Workforce 3.0 Draft RFP1.pdf

Workforce 3.0 Draft RFP #1 November 2020

Please submit official questions to:

dha.ncr.peo-ipo.mbx.dhms-enablers@mail.mil

For informal discussions regarding WF3 and other HIVE opportunities, please visit our HIVE Community:

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Workforce 3.0 Draft RFP #1 Slide 2

Sections

& Content The purpose of this document is to provide background, context, and other relevant information regarding the Workforce 3.0 concept. PEO DHMS asks that interested teams reach out with feedback to and recommendations for the strategies described herein.

This RFP Draft is divided into the following slides and sections:

PEO 3.0 Aspirations An overview of key ideas and how the Draft RFP is structured.

Execution Concepts An overview of how WF3 will operate post-award and the PEO’s intent.

Evaluation Concepts An overview of how the WF3 partner will be selected.

Screenshot of the document crosswalk slide from “Attachment 3_PEO DHMS_AS Concept.pdf”

Relevant section highlighted in orange.

Official Contract

Language

Final RFP

Documents

Draft RFP #1

Concepts

Background

Data

Work-In-Progress Work-In-Progress

Workforce 3.0 Draft RFP #1 Slide 3

Key Takeaways – Draft RFP #1 Draft RFP #1 is intended to be an overview of concepts critical to Workforce 3.0 (WF3) solicitation, evaluation, award, and performance. These concepts align with the “PEO 3.0” strategy with each WF3 component working together to drive a successful PEO digital transformation.

PEO DHMS wants your help to identify the best way to choose the best industry partners and align contractor rewards to PEO success.

The final WF3 RFP will be shaped through a partnership between industry and the PEO.

This communication is intended to help develop disruptive and innovative solutions, which can only be achieved with broad participation. Participation from non-traditional firms is strongly encouraged.

WF3 is inspired by many commercial service models that can support the future state of

PEO DHMS.

WF3 is the cornerstone to modernizing PEO middle- and back-office functions and enabling our product teams to deliver the next wave of excellent health technologies.

Draft RFP #2 will transition from conceptual overview into contractual language. Discussions will shift to ensuring specific RFP terms reflect the concepts described previously.

Draft RFP #1 focuses on explaining key concepts and outcomes the PEO seeks to achieve through WF3. Feedback is welcome on clarity of message, alternative strategies, etc.

Workforce 3.0 Draft RFP #1 Slide 4

WF3

Solicitation

Timeline The diagram on the right represents the aspirational timeline for the WF3 initiative.

PEO DHMS plans to hold a

Virtual Industry Day in mid-

November. If you have recommendations on format or agenda, please share them no later than 6 NOV 2020.

Other feedback can still be provided after this date.

Questions &

Feedback from

Draft RFP #2

Questions &

Feedback from

Draft RFP #1

Industry

Day #1

Industry

Day #2

Contract Transition

End

Contract Transitions

Face-to-Face

Discussions

Initial Evaluation

Complete

Negotiations

MAY 2021

Draft RFP #2

30 NOV 2020

Final RFP

DEC 2020

FEB 2021

Source Selection

Contract Award & Contract

Transition Start

APR 2021

Draft RFP #1

NOV 2020

6 NOV 2020 17 NOV 2020

Workforce 3.0 Draft RFP #1 Slide 5

Introducing the HIVE The Health Information Vision Exchange

(HIVE) is an innovative platform for matching the needs of the Federal Health sector with the capabilities of both traditional and non-traditional industry partners.

The goal of HIVE is to streamline interactions between Industry and Government in order to accelerate the adoption of transformative ideas across Federal Health agencies.

HIVE will be host to Virtual Events, News &

Announcements, resource libraries, community engagement portals, and other strategic communications.

We are scheduled to launch fully in late

2020. In the meantime, please join our community portal here.

Defense Health

Mgmt. Systems

Federal EHR

Modernization

Defense Health

Agency

Health & Human

Services

Veteran

Affairs

Department of Defense

System Integrators

& Consulting Firms

Non-Traditional

Vendors

Small Biz, Startups, & Independents

“Push”

Innovative

Solutions

“Pull”

Mission

Outcomes

Solution

Pitches

News &

Announcements

Resource

Libraries

Communities of Interest

Partnering

& Teaming

Virtual

Events https://hivegov.mobilize.io/main/groups/43511/lounge

Workforce 3.0 Draft RFP #1 Slide 6

Call to

Action Ask questions, request additional information, and (in particular) tell us when you see improvements to our approach! Stay in touch through the solicitation process.

Importantly, please join the

WF3 Community of Interest on our HIVE Community platform for active, dynamic conversations.

We hope this is a great way to meet potential team members.

Register Now for HIVE Please check out the back-up data (enclosed separately) and let us know anything else we can provide that would help you participate/understand.

Watch for this icon; it marks concepts that need your thoughtful response. We’ll seek to address feedback in the next draft.

For official industry correspondence, please send one email containing all feedback formatted using this form to the WF3 Inbox.

Other HIVE communities including groups for

Workplace 3.0, Federal

XaaS, and DevMAC.

Private Messaging amongst HIVE Members.

Neither administrators nor other members can see your personal messages.

Discussion threads, open to read and/or participate for all community members.

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Workforce 3.0 Draft RFP #1 Slide 7

Workforce 3.0

PEO 3.0 Aspirations

Workforce 3.0 Draft RFP #1 Slide 8

Key Takeaways – PEO 3.0 Aspirations The PEO 3.0 vision aims to improve existing PEO DHMS product lines while achieving a digital transformation to operate as a world class technology organization. As the middle- and back-office fabric across the PEO and portfolio programs, the WF3 initiative is critical in turning this from vision into reality.

The current PEO, or “PEO 2.0”, has profound cultural, organizational, and technical blockers.

PEO 3.0 seeks to break these blockers to operate as a world-class tech organization.

PEO 3.0 is comprised of a number of upcoming initiatives including WF3. The WF3 team forms the backbone of the DHMS Tech Organization and includes both Partner and Government talent.

WF3 is tasked with enabling other parts of PEO

3.0 in delivering modernized products and Federal

Health outcomes.

All components of the PEO 3.0 strategy must be aligned to the greater outcomes at the PEO 3.0 level rather than individual, tactical outputs.

As one of the first-launched components, WF3 will drive and sustain the culture of the PEO 3.0 across Partner and Government personnel.

2019 PEO DHMS Purpose Goals, Strategies

Workforce 3.0 Draft RFP #1 Slide 9

PEO 2.0

Current

State The current PEO DHMS is limited by a number of factors including a rigid hierarchical and manual processes, closely aligned to legacy DoD 5000 constructs.

Program management activities are conducted through vertically-oriented divisions and replicated across each program. These functions include:

• Overhead and administration

• Program/project management

• Logistics management

• Finance, cost, budget

• Engineering management

• Testing management

Limited Product Portfolio

Electronic

Health Record

Military Medical

Information System

Workforce 3.0 Draft RFP #1 Slide 10

PEO 3.0

Tech Firm

Launch PEO DHMS is embarking on a digital transformation to span from 2021 to

2026.

A modernized PEO 3.0 will fulfill the goal of becoming a “world-class technology organization.” WF3 forms the backbone of this effort by providing key functions as a seamless, badge-less team of

Contractors, Civilian (across agencies), and Military (across services Personnel.

Executive oversight, e.g., strategic and tactical priorities

Validation and verification of contractor outcome achievement

Investment planning and analysis

Contract execution

All inherently governmental functions

Government Staff will Provide

Executive Oversight

WF3 Contractors

Shall

Assess current DHMS performance gaps and blockers

Propose solution to achieve targeted outcomes including value-centric performance incentives

Own the outcomes, and provide the mid- and back-office functions

Mission Work (Product delivery and operations)

Physical and virtual workplace infrastructure

Periodic additional external expertise

Commodities

PEO 3.0 Will

Outsource (through

Other Contracts)

Workforce 3.0 Draft RFP #1 Slide 11

WF3 Ideal State

Outsized

Incentives WF3 is aligned to provide higher profits for outsized outcomes. We believe that success is achieved only through a disruptive partner strongly incentivized to bring innovative ideas to the table.

Risk

Sharing The WF3 partner and PEO share in taking on the risks (partner’s low base profits, PEO’s stalling operations) and the rewards (partner’s high incentive-driven profits, PEO’s successful digital transformation).

Evangelism The Nation’s health is more important than ever. Active duty and veteran users, deserves the best care we can deliver. Using technology to improve quality of care, access to care, and efficiency of care is the existential focus for PEO 3.0.

Business

Value Health and Defense are the two largest budget line items in the U.S.

Federal Government. PEO 3.0 will structure and adopt a decision making model that delivers the most value return for every dollar invested in health tech.

Idea Workforce 3.0 is the major effort to bring about PEO 3.0. PEO

DHMS seeks to transform its organization into a world-class tech firm. To get there, WF3 aims to empower commercially-successful firms to foster innovative culture modernize mid- and back-office functions.

Customer

Segment The current portfolio focuses almost exclusively on provider end-users.

WF3 will position PEO 3.0 to expand its user base to anyone who consumes or generates health or wellness data.

The foundation of the WF3 strategy.

Strategic

Outcomes All components of the PEO 3.0 strategy must be aligned to the greater outcomes at the PEO

3.0 level rather than individual, tactical outputs.

Market WF3 will position PEO

3.0 to expand its product base to deliver products for additional federal health partners and to grow its product capability portfolio beyond the EHR.

Workforce 3.0 Draft RFP #1 Slide 12

Attributes of a “World-Class Tech Org” Prioritize hiring and retaining the right talent. Especially in engineering, design, and data science to deliver the best product on the market. Talent retention allows for growth and promotion without leaving the project team, while providing incentives to innovate and grow.

Creative, collaborative, and entrepreneurial. Focus on creativity and invention. Seamless interaction and innovation between levels and project teams, with a motivation to help the organization grow and succeed, by delivering new products.

Open to new opportunities and ideas. Constant innovation in product offerings and seeking revolutionary solutions to problems as they appear. Taking a risk to take on a hard problem is encouraged and status quo and comfort zone thinking is disincentivized.

Continuous feedback and a culture of candor. Culture that allows for failure and risk-taking, but changes happen quickly based on objective evaluation and immediate feedback from users.

Cultural

Attributes to Pursue

Product

Attributes to Pursue

Offer revolutionary products that are intuitive and well-designed for the user.

Deliver a product or service that people value and adopt, allowing for scale.

Offer revolutionary products that are intuitive and well-designed for the user.

Comfort zone and status quo are an outcome. Exclusively pursue the path or least resistance.

No design thinking. Products delivered to prescriptive specifications.

Individual motivations are to avoid risk and preserve self-interest.

User experience is not considered.

Task-oriented, “check the box” mentality with no time for creative or innovative pursuits

Re-use and make incremental changes to existing products.

Negative

Attributes to Avoid

Workforce 3.0 Draft RFP #1 Slide 13

Workplace 3.0 Managed Solution

Workforce 3.0 Managed Solution

Federal XaaS Managed Solution

MHS GENESIS

Product

TMIP-J Modernization Product

Vehicles TBD OTS procurement including hardware, furniture, etc.

RFP

RFP

RFP

RFP

Commercial Solution Opening Enabling

<$100M

Enabling

>$500M

Enabling

>$250M

Capability

>$100M

Capability

>$1000M

Commodity

TBD

FY21 Q1 Q2 Q3 Q4 FY22 Q1 Q2 Q3 Q4

Base

Base

Base

Base

Option

Option

DHMS Support Roadmap Type / EstimateOpportunity

DevMAC Services

Schedule and financial estimates are provided for informational purposes and are subject to change. Additional initiatives will be added to the roadmap as strategies materialize.

To discuss these upcoming opportunities and learn more, please join our HIVE Community at:

https://hivegov.mobilize.io/registrations/groups/43511

Capability

>$100M

RFPOption

P E

O

.0 https://hivegov.mobilize.io/registrations/groups/43511

Workforce 3.0 Draft RFP #1 Slide 14

PEO 3.0 Initiative Details

Workplace 3.0

Description: Workplace 3.0 is a managed solution to cover the full breadth of digital workplace capabilities including document management, software lifecycle management, virtual comms, robotic process automation, physical workspaces, and other enabling areas. The overarching outcome is to ensure the PEO

DHMS workforce has the same workplace experience they require to succeed at leading commercial technology firms.

Value: <$100MM

Type: Enabling

Release: Estimated FY21Q1 RFP

Community: Workplace 3.0

Workforce 3.0

Description: Workforce 3.0 (WF3) is a different way for government to get work done. Rather than focusing on the quantity of labor, WF3 leaves the offeror responsible for mission outcomes and incentivizes best practices. new processes, methods, and/or best-in-class methodologies from private sector to enable the entire PEO

DHMS workforce to deliver world-class technology.

Value: >$500MM

Type: Enabling

Release: Estimated FY21Q1 RFP

Community: Workforce 3.0

Federal XaaS

Description: The Federal XaaS initiative envisions a managed solution that enables scalable access to any "X" as a service.

These services include laboratories, infrastructure, platforms, pipelines, and other capabilities necessary to reduce barriers for product teams to deliver transformative technologies across the full breadth of the

Federal Health domain.

Value: >$250MM

Type: Enabling

Release: Estimated FY21Q3 RFP

Community: Federal XaaS

DevMAC

Description: The DevMAC initiative is Intended to maintain a base

(multiple awardees) of industry partners that can bring cutting edge software development, UI/UX, and human-centered design skills. This contract is intended to be a vehicle with dedicated small business and non-traditional pools. DevMAC will support a complex ecosystem of health technology and will be utilized to rapidly respond to calls for new capabilities by programs within the PEO DHMS portfolio.

Value: >$100MM

Type: Prime Product Capabilities

Release: Estimated FY21Q2 RFP

Community: DevMAC

An overview of initiatives that will propel PEO DHMS into a modernized state.

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Workforce 3.0 Draft RFP #1 Slide 15

Execution Concepts

Workforce 3.0 Draft RFP #1 Slide 16

Key Takeaways - Execution PEO DHMS seeks a WF3 partner that will be a champion for digital transformation rather than a passenger. Our operational model is inspired by commercial success stories and is intended to incentivize and enable a successful relationship with the successful WF3 offeror.

The WF3 partner directly has “skin in the game” and has direct performance incentives tied to the ongoing success of PEO DHMS. PEO seeks industry feedback on how to shape and measure those incentives.

IDIQ awardees will have access to competition for “non-core” work. Additionally, PEO may decide to compete the core work at its discretion based on the current core offeror’s performance.

WF3 is a multiple-award IDIQ contract with no more than three awardees. The best of the three shall be issued a transition task order

(Task Order 1) with expectations for a logical follow-on for the first core task order.

PEO shall periodically assess the alignment between the initial execution and the outcomes specified for the first core task order. These will be measured through a series of performance-based metrics, and used to determine to whether that contractor is given a logical follow-on for the next set of task orders or if the next set is awarded via fair opportunity.

Efforts to “modernize” PEO DHMS have stalled because our incentivize models for contractors – as the bulk of our workforce – are misaligned.

Workforce 3.0 Draft RFP #1 Slide 17

Inspired by

“2-and-20” WF3 aims to provide outsized rewards for exceptional outcomes. As PEO DHMS outcomes improve, so too do the rewards for the WF3 partner. We envision three tranches of incentives:

1) Base Profit on Contract

2) Incentive-Based Profit

3) “Gamechanger” Profit

The WF3 incentive model is inspired by the 2-and-20 fee structure of investment firms.

TBD (“20%”)

Incentive

TBD (“2%”) Base

TBD

Gamechanger

WF3 partners increase their profit as the success of the PEO and its Programs grows. Given that the PEO does not calculate capital gains, WF3 shall instead be measured by a series of performance metrics aligned to the success of the

PEO. The metrics are intended to capture success at a higher, strategic level rather than tactical, operational metrics that may not be aligned to fundamental gains resulting from digital transformation.

PEO shall negotiate a lower than traditional base profit allowed as a derivative of the initial contract value. The goal of WF3 is to find transformational partners that pursue the profit ceiling, not the floor.

A successful WF3 program will capitalize on other opportunities for both the WF3 partner and the PEO to gain value in unforeseen ways. The “Gamechanger” profit pool allows for additional incentives aligned to disruptive outcomes.

Im p li e d V a lu e o f F in a l W

F

C a p a b il it y S e t

A c tu a l V a lu e o f In it ia l W

F

C o n tr a c t

WF3 Partner Profit

PEO 3.0

Value

Workforce 3.0 Draft RFP #1 Slide 18

Metrics

Driven

Incentives Performance incentives form the foundation for the WF3 strategy. The

PEO seeks feedback on the correct incentive models and metrics to motivate mutually-beneficial interactions between WF3 partners and stakeholders. Metrics are represented as (%) to indicate a focus on Year-over-Year growth.

These measures are intended to measure overall PEO performance, not just contract performance.

These metrics are notional for discussion purposes. PEO seeks feedback on existing and new metrics.

Program

Efficiency

Growth &

Innovation

Capability

Value

%↓ Lead Time of WF3 core processes

%↑ Throughput of WF3 core processes

%↓ Proportion of WF3 core process Cycle Time automated

%↑ Program personnel that self-identity as customers

%↑ Outputs traceable to valuable outcomes

%↓ Program personnel productivity gains (cycle time)

%↑ Total program personnel cycle time supported by products

%↓ Proportion of Expected vs. Ad-hoc support requests

%↑ Throughput of approved NPI or feature enhancements

%↑ Ratio of personnel invested in product feature enhancements

%↑ Ratio of personnel invested in New Product Introduction (NPI)

%↓ Time-to-Market gains for approved NPI or feature enhancements

PEO DHMS seeks to help our product teams execute high-quality UI/UX initiatives. What metrics help capture and reflect this intent?

%↑ What UI/UX metrics should PEO utilize?

% Achievement of Small Business & Socioeconomic goals*Small Biz.

* Small business & Socioeconomic metrics do not have a YoY target and will be reviewed on a Pass/Fail basis.

Workforce 3.0 Draft RFP #1 Slide 19

Priced At

IDIQ

Ordering

UNI

lateral

TO Value Estimate

Do these Task Order types provide sufficient flexibility for both the government and offerors to successfully execute the scope of Workforce 3.0 tasks?

TASK ORDER

#1

First 90-day TO allowing the successful WF3 offeror to observe, plan, and transition operations

CORE

TASK ORDER

Recurring 11-month TO comprising the majority of WF3 operational activities and transformation

DESIGN-TO-OUTCOME

TASK ORDER

60-day TO for incumbent or 90-day TO for new partner to plan new innovative activities for the next Core TO (similar to Task Order 1)

Priced At

IDIQ

Ordering

UNI

lateral

TO Value Estimate

ACCELERATOR

TASK ORDER

Thirty-day task order issued to design-to-outcome special projects or non-

Core orders that must start immediately

Task Order Types

Priced At

IDIQ

TO Value Estimate

Priced At

TO

Ordering

BI

lateral

TO Value Estimate

INCUBATION

TASK ORDER

60-day TO issued to non-Core IDIQ awardees to advise on PEO DHMS innovation posture and capability gaps

Priced At

IDIQ

Ordering

UNI

lateral

TO Value Estimate

AD-HOC

TASK ORDERS

TO competed amongst IDIQ awardees to provide scope not in the Core TO

(e.g., special projects, reports)

Priced At

TO

Ordering

BI

lateral

TO Value Estimate

Workforce 3.0 Draft RFP #1 Slide 20

WF3 Order

Lifecycle The Gantt diagram on the right represents the aspirational timeline for the WF3 initiative.

Each box represents issuance of a Task Order in relation to the timeline across the top.

Legend (See “Task Order Types”):

Task Order 1 (Observe, Approach)

Core Task Order (CTO#)

CTO Innovation Activities

Design TO (planning for next CTO)

Accelerator TO (as needed)

Ad-Hoc TO (as needed)

Performance Evaluation & Logical Follow-on or Fair Opportunity Determination

Digital Transformation Timeline (from Current State to Ideal Future State)

Ad Hoc Task Orders (represented as notional TO calls as-needed)Incubation TO (non-CTO awardees)

90d

Transition

14mo Initial Phase

(see next slide)

60mo

Ordering Period

TO1

CTO1

CTO2

CTO3

CTO4

CTO5

CTO6

Workforce 3.0 Draft RFP #1 Slide 21

Initial IDIQ Award WF3 will award the top three offeror primes with an ordering period of 5 years. Initial source selection will include the “fair opportunity” for Task Order 1. The top award (lead offeror) will receive Task Order 1 with the initial IDIQ award.

Task Order 1 Award Task Order 1 allots 90 days to assess as-is operations and prepare a detailed “design-to-outcome” proposal.

This proposal shall include a proposed metrics structure that inform the award of Core Task Order 1 to the lead offeror (using a “fair opportunity” exemption). The outcome of this order is a fully negotiated Core Task

Order with agreed upon terms and conditions.

Core Task Order 1 Execution Core Task Order 1 will execute a “crawl” phase to ensure coverage of core capabilities, continuation of services, and setting a foundation to steadily execute the organizational digital transformation. WF3 partners will be expected to seek innovation opportunities while maintaining baseline capabilities.

Core Task Order 1 Transition At the mid-point of the first phase, the PEO will assess overall performance of the lead offeror and examine the achievement of WF3 performance-based metrics. PEO will then make the decision to use a logical follow-on or compete the next task order cycle.

Logical Follow-On Justification PEO intends to use a “logical follow-on” fair opportunity exemption, based on contracting economics, IF the mid-term assessment shows achievement of metrics through the completed Core Task Order 1. If not, the next phase will be competed through fair opportunity.

Incubation Task Orders Non-lead offerors will receive incubation task orders that perform independent surveys of the health technology domain and provide assessments of PEO strengths and opportunities. The purpose is to provide funding to maintain familiarity with the PEO, its programs, and its product domain in case the Core Task

Orders are competed.

Accelerator and Ad-Hoc Task Orders Ad-hoc task orders may be issued to address specific needs, such as short-term special projects, limited time access to unusually high subject matter experts, or for targeted studies and reports. Accelerator task orders will be issued prior to an Ad-Hoc task order. This order will provide time to scope the project and negotiate the full terms for the Ad-Hoc task order while allowing for work to begin immediately.

14mo

Initial

Phase The transition into WF3 is a pivotal moment to ensure continuity of services while establishing a strong foundation.

We explain the anticipated activities for this initial period.

Once completed, the Core Task

Order and Incubation task order cycle will be repeated each year until the ordering period expires.

Workforce 3.0 Draft RFP #1 Slide 22

Evaluation Concepts

Workforce 3.0 Draft RFP #1 Slide 23

Key Takeaways - Evaluation PEO seeks to release a solicitation hyper-focused on meaningful distinguishers. Our evaluation methods are intended to provide WF3 offerors with sufficient opportunity to demonstrate a capability for digital transformation and operation of the world-class tech org., in alignment with the key WF3 values.

The WF3 solicitation prioritizes content quality over content quantity – helping lower Offeror pursuit costs and helping the PEO rapidly evaluate. We aim for written proposal sections not to exceed 20 pages.

Gate evaluations are rated pass-fail to rapidly determine viability of a team’s offer. Non-viable teams will be notified quickly to reduce wasted pursuit costs.

PEO seeks to partner with Offeror teams with a balance of strong outcome-centric, tech management prowess mixed with innovative, product-centric, and non-traditional perspectives.

Challenge Scenarios seek to gauge the Offeror’s ability at rapid solutioning within the WF3 scope areas. Offerors are expected to bring the best minds and partners that will perform, innovate, and deliver as part of the WF3 team.

Experience in the DoD/DHA community is neither required nor a priority.

We want you to be excited about this solicitation!

Our novel RFP-building process, community platforms, and evaluation methods are designed to streamline direct engagement with Offerors.

We want a positive user experience for Offerors.

Workforce 3.0 Draft RFP #1 Slide 24

Anticipated Evaluation Timeline

FEB 2021

Written Proposals

Submitted

Offerors will submit written proposals to the HIVE portal.

MAR 2021

Full Written & Pricing

Proposals Evaluated

Government will evaluate the remainder of written proposals to determine the

Competitive Range.

MAR - APR 2021

Discussions

Offerors will be invited to virtual discussions with the government and be allowed to revise proposals until discussions conclude.

Government will further reduce the Competitive

Range to the Top 3 selected for award.

APR 2021

Workforce 3.0

Contract Awarded

Government will notify

Workforce 3.0 awardees and kick off the Initial Task

Order transition activities.

FEB - MAR 2021

Gate Evaluation

& Notification

Government will evaluate short responses on team qualifications on a pass-fail basis. “Acceptable” offerors will proceed forward.

MAR 2021

Challenge Scenario

Evaluations

Competitive Range will be invited to participate in a virtual WF3 solutioning session to be evaluated on both live and recorded results.

APR 2021

Offeror

Negotiations

Top 3 will work with the

Government to finalize specifics terms, pricing, and responsibility matters in order to submit a limited final proposal revision.

Workforce 3.0 Draft RFP #1 Slide 25

Current

Proposal

Vision The WF3 proposal is designed to be lean and focuses on distinguishing a successful partner aligned to WF3 strategy. The following sections are anticipated as part of the final RFP.

Legend:

High-Weighted Tradeoff Factor

Live Component

Narrative

Pass/Fail

Visual Aid(s)

Low-Weighted Tradeoff Factor

Small Business Offeror teams will be tasked with outlining the interaction model with small and/or non-traditional businesses as bases of some of the leading innovative talent and solutions.

Past Performance Offeror teams will be tasked with providing a basic, optional past performance narrative. DoD/DHA performance is not required. Non-submissions are evaluated as a Neutral and will Pass.

Gates Offeror teams will be tasked with demonstrating the base qualifications necessary to support WF3.

Offerors must pass all Gate elements in order to be eligible for further consideration.

Challenge Scenarios Offeror teams will be tasked with developing a solution to a problem provided by the Government in real-time as a realistic business challenge. All team interactions to develop the solution shall be recorded and uploaded for evaluation by the Government.

Knowledge Check Offeror teams will be tasked with developing visual aids to describe a comprehensive approach architecture. Offerors must clearly demonstrate an understanding of the full breadth of function to be provided to avoid any gaps in PEO 3.0 operations.

Behavior Model Offeror teams will be tasked with explaining the culture, talent model, incentives, and other behavioral aspects necessary for a successful interaction model amongst the WF3 team.

Pricing Offeror teams will be tasked with pricing IDIQ-level orders as described in the Task Order Types overview. Core Task Orders will be priced using a method of extrapolating sample efforts.

Quantitative Component

Workforce 3.0 Draft RFP #1 Slide 26

Does this evaluation method accurately assess offeror’s team’s experience achieving clearly significant organizational improvement?

Are the proposed metrics, measurements, and thresholds practical to calculate and demonstrate to the Government?

Attribute Metrics/Measurements Threshold

Process

Velocity

Improvement in lead time for core processes disrupted/transformed

(Original Lead Time ÷ Disrupted/Transformed Lead Time)

>40%

Improvement

Process

Throughput

Improvement in throughput for core processes disrupted/transformed

(Original Throughput ÷ Disrupted/Transformed Throughput)

>30%

Improvement

Automation

Achieved

Proportion of core processes automated

(Automated Cycle Time ÷ Total Lead Time)

>20% automation

Customer

Satisfaction

User Retention Rate or Customer Employee Retention Rate

(current users [or employees] ÷ total users [or employees] over 2yrs)

>50% retention

Proposal:

Remaining

Evaluation (Prime & Sub)

Gate Element 1:

Disruptive

Outcomes (Prime or Sub)

Gate Element 2:

Product

Prowess (Sub)

Gate Element 3:

Talent

Experience (Prime)

If

“Pass”

Gate Elements:

Pass/Fail Evaluation

Gate Element 1:

Disruptive

Outcomes WF3 Offerors must have experience designing, executing, and sustaining strategic initiatives that yield significant, measurable improvements.

This gate qualification checks whether the

Offeror team has at least one member that has contributed significantly to an organization’s significant improvement in market position. This can be defined as a digital transformation of an incumbent or disruption of incumbents through a new market entrant.

Responses will be limited to describing and proving pre-identified metrics and will be evaluated on a pass-fail basis.

Workforce 3.0 Draft RFP #1 Slide 27

Attribute Metrics/Measurements Threshold

Market

Success

“Significant Product” in Market

(Current Annual Recurring Revenue)

>$20 million ARR

Incubating &

Launching

Time-To-Market for Referenced “Significant Product”

(Time from product ideation to first realized product revenue)

<2 years TTM

Scaling

& Growth

4-year CAGR for Referenced “Significant Product”

(Standard CAGR calculations attributable to Significant Product)

>75% CAGR

New Product

Development

Proportion of revenue reinvested into New Product Introduction (NPI)

(% revenue spent on NPI, blended across team)

>5% of Revenue

Does this evaluation method accurately assess an offeror’s ability to ideate, incubate, and launch new products on the WF3 program?

Are the proposed metrics, measurements, and thresholds practical to calculate and demonstrate to the Government?

Proposal:

Remaining

Evaluation (Prime & Sub)

Gate Element 1:

Disruptive

Outcomes (Prime or Sub)

Gate Element 2:

Product

Prowess (Sub)

Gate Element 3:

Talent

Experience (Prime)

If

“Pass”

Gate Elements:

Pass/Fail Evaluation

Gate Element 2:

Product

Prowess PEO seeks WF3 offerors with significant experience ideating, incubating, and taking novel ideas to market. Offerors will need to propose and reference a “Significant

Product” a member has taken to market.

This gate qualification checks whether the

Offeror team has at least one member that has brought an idea to reality successfully.

Responses will be limited to describing and proving pre-identified metrics and will be evaluated on a pass-fail basis.

Workforce 3.0 Draft RFP #1 Slide 28

Gate Element 3:

Talent

Experience Workforce 3.0 prime must be able to recruit exceptional talent to help the PEO’s teams deliver cutting edge products. This talent pool must be fostered, developed, and retained for long-term PEO DHMS success.

This gate qualification checks whether the offeror team is structured to provide a successful recruiting, retention, and reward model to meet Workforce 3.0 needs.

Responses will be limited to describing and proving pre-identified metrics and will be evaluated on a pass-fail basis.

Attribute Metrics/Measurements Threshold

Retention

Capability

2-year turnover rate

(number of resignations over 2yrs ÷ number of employees over 2yrs)

<40% turnover

Performance

Incentives

Total compensation issued as performance-based bonus

(performance-based bonus awarded ÷ total compensation)

>9% compensation as bonus

Career

Development

Annual promotion rate

(number of promotions ÷ number of employees)

>14% annual promotions

Staffing

Velocity

Average time-to-fill on an engagement

(number of days from position req. issued to day of backfill start)

<25-day average time-to-fill

Broad Talent

Pool

Percentage of employees without previous MHS experience

(employees with MHS engagements ÷ total number of employees)

<5% MHS

background

Proposal:

Remaining

Evaluation (Prime & Sub)

Gate Element 1:

Disruptive

Outcomes (Prime or Sub)

Gate Element 2:

Product

Prowess (Sub)

Gate Element 3:

Talent

Experience (Prime)

If

“Pass”

How can WF3 offerors demonstrate the ability to retain high-quality talent engaged on the DHMS program through a long-term time period?

How can the PEO best gauge an offeror’s talent capability beyond prior MHS/DoD experience

(which is not a priority for this initiative)?

Gate Elements:

Pass/Fail Evaluation

Workforce 3.0 Draft RFP #1 Slide 29

Knowledge

Check Workforce 3.0 offerors must have both a comprehensive understanding of the WF3 scope of work and a vision for how to execute a successful tech firm.

This evaluation asks for offerors to develop visual aids to describe a comprehensive approach architecture.

The visual aid should include all necessary information to demonstrate understanding of scope and feasibility of the approach. The diagram on the right provides a notional list of topics to be covered.

Some archetypical capability areas and functions must include detailed bases of estimates to support price analysis.

Organizational

Design

Intra-Team

Relationships

Backoffice

Functions

Integration

& Culture

Workstream

Team Structure

Incubation

Functions

Capability Areas (Scope of Work)

Inter-Team

Relationships

Major

Solutions

TOPICS FOR THE APPROACH

ARCHITECTURE (NOT EXHAUSTIVE)(NOT EXHAUSTIVE)

USEFUL REFERENCES

(NOT REQUIRED, NOT COMPREHENSIVE)

Periodic Table (notional scope, not exhaustive)

PEO DHMS

Organizational

Design (2020 Assessment)

Workforce 3.0

Overview Infographic

To receive an “Acceptable”, architecture must clearly demonstrate an understanding of the full breadth of function to be provided to avoid any gaps in PEO 3.0 operations.

Does this evaluation method accurately assess an offeror’s understanding of the WF3 scope and high-level feasibility of their approach?

What other information do offerors need in order to successfully craft a responsive approach architecture visual aid?

Knowledge Check:

Workforce 3.0 Draft RFP #1 Slide 30

Does this evaluation method accurately assess an offeror’s ability to demonstrate subject-matter expertise, team chemistry, and solutioning?

What mechanics best enable offerors to provide a comprehensive response? Please advise on restricted time period and tech.

Challenge

Scenario Challenge Scenarios are based on realistic business challenges. Teams will be expected to develop a solution within a restricted time period and submit their solutioning session as a recording. Recordings are evaluated both on solution merit and team member chemistry.

Step 3: Offerors develop solution, Session is recorded for upload

Step 1: Challenge topics issued, Offerors identify personnel for live teams

Step 2: Challenge details released, Restricted time begins countdown

Eval Factor: Team Chemistry & Solution Feasibility, High Overall Importance

Scenario: PEO DHMS recently failed a vendor’s software compliance audit and is seeking an overhaul of its license management strategy. The PEO lacks a coherent view of its current software landscape. Existing licenses are mostly managed at the PMOs while some licenses are provided by the DHA.

Challenge: Recommend an approach to resolve the issue and improve the PEO’s visibility into licenses. Include details on personnel, technology solutions, business processes, approximate costs, and timeline necessary to support the approach.

Topic (Provided in Advance):

Scenario (Provided at Evaluation):

“Software Asset Management”

Scenario: PEO DHMS seeks to publish a high-quality marketing video to coincide with the next MHS GENESIS deployment wave.

However, the safety of DHMS personnel is paramount and production must account for physical restrictions due to COVID.

Challenge: Provide a high-level storyboard for the video including strategic messaging themes and specific scenes as appropriate.

Describe the overall production approach including a strategy to accommodate a production team without access to physical studio spaces.

Topic (Provided in Advance):

Scenario (Provided at Evaluation):

“Multimedia Development &

Strategic Communications”

Below are two sample scenarios to demonstrate the nature of the challenges.

These will not be used as part of the final solicitation.

Workforce 3.0 Draft RFP #1 Slide 31

Attribute Questions to Address in Approach Writeup

Personnel

Motivation

How will you motivate the desired behaviors for all WF3 personnel?

How will you financially incentivize personnel to seek game-changing outcomes?

How will your executives be incentivized to accept project-level risks in order to achieve outsized outcomes across PEO 3.0?

Team Member

Motivation &

Chemistry

How will you motivate the desired behaviors in team members?

How will you maintain and foster an innovative culture across company boundaries?

How will you monitor and enforce workshare agreements?

How will you foster a powerful base of non-traditional companies to participate as part of your Offeror Team?

External

Influence

How will you influence positive behaviors amongst Government personnel?

How will you influence adoption of a positive WF3 culture across external contractor teams and stakeholders that utilize PEO 3.0 services?

Organizational

Design

How is your organizational structure designed to foster innovation and successful performance?

How will your organizational design transform over time as WF3 transitions from the current baseline state (without cap in coverage) to an innovative future state?

Does this evaluation method appropriately reflect an offeror’s ability to fundamentally motivate and encourage WF3 outcomes across Contractor, Civilian, and Military personnel?

Behavior

Model WF3 team members must be front-line champions and drivers for the success of PEO

3.0. We are very interested in understanding

how Offerors will successfully motivate behavior across Contractor, Civilian, and

Military personnel in order to achieve a successful transformation.

Instead of a traditional management approach or corporate experience volume, the WF3 proposal will include an analysis of the linkage between motivations and human behaviors in the context of performing the WF3 scope of work. This evaluation will distinguish the differences in culture established by the different approaches.

Eval Factor: Behavior Approach including Organizational Model, Teaming, Personnel Incentives, and Culture Management, High Overall Importance

Below two sample questions to signify the nature of the Behavior Model proposal write-up..

Offerors are not required to specifically answer these questions as part of their response nor limited to only answering these questions as part of their response.

The successful Offeror will describe a feasible strategy for and demonstrate a feasible capability to sustain behaviors (and influence Government and stakeholder behaviors) to optimize the outcomes across PEO 3.0.

Workforce 3.0 Draft RFP #1 Slide 32

Small

Business Workforce 3.0 team must include participation from small businesses, socioeconomic businesses, and non-traditional business partners.

This requirement is pivotal to the

WF3 strategy as these firms often possess some of the best talent and expertise in our line of business.

This evaluation asks for offerors to provide a Workshare plan that shows us how you will create a meaningful work share and

“badge-less” culture.

Does this evaluation method accurately assess an offeror’s ability to align the best talent and expertise to create meaningful work share?

Small Business & Socioeconomic workshare goals will be tracked as a incentive metric.

Failing to achieve targets may result in lower incentive profit or competitive Core Task

Orders.

Attribute Description Conditions

Letters of

Commitment

Committed agreements between

Offeror companies including that between the Prime and Sub(s)

No overly-limiting caveats to commitment except for receipt of task order awards

No overly-limiting restrictions or “muzzles” on subcontractor interactions

Must clearly identify strategy for subcontractor access to incentive profit and/or gamechanger profit

Workshare plan

Breakout and allocation of WF3 work with subcontractors

Notional Targets (feedback welcome):

• 30% small business participation

• 10% non-traditional participation

• These can be satisfied by the Prime if they are small/non-traditional

Partner

Traceability

Demonstration of direct alignment between proposed team members and

WF3 functions

Will leverage the Knowledge Check Approach Architecture as a baseline for comparison

Small Business:

Workforce 3.0 Draft RFP #1 Slide 33

Past

Perfor-mance Workforce 3.0 offerors must have experience delivering transformational outcomes that are related to Workforce 3.0 outcomes.

This evaluation asks for offerors to provide past performance references.

Responses will be evaluated on a pass-fail basis. A proposal that receives a rating of

“Unacceptable” will render the entire proposal ineligible for award.

Does this evaluation method provide proof that an offeror has experience delivering outcomes related to WF3 outcomes?

Past Performance:

Pass/Fail Evaluation

Besides CPARS and traditional references, what are other novel methods for the PEO to receive meaningful third-party reference data?

DHA/DOD experience is NOT required and will NOT be deemed relevant unless it relates to an outcome defined in the specific Gate element.

Attribute Description Conditions

References Must be from partners/clients supported in the Gate factor

Must be recent and relevant

Recency will be defined as the work was completed no more than three years before the date of proposal receipt

Relevance will not be determined by assessing for whom the work was performed for. Instead, relevance will be determined on whether the outcome of the work is related to the WF3 outcomes

The reference must receive a non-negative, third-party verification of the Offeror’s contributions

Workforce 3.0 Draft RFP #1 Slide 34

Pricing

Model Offerors will be tasked with providing a

Basis Of Estimate (BOE), Plan Of Action &

Milestones (POA&M), and notional schedule for each of the Contract Line

Items* identified on the right. This includes the Offeror’s proposed Profit models for each of the three Profit types** shown.

Additional information about the Core

Task Order pricing is enclosed in the following slide.

The Total Evaluated Price will be the sum of each of these categories and used in the tradeoff analysis.

*Detailed notional CLIN structure will be provided in Draft 2.

**Base Profit will be priced as part of the line item for each offeror-proposed task order type.

T o ta l W o rk fo rc e

.0 C o n tr a c t

C e il in g V a lu e a n d

T o ta l E v a lu a te d

P ri c e Firm IDIQ Pricing. Detailed basis of estimate and price model will be submitted with the IDIQ proposal. These will be incorporated in the awarded contract and attached ordering guide allowing for unilateral ordering during performance at the pre-set prices.

Extrapolated IDIQ Pricing. Detailed basis of estimate and price model will be provided for the representative and/or archetypical sample functions along with the explanation of how to extrapolate these detailed models to cover all functions for the purposes of evaluation. Actual price negotiation for Core Task

Orders will occur during Task Order 1 or the Design-to-Outcome orders.

Government-Set Not To Exceed. Government will provide the ceiling in Final RFP. Individual orders will be priced during associated Accelerator orders when a specific requirement is identified.

Incentive Pools. Offerors will submit profit pools and the basis for sizing to be negotiated during the evaluation.

This will include the total pool amount, the quantity, and unit amount for each pool.

Unallocated Ceiling Growth. Government to provide in final RFP based on estimates of product line growth.

(x1) Task Order #1

(x5) Design-To-Outcome TO

60-day Incumbent Model

(x5) Design-To-Outcome TO

90-day Transition Model

(x5) Incubation TO

(NTE) Accelerator TO

30-day Model

(x5) Core Task Order

(NTE) Incentive Profit Pool

(NTE) Gamechanger Profit Pool

(NTE) Ad-Hoc Task Order

Unallocated Ceiling GrowthUnallocated Ceiling Growth

Eval Factor: Total Evaluated Price, Low Overall Importance

Workforce 3.0 Draft RFP #1 Slide 35

Basis of

Estimate To support evaluation of the Core Task

Order pricing, Offerors will be asked to architect and price a BOE. These estimates should align with the Approach Architecture submitted as part of the Knowledge Check.

Offerors should explain how the selected BOEs are representative of the full breadth-and-depth of WF3 functions during the 11 month Core Task Order.

The detailed BOEs will be evaluated by the

Government to inform overall pricing of the

Offeror. The Offerors will be given opportunities to update their pricing as part of discussions.

Offerors will be tasked with providing a Core Task Order BOE for the following five (5) engagement teams:

Management-Centric

Engagement Team

Technology-Centric

Engagement Team

Administrative-Centric

Engagement Team

These representative BOEs will be extrapolated to evaluate and price the Core Task Order CLIN.

Offerors in the competitive range will have an opportunity to update during discussions.

“Free Pick” Team

(Describe whichever team composition best represents the Approach Architecture)

“Free Pick” Team

(Describe whichever team composition best represents the Approach Architecture)

Workforce 3.0 Draft RFP #1 Slide 36

Thanks for reviewing the Workforce 3.0 Draft RFP #1.

Information for Draft RFP #2 will be posted on the SAM Announcement.

For informal discussions regarding WF3 and other HIVE opportunities, please visit our HIVE Community: https://hivegov.mobilize.io/main/groups/43511/lounge

Please submit official questions to:

dha.ncr.peo-ipo.mbx.dhms-enablers@mail.mil