P01 PWS Strategic Communications and Change Management.docx

Office of Automated Benefits Delivery, Strategic Communications & Change Management

PERFORMANCE WORK STATEMENT

1. Introduction: The Veterans Benefits Administration’s (VBA) has prioritized automation as a proactive means to increase claims processing timeliness and efficiency and prevent future backlogs in claims processing due to new legislation. The VBA’s Office of Automated Benefits Delivery (ABD) is comprised of two main groups. One is focused on leveraging data and using technology to automate administrative tasks and workflows. The other is focused on deploying rapid, smaller-sized deliveries leveraging existing technologies to optimize efficiency by end users in disability claims processing.

Using technology, claims processors are able to make faster, more accurate, consistent, and equitable claim decisions for Veteran’s. The automation process uses a rules-based solution to evaluate medical data and translate that data into actionable outcomes. The benefit of rules-based automation, compared to artificial intelligence and machine learning decision systems, is the ability to promote transparency within the decision-making process and expedite claims processing timeliness.

All applicable statutes and regulations specific to the adjudication of a claim are broken down and VBA’s rules-based automation system is coded to provide precise parity to the law. As the automation of various tasks and workflows is accomplished, all information and recommended decisions are presented to a VBA Claims Adjudicator for validation. This validation provides VBA Claims Processors full decision discretion while presenting relevant evidence in an intuitive manner that allows for well-informed, fast, and reliable decisions. The validation information is also stored as part of the Veteran’s official record, so it is reviewable for downstream processes such as quality reviews, decision reviews, and appeals to the Board of Veterans Appeals.

As claims automation continues to evolve, rigorous research, analysis, and application of adjudicative statutes and regulations are undertaken to ensure transparency and traceability of all decisions. This assisted adjudication model is not only intended to create a better user experience for adjudicators, but also a better experience for Veterans and family members.

As ABD continues to deploy existing solutions and develop additional advancements in automation, VBA wants to ensure that its employees and associated stakeholders understand the purpose of the advancements and support them while identifying continuous opportunities for improvement. VBA believes this will be achieved through the development and execution of both an agile and integrated change management and communications program.

2. Background: With growing claims inventories, VBA is continuously looking for new and innovative ways to process work faster with higher rates of efficiency.

In December 2021, the VBA launched its first major effort towards achieving its goal to implement Automated Decision Support (ADS). The objectives of ADS are to eliminate unnecessary medical examinations, streamline workflows, and reduce manual processes.

Automation-eligible diagnostic codes are currently being tested across 18 prototype and pilot regional offices. Each automation-eligible diagnostic code is tested at multiple ROs throughout the U.S. to help ensure quality and consistency prior to scaling nationally.

Prototype sites are first to provide feedback on new diagnostic codes eligible to be processed using ADS. These Claims Processors provide feedback that is used to help refine automation logic.

Claims Processors at Pilot sites “test run” ADS functionality to validate readiness for national deployment.

After extensive testing and iteration from feedback from Claims Processors at Pilot and Prototype sites, conditions are “graduated” for ADS processing nationally.

The next step is to continue to expand the number of automation-eligible diagnostic codes more Regional Offices. With lessons learned a systemic, repeatable process shall be developed for other claim types to leverage an enhanced automation claims process.

In addition to ADS efforts, ABD is also working on incremental, technology deliveries with both short-term (weekly, bi-weekly, and monthly) and longer term (year and multi-year) timelines. They are also constantly researching the next generation of improvement opportunities.

In this fast-paced environment, all initiatives require reviews for change management opportunities, human center design engagement with stakeholders and strategic communications to VBA employees and internal/external stakeholders through a variety of media including but not limited to website, SharePoint, Microsoft Teams channels, short videos, etc. VBA also requires strategic assistance in communicating on these efforts to Congress and other government agencies.

Strategic communications and change management need to be tightly integrated as they equally rely on one another to exist and to effectively reach agency goals.

Scope of Work: The Contractor shall provide integrated Strategic communications and change management support for automation initiatives throughout different stages of the program/project lifecycle. The support should align with the Department of Veterans Affairs' (VBA) mission, be time-sensitive, and integrate seamlessly into existing engagements to minimize disruption. The Contractor shall use the ABD Change Management Playbook and develop an assessment process for automation projects, evaluating changes in people, processes, and technology.

The Contractor shall then conduct quarterly change management readiness assessments to gauge organizational performance and the effectiveness of implementing the change. The assessments aim to identify issues, propose solutions, assess organizational acceptance, and recommend executive sponsor engagement levels.

The Contractor shall lead/support change management activities. The Contractor shall lead the creation and execution of a bi-annual change management conference aligning with assessments, the ABD Change Management playbook goals, and Human-Centered Design (HCD) engagements. The conference aims to provide updates on automation activities, ABD's response to field impacts, and a feedback loop for continuous process improvement.

The Contractor shall establish a leadership training method, utilizing a train-the-trainer approach to enable leaders to disseminate acquired knowledge to their teams effectively. Additionally, the Contractor shall focus on enhancing overall organizational health by promoting a mindset change. A strategy for training front-line and middle management leaders shall be developed after a thorough assessment, incorporating digital learning, experiential workshops, field missions and ongoing reinforcement techniques.

The Contractor shall also perform quarterly updates to the Change Management Playbook, incorporating innovative and effective change management and communication processes and strategies. The Contractor shall provide executive-style briefings for each update, outlining the benefits, risks, and impacts associated with evolving or not evolving with the suggested changes.

To enhance the Veteran experience, VBA requires a comprehensive approach to reaching Veterans, dependents, internal and external stakeholders in both traditional and non-traditional methods. As more Claimant’s access information and apply for VA benefits online, VBA must be able to fully inform them on what to expect and the best way to access the right information.

For external stakeholders, social media has emerged as one of the most important communication tools for sharing information. Government agencies are leveraging social media to offer greater transparency in Government operations, enable better stakeholder engagement, elevate public interest, and disseminate information faster and at lower costs. Publicly available social media sites such as Facebook, Twitter, and YouTube provide robust options for meeting these objectives. They also provide a wide range of audio, video, and interactive capabilities without substantial costs. It is critical to this acquisition the communications strategy for external stakeholders considers these factors to ensure continued partnership with external stakeholders as VBA transitions to automated claims processing.

Implementing such sweeping change will come with levels of scrutiny and oversite. ABD will also require strategic executive support in communicating progress and defending positions in a manner expected by elected public officials, government oversight agencies and other highly visible forums.

The contractor shall support a government program team in the execution of a broad range of Strategic communications and change management activities by providing a agile, highly adaptive, flexible and responsive delivery team to meet the aforementioned objectives.

3. Period of Performance: The base period of performance shall be one (1) year and four (4) 12- month option periods.

4. Type of Contract: The Government shall award a Firm Fixed Price Task Order.

5. Place of Performance: Although work performed under this contract shall primarily occur at the Contractor’s location, there are tasks in which the Contractor must be present at VBA locations. The VBA locations are Central Office, 1800 G Street NW in Washington, D.C., and other locations like the Regional Office.

6. Recognized Holidays: Work at a Government site shall not take place on Federal holidays or weekends unless directed by the CO.

There are eleven (11) Federal holidays set by law (USC Title 5 Section 6103) that VA follows:

Under current definitions, five (5) are set by dates:

If any of the above falls on a Saturday, then Friday shall be observed as a holiday. Similarly, if one falls on a Sunday, then Monday shall be observed as a holiday.

The other six (6) are set by a day of the week and month:

VA will leave operations on Federal holidays, weekends, and evenings at the Contractor’s locations at their discretion. Contractor deliverables due on Federal holidays will be due the first business day following the holiday.

7. Hours of Operation: The Contractor is responsible for conducting business between Monday through Friday. The work schedule shall be determined post contract award and shall be consistent with normal VBA hours of operations. The Contractor shall, at all times maintain an adequate workforce for the uninterrupted performance of all tasks defined within this PWS.

8. Contractor Travel: The Government anticipates minimal travel to or from VBA, VA, U.S. Government, or U.S. Government contracted sites under this effort to perform the tasks associated with the effort, as well as, to attend program-related meetings or conferences through the period of performance. Travel will not be allowed when virtual means of communication will suffice. No travel expense shall be incurred by the Contractor unless authorized in writing by the COR. Justification from the Contractor shall be provided to the Government for all Contractor requested travel within a minimum of five (5) days advance notice.

Authorized travel shall be conducted in accordance with the terms of the PWS, and travel expenses shall be made in accordance with Federal Travel Regulations (FTR) and FAR 31.205 - 46, Travel Costs. Each Contractor invoice must include copies of all receipts that support the travel costs claimed in the invoice. For purposes of calculating travel reimbursement, the Contractor shall use its headquarters facility as the duty station. Local travel, within a 50 -mile radius from the place of performance is considered the cost of doing business and will not be reimbursed. Non-local travel will require advance written authorization from the COR. Expenses for travel will be reimbursed based on actual expenses incurred up to the limits authorized by the current General Services Administration’s (GSA) per diem rates published on the GSA website at https://www.gsa.gov/travel/plan-book/per-diem-rates. Contractors performing official travel shall include copies of all receipts that support the travel costs claimed in the invoice.

General and Administrative (G&A) cost shall not be applied. No travel shall be planned unless prior approval has been obtained, in writing, from the COR or Contracting Officer.

· FAR 31.205-46 (Travel Costs) can be referenced at Part 31 - Contract Cost Principles and Procedures | Acquisition.GOV.

· The FTR can be referenced at http://www.gsa.gov/portal/content/102886.

9. Personnel

9.1. Key Personnel: Certain skilled, experienced professional and technical personnel are essential to accomplishing the work to be performed.

Key Personnel for this requirement are noted below:

· Program Manager: Must possess at least (7) seven years of Project/Program Management experience with complex communications programs. Project Management Institute Project Management Professional certification or academic degree required. Must also have experience in successfully managing agency\enterprise-wide change management and\or strategic communication engagements.

· Graphic Design Manager: Must possess at least (5) five years of graphic design expertise and experience with Section 508 standards and related laws within the Rehabilitation Act of 1973.

9.2. Substitution of Key Personnel: All Contractor requests for approval of substitutions hereunder shall be submitted in writing to the COR, or Authorized Designee, and the CO at least (30) thirty days in advance of the effective date and shall provide a detailed explanation of the circumstances necessitating the proposed substitution. A résumé for the proposed substitute and any other information requested by the CO necessary to approve or disapprove the proposed substitution must be submitted. New personnel shall not commence work until all necessary security requirements have been fulfilled and résumés provided are accepted. The COR and the CO shall evaluate such requests and promptly notify the Contractor of approval or disapproval in writing. Any substituted personnel shall have the equivalent or better qualifications as stated in the PWS than the personnel they may replace, subject to VA review and approval.

10. Project Management

10.1. Kick off meeting. The Contractor shall coordinate and facilitate a kickoff meeting within 10 (ten) business days following contract award. In addition to the introduction of its contract leadership team, the Contractor shall present, for review and approval by the Government leadership team, the details of the intended approach, work plan, and project schedule for each effort. The Contractor shall specify dates, locations (can be virtual), agenda (shall be provided to all attendees at least five (5) business days prior to the meeting), and meeting minutes (shall be provided to all attendees within (1) one business day following the meeting). The Contractor shall invite the CO, Contract Specialist (CS), COR, and the Government Program/Project Manager (PM).

10.2. The Project Management Plan (PMP) shall be submitted within ten (10) business days of contract award and briefed at the kickoff meeting to the COR and other project team members. The Work Breakdown Structure (WBS), project schedule, and Risk Management Plan shall also be submitted within ten (10) business days of contract award. The PMP and Risk Management Plan shall be updated quarterly. The WBS, project schedule, and risk and issue tracker shall be updated weekly.

10.3. The Contractor shall complete each deliverable by the timeframe specified in this PWS unless otherwise approved by the COR.

11. Quality Control Plan

11.1. The Contractor shall develop and maintain its own internal Quality Control Plan to ensure all required services and products are performed in accordance with the contract terms and conditions, as well as the delivery schedule timelines as stated in the PWS. The plan shall be delivered to the COR and PM Manager within ten (10) business days of contract award. Thereafter the plan shall be updated quarterly. The Contractor shall develop and implement procedures in their plan that shall identify, prevent, and ensure non-recurrence of marginal performance. The Contractor shall be responsible for making required changes in processes and practices to ensure performance is managed effectively. The Contractor shall take corrective action when any task associated with this contract is found to be deficient or substandard. The cost of correction is to be borne by the Contractor.

11.2. The Quality Control Plan shall include, but shall not be limited to the following:

· The Contractor’s method of early detection and correction of marginal quality of service, to include corrective action records (including customer complaints) in order to determine causes of deficient performance. This method shall include providing timely written explanation/documentation of the correction of the defectiveness and correction of cause in response to Government corrective action request.

· The Contractor’s plan shall provide methods for identifying and preventing deficiencies and how the Contractor shall prevent the level of performance from becoming deficient.

· The Contractor’s chart showing the organizational structure and lines of authority, the names, qualifications, duties, responsibilities, and classification of each member of the Contractor’s Quality Control Team.

· How the Contractor shall monitor work to ensure performance complies with all PWS timelines and deadlines.

11.3. The COR shall monitor the Contractor’s performance and ensure services are received and acceptable in accordance with the PWS. The COR shall routinely evaluate the Contractor’s performance in accordance with the Quality Assurance Surveillance Plan (QASP).

12. Performance Reporting

12.1. The Contractor shall conduct bi-weekly (every other week) performance review meetings. Meetings shall be set up in advance, considering availability of Government Program Management Office (PMO) staff, providing phone dial-in and/or teleconferencing or web conferencing. An agenda shall be provided two (2) business days prior to the meeting. The Contractor shall facilitate the meeting, track action items, describe any risks associated with performance, schedule, or other concerns during this meeting, and deliver meeting minutes following the meeting. Meeting minutes are due one (1) day following the meeting and shall include current statuses of all open issues and any upcoming product development and implementation activities.

The Contractor shall include, at minimum, the following topics:

· Risk register review with mitigation strategy and status

· Quality status/issues with resolution plan

· Product development status/issues with resolution plan

· Schedule status/issues with resolution plan

· Performance status/issues with resolution plan (performance improvement plan/remediation plan)

· Plans for coming weeks (including performance improvement plan/remediation plan efforts)

· All action items (status (pending, closed, other), duration, and resource assignments)

· Deliverable status

12.2. The Contractor shall deliver Monthly Progress Reports throughout the performance period. The Monthly Progress Report shall be briefed to the COR and Government PM. The content contained in the reports shall be representative of performance requirements as outlined in the PWS. The Government shall work with the Contractor to develop the content for the reports to ensure relevant datasets are accurately defined and captured.

12.3. The Contractor shall develop and deliver an Operational Management Review (OMR) on a quarterly basis. The OMR shall, unless otherwise directed by the COR, be presented in person and onsite at VBA Headquarters at 1800 G Street, NW, Washington, DC. The Contractor’s PM shall present the OMR. While similar in content to that of the earlier progress reports, the OMR shall include a broad review to VBA Senior Executives of the overall Contractor effort and include critical areas such as:

· Project Overview

· Recent Key Accomplishments

· Project 90-Day Look Ahead

· Planned key accomplishments within the next 90 days

· Key Issues and Corrective Action Plans

· Major risks and mitigation plans

· Strategic Performance Measurement Status and Forecast

· Action items from previous OMR

13. Task One (1) - Executive Communications: Executive leadership plays a vital role in the communication, endorsement, promotion and defense of all ABD projects and programs. Whether it is a success, new concept, or issue to communicate, they need to be timely equipped with the appropriate support to be successful in a variety of communication engagements. Events include but are not limited to: Congressional Testimony, OIG/GAO inquiries, Intergovernmental Speaking engagements, Directors/Leadership Conferences, Veterans Service Organization (VSO) Conferences, Veterans Service Center Manager Symposiums, Labor Management Forums, etc.)

13.1. The Contractor shall support executive communication creation for all automation activities, ensuring consistency of message, precision/accuracy of information and that all wording, visuals, information shared, materials created etc. are appropriately structured for the expectations, needs, environment and aptitudes of the intended audiences. Where appropriate, the Contractor shall incorporate leading current world, national, political events into material creation.

13.2. The Contractor shall provide onsite and virtual communications and strategic change management support to VBA Senior Executives and other subject matter experts (SMEs). This shall require the Contractor to develop briefing notes, presentations, and other marketing artifacts supporting VBA’s automation mission. This may require the individual(s) to participate in meetings, briefings, and other strategic engagements in Washington, DC. It may also require occasional travel with VBA personnel supporting briefings, implementation launches, and other project related activities. The Contractor must be able to work in an agile environment and under tight deadlines. In many ways, this task shall be an extension of the messaging created through other tasks within this PWS. This task ensures the creation of proper messaging and strategization from an executive-level perspective which may require stylistic differences and voice.

13.3. Executive communications materials require customization and must be customer-centric between top decision makers and SMEs from various levels of Government who have a high degree of business acumen, technical expertise, and a deep understanding of VA’s business customer needs.

13.4. The Contractor shall support Human Centered Design (HCD)/stakeholder engagement sessions, actively listening and engaging to identify change management issues and opportunities as various discussion topics or feedback is identified. The Contractor shall also assist ABD in providing/incorporating HCD best practice strategies, techniques and practices into sessions. The Contractor shall facilitate the overall HCD management process to ensure it is in line with industry best practices and that a comprehensive feedback loop has been created including demonstration to stakeholders that their feedback has been heard, understood and incorporated into the product. Where feedback has not been incorporated, the feedback loop of explanations is provided. Where feedback has been incorporated, it is communicated, and cost benefits are promoted to demonstrated stakeholders return on investment for time spent on the engagement.

13.5. The Contractor shall provide an interactive mechanism to engage participants and to bolster participation. Human Centered Design support is estimated at one (1) -hour sessions. The Contractor shall deliver communications materials within three (3) business days of the session, unless otherwise specified. The Contractor shall deliver communications materials within three (3) business days of the session, unless otherwise specified.

13.6. To ensure executive communication materials reflect customer needs, the Contractor shall provide meeting facilitation support. The Contractor shall develop briefing notes, presentation materials, and meeting minutes. The Contractor shall set-up meetings using Microsoft Teams. The Contractor shall use their VA.GOV email address and include the respective Project Manager/SME’s when sending meeting invites. Meeting support is estimated at one (1) - hour sessions. The Contractor shall deliver communications materials within one (1) business day from the date requirements are received, unless otherwise specified.

Task One (1) Deliverables:

· Hearing testimony preparation assistance

· Executive speech writing for varying engagements

· Executive leadership talking points

· Conference/speaking engagement support briefing materials

· OIG/GAO inquiry response assistance

· Prepare briefing decks and distribute

· Prepare agendas, meeting minutes, and distribute

· HCD management process & best practices with feedback modeling document

· HCD meeting packages (agendas, minutes, action items, goal tracking)

· Meeting polls/feedback execution and findings summaries

· Best practice identification/incorporation document

14. Task Two (2): Change Management

14.1. Change Management Support

The Contractor shall support change management of automation in varying stages of the program/project lifecycle (concept definition phase through implementation. Change management support shall be strategic, focused, and as lean (time sensitive) as possible remaining cognizant of VBA’s mission, focus and time availability of production-focused resources. Change management engagements shall be agile and flexible based on the changing priorities of the organization and wherever possible shall be integrated into existing conferences, symposiums and leadership/field engagements to minimize the loss of productive time.

The Contractor shall use ABD’s Change Management Playbook through this process (see Appendix X).

The Contractor shall develop an assessment process for automation projects evaluating the complexity of the change to the organization from a people (stakeholders impacted (internal and external)), process (procedures, regulations, or work process) and technology (ways the technology influences VA’s use of technology) perspective. This assessment shall be used to recommend the most effective change management approach, tailored specific to the program/project.

While the initial assessment shall be consistent, it is anticipated that there is not a “one size fits all” change management execution strategy for all initiatives. Based on the assessment, some may require more robust activities than others. The Change Management Assessment shall be delivered fifteen (15) business days from contract award.

Deliverables:

· Change Management Assessment

14.2. Change Management Readiness Assessment

Based on the complexity of the change management initiative identified, the Contractor shall conduct quarterly change management readiness assessments of organizational performance and as it relates to implementing this change, while leveraging organizational diagnostic modeling or a similar methodology. The goal of this task is to ensure leadership understands current state, and effectiveness of change management engagements. The assessment should have the following targets:

· A data-driven approach to automation goals

· Identification of current issues, challenges, and opportunities with a proposed solutioning methodology

· A pulse check of the impacted organizational appetite/acceptance of the change.

· Recommended level of executive sponsor engagement with suggested activities and commitments based on findings and complexity of change.

Deliverables:

· Change Impact Assessment

· Analysis/recommendations based on assessment.

· Executive Sponsorship Action Plan

14.3. Change Management Activities Execution

Based on the assessments conducted, recommended and accepted action plan, the Contractor shall lead/support all change management activities including but not limited to:

Monthly Change Management Meetings The Contractor shall lead, facilitate, and support monthly change management meetings in line with playbook, action plan and other change management strategies. Activities anticipated include but are not limited to:

· Meeting preparation (agenda formulation, speaker roles and responsibilities, goal and objective identification, call facilitation),

· Briefing/slide deck preparation,

· Logistical support (minute/action item preparation, distribution and tracking, scheduling, etc.),

· Meeting polls/feedback (in line with change management strategies and\or assessment of effectiveness of meeting/engagement).

Deliverables:

· Meeting packages (agendas, minutes, action items, goal tracking)

· Briefing decks

· Meeting polls/feedback execution and findings summaries.

14.4. Monthly Change Management Agent (CMA) Meetings

The Contractor shall lead, facilitate, and support monthly CMA meetings in line with playbook, action plan and other change management strategies. Activities anticipated include but are not limited to:

· Meeting preparation (agenda formulation, speaker roles and responsibilities, goal and objective identification, call facilitation),

· Briefing/slide deck preparation,

· Logistical support (minute/action item preparation, distribution and tracking, scheduling, etc.),

· Meeting polls/feedback (in line with change management strategies and/or assessment of effectiveness of meeting/engagement).

· Identification of top issues or opportunities being discovered/identified by change management agents nationally.

Deliverables:

· Meeting packages (agendas, minutes, action items, goal tracking)

· Briefing decks

· Meeting polls/feedback execution and findings summaries.

14.5. Process Efficiency Workgroup (PEW) Meetings

The Contractor shall support monthly PEW field/stakeholder engagement sessions, actively listening and engaging to support identify field office best practices, partnering, sharing ideas and raising questions. The Contractor shall also assist ABD in documenting ideas and ensuring questions are resolved in a timely manner (acknowledgement within one (1) hour with no more than a two (2) business day answer/response). To ensure lean, efficient processes for all users, the Contractor shall make recommendations for getting feedback from users one-time via a single source of truth/information, as opposed to having to log the same information, questions or suggestions in multiple places. For example, existing process efficiency feedback is shared in Teams channels, but also is requested after user’s complete actions on some claims and gathered through an ABD feedback tracker. The Contractor shall facilitate the overall process efficiency process to ensure it is in line with industry best practices.

Deliverables:

· Automation process efficiency input collection gap analysis, leaning recommendations.

· Meeting packages (agendas, minutes, action items, goal tracking)

· Briefing decks to drive meetings.

· Best practice identification\incorporation document

· Question/recommendation monitoring\completion.

14.6. Change Management Conference

The Contractor shall lead/manage creation and execution of a bi-annual change management conference. The conference shall comprehensively align with Change Management Assessments, ABD Change Management playbook goals and HCD engagements, providing updates on the status of automation activities, ABD’s engagement/response to field impact with associated impacts and a feedback loop to capture best practices and lessons learned to incorporate into a continuous process improvement model.

Deliverables:

· Conference package development (goals/objectives, agendas, resource/speaker scheduling)

· Briefing decks

· Supporting Conference Materials (Job aides, supporting multi-media creation, etc.)

· Conference facilitation (minute/action item preparation, logistical support)

· Post-conference effectiveness review document (incorporating attendee/participant feedback and post conference action plans based discovery achieved through the event).

14.7. Change Management Playbook Updates

As technology and other business innovations rapidly evolve, it is expected that ABD’s Change Management Plan will not remain static and will adapt in step. The Contractor shall provide periodic (quarterly) recommended updates to playbooks incorporating the most innovative and effective change management processes strategies known to have the most positive effect/impact on organizations. Updates shall also suggest refresh of supporting technologies or multi-media tools/approaches used to maximize change management effectiveness.

The Contractor shall develop an executive style briefing for each update, concisely informing leadership of the suggested updates while demonstrating the organizational quantitative/qualitative benefits associated with the update and identify any risks and associated impacts of not evolving with the change.

Deliverables:

· Change Management Playbook Updates – Quarterly

· Change Management Playbook Updates – Briefing

15. Task Three (3): Toolkits and Miscellaneous Communication Products: The Contractor shall create toolkits and products for ABD initiatives. The toolkits shall combine traditional and digital communications products with the overall objective of measurably increasing the awareness, understanding, and satisfaction of VBA’s programs, services, and initiatives. The toolkits shall assist VBA Claims Processors and internal stakeholders with acclimating to automation initiatives and processing systems. Materials in the toolkits shall include but are not limited to general information about the ABD initiatives, key tools, and resources, ‘tips and tricks’, checklists, and quick reference guides.

15.1. Fact sheets shall be a one (1) to two (2) pages document containing essential information about claims automation initiatives. Fact sheets shall provide information to VBA users and internal stakeholders in concise, simple language. Fact sheets shall contain elements such as lists, tables, and diagrams to convey meaning quickly and effectively. Fact sheets content shall be derived from requirements gathering sessions with the Government PM, project team, and Contractor after contract award. The due date shall be determined between the COR, Government PM, and Contractor.

15.2. Frequently Asked Questions (FAQ) list of commonly asked questions and answers shall be maintained on the ABD Intranet website (within VBA network) about topics related to policy/procedures, workflow tasks, etc. relative to the claims automation initiatives. The FAQ shall be maintained as a document and updated weekly or as needed. The Government PM shall provide content to the Contractor. The due date shall be determined between the COR, Government PM, and Contractor.

15.3. A Standard Operating Procedures (SOP) document shall be created for claims automation initiatives providing program scope, step-by-step instructions, and repeatable processes for routine tasks. The SOP ensures reliability, efficiency, and consistently hitting quality standards in regular work activities. The SOP shall be created from requirements gathering sessions with Government PM and Contractor after contract award. The due date shall be determined between the COR, Government PM, and Contractor.

15.4. The User Guide shall be created to help non-technical users pinpoint and solve problems without expert assistance. The user guide shall help in using a particular system, product, or service seamlessly. The document shall provide detailed information around operations, standards, and guidelines, troubleshooting, functionalities, and more. It also contains step-by- step instructions guiding users through how to use products and services and potential troubleshooting. The user guide shall contain a table of contents and index to help customers find the section that’s relevant to their issue. The user guide shall be created from requirements gathering sessions with the COR, Government PM, and Contractor after contract award. The due date shall be determined between the COR, Government PM, and Contractor.

15.5. Job Aids are used to train on new operations. It lists the steps of the job, detailing any special knack that may be required to perform the job with utmost quality and efficiency. It is also useful for experienced technicians to reconfirm the right operations. JIS shall be created from requirements gathering sessions with the Government PM and Contractor after contract award. The due date shall be determined between the COR, Government PM, and Contractor.

15.6. The Quick Reference Guide is an abridged version of the user guide provides a one (1) to three (3) pages of condensed instructions on how to use products and services. The quick reference guide shall be created from requirements gathering sessions with the Government PM and Contractor after contract award. The due date shall be determined between the COR, Government PM, and Contractor.

Task Three (3) Deliverables:

· Fact sheets

· Frequently Asked Questions (FAQ)

· Standard Operating Procedures

· User guides

· Quick reference guides

· Job Aids

16. Task Four (4): Training: The Contractor shall support virtual and in-person training to VBA employees on business process, workflow tasks, and associated technology for claims automation initiative.

16.1. The Contractor shall develop a training plan for ABD initiatives. The training plan shall consider the three (3) phases of deployment: pilot, expansion, and national rollout. The document shall outline critical information regarding the training program’s objectives, schedule, strategies for designing and developing curriculums and supporting training materials, methods for implementation, campaigns for continuous improvements, and ensures that stakeholders are properly trained for their specific job function. The training plan shall outline information pertaining to training requirements, strategy, schedule, resources, environment, materials, and evaluation. The training plan shall be delivered ten (10) days from contract award.

16.2. The Contractor, in conjunction with designated Government SMEs shall lead virtual training via Microsoft Teams or other approved software, host webinars, and provide training videos for “just in time” training when there are new functional developments. The training duration shall be no longer than one (1) hour. Training sessions shall be recorded via Microsoft Teams and saved in a designated location as determined by the Government PM for each session conducted. The Contractor shall provide support by recording the Microsoft Teams meeting event, recording training minutes, to include capturing participant questions and answers, and providing the training and minutes to the designated Government PM/SMEs.

16.3. The Contractor, in conjunction with designated Government SMEs shall support in-person ADS training at all RO locations. There are 4 District Offices comprised of 59 Regional Offices. The training duration shall be no longer than three (3) hours. Audio/visual equipment shall be provided to the Contractor. The Contractor shall coordinate with the Government PM to designate a training room location, conduct training room preparation, and transport (physical/electronic) training materials.

16.4. The Contractor shall utilize products delivered under Task 3 as training content and shall also develop informational and instructional videos. These videos will occur eight (8) to ten (10) times annually. The videos shall be developed for VBA Claims Processors and internal stakeholders (i.e., Veteran Service Organizations). The videos shall consider the VBA Claims Adjudicator’s and internal stakeholder’s role and activities in the claims process. The videos shall include business process and highlight automation technology, when applicable. The videos shall be three (3) to five (5) minutes in length but may be longer depending on the training content. The videos shall be available to VBA employees and internal stakeholders through VA’s Talent Management System (TMS).

16.5. The Contractor shall coordinate with the COR, Government PM, and VBA’s Office of Talent Management to upload videos into TMS. The videos shall be Section 508 of the Rehabilitation Act of 1973 compliant. The video file format shall be VA OIT compliant and meet all VA security compliance requirements. The videos shall be operational within the VA network and on external platforms. As part of product development, the Contractor shall create scripts and storyboards within five (5) days after notification of new initiative. The Government will provide SMEs, as necessary, within one (1) day of notification of new initiative to ensure the Contractor has adequate time to develop the script. Both must be approved by the COR and Government PM. The Contractor shall deliver the training videos for COR final approval (or a designee) fifteen (15) business days from the date of COR and Government PM approval of the script and storyboard. Once delivered, the Government shall have one round of edits for each video and the Contractor will have an additional 5 days to adjust videos based on Government feedback. For any edits to the video that require complex changes that could have been identified during the script and storyboarding phase, the Contractor shall have ten (10) business days to resubmit the updated video.

Deliverables Four (4) - Training

· Training plan

· Training videos

· Scripts

· Storyboards

· Conduct in-person/virtual training

· Facilitate training sessions

17. Task Five (5) – Communications, Marketing, and Strategic Plans: Based on the Change Management Plan, the Contractor shall formulate a Strategic Communications Plan for internal and external stakeholders to support the claims automation initiatives. The plan shall be delivered to the COR and PM Manager within ten (10) business days of contract award.

17.1. The Contractor shall work with VA leadership, communication teams, and existing Contractors to identify and develop marketing tools and products, which most effectively accomplish change management and communication objectives.

17.2. The Contractor shall ensure a comprehensive strategy is developed that cascades down from executive leadership through all associated stakeholders.

17.3. The plan shall identify methodologies that are most effective for reaching identified stakeholders and achieving messaging goals and change acceptance of automation objectives.

17.4. Task Four (5) Deliverables:

· Strategic Communications Plan to include an implementation and execution strategy and schedule

· Marketing Plan and roll-out methodologies

18. *Optional Task Six (6): Social Media: The Contractor shall provide digital graphics creation, social media and blog content writing and posting, social media account management, data analytics (including infographics), and social media listening capability, as allowed through VBA’s Office of Communication.

18.1. The Contractor shall provide onsite support to record social media content with VBA Senior Executives, VA Leadership, and SMEs. The Contractor shall travel when necessary to locations other than the place of performance to gather content, edit, and finalize work products.

18.2. The Contractor shall manage all communications and correspondence related to social media. The Contractor shall maintain a file with this information and compile the data into a Social Media Engagement Executive Weekly Report.

18.3. The Contractor shall provide a cross-platform communications and outreach campaign using a variety of digital media formats intended to reach target audiences. The campaigns shall be nationwide with the overall objective of measurably increasing the awareness, understanding, and satisfaction of ABD initiatives. Digital tactics shall include any or all the following:

· Web and social media advertising (posts, blogs, online articles)

· Social media and search engine marketing (paid/unpaid ads related to searches on search engines)

· Assumes campaigns are two (2) to three (3) weeks in length

· Social listening capability with capability of tracking, monitoring, and forecasting engagement patterns on a daily, weekly, and monthly basis Optional Task Six (6) Deliverables:

· Social media planning

· Social media content

· Social media listening (automated comment/engagement tracking capability)

· Social media posts, multiple outlets

· Blog posts, multiple outlets

· Advertising campaigns

· Promotional graphics for web and social media

· Articles for publications, blast emails, press releases, and presentations

· Infographic (a collection of imagery, data visualizations like pie charts and bar graphs, and minimal text that gives an easy-to-understand overview of a topic)

· Data analytics/reporting, weekly

· Social Media Engagement Executive Weekly Report

19. Media Formatting and Delivery Requirements

19.1. Deliverable Format/Acceptability. Unless otherwise directed by the CO or the COR in writing, all deliverables shall be submitted to the ABD COR. If requested, the Contractor shall be responsible for providing the number of digital and hardcopy deliverables to the COR for each submittal. All deliverables must be compliant with Section 508 of the Rehabilitation Act of 1973 (1998 Amendments) according to the requirements for each such deliverable.

19.2. File Formats. Graphics and videos must be in an acceptable format accessible through the VA network and firewall. The COR shall provide guidance on acceptable formats at the time of the project, as IT systems frequently change. Graphic standards dictating certain artistic choices may arise during the course of this contract, imposed by policy at the VA Department level. These standards may apply to logos, colors, and other design elements. The Contractor must be prepared to adapt for new projects at that point forward to accommodate these Departmental policies. If not implemented by the time of the award of this contract, the VA Graphics Standards policy in draft form being considered for adoption can be provided by the COR at the commencement of work as informal guidance.

19.3. Electronic Delivery of Materials. Due to limitations of VA's mail gateway and mailbox size restrictions, files more than 2 MB shall be delivered via a file-sharing service such as box.net and remain available for the Government to download for no less than fourteen (14) days after the first working day on which notice of the file's location is emailed to the COR and Government Project Manager. This requirement shall apply to all materials identified anywhere in this PWS.

Artwork files submitted for review shall be delivered in .pdf format sized for printing on 8.5 X11 inch paper. Narrative text documents may be provided in Word or .pdf format. When production of materials has been completed as evidenced by Government final approval, regardless of whether or not an attendant campaign is under way, within a week after approval, Contractor shall furnish the Government copies of the creative or collateral as follows:

A single indexed .pdf file shall provide a comprehensive inventory, with major creative artwork pieces shown without extraneous typography, generally as one piece per page (except for grouping smaller items such as online ads as several per page), and at the highest resolution possible.

All of the artwork pieces identified above shall also be provided in their original, modifiable native file format (e.g., InDesign, Photoshop, Adobe Illustrator, etc.). Other files shall be provided as follows: for straight text, Word; for video, dv versions; and for audio, .mp3 or.tiff versions. All pieces shall be provided at highest resolution or quality available. Nothing in this section shall supersede format requirements identified in a Work Order and shall be additive to said requirements.

For any material not covered above, Contractor shall furnish all such material in progress under the same conditions at least two weeks before the expiration of the contract.

20. Schedule of Deliverables

Section 10.1

Kickoff Meeting, Agenda, Presentation, and Minutes

· Kickoff meeting within ten (10) business days of contract award

· Agenda five (5) business days prior to Kickoff Meeting

· Kickoff Meeting Minutes due one (1) business day following the kickoff meeting

Section 10.2 Work Breakdown Structure (WBS) Project Schedule Risk/Issue Plan Risk/Issue Tracker

· Initial delivery ten (10) business days from contract award date

· Risk/Issue due quarterly thereafter

· WBS, Project Schedule, and Risk/Issue Tracker due weekly

Sections 11.1-11.2

Quality Control Plan

· Ten (10) business days from contract award date and updated quarterly thereafter

· Minutes due one (1) business days following the meeting

Section 12.2

Monthly Progress Report

· Due no later than the close of business on the third (3rd) business day of the month immediately following the reporting period