster a culture of evidence-based decision making to ensure TED maintains the capability to provide effective support to transitioning service members, Veterans and their families.

3.7.1 TAP Plans, Analysis, and Evaluation

The Contractor shall support measuring program effectiveness to include reviewing objectives, recommend evaluation criteria, collecting data, synthesizing data, drafting reports and support in the implementation of results. Access to the appropriate databases and GIS tools will be provided to the extent required to carry out PWS requirements and the Government has no preferred predictive model or preferred modeling solution.

The Contractor shall:

• Support short- and long-range TAP strategic planning and implementation; track and report on progress toward the achievement of TAP strategic goals; identify and overcome potential barriers to success.

• Develop a formal performance management framework, which offers approaches that use measurement as a component of improving TAP performance supported by a robust evaluation and data analytics infrastructure.

• Support TED in conducting advanced data analytics through data mining, modeling, forecasting, and advanced statistical methods.

• Support geospatial mapping of Servicemember demand with military installations using the VA TAP operational deployment model of permanent and itinerant site locations, and demand scheduling and location sequencing for DoD installations worldwide;

• Conduct analyses of potential service member and Veteran transition policies.

• Perform Portfolio Analysis, conduct assessments of TED programs and resources to identify gaps and emerging areas in reference to Transition Assistance.

3.7.2 Data Analysis Studies and Reports

In support of TED strategic initiatives, programs, or services, the Contractor shall review data sources and provide studies as they relate to data analytics, efficiency, effectiveness, gap analyses, organization development, and performance results. These services may include management analyses, including studies that specifically assess and analyze current states of programs and management systems and perform gap analyses of differences between current and targeted states, including findings and recommendations, return of investment analysis conducting surveys, focus groups, and other accepted techniques for data collection in support of organization studies that specifically assess and analyze current organization states and management systems.

4. Additional Requirements

4.1 Schedule for Deliverables

Deliverables and specific due dates will be defined in each issued task order. If for any reason the scheduled time frame for a deliverable cannot be met, the Contractor shall explain why

(include the original deliverable date) in-writing to the CO within five (5) business days of the original deliverable due date, 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 notify the facts and issue a response in accordance with applicable regulations.

4.2 Other Direct Costs

Other Direct Costs (ODC) to include but not limited to supplies, training location requirements, and on-site maintenance and non-IT equipment will be reimbursed at Contractor cost only when requested by and pre- approved by COR.

Each Contractor’s invoice must include copies of all receipts that support the ODCs claimed in the invoice and written substantiation for the incurred costs. Total ODC shall not exceed the

ODC amount in the price schedule.

The Contractor shall provide all employees with computers, mobile phones, and other IT equipment and items necessary to perform the taskings of this PWS. All computers shall include

Windows 7 or better, Office 2010 or better and shall have Adobe installed. This is not reimbursable under ODCs.

At least four (4) individuals shall have full time interface capability with VA in order to upload documents to SharePoint.

4.3 Government Furnished Information, Equipment, and Facilities

The Contractor shall complete a survey to identify any supplies/equipment that will be required for the successful completion of this PWS at the Task Order level. Throughout performance of the contract, the Contractor shall identify any necessary Government furnished equipment (GFE) and submit request for approval and action by COR.

4.4 Changes to the Performance Work Statement

Any changes to this PWS shall be authorized and approved only through written correspondence from the CO through execution of a modification. Costs incurred by the Contractor through the actions of parties other than the CO shall be borne by the Contractor.

4.5 Travel

Travel and per diem will be reimbursed in accordance with Federal Acquisition Regulation

31.205-46 as well as Federal Travel Regulations. In accordance with the Federal Travel

Regulation §301-11.25, receipts are required for expenses over $75. Receipts are not required for costs below $75.00. The Contractor shall submit invoices that include copies of all receipts that support the travel costs claimed in the invoice. Travel must be pre-approved by the COR. Travel must be priced separately in the price schedule. Local travel within a 50-mile radius from the

Contractor’s facility is considered the cost of doing business and will not be reimbursed unless prior approval is obtained from the COR. This includes travel, subsistence, and associated labor charges for travel time. Travel performed for personal convenience and daily travel to and from work at the Contractor’s facility will not be reimbursed. Travel, subsistence, and associated labor charges for travel time for travel beyond a 50-mile radius of the Contractor’s facility are authorized on a case-by-case basis and must be pre-approved by the COR.

Travel may be necessary in the United States and overseas. Total travel cost shall not exceed the travel amount in the price schedule. The Government will not be responsible for any relocation expenses associated with moving Contractor personnel (even if a replacement is required) to the

Washington, DC, commuting area or other job sites as may be identified either initially, or if necessary, with replacement of personnel.

4.6 Government Responsibilities

The Government shall provide adequate workspace for required onsite support and authorization for VA email and network access.

4.7 Contractor Experience Requirements – Key Personnel

Certain skilled, experienced professional and/or technical personnel are essential for accomplishing the work to be performed. These individuals are defined as Key Personnel and are those persons whose résumés were submitted and marked by the Contractor as Key Personnel under the Technical Capability Evaluation factor.

TED requires staffing review of key personnel at no additional cost to the government. This review shall be conducted as soon as possible prior to task order award. This review will enable

TED to ensure Contractor personnel can begin executing in-processing and on-boarding during their first duty day.

Prior to key personnel being removed, diverted, or replaced from work, Contractor shall provide notice to the PM, CO and COR. If such a circumstance is necessary, a comparable replacement will need to meet the requirements of the PWS.

Substitution of Key Personnel:…