Attachment 11_Task Order Document Requirements HT003821R0001-0001.pdf

HT003821R0001

Workforce 3.0 1

Attachment 11: Task Order Document 2

Requirements 3 Solicitation Number: HT003821R0001 6 Program Executive Office, Healthcare Management Systems (PEO DHMS) 7

1.0 DESIGN-TO-OUTCOME 8

The Design-To-Outcome Task Order (DTO) applies to Workforce 3.0 (WF3) contract Lot 1. DTO task orders are 9 intended to be a construct that is mutually beneficial to both the Offeror and Government, allowing both sides to 10 actively mitigate risks and reduce miscommunication throughout the delivery process. The following task order 11 definitions are incorporated from Attachment 1, Scope and Ordering Guide: 12

Design-To-Outcome Task Orders 14 These Task Orders serve as observation, design, planning, and negotiation periods. They allow for 15 preliminary work and cashflow to commence immediately, while providing the Offeror time to assess 16 operations and prepare a detailed outcome-oriented approach for commencing and executing performance 17 on the follow-on Core Task Order. The approach shall include agreed-upon performance metrics to 18 measure performance on the Core Task Order and inform contract profit calculations. The initial Design-19 to-Outcome Task Order allows for transition of PEO DHMS mid- and back-office functions to the 20 contractor, and allows for a longer time period to accommodate the shift of functions and ensure no gap in 21 coverage of operational activities. The remaining Design-to-Outcome Task Orders will be shorter as 22 transition will have already occurred, unless the government deems the contractor has failed to meet 23 metrics and decides to compete the next cycle of Task Orders. In such an event, Design-to-Outcome Task 24 Orders may encompass subsequent transitions events. 25 Core Task Order (CTO) 27 These Task Orders may be issued as logical follow-ons, based on the terms agreed upon during the Design-28 to-Outcome Task Orders. The intent is to transition coverage of Workforce 3.0 core capabilities and 29 operational activities to provide continuation of services for mid and back office functions. The Offeror 30 will be expected to execute the organizational digital transformation in accordance with the performance 31 metrics and outcomes agreed upon during Design-to-Outcome Task Order 1. In addition, Offerors will be 32 expected to seek innovation opportunities while maintaining baseline capabilities. 33

DTOs are the first task orders through the breach and provide a platform for the full badgeless, seamless team to 35 work together on designing the digital transformation strategy, instead of relying on artificial approaches submitted 36 in response to a solicitation with no hands on information. Offerors and Government can jointly strategize in the 37 same room, achieve alignment, and work together to flesh out the plan for each year instead of setting designs in 38 stone for the life of the contract. This enables the contract to evolve alongside PEO DHMS’s business. 39

The DTO vision is an iterative approach that is mutually beneficial to both the Offeror and the Government. 41 Traditional proposals are limited in their value during execution, as Offerors must delicately balance between detail 42 and flexibility in their approach, while the government seeks to accurately evaluate an Offeror’s approach, insisting 43 on a degree of detail and commitment to mitigate its risk. Offerors avoid building in too much commitment and 44 price plenty of risk into their approach. Neither party benefits from what amounts to an uninformed plan created 45 with the limited structured communications governed by strict source selection procedures. 46

The Government designed the DTO to allow a more comprehensive planning period during a critical transition. 48 During the IDIQ Contract source selection, the Government evaluates Lot 1 Offerors on their capability rather than a 49 hypothetical approach/plan. This enables the Government to sufficiently qualify Offerors and ensure that the 50 awardees are capable of achieving a successful digital transformation. Once awardees are selected, the primary Lot 1 51 awardee enters a joint planning period and works in tandem with the Government to form a plan for the upcoming 52 year, all while concurrently developing and negotiating the associated Core Task Order. The single iterative DTO 53 process will reuse outputs to serve two purposes, strategic decisions, and contracting documentation. The 54 Government anticipates that the DTO will include discovery, workshopping, negotiation, transition, and other 55 preparatory activities. The onus is on the primary awardee to bring its own DTO format and methodology in order to 56 bring to bear its best practices on workshops, discovery, and metrics development. 57 One major output of the DTO will be the scope, approach, and task order documents for the CTO. 59 The first DTO period is anticipated to last for approximately 90 days, but ultimately will be condition and outcome-61 based. 62

1.1 Solicitation Requirements 64

If an Offeror is included in the competitive range for the IDIQ Contract competition, then it will be required to 65 submit, as part of Interim Proposal Revisions, a complete Performance Work Statement (PWS), Contract Data 66 Requirements List (CDRL) forms, Quality Assurance Surveillance Plan (QASP), and any other supporting 67 Attachments aligned to the Offeror’s specific DTO approach, which must comply with, but supplement, the 68 following framework. 69

1.2 DTO Multi-Phase Iterative Framework 71

The Government recognizes the importance of bilateral dialog to achieve a successful discovery and discussion 72 period. The Government will make a good-faith effort to make critical stakeholders available to participate during 73 the DTO period(s). However, it is understood that there may be some resistance to participation in this effort for a 74 number of reasons. The contractor must take ownership, influence the Government, and drive towards a successful 75 discovery and design period. The Government is specifying the following key Phases with the applicable Decision 76 Point(s). The contractor shall provide, in its proposed PWS, the format, methodology, event structure, entry/exit 77 artifacts, and any other information necessary to successfully implement its unique DTO approach. The Government 78 expects an iterative approach that may require sub-events or multiple feedback cycles for each step. If the 79 contractor’s approach requires delivery of an artifact in an earlier phase, the contractor may submit those artifacts in 80 earlier phases. 81

*Notional list, contractor may supplement at its discretion to align to its unique approach. 83 **Contractor to define based on individual approach strategies. 84

1.2.1 Initial Government Delivery 86

Phase Purpose Due Date

Government Artifact Inputs*

Contractor Artifact Outputs* Key Discussions/ Agreements*

Decision Point

Initial Delivery

• Exchange existing written or static multimedia artifacts to begin discovery

3 days after contra ct award

See Paragraph 1.2.1

• Case Studies

• Vision documents

• Benefit Statements

• User Stories

• Test Cases approved

• N/A N/A

Discovery/ Kick Off

• Introductions of key DTO stakeholders

• Identify data requirements for successful DTO and transition plan

** • Personas

• Pain Points

• Objectives

• Risks

• Concerns

• Kick Off Meeting / Summit

• Detailed Plan to Complete Phase

• Exit Criteria

• Information / exchanges necessary to complete phase

• Entry / Exit Criteria for next phase

Government Board of Director (BOD) submission of requested information

Direction Check

• Agree on strategic/ high-level concepts to support delivery of a full design

• Allow for limited ramp-up of personnel in preparation for transition

** ** • Outcomes

• Limited ramp-up staffing plan

• ROM Core Task Order

Basis of Estimate

• Core Task Order

Documents Rough Draft

• Viability of conceptual strategy and initial feedback

BOD approval of concept

Design Approval

• Agree on full Core Task Order strategy and approach

• Allow for full transition activities and scale up

** ** • Design

• Transition Plan

• Basis of Estimate

• Outcome Metrics

• Incentive Thresholds

• Incentive Levels

• Incentive Rewards

• Core Task Order 90%

• Draft Task Order

Documents

• Agreement on the strategy/ approach

• Transition

POA&M

BOD approval of strategy

Completion • Award of core task order

• Final contracting documents

• Negotiated task order

Core Task Order Award

The Government will make the following artifacts available for review during the course of the DTO: 87

• 2018 Stakeholder Report Final_Jan_2020.pdf 88

• 20200429_RAH_DoD EHR SSG__Final.pdf 89

• Acq Plan and Strategy Guide PEO C4I 14 September 2007.doc 90

• BCM for Delivery Task Orders Up To and Including SAT.docx 91

• DHMS-PEO_QPR Brief_16APR2019v0.23.pptx 92

• DHMSM_DMIX_QPR_21OCT2019_v6 (002).pptx 93

• DHMSM_Factsheet_20191022_508C.pdf 94

• DHMSM_PCSManpowerUpdate_Current_IPT.PPTX 95

• Draft Procurement User-Guide_0624019.docx 96

• EID_Platform ADM v4.docx 97

• EIDS Transfer Brief_2.14.2020_v.1.pptx 98

• Final_Support Agreement Training 17April20.pptx 99

• IPO Org Chart IPT.PPTX 100

• JOMIS_PCS_ORG_CHART_Current_IPT.PPTX 101

• LTGPlace_202004_Final.pdf 102

• MHSGENESIS_Factsheet_20190710_508C.pdf 103

• MHSGENESIS_IOTANDE.pdf 104

• MOA between DHMS and DHA 30 Oct 2014.pdf 105

• PEO DHMS 2017 Annual Report 508C.pdf 106

• PEO DHMS_Contracting Division_DRAFT2Apr20_v2.pptx 107

• PEO DHMS_OMS RFP IPT_24Jan2020_Final.pptx 108

• PEO IPT's PCS Org Chart.pptx 109

• PEO Transformation Information Sheet.pdf 110

• PEO_DHMS_FY18_Annual_Report.pdf 111

• PEO_DHMS_In_Progress_Support_Agreements_14April 2020.pdf 112

• PEODHMS_Brochure_05202019_1251_Web_508C.PDF 113

• PEODHMS_Factsheet_20190715_508C.pdf 114

• PEODHMS-Purpose-Goals-Strategies_02282020_1339.pdf 115

• Wave Travis Lessons Learned executive overview 11 2019.pptx 116

The Government will make every effort to make the following stakeholders available for interview and discussion 118 during the course of the DTO: 119

• PEO, Program Analyst, Project Lead 120

• Chief of Staff DHMSM; Asst Program Manager 121

• Assistant PM DHMSM 122

• PM DHMSM 123

• DMIX PM 124

• Deputy PM DHMSM 125

• FEHRM Deputy Director 126

• CHENG for FEHRM 127

• CHENG JOMIS 128

• Acquisitions JOMIS 129

• PM JOMIS 130

• Lead - Tech Transformation 131

• Chief, Biz Ops Branch 132

• Contracting Officer 133

• DHMS Chief Transformation Officer 134

• Director Business Ops PEO DHMS 135

• Procurement team lead; PEO 136

• Budget Execution Lead, Biz Ops 137

• Functional Deputy PEO 138

• Lead, Admin Facilities & Ops 139

• Logistics/Program Analyst 140

• CHENG PEO DHMS 141

2.0 INCUBATOR 143

The Incubator Task Order (ITO) applies to Workforce 3.0 (WF3) contract Lot 1. The ITO provides Offerors a 144 mechanism to officially engage PEO DHMS and stay informed on the latest organizational posture. ITO play an 145 important role in achieving mutually beneficial risk mitigation. The following task order definition is incorporated 146 from Attachment 1, Scope and Ordering Guide: 147

Incubator Task Order 149 These Task Orders are issued to advise on PEO DHMS innovation posture and capability gaps. They will 150 be awarded to Lot 1 Awardees that are not currently awarded and executing on a Core Task Order. The 151 intent is to for the contractor to perform independent surveys of the health technology domain and report on 152 PEO DHMS strengths, opportunities, and blockers as it compares to best-in-class methodologies of health 153 technology. 154

The Government views the ITO as a “warm failover” or “pilot light”; both concepts highlight that the intent of the 156 PEO DHMS digital transformation is not to reset under a “cold start” in the event of a non-performant CTO Offeror. 157 Meanwhile, the ITO gives Offerors a funded channel to stay engaged in the PEO DHMS enterprise journey and an 158 official avenue to have discovery conversations. This further mitigates Offeror delivery risk by providing a continual 159 stream of data for Offerors to act upon in the event of a DTO transition event. 160 Moreover, PEO DHMS achieves external perspectives on its digital transformation progress and areas of strengths, 162 weaknesses, opportunities, and threats. This data may provide additional perspectives that may lead to modifications 163 in or additions to the PEO DHMS strategy. Offerors are expected to bring their unique perspectives and insights to 164 bear on the PEO DHMS landscape. 165 The ITO also provides positive cashflow to Offerors. The Government believes that an official client engagement 167 provides substantially more valuable inputs and outputs (to both Offerors and Government). In contrast, an Offeror’s 168 Business Development efforts may only achieve limited or skewed insights into the organization. The ITO ensures 169 that PEO DHMS incentivizes and maintains open channels to its most capable partners, even if those partnerships 170 are not exercised at scale in the moment. 171 ITO activities shall depend on an Offeror’s approach to performing strategic assessments. Broadly, the scope of 173 outputs from an ITO is anchored around strategic insights ranging from: 174

• Digital Adoption – Considerations on the efficiency and effectiveness of PEO DHMS digital tooling 175

• Horizon Scanning – Utilizing research and data to inform PEO DHMS about future opportunities and 176 threats 177

• Customer Experience – Insights into customer and end user sentiments as they pertain to PEO DHMS 178 portfolio products 179

• Market Positioning – Competitive analysis into the posture of PEO DHMS with respect to both analogous 180 commercial and Government counterparts 181

2.1 Solicitation Requirements 183

If an Offeror is included in the competitive range for the IDIQ Contract competition, then it will be required to 184 submit, as part of Interim Proposal Revisions, a complete Performance Work Statement (PWS), Contract Data 185 Requirements List (CDRL) forms, Quality Assurance Surveillance Plan (QASP), and any other supporting 186 Attachments aligned to the Offeror’s specific ITO approach, which must comply with, but supplement, the 187 following framework. 188

2.2 ITO Iterative Framework 190

The Government recognizes the importance of bilateral dialog to achieve a successful discovery and assessment 191 output. The Government is specifying the following key Phase Points with the applicable Decision Point(s). The 192 contractor shall provide, in its proposed PWS, the format, methodology, event structure, entry/exit artifacts, and any 193 other information necessary to successfully implement its unique ITO approach. If the contractor’s approach 194 requires delivery of an artifact in an earlier phase, the contractor may submit those artifacts in earlier phases. 195

*Notional list, contractor may supplement at its discretion to align to its unique approach. 197 **Contractor to define based on individual approach strategies. 198

2.2.1 Initial Government Delivery 200

The Government will make the following artifacts available for review during the course of the DTO: 201

• 2018 Stakeholder Report Final_Jan_2020.pdf 202

• 20200429_RAH_DoD EHR SSG__Final.pdf 203

• Acq Plan and Strategy Guide PEO C4I 14 September 2007.doc 204

• BCM for Delivery Task Orders Up To and Including SAT.docx 205

• DHMS-PEO_QPR Brief_16APR2019v0.23.pptx 206

• DHMSM_DMIX_QPR_21OCT2019_v6 (002).pptx 207

• DHMSM_Factsheet_20191022_508C.pdf 208

• DHMSM_PCSManpowerUpdate_Current_IPT.PPTX 209

• Draft Procurement User-Guide_0624019.docx 210

• EID_Platform ADM v4.docx 211

• EIDS Transfer Brief_2.14.2020_v.1.pptx 212

• Final_Support Agreement Training 17April20.pptx 213

• IPO Org Chart IPT.PPTX 214

• JOMIS_PCS_ORG_CHART_Current_IPT.PPTX 215

• LTGPlace_202004_Final.pdf 216

• MHSGENESIS_Factsheet_20190710_508C.pdf 217

• MHSGENESIS_IOTANDE.pdf 218

• MOA between DHMS and DHA 30 Oct 2014.pdf 219

• PEO DHMS 2017 Annual Report 508C.pdf 220

• PEO DHMS_Contracting Division_DRAFT2Apr20_v2.pptx 221

• PEO DHMS_OMS RFP IPT_24Jan2020_Final.pptx 222

• PEO IPT's PCS Org Chart.pptx 223

• PEO Transformation Information Sheet.pdf 224

• PEO_DHMS_FY18_Annual_Report.pdf 225

• PEO_DHMS_In_Progress_Support_Agreements_14April 2020.pdf 226

• PEODHMS_Brochure_05202019_1251_Web_508C.PDF 227

Phase Purpose Due Date Government Artifact Inputs*

Contractor Artifact Outputs* Key Discussions/ Agreements*

Decision Point

Direction Check

• Agree on strategic/ high-level concepts to support delivery of a full design

• Allow for limited ramp-up of personnel in preparation for transition

** ** • Outcomes

• Staffing plan

• Assessment

Methodologies

• Viability of conceptual strategy and initial feedback

BOD approval of concept

Completion • Delivery of ITO outputs

60 days after ITO award

• Digital Adoption Assessment

• Horizon Scanning Assessment

• Customer Experience Assessment

• Market Positioning Assessment

• Walkthrough of major findings and assessment recommendations

BOD

acceptance of outputs

• PEODHMS_Factsheet_20190715_508C.pdf 228

• PEODHMS-Purpose-Goals-Strategies_02282020_1339.pdf 229

• Wave Travis Lessons Learned executive overview 11 2019.pptx 230

The Government will make every effort to make the following stakeholders available for interview and discussion 232 during the course of the DTO: 233

• PEO, Program Analyst, Project Lead 234

• Chief of Staff DHMSM; Asst Program Manager 235

• Assistant PM DHMSM 236

• PM DHMSM 237

• DMIX PM 238

• Deputy PM DHMSM 239

• FEHRM Deputy Director 240

• CHENG for FEHRM 241

• CHENG JOMIS 242

• Acquisitions JOMIS 243

• PM JOMIS 244

• Lead - Tech Transformation 245

• Chief, Biz Ops Branch 246

• Contracting Officer 247

• DHMS Chief Transformation Officer 248

• Director Business Ops PEO DHMS 249

• Procurement team lead; PEO 250

• Budget Execution Lead, Biz Ops 251

• Functional Deputy PEO 252

• Lead, Admin Facilities & Ops 253

• Logistics/Program Analyst 254

• CHENG PEO DHMS 255

3.0 ACCELERATOR 257

The Accelerator Task Order (AcTO) applies to Workforce 3.0 (WF3) contract Lot 2. The AcTO are intended to be a 258 construct that is mutually beneficial to both the Offeror and Government, allowing both sides to actively mitigate 259 risks and reduce miscommunication throughout the delivery process. The following task order definitions are 260 incorporated from Attachment 1, Scope and Ordering Guide: 261

Accelerator Task Orders 263 These Task Orders are issued prior to Ad-Hoc Task Orders. The intent is to provide time to accurately 264 scope and negotiate the terms for the Ad-Hoc Task Order when the need for an Ad-Hoc Task Order is 265 identified. Accelerator Task Orders are linked to Ad-Hoc Task Orders, in that they allow work to begin 266 immediately and will result in an agreed upon expectation for completion of the Ad-Hoc Task Order. 267 Ad-Hoc Task Orders 269 Task Orders issued to address specific needs, such as short-term projects, limited time access to unusually 270 high subject matter experts, or for targeted studies and reports. These Task Orders will be issued on an as-271 needed basis and the period of performance will be determined and agreed upon during the Accelerator 272 Task Order. 273

The AcTO operate similarly to the DTO of Lot 1. Whereas DTOs are preparatory task orders for CTO, AcTOs are 275 preparatory task orders for Ad-Hoc Task Orders (AHTO). CTOs are intended to be broad and expansive, covering 276 the depth-and-breadth of PEO DHMS digital transformation requirements. AHTOs are intended to be targeted, 277 focusing on a specific aspect and bringing specialized expertise to bear on a PEO DHMS transformation challenge. 278 As such, the AcTO, as a pre-requisite for the Lot 2 targeted activities, also manifest in a more targeted manner. 279

The Government designed the AcTO to allow a more comprehensive planning period during a critical transition. 281 During source selection, the Government evaluates Lot 2 Offerors on their capability rather than a hypothetical 282 approach/plan. This enables Government to sufficiently qualify Offerors and ensure that the awardee is capable of 283 delivering a responsive approach to a theoretical, targeted scenario. The Government anticipates that the AcTO will 284 include discovery, workshopping, negotiation, transition, and other preparatory activities. The onus is on the 285 successful awardee to bring their own AcTO format and methodology in order to bring to bear their best practices on 286 workshops, discovery, and metrics development. 287 One major output of the AcTO will be the scope, approach, and task order documents for the AHTO to be awarded 289 as a logical follow-on. 290 The first AcTO period is anticipated to kickoff for all Lot 2 awardees immediately upon contract award. This initial 292 AcTO period is intended to establish a baseline framework and fulfill the minimum ordering obligations of the WF3 293 contract’s Lot 2 requirements. 294

3.1 Solicitation Requirements 296

Lot 2 Offerors are required to submit, with their proposals, a complete Performance Work Statement (PWS), 297 Contract Data Requirements List (CDRL) forms, Quality Assurance Surveillance Plan (QASP), and any other 298 supporting Attachments aligned to the Offeror’s specific AcTO approach, which must comply with, but supplement, 299 the following framework. 300

3.2 AcTO Multi-Phase Iterative Framework 302

The Government recognizes the importance of bilateral dialog to achieve a successful discovery and discussion 303 period. The Government will make a good-faith effort to provide availability across critical stakeholders to 304 participate during the AcTO period(s). However, it is understood that there may be some resistance to participation 305 in this effort for a number of reasons. The contractor must take ownership, influence the Government, and drive 306 towards a successful discovery and design period. The Government is specifying the following key Phases with the 307 applicable Decision Point(s). The contractor shall provide, in its proposed PWS, the format, methodology, event 308 structure, entry/exit artifacts, and any other information necessary to successfully implement its unique AcTO 309 approach. The Government expects an iterative approach that may require sub-events or multiple feedback cycles 310 for each step. If the contractor’s approach requires delivery of an artifact in an earlier phase, the contractor may 311 submit those artifacts in earlier phases. 312

Phase Purpose Due Date

Government Artifact Inputs*

Contractor Artifact Outputs* Key Discussions/ Agreements*

Decision Point

Discovery/ Kick Off

• Introductions of key AcTO stakeholders

• Identify data requirements for successful AcTO and transition plan

** • Personas

• Pain Points

• Objectives

• Risks

• Concerns

• Kick Off Meeting / Summit

• Detailed Plan to Complete Phase

• Exit Criteria

• Information / exchanges necessary to complete phase

• Entry / Exit Criteria for next phase

Government Board of Director (BOD) submission of requested information

Direction Check

• Agree on strategic/ high-level concepts to support delivery of a full design

• Allow for limited ramp-up of personnel in preparation for transition

** ** • Outcomes

• Limited ramp-up staffing plan

• ROM Ad-Hoc Task

Order Basis of Estimate

• Ad-Hoc Task Order

Documents Rough Draft

• Viability of conceptual strategy and initial feedback

BOD approval of concept

Design Approval

• Agree on full Ad-Hoc Task Order strategy and approach

** ** • Design

• Transition Plan

• Basis of Estimate

• Outcome Metrics

• Agreement on the strategy/ approach

BOD approval of strategy

*Notional list, contractor may supplement at its discretion to align to its unique approach. 314 **Contractor to define based on individual approach strategies. 315

3.2.1 Initial Government Delivery 317

In the initial AcTO, the Government will provide preliminary artifacts to provide situational awareness of the PEO 318 DHMS organizational posture. Subsequent AcTOs will include the topical artifacts necessary to establish a 319 successful strategic approach for the follow-on AHTOs. 320 In the initial AcTO, the Government will facilitate a kickoff with the Government BOD to establish lines of 322 communications within the PEO DHMS enterprise. Subsequent AcTO will establish communication channels with 323 the subject matter specialists necessary to establish a successful strategic approach for the follow-on AHTO. 324

• Allow for full transition activities and scale up

• Incentive Thresholds

• Incentive Levels

• Incentive Rewards

• Ad-Hoc Task Order

90%

• Draft Task Order

Documents

• Transition

POA&M

Completion • Award of core task order

• Final contracting documents

• Negotiated task order

Ad-Hoc Task Order Award