HT0038-21-S-C003_WP3 CSO_9.27.21.pdf

Commercial Solution Opening Workplace 3.0 – Managed Solution, Defense Healthcare Management Systems

HT0038-21-S-C003

September 27, 2021

I. EXECUTIVE SUMMARY 1

Requiring Activity: Program Executive Office, Defense Healthcare Management Systems (PEO DHMS) 3 Opportunity Title: Workplace 3.0 – Managed Solution, Defense Healthcare Management Systems 5 Announcement Type: Final Draft Announcement 7 Solicitation Number: HT0038-21-S-C003 9 Important Dates: 11 Draft Posting Date: August 20, 2021 13 Final Posting Date: September 27, 2021 14 Initial Abstract Submission Date: October 22, 2021, 5:00PM (ET) 15 Desired Initial Award Date: December 17, 2021 16 CSO Closing Date: September 26, 2022, 12:00 noon (ET) 17 Brief Problem Statement: PEO DHMS strives to deliver world-class technologies in the health 19 information field. Our goal is, where appropriate, for our technologies and conduct to be indistinguishable 20 from those of leading private-sector technology firms. In order to achieve this, we have undertaken 21 several transformation efforts to mature the organization’s posture, technologies, and business practices. 22 One transformation initiative is the enhancement of the digital workforce fully enabled to excel in their 23 work through a modern digital workplace. The novel coronavirus pandemic has not only demonstrated an 24 additional need to embrace this digital workplace, but it presented more barriers to achieve a 25 comprehensive and successful transformation. These barriers are especially pronounced as the PEO 26 begins to depend on close, native collaboration with the rest of its partners in the Federal and non-Federal 27 health information domain. Further, as production capacity expands, PEO DHMS must be able to attract 28 and retain the highest level of talent in its workforce. Potential members of this workforce expect and 29 demand a frictionless, seamless digital workplace experience. We are seeking to establish this digital 30 workplace through fully managed solutions that leverage innovative new technologies, processes, and/or 31 methods to enable the entire PEO DHMS workforce to deliver world-class technology products. 32 CSO Solicitation Concept: This solicitation document will provide streamlined, concise context and 34 instructions. Detailed documentation will be provided as Attachments and made available on the internet. 35 The Government will also provide direct communications and content to provide additional context and 36 clarifications for expectations. Questions and feedback are encouraged, especially early in the process. 37 Anticipated Awards: Multiple awards may be issued resulting from this solicitation. See Section VI. 39 Potential Award Types: FAR-based contracts, basic ordering agreements, blanket purchase agreements, 41 or Other Transactions (OT). 42 Award Ceiling: $100M 44 Applicants: We encourage the broadest possible participation in responding to this solicitation, and will 46 seek to leverage every flexibility available in making any resulting awards. PEO DHMS is seeking the 47 most innovative solutions available. We know some traditional Government processes can be intimidating 48 or do not make business sense for some non-traditional participants. Interested applicants should propose 49 any contractual arrangement or flexibility that eliminates these barriers. If a proposed solution has merit, 50 the Government will work closely with the applicant and use its statutory flexibilities to make an 51 arrangement that benefits everyone. Further, we will provide mechanisms to ease networking in order to 52 form teaming arrangements and partnerships. More information is provided in Section III. 53 CSO Contact Email: dha.ncr.peo-ipo.mbx.dhms-enablers@mail.mil 55 CSO Solicitation Website: https://community.hive.gov/main/groups/43702/lounge 57 mailto:dha.ncr.peo-ipo.mbx.dhms-enablers@mail.mil https://community.hive.gov/main/groups/43702/lounge

II. SOLICITATION DETAILS 59

A. Background 61

As a nation, our health is one of our most critical and important resources. Whether in the context of 63 maintaining economic output, the readiness of our military to defend our national security, or paying the 64 debt we owe to those who made sacrifices to do so, a healthy, fit society is the engine for these activities. 65 The Office of the National Coordinator (ONC) recently published its 2020-2025 Federal Health IT 66 Strategic Plan (Attachment 1), which lays out in detail the Federal Government’s role in healthcare and 67 how it uses Health Information Technology (Health IT) to fulfill that role. In short, the Government 68 regulates, purchases, develops, and utilizes Health IT to better enable healthcare delivery. The Plan 69 further lays out some of the biggest challenges facing the healthcare industry, and how the Government 70 plans to use technology to address these challenges and improve health outcomes. Among these are cost 71 growth, capacity in the system, and poor health outcomes, especially in areas such as obesity, substance 72 abuse, and mental health. 73 The Program Executive Office – Defense Healthcare Management Systems (PEO DHMS) is a key 75 Federal Health IT partner, and is responsible for delivering the single Electronic Health Record (EHR) 76 and other technologies for the Departments of Defense, Veterans Affairs, and the United States Coast 77 Guard (USCG). Sitting at the nexus of healthcare and defense, which together account for approximately 78 40% of that national budget, the PEO is in a unique position to make substantial national impact on the 79 challenges facing both domains. National Defense, like healthcare, faces challenges in resources, 80 capacity, and capability that can be addressed through innovative technology strategies. 81 In its official Purpose, Goals, and Strategies document (Attachment 2), the PEO lays out its vision for 83 maximizing its impact on healthcare and defense. While many tend to equate PEO DHMS with EHR, the 84 PEO, along with its subordinate and partner offices, has a considerably broader mission. Further, as its 85 various programs proceed to the next phases, they will continue to expand. According to data collected by 86 ONC, EHR adoption across the country is approaching 100%. The Federal Health IT Strategic Plan looks 87 well beyond the core EHR, and the PEO’s missions will likewise pivot to providing comprehensive health 88 management, advanced data applications, improved usability, reduced provider/patient burden, and many 89 others. These are things we know, and we know technology will make missions achievable that we have 90 not even thought of yet. 91 The PEO delivers on these missions with a strong workforce comprised of federal civilians from multiple 93 Agencies, military personnel from each Service, support contractors, and prime mission product 94 contractors. This workforce is organized into major program offices, project teams, coordinating offices, 95 and a back office/corporate team. The workforce strives to deliver world-class technologies in the health 96 information field. In order to succeed at one of the Department of Defense’s (DoD) most important 97 missions, PEO DHMS must, to the greatest extent possible, ensure its technologies and conduct are 98 indistinguishable from those of leading private-sector technology firms. This includes: 99

• Frictionless and seamless solutions and products that create the best possible user experience 100

• Quality products to drive demand from Government and non-Government users 101

• Increased competition and innovation from other Health IT developers in the private sector 102

• Attracting the best people in these fields to join and stay in the PEO DHMS workforce 103

• Changing the methods and tools we utilize to collaborate and execute 104

To achieve these lofty goals, PEO DHMS must undergo a fundamental shift in how it does business. In its 106 continual evolution, PEO DHMS has transitioned across three distinct operational paradigms: 107

• (2013 - 2014) The first and previous phase, PEO 1.0, was launched via the 2013 Secretary of 108 Defense (SECDEF) charter to establish an Electronic Health Record (EHR) for use by the DoD 109 and the Department of Veterans Affairs (VA). This phase represents the “crawl” of the PEO 110 DHMS organization as operational processes were identified and initially established. 111

• (2014 - Present) The second and current phase, PEO 2.0, is anchored by the successful 112 procurement and ongoing deployment of the MHS GENESIS EHR. This phase represents the 113 “walk” of the PEO DHMS organization as operational processes entered sustainment and flagship 114 products were launched into the market to achieve initial customer value. 115

• (Present - 2026) This third and next phase, PEO 3.0, is characterized by achieving a digitally 116 transformed organization with ambitious year-over-year growth in product portfolio value and 117 customer outcomes. This phase represents the “run” of the PEO DHMS organization as focus 118 shifts from internal organizational deployment to fostering external product development. 119

PEO DHMS launched the PEO 3.0 phase in FY21 with a four-pronged strategic effort that mirrors the 121 operational strategies of leading commercial counterparts: Workforce 3.0 (“WF3”) to perform business 122 support services, Workplace 3.0 (“WP3”) to provide business infrastructure, DevMAC to provide software 123 development support services, and Federal XaaS (“XaaS”) to provide software development 124 infrastructure. This CSO focuses on WP3 and providing the modern, digital-focus workplace to fully 125 enable our hybrid workforce. As new and innovative solutions are onboarded to the PEO DHMS 126 environment, integration and coordination with these other initiatives will be critical for success. 127 By forcing us to adopt and utilize the more virtual components of our workplace, the novel coronavirus 129 pandemic has shown us how productive we can be in a digital-focused workplace, but it has also shown 130 us that our current workplace has many capability gaps that will either impede us entirely from 131 transforming or make us considerably less productive while we do. It has also shown us how difficult it 132 can be to become one cohesive, seamless workforce when our access and ability to collaborate, share 133 information, and manage workflows is reduced according to which Agency we work for, or whether we 134 are a civilian or a contractor. Our current workforce and our desired future workforce expect and demand 135 better; a modernized solution is critical to meeting our expanding mission with our limited resources. 136

B. Description of Need 138

We are seeking a digital workplace managed solution that leverages new innovative technologies, 140 processes, and/or services to enable the entire PEO DHMS workforce to deliver world-class technology. 141 The provider of this managed solution should also serve as a catalyst for identifying new external 142 technology trends and building community with sources of innovation both outside traditional DoD and 143 Military Health System contractor communities. 144 We define a workplace as a common infrastructure that enables a modern workforce to successfully 146 complete their work. This includes logistical considerations such as physical collaboration facilities and 147 equipment, virtual and distance collaboration software, information sharing and workflow software, 148 methodologies and tools for scheduling, management of shared resource pools, administrative staffing, 149 and other enabling services to ensure success within the common infrastructure. 150

We consider a managed solution to cover the full breadth of digital workplace capabilities from document 152 sharing/management to software lifecycle management to workspace design to virtual communications to 153 robotic process automation and to all other enabling areas in the virtual and physical environments. A 154 managed solution scales seamlessly and accommodates fluctuations in demand rapidly. Most importantly, 155 a managed solution enables one seamless workforce where an individual’s Agency or employment status 156 does not affect the individual’s experience with the workplace. A managed solution is an actively 157 managed “stack” of capabilities, where the burden does not fall on the Government to execute individual 158 procurement actions, license/maintenance agreements, or other agreements. A managed solution must be 159 capable of rapid evolution as the needs of the workforce or the state of the art evolve. 160 Our overarching outcome for award(s) under this CSO is that our workforce has the same or better 162 workplace experience than leading technology firms with whom we want to compete for talent. Our 163 workplace must evolve towards becoming a dynamic, accommodating environment where top talent 164 wants to work to unlock their full potential and achieve team success. It should facilitate meaningful 165 interactions between employees to enable true value creation toward Digital Transformation. We will 166 measure the results of any award(s) against the extent to which these outcomes are satisfied compared to 167 the current state of the organization and ongoing progression of industry. 168 Additionally, the Workplace 3.0 managed solution is expected to have a strategy for growth and 170 development as the workforce grows and develops. Strategic elements include on- and off-boarding of 171 technologies and physical spaces, how customer satisfaction is measured and increased over time, and 172 communications and branding strategies to market the workplace transformation within and outside the 173 organization. While we anticipate the introduction of the early workplace changes and implementations to 174 have the greatest impact, DHMS will continue to hold ongoing workplace innovations to the highest of 175 standards to continually have meaningful contributions to the productivity of the organization into the 176 future. 177 We want to emphasize, while a digital workforce and digital workplace depend heavily on technology, 179 software is NOT the only capability necessary for the PEO to attract/retain the workforce it requires. 180 Solutions should include the full “stack” of capabilities and innovative teaming arrangements are 181 encouraged to ensure the “stack” contains the best components from top to bottom. Further, any lists or 182 examples provided throughout this document are not intended to be exhaustive or scope limiting, and 183 should not be interpreted as guidance for your solution. They are merely examples intended to provide 184 context. The scope of this action will be defined by the required outcome. We are seeking unconventional 185 approaches that are outside the mainstream for the Government, challenge accepted assumptions for the 186 Government, and have the potential to radically change established practice. We do not accept that we 187 should limit our ambition or capability just because we are a government organization, and we’re excited 188 to change how we do business to achieve this outcome. 189 That said, we are a government organization and we recognize the gaps in our research and understanding 191 of leading-edge practices is often outdated or incomplete. Proposals should investigate innovative 192 approaches that enable revolutionary advances in our capabilities, where appropriate. However, 193 evolutionary and incremental improvements to the existing state will be entertained especially when those 194 evolutions result in greater speed to delivery, as long as the nexus to the ultimate outcome is clear. We are 195 relying on your expertise. We understand there may be capabilities we require to satisfy our outcome that 196 we are not even aware of today, or that new capabilities may emerge tomorrow as the workforce matures. 197

Throughout the process and leading into post-award activities, the government will utilize a “design-to-199 outcome” approach rather than specifying specific performance or capability requirements. Solution(s) 200 that receive procurement awards will be further designed through an iterative process that evolves and 201 provides an agreed upon outcome. Once a design is approved by the Government, the produced artifacts 202 will translate into requirements against which performance is measured. Change is inherent in the process 203 and adaptation/evolution is expected through each step from abstract, to proposed solution, to design, to 204 requirement, to performance. 205

C. Areas of Interest (AOIs) 207

Areas of Interest (AOIs) describe the problem space to be addressed through innovative technologies and 209 solutions. They are not detailed specifications and requirements, but rather kept broad to remain open to 210 all ideas and possibilities proposed by offerors. 211 For this CSO, PEO DHMS is seeking innovative workplace proposals that provide comprehensive 213 solutions aligned to all or several components of the WP3 vision - technological, physical, procedural, 214 and managerial. WP3 sits at the intersection of these four primary components, integrating and interacting 215 with one another to form the ideal working environment to improve employee productivity and morale in 216 the workplace. Without the inclusion of one AOI, the workplace is incomplete and lacking a key aspect to 217 support our workforce. These components are outlined below, where the best solutions are those that span 218 all components of the WP3 vision. 219

Figure 1: Workplace 3.0 Areas of Interest 245

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1. Technology 246

New and unprecedented workplace creations are revolutionizing the way the workforce communicates 248 and collaborates with co-workers, management, and clients. By integrating communication (voice, video, 249 A/V equipment, etc.), process (seat and room reservations, security access, etc.), and additional tools 250 (enterprise software, smart devices, etc.), the employees can achieve increased productivity as well as 251 improved physical and mental work-life balance. PEO DHMS is interested in exploring the best 252 technological fittings of the workplace and the benefits they will bring to PEO DHMS and its workforce, 253 while maintaining cybersecurity compliance (refer to Attachment 7). 254

2. Processes 256

Future innovation in workplace design is less about space and more about strategies for using the space 258 and maintaining service level agreements. Frequent variations in capacity, maintenance, and access 259 requirements will demand clear protocols to ensure employees are able to efficiently and securely interact 260 with the workplace. PEO DHMS is interested in understanding both processes the workforce will engage 261 in to utilize the space as well as the management plan to maintain it. Additionally, how established 262 processes can seamlessly recruit, hire, onboard, and orient new members of the workforce to the 263 workplace. 264

3. Physical Space 266

Physical space and its design are critical influencers on the quality and proficiency of employee work, as 268 well as engagement and retention. By providing access to a variety of central (cafés, lounges, kitchens, 269 etc.), individual (work pods, privacy rooms, singular work stations, etc.), multi-purpose (training rooms, 270 conference rooms, etc.), and unconventional (gyms, break rooms, etc.) zones, the physical space can help 271 shape a flexible work environment for every kind of task, preference, and daily routine. PEO DHMS is 272 interested in understanding space design and how it benefits its workforce in focus, collaboration, 273 learning, and socializing. Ignoring space design can lead to stagnant work conditions, which lower 274 employee engagement, decrease performance, and have an overall negative impact on the organization. 275

4. Management 277

To maintain and operate a workplace requires a variety of services to ensure the workforce remains 279 comfortable and functional, whether virtually or in office. By incorporating the right staff throughout the 280 workplace such as maintenance, security, reception, and general customer success staff who can 281 accommodate travel and workplace requests, users of the building can be directly supported and 282 accommodated to execute their daily functions. PEO DHMS is interested in optimizing personnel services 283 in the workplace as well as understanding the impact of these positions on the workforce. 284 The examples provided above for each of the AOIs are not requirements for a modern workplace and are 286 provided solely for understanding topic areas. PEO DHMS understands solutions bearing from 287 partnerships between building owners and building tenant service providers could provide the optimal 288 solution and welcomes these partnerships to form as part of submissions. 289

D. Eligibility Information 291

1. Eligible Applicants 293

The Government strongly encourages engagement from all responsible sources capable of satisfying the 295 Government's needs, including academia (colleges and universities), businesses, and other organizations 296 (including non-profit). Contractors who have not previously supported the Government, the Department 297 of Defense, or the Defense Health Agency are strongly encouraged to engage, as prior experience with 298 our organizations is not required. 299

2. Special Categories 301

a. Federally Funded Research and Development Centers (FFRDCs) 303 While the CSO pilot is intended to borrow heavily from the structure of Broad Agency Announcements, 305 where FFRDCs are permitted to compete when in compliance with the appropriate regulations, the CSO 306 is applied to different outcomes. The Government has determined that the exception to competition 307 limitations at DFARS 235.017-1 does not apply, because the solicitation seeks new private sector 308 commercial products or new applications of those products. 309

b. Government Entities 311 The Government has determined that the work is otherwise available from the private sector and 313 Government entities are therefore precluded from competing under this CSO. 314

c. Participation 316 If a prime applicant proposes to utilize an FFRDC and/or Government entity as a partner or subcontractor, 318 the Government will entertain submissions on a case-by-case basis; however, the burden to prove 319 eligibility for all team members rests solely with the Applicant. The Government strongly recommends 320 that these potential partnerships be identified in the abstract or otherwise as early in the proposal process 321 as possible. Notwithstanding the above limitations, FFRDCs and Government entities are welcome to 322 provide feedback about the solicitation if they are so inclined. 323

3. Foreign Participation 325

Non-U.S. organizations and/or individuals may participate to the extent that such participants comply 327 with any necessary nondisclosure agreements, security regulations, export control laws, and other 328 governing statutes applicable under the circumstances. The burden to prove eligibility for all team 329 members rests solely with the applicant. Potential applicants are advised that any solution will likely be 330 required to contain controlled unclassified information and personally identifiable information. 331

III. CSO PROCESS 333

The Government will utilize an interactive, high-engagement solicitation process to seek and evaluate 335 proposals. Communication is encouraged through any step of the process for the entire duration of the 336 CSO. The Government strongly encourages interested parties not to hesitate to provide any feedback or 337 questions. 338 At the release of the CSO, the Government is specifying initial desired due dates for the first iteration of 340 activities. After the initial iteration, the Government will conduct additional iterations on an ad hoc or 341 scheduled basis (in batches) throughout the open period if funding is available to do so, and encourages 342 interested parties to continue providing feedback, questions, or abstracts after the initial due dates. 343

A. Teaming Phase 345

By the release of this document, the Teaming Phase is expected to be well under way. In this phase, 347 Applicants will be highly encouraged to form teams ahead of submitting abstracts to collaboratively pitch 348 uniquely combined solutions that address multiple AOIs. This early coordination will increase the 349 probability of success through the implementation and integration of multiple solutions. Formation of 350 teams can be achieved through existing networks and partnerships, but the Government will also facilitate 351 industry interactions to promote new connections, especially with non-traditional organizations. The high-352 level process for this facilitation is outlined below and will be initiated through the HIVE WP3 353 Community (https://community.hive.gov/main/groups/43702/lounge). 354

Applicants should be aware that form responses will be posted for public consumption and must NOT 358 include proprietary information, personally identifiable information, trade secrets, or other competitively 359 harmful information. 360 As Applicants proceed through the Evaluation Phases, Government may identify potentially viable 362 solutions that may not cover the full breadth of AOIs. In such cases and with the permission of the 363 Applicant, Government may communicate through HIVE an opportunity to team with a vendor that has a 364 potentially viable solution. Whether or not the vendor’s name is shared and the extent of the solution 365 communicated will be up to the Applicant. As additional vendors express interest in teaming with this 366 Applicant, the Applicant can freely make connections and form teaming relationships for a future 367 https://community.hive.gov/main/groups/43702/lounge

Abstract submission. While the Government may identify potentially viable vendor solutions, the 368 Government is not bound to ultimately select this particular Applicant as more proposed solutions come 369 through the CSO process. 370

B. Feedback Phase 372

With the posting of the draft of this document on 20 August, the Government opened the Feedback Phase. 374 Feedback may consist of comments, suggestions for clarifications, questions, or suggested information. 375 Parties should be aware that submitted questions, and the answers to the questions, will be posted for 376 public consumption and must NOT include proprietary information, personally identifiable information, 377 trade secrets, or other competitively harmful information. The Government may, at its discretion, attempt 378 to rephrase or redact a question to remove such information, but if it cannot do so, a question may be 379 rejected without an answer. Instructions for feedback submission can be seen in Section IV. 380 In addition to direct digital feedback, the Government will also facilitate office calls. These will consist of 382 30-minute time blocks for industry to directly engage Government through 1-on-1, virtual conversations. 383 Government will not accept product pitches during this time. Rather, they are an opportunity for potential 384 Applicants to gain further clarity around WP3 expectations, communicate anticipated challenges, and 385 provide insights around innovation trends and successes in the workplace to shape the finalization of the 386

CSO. 387

In order to be considered in the first iteration, initial feedback must be submitted by 3 September, 2021. 389 Depending on the nature of the feedback received, the Government may provide additional verbal 390 supplementation along with written answers to any questions. Initial answers and/or modifications to the 391 CSO will be posted approximately 2 weeks after this date. The opportunity for feedback, questions, and 392 modifications will remain open past this date, but the Government will begin accepting abstract 393 submissions after the first iteration of updates and answers. 394 The fundamental outcome of this phase is a mutual understanding of the required outcomes and the 396 problem areas to be addressed. 397

C. Abstract Phase 399

The Abstract Phase will begin after the Government releases the final CSO in response to the first batch 401 of feedback received by September 3. Given the timeline and workload required to respond to the initial 402 feedback and to ensure a strong mutual understanding between the Government and potential Applicants, 403 the Government will not accept abstracts prior to the opening of the Abstract Phase. Detailed 404 requirements and formatting for abstracts is contained in Section IV below. 405 The Government will conduct a merit-based assessment on abstracts according to evaluation criteria 407 delineated in Section V. The Government will provide a positive or negative response to each abstract as 408 to whether the Applicant is selected to provide a pitch presentation of the proposed solution. 409 In order to be considered in the first iteration, initial abstracts must be submitted by 5:00PM (ET), 22 410 October 2021. The Government intends to respond to abstracts within 2 weeks, but the rate of response 411 will depend on the volume of abstracts that are received. After the first iteration of Abstracts are 412 reviewed, all Abstracts submitted after 5:00PM (ET), 22 October, 2021 will be evaluated on a rolling 413 basis. 414

Applicants who are the prime submitter of the abstract may only submit one abstract at a time. If a second 416 abstract is submitted by an Applicant prior to notification of selection or non-selection, it will be 417 dismissed and not reviewed. If an Applicant is a prime submitter of an abstract, it does not prevent them 418 from being a sub-teaming member of another prime Applicant submission. There is no limit on the 419 number of Abstracts sub-teaming members can be a part of. 420 Resubmission of rejected abstracts will not be re-evaluated until after the first iteration of submissions 422 received by 22 October 2021 are reviewed and provided decisions. All resubmitted abstracts must contain 423 substantial differences. The Government reserves the right to implement and enforce a set waiting period 424 after a rejected abstract to limit the level of burden on the internal evaluators. 425 The fundamental outcome of this phase is to maximize efficiency for the Government and industry. We 427 do not want Applicants to waste time and proposal resources developing solutions that do not address the 428 necessary outcomes, and the Government wants to use its resources to evaluate meritorious solutions and 429 make timely awards. 430

D. Pitch Phase 432

If your abstract is accepted, the Government will invite the Applicant to prepare and deliver an oral pitch 434 presentation of the proposed solution. These presentations will be conducted through either live, virtual or 435 in-person settings. During the initial iteration, the Government will assign presentation slots on a first-436 come-first-served basis. 437 After the initial iteration, standing slots will be allocated each month, and these will be allocated on a 439 first-come-first-served basis once an abstract is accepted for full evaluation. After an initial award, and if 440 subsequent awards are made, fewer slots may be allocated, and the timing of standing slots may be 441 modified (e.g., quarterly, semi-annually) at the Government’s discretion, and may be stopped if funding is 442 no longer available to make additional awards. 443 Presentations will consist of a “receive” session and an “interactive” session. During the receive session, 445 the Government will listen to presentations without interrupting the presenters. During the interactive 446 session, the Government will ask questions and obtain clarifications regarding any areas where it did not 447 fully understand the proposed solution. The receive session will be one hour, followed by a twenty-448 minute break for each party to hold separate discussions, and then a forty-minute interactive session. The 449 goal of the presentation is for the Government to have a full and complete understanding of the solution to 450 support a written assessment, not to evaluate, provide feedback, or alter the solution in the room. Once the 451 presentations are concluded, the Government may submit additional written follow-up questions or 452 request further clarification to assist in its evaluation. The Government will conduct a merit-based 453 assessment on pitches according to evaluation criteria delineated in Section V. 454

E. Full Proposal Phase 456

If the pitch is accepted, the Government will invite the Applicant to submit a final written proposal. The 458 proposal is expected to capture and formalize everything presented and accepted through the Abstract and 459 Pitch Phases. While additional details will be expected as part of this submission (including more defined 460 costs and schedules), it is intended for content delivered in the previous phases to seamlessly feed into 461 this submission. Detailed requirements and formatting for proposals is contained in Section IV below. 462 The goal of the proposal is for Government to receive all required documentation and information from 463 the Applicant to proceed into open discussion for the Negotiation Phase. The set of exit criteria for 464 Applicants to proceed past the Proposal Phase is delineated in Section V. 465 If additional information is required from the Government for the Applicant to finalize details of the 467 proposal, the Applicant may request this information directly. While Government cannot guarantee all 468 information can be shared upon request, there will be earnest effort made to provide additional context. 469 As such, the Government reserves the right to modify or correct any information provided in this phase 470 through the Negotiation and Post-Award Design Phase. Instructions for engagement will be provided 471 once the Proposal Phase is reached. 472 Please note the Government will NOT utilize the procedures of FAR Subpart 15.3 or the definitions of 474 terms contained therein. Nothing in this solicitation is meant to imply the use of these procedures, and no 475 section is meant to constitute the formal processes required by FAR 15.3 such as establishment of a 476 competitive range, discussions, or other communications. 477

F. Negotiation Phase 480

The fundamental outcome of the Negotiation Phase will be to develop a procurement arrangement that 482 defines the relationship to deliver the best possible solution to the Government’s AOIs while aligning the 483 contractor’s success with that of the Government. Negotiations will be in an iterative, interactive process 484 using mixed modes, including either live virtual or in-person discussions. The final results of negotiations 485 will be presented to the internal decision authority, who will assess the outcomes before making a 486 decision to finalize the proposal for award. 487 The Government reserves the right, at its sole discretion, to reject a proposal at any point, and end 489 negotiations, whether because 1) no agreement is reached; 2) the desired set of solution(s) is reached; 3) 490 no further funding is available; or 4) any other reason. 491 Prior to rejecting a proposal, the Government may advise the applicant of the aspects of its proposal 493 preventing agreement and request that the applicant revise or clarify the proposal as appropriate. This may 494 include suggestions to improve the approach/solution, including incorporating efforts/capabilities the 495 Government believes integral to its required outcomes that were not included in the original proposal. The 496 Government expects that these discussions will require “back and forth”, discussion of tradeoffs, and 497 counter-offers. The Government expects the discussion will generate continued thinking and may spur 498 new ideas, and encourages revisions throughout the process. There is also opportunity for Government to 499 encourage additional teaming with other Applicants with potentially viable solutions that have been 500 identified through the CSO process. 501 Each iteration of the negotiation process should begin to layer in the appropriate contract/agreement terms 503 and conditions, as well as pricing arrangements. Final terms, conditions, and pricing will be requested and 504 finalized as quickly as possible after the solution is agreed, so applicants are strongly encouraged to 505 consider these business elements as the solution is developed, rather than starting from scratch after the 506 solution is finalized. The Government will provide business suggestions or concepts for consideration 507 throughout the process. 508

G. Compliance Phase 509

If agreement is reached, the Government will notify the applicant that it is proceeding to awarding the 511 negotiated instrument (e.g., FAR contract, OT, BPA, BOA, etc.). Depending on the instrument, the 512 Government will check the appropriate registrations, representations, and certifications. 513 Additionally, the Government will move to execute any necessary license agreement for data, software, or 515 anything else required, as well as any applicable Organizational Conflict of Interest (OCI) mitigations. 516 Finally, the Government will conduct a responsibility determination, which may require the submission of 518 financial information to substantiate the representations and certifications. Additionally, the Government 519 reserves the right to use any internal or external information to make a responsibility determination. 520 The Government desires to complete the compliance process within 48 hours of moving into the 522 compliance phase, so given some systems require up to a month for registration, applicants are strongly 523 encouraged to register and complete any representations and certifications as early as possible in the 524 process (in many cases these things can be completed before an abstract is even delivered) and keep any 525 draft agreements or OCI documentation up to date as the process matures. 526

H. Post-Award Design Phase 528

Once a procurement instrument is awarded, the Government will request the agreed upon initial design 530 and will work iteratively with the contractor to refine a design to maximize the satisfaction of the required 531 outcome. Once a design is approved, the design will be utilized to measure performance and the 532 satisfaction of “requirements” derived from the agreed upon design. The Government expects that the 533 design will be different from the proposed solution in a way that considers the evolution of available 534 information, circumstances, and decisions made by the Government. 535

IV. APPLICATION AND SUBMISSION INFORMATION 537

This document and its attachments contain all information required to submit a response to this 539 solicitation. No additional forms, kits, or other materials are needed except as referenced herein. No 540 request for proposal (RFP) or additional solicitation regarding this opportunity will be issued, nor is 541 additional information available except as provided at HIVE.gov or under Contract Opportunities at 542 SAM.gov. 543 Note: The cost of preparing abstracts, presentations, and proposals in response to this CSO is not 545 considered a direct charge to any resulting AOI award or any other contract. Proposal preparation costs 546 are not recoverable. 547

A. Feedback Submission 549

Feedback and questions will be accepted immediately following the release of the initial draft of this 551 CSO. All feedback and questions should be consolidated according to the instructions provided in the 552 WP3 CSP Feedback Form (Attachment 4). Once complete, send the attachment to dha.ncr.peo-553 ipo.mbx.dhms-enablers@mail.mil with Subject Title: “WP3 CSO Feedback”. Please note that failure to 554 use this Subject Title may result in your feedback being misrouted or otherwise not seen. 555 The Government will consolidate everything received and provide summarized responses back to industry 557 through the HIVE WP3 Community. 558

B. Abstract Submission 560

The abstract provides a synopsis of the proposed solution. It should demonstrate a high potential to 562 succeed during the proposal evaluation period. For more information about how the abstracts will be 563 graded, see Section V below. 564

1. Abstract Format 566

Abstracts shall not exceed five pages, including the cover sheet and all figures, tables, and charts. The 568 page limit does not include a submission letter (optional). Submissions are permitted one additional page 569 for each additional teaming partner as part of the submission (e.g., a three-company team can submit 570 seven pages), where the max submission shall not exceed eight pages. Alternatively, abstracts may be 571 submitted in the form of a deck that shall not exceed eight slides, including the cover slide and all figures, 572 tables and charts. Submissions are permitted one additional slide for each additional teaming partner as 573 part of the submission (e.g., a 3-company team can submit ten slides), where the max submission shall not 574 exceed twelve slides. 575 All pages shall be formatted for printing on 8-1/2 by 11-inch pages with 1-inch margins and font size not 577 smaller than 11-point. Alternatively, slides shall be formatted on 13.33 by 7.5-inch (16:9 widescreen) 578 slides and font size not smaller than 11-point font. Font sizes of 8- or 10-point may be used for figures, 579 tables, and charts. All files must be in .PDF formats. Submissions must be written in English. All pages 580 and slides should be numbered. 581

Abstracts must include the following components: 583

• Cover Sheet: Provide the administrative and technical points of contact (name, address, phone, 585 email, lead organization). Include the CSO number (HT0038-21-S-C003), CSO version (e.g., 586 WP3 CSO_9.27.21 v2), title of the proposed project, primary partners, and AOI alignment. 587

• Restatement of the Problem: State your understanding, in your words (responses that simply 589 mirror the text of this announcement or other Government materials will not be accepted), of the 590 outcome being sought by the Government, including an overview of the current state of PEO 591 DHMS, the differences between what the PEO and its programs produce now, and what they 592 should be producing as a leading-edge technology organization. Describe suspected workplace 593 barriers preventing the PEO and its programs from producing world-class technology. Outline 594 your theory as to why its workplace stands in the way of the PEO attracting and keeping the best 595 technology workforce available. Please note that the Government understands applicants will not 596 have access to the specific PEO DHMS workplace or workforce, and the Government is not 597 seeking factual “correctness” in this assessment, but rather a well-researched hypothetical based 598 on an assessment of common workplace and workforce hindrances in the technology sector. As a 599 starting point, please refer to the User Personas and Stories (Attachment 5) that give a sense of 600 the type of employees and workplace scenarios that should be accommodated as part of relevant 601 proposed solutions. 602

• Solution Overview: Describe your vision of a fully digitally enabled workplace that attracts and 604 retains the best technology workforce. Outline and address your approach and possible solution 605 areas for addressing the AOIs described above. Ensure that technological and non-technological 606 aspects of the solution are addressed and identified. List each of the solution areas being 607 addressed. If you are partnering with other entities as part of your submission, describe the 608 teaming construct and the synergies that will be realized through introduction of the solutions 609 together. 610

• Analysis Plan: Describe your philosophy and approach to determining what components are 612 necessary to deliver a world-class workplace, how to identify and select the best components, and 613 how to determine innovative methods to manage the suite of components as a seamless solution. 614 Describe your long-term vision on how to adapt-and-adjust to an evolving workforce in order to 615 maximize user satisfaction. Solutions should not also only be striving to meet the needs of DHMS 616 today, but must be thinking about DHMS of the future and establishing a foundation for long-617 term success. 618

• Benefits/Value: Describe what is being proposed and what difference it will make (qualitatively 620 and quantitatively), if successful. Describe the innovative aspects of the project in the context of 621 existing capabilities and approaches. Clearly show how the proposed workplace would lead to the 622 recruitment of a better workforce and how that workforce would be enabled to deliver better 623 technology products. Responses can range anywhere from specific amenities in the 624 collaboration space, enhanced user experiences through workplace logistics management, 625 increased productivity toward short and long-term goals, positive impact on employee well-being, 626 or overall operational resilience of the workforce. 627

2. Abstract Submission Instructions: 630

Abstracts shall be submitted directly as a PDF attachment to dha.ncr.peo-ipo.mbx.dhms-632 enablers@mail.mil with Subject Title: “WP3 CSO Abstract”. Please note that failure to use this Subject 633 Title may result in your question being misrouted or otherwise not seen. 634

C. Pitch Submission 636

While the pitches will be presented live to a panel of evaluators, whether virtual or in-person, the 638 Applicant must deliver the content 48 hours in advance as a read ahead. What is ultimately presented 639 during the pitch does not need to be identical to what is submitted ahead of time, but it will allow the 640 evaluators to familiarize themselves with the content ahead of the pitch. Pitches shall address those items 641 to be evaluated in Section V. 642 Pitch material shall be submitted as a .zip file through the Procurement Integrated Enterprise Environment 644 (PIEE) (https://piee.eb.mil) Solicitation Module to include all necessary supplementary files that will be 645 shared during the presentation. Further instructions will be provided to Applicants upon successful 646 completion of the Abstract Phase. 647

D. Proposal Submission 649

Proposals consist of Volume 1: The Solution and Volume 2: Price. 651 Applicants are encouraged to fully address their solution as efficiently as possible. Specific examples of 653 problems, approaches, or goals are preferred to generalities. Analogies and demonstrative case studies are 654 encouraged, along with videos and electronic demonstrations. The reuse of commercial off the shelf 655 material is encouraged, but applicants are cautioned that proposals must contain more substance and 656 analysis than just high-level marketing information. 657 All pages shall be formatted for printing on 8-1/2 by 11-inch paper with 1-inch margins, single-line 659 spacing, and a font size no smaller than 11-point. Font sizes of 8 or 10 point may be used for figures, 660 tables, and charts. Document files and supplementary files must be in .pdf, .odx, .doc, .docx, .xls, or .xlsx 661 formats. Submissions must be written in English. All pages of Volume 1 should be numbered. 662 Proposals not meeting the format prescribed herein may not be reviewed. 664

1. Volume 1: The Solution 666

Volume 1 should be created with the mindset of convincing an executive team to invest in the proposed 668 solution. Consider using persuasive, evidence-based methodologies for each of the sections such as a 669 CHALLENGE-APPROACH-OUTCOME. The selection of the best method is up to the applicant. If long, 670 expositive narrative is not required to be persuasive, it is not desired. Your goal for Volume 1 is to 671 convince the Government that your solution will best satisfy its stated outcomes. Volume 1 must include 672 the following components: 673

(1) Cover Page (to include the following information): 675

• Label: “Proposal: Volume 1” 676 mailto:dha.ncr.peo-ipo.mbx.dhms-enablers@mail.mil https://piee.eb.mil/

• CSO Number (HT0038-21-S-C003) 677

• CSO Version (e.g., WP3 CSO_9.27.21 v2) 678

• Proposal Title 679

• Lead Organization (prime applicant) Name 680

• Type of Organization (selected from the following categories): 681 o Large Business 682 o Small Disadvantaged Business 683 o Other Small Business 684 o Joint Venture 685 o Historically Black College and University (HBCU) 686 o Minority Institution (MI) 687 o Other Educational 688 o Other Nonprofit 689 o Other 690

• Technical Point of Contact (POC) including name, mailing address, telephone, and email address 691

• Administrative POC including name, mailing address, telephone number, and email address 692

• Area of Interest Alignment 693

• Award instrument requested: 694 o Other Small Business procurement contract (specify type) 695 o Basic Ordering Agreement (BOA) 696 o Blanket Purchase Agreement (BPA) 697 o Other Transactions (OT) 698

• Total Price of the Proposed Effort 699

• Place(s) and Period(s) of Performance 700

• Other Team Member (subcontractors, partners, associates, joint ventures, consultants) 701 Information (for each, include Technical POC name, organization, type of organization, mailing 702 address, telephone number, and email address) 703

• Proposal Validity Period (minimum 120 calendar days) 704

• CAGE Code (TBD is acceptable) 705

(2) Executive Summary: Summarize how your approach will achieve the outcome of creating a 707 workplace that enables the delivery of world-class technology by a high achieving workforce. Describe 708 the end-state of the workplace, and the general process to implement the necessary solution. 709

(3) Proposal Research and Design Approach: Describe how you approached the problem presented in 711 this solicitation…