Sources Sought Doc IRA 1.2 PMO Support 4-10-2024.pdf

RFI# 5000181876

****This Sources Sought Notice is for information and planning purposes only and shall not be construed as either a solicitation or obligation on the part of the U.S. Government. This is not a solicitation announcement for proposals and no contract will be awarded from this Notice. No reimbursement will be made for any costs associated with providing information in response to this Notice. Respondents will not be notified of the results of this evaluation. Capability statements will not be returned and will not be accepted after the due date. Generic corporate marketing materials, which do not address the requirements set forth below, should not be submitted.***

PLEASE PROVIDE A CAPABILITY STATEMENT BY

FRIDAY, 4/19/2024 @ 4PM EST

The Capability statement must show the ability to perform the work requested in the draft Performance Work Statement (PWS).

Please send responses via email to Dione.c.reeves@irs.gov and Paulette.Montague@irs.gov.

mailto:Dione.c.reeves@irs.gov mailto:Paulette.Montague@irs.gov

PERFORMANCE WORK STATEMENT

IRS Inflation Reduction Act (IRA) Initiative 1.2 Program Management Office (PMO) Support

1.0 BACKGROUND

The recently expanded IRS Inflation Reduction Act (IRA) Initiative 1.2 Program Office will spearhead IRS efforts to empower taxpayers and IRS employees to rapidly resolve issues in a simplified digital environment. Our office's efforts will support overall IRS modernization and implementation of long-term changes stemming from multiple strategic initiatives.

The IRS IRA Initiative 1.2 Program Office is in the process of developing a fully structured business organization with the operations, and communications support needed to complete these overarching goals. As such the IRA Initiative 1.2 Program Office has determined the need for additional operations support to complete our Request for Organizational Change (ROC).

There are numerous logistical efforts required to support the IRA Initiative 1.2 Program Office, including stakeholder engagement, briefing materials, development and monitoring of quantitative performance metrics, demonstrating the program’s value proposition and other efforts.

The IRA Initiative 1.2 Program Office anticipates these activities will be divided amongst the contracted support as appropriate with a seamless flow vertically and horizontally. An ability to balance brevity and conciseness in generating briefing materials and other artifacts with in-depth analyses of complex and large-scale problems will be particularly important.

2.0 SCOPE OF WORK

The Contractor shall provide support services to the Inflation Reduction Act (IRA) Initiative 1.2 Program Office as defined herein except for those items specified as Government Furnished Equipment (GFE) and services. The Contractor shall perform to the standards in this Performance Work Statement.

Scope: The IRA Initiative 1.2 is to expand digital services and digitalization (Taxpayers will be able to file all documents securely and exchange correspondence electronically), as part of the collective delivery of the IRS IRA vision. The IRA Initiative 1.2 Team requires support to identify the initiative outcomes, define and manage the portfolio of projects required to achieve impact, and measure and report up and out to the IRA Transformation and Strategy Office (TSO) and Treasury on progress. The IRA Initiative 1.2 Team needs to create and manage 1) portfolio management/reporting/measuring progress against planned deliveries, and 2) support for the IRA Initiative 1.2 projects for upfront analysis, prioritization and demand management and post-delivery change management and end user adoption.

Most taxpayers prefer to file IRS documents electronically when available, but the remaining paper-based filings have outsized effects on IRS operations. Paper filings take longer, cost more, and are more prone to errors, leading to a downward spiral in service quality. More issues create longer customer service wait times, which increase our support costs and the volume of issues we must work to resolve. The Agency will enable secure electronic filing and processing for IRS documents, which will allow us to enhance our support for taxpayers who continue to file on paper, reducing the frequency of delays and errors in processing.

The Agency will provide taxpayers the option to file documents electronically and securely. The Agency will process all forms, returns, and certifications digitally regardless of how they are submitted, while maintaining paper submission options. The Agency will ensure that taxpayers claiming credits are able to securely file digitally and are not unduly burdened during filing. The Agency will scan and digitalize all incoming paper forms, returns, and communications to process them digitally. The Agency will modernize forms and other documents to make them mobile-friendly, shifting away from the structure of traditional paper forms toward easy-to-use, interactive forms that can be easily updated and improved in response to changes in customer needs and tax laws. The Agency will redesign service delivery, business processes, enterprise scanning, data intake, legacy systems, and case management systems to fully enable digital processing. The Agency will become fully digital and modernize processes to improve the taxpayer experience and organizational efficiency; examples may include modernizing the Individual Tax Identification Number (ITIN) process, updating Tax Pro Account features to submit authorizations to assist clients, and fully digitalizing amended return processing.

Success for this initiative would include customers finding it easier to prepare and submit documents to the IRS. Processing times would fall for end-to-end digital processes. Backlogs in paper and manual processes would be eliminated. The accuracy of translation of return data would increase as we phase in digital (e-filed) and digitalized (paper converted to digital data) receipts. Digital tools would be accessible for people with disabilities and available in taxpayers’ preferred languages. Expanding digitalization would also lessen the environmental impact of the IRS by reducing paper usage internally and by taxpayers, reducing the need for shipping and minimizing the amount of paper storage required.

The IRA Initiative 1.2 scope includes the oversight of expanding digital services and digitalization over the following ten (10) critical projects:

1) Create digital forms. Create modernized forms that are dynamic, easy to use, and mobile friendly, working with business functions to develop requirements and procedures for electronic documents.

2) Expand historical digitalization. Clear out historical forms and documents stored at physical sites leveraging current scan & store program methodology to digitize forms currently stored in C-sites. Enable conversion of historical media archives (e.g., CDs, microfiche) for long-term digital storage.

3) Expand correspondence digitalization. Enable taxpayer notice recipients to respond with the requested documentation digitally through expanded Document Upload Tool (DUT) for quicker account-related interactions and minimizing internal paper-producing processes.

Onboard additional customers to the Digital Enablement Platform (DEP). Deliver solution to enable downstream system processing for correspondence, helping achieve desired service level across channels.

4) Expand tax return digitalization. Develop additional requirements, schemas and procedures to enable Modernized e-File (MeF) to directly intake additional tax returns – by form and volume. Digitalize incoming tax returns at point of receipt through 3rd party scanning, supporting operations to scale current managed-service programs. Explore alternative pathways and innovative solutions to digitalization (e.g., bypass MeF).

5) Expand information return digitalization. Digitalize incoming information returns at point of receipt, supporting operations to add this document type to current managed-service programs.

6) Expand payment digitalization. Define and deliver solution to intake digital methods of payments, re-engineering processes to improve capability for this electronic filing service.

7) Enable digital data delivery throughout the IRS. Integrate various intake methods and downstream systems with the Digital Enablement Platform, migrating to modernized platform that accounts for all functionalities. Deliver enhancements to the Digital Enablement Platform (e.g., enhanced search capabilities). Enable and enhance search and view capabilities in Digitalized Content Retrieval (DCR). Add and enhance capabilities for extracting data from images, barcodes, and other sources from all paper and electronic documents for processing.

8) Enable and implement digital processing. Secure long-term scanning contract (e.g., USPS) and procurement strategy, utilizing available data to drive business case for digitalization efforts; Operationalize strategy to scale with demand. Replace Service Center Automated Mail Processing System (SCAMPS) machines.

9) Evaluate which taxpayers are most burdened during filing and remove barriers to electronic filing. Define the technical journey map, outlining the user interactions with the IRS and associated data and system interactions. Prioritize creating and improving digital pathways for taxpayers who may be limited in their options for filing.

10) Expand modernization of electronic filing. Develop modernized electronic filing capabilities, accelerating digital intake and enabling the retirement of MeF.

3.0 TASKS

The work described in this PWS consists of the following task areas:

3.1 TASK 0001 - Contract Program Management

Within ten (10) business days after award, the Contractor shall coordinate a kick-off meeting via (TEAMS/telephone/conference call) with the appropriate team members from the IRS IRA Initiative 1.2 team, COR, and CO.

3.1.1. Orientation Briefing Presentation (Conference Call/Kick-off Meeting /Notes)

The Contractor shall conduct an Orientation Briefing for the Government. The intent of this briefing is to initiate the communication process between the Government and Contractor by introducing key participants, explaining roles, reviewing communication ground rules, and assuring a common understanding of PWS requirements and objectives.

The completion of this briefing will result in the following:

• The Contractor and Government personnel who will perform work under this PWS will be introduced.

• Obtaining Contractor clearances for Contractor personnel will be discussed.

• Obtaining Government Furnished Equipment and SMART cards will be discussed.

• The Contractor shall demonstrate confirmation of their understanding of the work to be accomplished under this PWS.

• Orientation briefing meeting minutes, to include any initial deliverables or taskings.

Within ten (10) business days after the kick-off meeting/conference call, the Contractor shall provide meeting minutes/notes that provides a summary of what was discussed and any action items for either party.

3.1.2. Contract Management Plan

Prepare a Contract Management Plan describing the technical approach, organizational resources, staffing plan, technical and functional activities required for the integration of all tasks specified within this PWS, and management controls to be employed to meet the cost, performance, and schedule requirements. Include a mitigation of Organizational Conflict of Interest strategy throughout contract execution.

3.1.3. Quality Control Plan (QCP)

The Contractor shall develop, implement, maintain, and utilize a QCP which correlates to the Performance Requirements Summary and Quality Assurance Surveillance Plan (QASP) throughout the life of the contract. The QCP is designed to implement a standardized methodology for monitoring and documenting Contractor performance. The QCP should be a detailed, well-written plan providing the Government an understanding of services and associated Key Performance Indicators (KPIs) to be performed. Following initial approval, the QCP will be reviewed by the Government and modified by the Contractor on a semi-annual basis.

Within 15 calendar days after task order award, the contractor shall submit a copy of the comprehensive written Quality Control Plan (QCP) to the COR and the CO for review and agreement, and within five (5) business days when changes are made thereafter.

The QCP must contain, at a minimum:

• A description of the inspection system that shall cover all services in the QASP. The description must include specifics as to the areas to be inspected on both a scheduled and unscheduled basis, frequency of inspection, and the title and organizational placement of the inspectors.

• A description of the methods used for identifying and preventing defects in the quality of service performed.

• A description of the records that shall be kept to document inspections and corrective or preventive actions taken.

The records shall be kept and made available to the contracting officer, when requested, throughout the contract performance period and for the period after contract completion until final settlement of any claims under this contract.

3.1.4. Knowledge Management Repository

The Contractor shall develop and deliver a Knowledge Management Repository using the Digitalization Transformation (DT) SharePoint for review, comments, and approval. The purpose of the Knowledge Management Repository is to logically organize and store ALL work products and metadata related to this PWS, as well as pertinent legacy documents provided to the Contractor. The SharePoint site will act as a single repository, providing a logical and organized system for documenting and preserving all products developed in support of this contract.

3.1.5. Contractor Reporting Requirements

The Contractor shall provide a weekly status report detailing Contractor tasks, task status, issues, and Government POC for each task.

The Contractor shall provide a monthly status report containing a roll-up of information contained in weekly reports including a deliverables table with percentage complete, delivery status (i.e., Not Started, In Progress, Delivered, Accepted, Reworking), and Government POC.

The monthly report shall also include a table with names of Contractor employees currently and previously working on the project, serial numbers of issued GFE, recordation of date onboarding documentation submitted to Human Capital Office (HCO)/Contractor Security Management (CSM), all requisite training, new COR details for personnel transitioning from project and other personnel status items. The monthly status report shall coincide with the monthly invoicing schedule. Invoices shall be submitted via email to COR and backup COR in concurrence with the Beckley Finance submission.

The Contractor shall provide a period of performance status report of work performed, including a list of deliverables and the dates they were accepted at the end of the Base Year and each Option Year thereafter.

Essential Knowledge, Skills and Abilities Required

The resource(s) supporting these tasks shall have documented experience performing contract management activities.

3.2 TASK 0002 – IRA Initiative 1.2 - Program Management Support and Controls

The contractor shall support the program planning, management, and execution of projects that:

• Create digital forms flow awareness and tracking procedures. Assist in the modernize of forms so they are easier to use, mobile-friendly, and take advantage of digital capabilities and interactive features that paper forms lack. Through portfolio management/reporting/measuring progress against planned deliveries and expand digitalization. Digitalize paper-submitted forms, returns, applications, certifications, correspondence, or remittances at the point of receipt. This includes scanning and extracting data from forms, images, barcodes, and other sources. Support for IRA Initiative

1.2 Projects require(s) upfront analysis, prioritization and demand management and post-delivery change management and end user adoption.

• Enable digital data delivery throughout the IRS. Clean and deliver data and images to the appropriate workflows for processing. Provide support and recommendations for the amount of necessary resourcing the government intends to apply to various IRA Initiative 1.2 Projects.

• Reinforce secure storage and archiving practices. Implement necessary data storage requirements and best practices to retain proof of receipt and of senders’ identities. Archive materials as appropriate and required.

• Create viewable digitized data. Make an image or representation of the submitted content viewable after submission for employees and taxpayer Online Accounts, as appropriate.

• Enable and implement digital processing. Replace and streamline case, account, and payment systems to incorporate more automation and digitally process data received from any submission. Create and implement a prioritization plan to digitalize end-to-end processing across the IRS based on need, impact, and feasibility.

• Evaluate which taxpayers are most burdened during filing and remove barriers to electronic filing. Evaluate which taxpayers face barriers during filing, such as those who may be eligible for credits and deductions; those who need information quickly from the IRS, such as residency certificates; or those who are required to paper-file in certain circumstances.

Prioritize creating and improving digital pathways for these taxpayers.

Desired Outcome:

Program Management Support

• Develop business Key Performance Indicators (KPIs) and operationalize mechanisms for measuring progress against IRA Initiative 1.2 Projects; perform project level reporting (e.g., health, status, roadmap, KPIs) for all projects across the IRA Initiative 1.2 Portfolio in accordance with the Transformation Strategy Office (TSO).

• Aggregate IRA Initiative 1.2 Project inputs and perform portfolio level reporting and integrate with the TSO as needed.

• Support coordination across other Governmental Agencies to determine best practices and lessons learned.

• Assess existing policies and work with Privacy Governmental Liaison and Disclosure (PGLD) to ensure National Archives and Records Administration (NARA) compliance requirements are met to create and operationalize approach to destroy paper in support of IRA Initiative 1.2.

• Develop materials for IRA Initiative 1.2 Project Management Office (PMO) Offsites for portfolio management prioritization and operations needed to deliver IRA Initiative 1.2, define IRA 1.2 leadership roles and metrics of success, and align on IRA Initiative 1.2 Filing Season (FS) commitments and deliverables.

• Collaborate with IRA Initiative 1.2 Portfolio Manager during 1.2 Portfolio Daily Touchpoints to discuss the portfolio’s strategic priorities, align on IRA 1.2 Portfolio next steps, and update the IRA Initiative 1.2 Portfolio Manager Tracker.

• Facilitate Risk Review Board (RRB) meetings with IRA Initiative 1.2 Project Leads.

Document, identify, and classify risks, and prepare IRA Initiative 1.2 Project Leads for RRBs.

• Validate Transformation Strategy Office (TSO) Enterprise Integrated Roadmap reflect information regarding IRA Initiative 1.2, such as Filing Season outcomes, key results, and priority projects.

• Develop materials and support meetings focused on an overview of IRA Initiative 1.2 Deliveries for current and upcoming Fiscal Years, Service Center Recognition/Image Processing System (SCRIPS) Modernization, and IRA Initiative 1.2 Organizational Change Management (OCM) Strategy.

• Maintain SharePoint Knowledge Management Repository on the IRS SharePoint and uploaded finalized deliverables.

Project Pipeline

• Develop/maintain business backlog of demand requests and support prioritization for IRA

Initiative 1.2 projects through collaboration with Business Customers.

• Collaborate with IT to coordinate TSO / Business demand requests and define timing and milestones to be achieved for IRA Initiative 1.2 projects.

• Documentation lowers overall Government risk and ensures the Government retains necessary knowledge base. As such, documenting is a guiding principle that needs to occur at all levels for all services requested. Key documents (e.g., Standard Operating Procedures (SOPs) /Concepts of Operations (CONOPs), Key Performance Indicators (KPI), tools utilized, reports generated, white papers, presentations, process diagrams/documents, road maps, meeting minutes, business cases, use cases, models, etc.) will be documented in the Knowledge Management Repository. The Knowledge Management Repository is a consolidation point for all documentation as defined by the IRA Initiative 1.2 team.

• The Contractor shall support activities across all levels and workstreams. Examples of work products that will be required include ad-hoc reports, briefing materials, articles, white papers, and content for Enterprise Digitalization’s web presence (i.e., SharePoint, Knowledge Management, IRS Source). SharePoint functionality will be used throughout all areas of Contractor support with Contractor responsible for uploading and sharing documents, creating, and implementing workflows, collecting stakeholder feedback, facilitating document approvals, using metadata, version controls, and creating dashboards and reports while adhering to IRS records management standards.

3.3 TASK 0003 – IRA Initiative 1.2 - Project Management Support and Controls

The contractor shall support the project planning, management, and execution of projects that:

• Support project planning and tailoring to refine application of paths, methodologies, and approaches to fit program needs.

• Provide coaching support to assist in IRS adoption and execution of incremental development and delivery approaches.

• Draft, review, and update project management documentation in accordance with IRS guidelines and templates.

• Develop and maintain project and program updates.

• Monitor, track, review, and update project status, and provide analysis to ensure that all impacts are identified early in the project planning.

• Develop and maintain a configurable set of project guidance, documents, and plans to be tailored to each project.

• Facilitate lessons learned reviews with continuous development, documentation, communication, and application of lessons learned.

• Support all project-related reviews and updates.

Desired Outcome:

Project Management Support

• Assess paper inventory at Submission Processing (SP) Sites and Cave Sites (C-Site) campus locations; create and support approach to clear SP campus sites, support scanner relocation decisions, and work with the Business to document strategy, approach, and execution plan.

• Operationalize execution plan to clear SP Sites and C-Sites; track progress and metrics in support of IRA Initiative 1.2 Projects.

• Work with Business customers to define functions for a Digital Mailroom in support of IRA Initiative 1.2 Projects.

• Collaborate with IT and Business partners; create and maintain Scanning Strategy (both short- and long-term) in support of IRA Initiative 1.2 Projects and sub-Projects.

• Documentation lowers overall Government risk and ensures the Government retains necessary knowledge base. As such, documenting is a guiding principle that needs to occur at all levels for all services requested. Key documents (e.g., Standard Operating Procedures (SOPs) /Concepts of Operations (CONOPs), Key Performance Indicators (KPI), tools utilized, reports generated, white papers, presentations, process diagrams/documents, road maps, meeting minutes, business cases, use cases, models, etc.) will be documented in the Knowledge Management Repository. The Knowledge Management Repository is a consolidation point for all documentation as defined by the IRA Initiative 1.2 team.

• The Contractor shall support activities across all levels and workstreams. Examples of work products that will be required include ad-hoc reports, briefing materials, articles, white papers, and content for Enterprise Digitalization’s web presence (i.e., SharePoint, Knowledge Management, IRS Source). SharePoint functionality will be used throughout all areas of Contractor support with Contractor responsible for uploading and sharing documents, creating, and implementing workflows, collecting stakeholder feedback, and reports while adhering to IRS records management standards.

• Develop materials for and facilitated weekly Integrated Project Team (IPT) meetings.

• Develop internal and external scanning strategies for IRS Forms stored at C-sites to inform approach for upcoming scanning efforts.

• Support project Implementation Plans to drive project progress.

3.4 TASK 0004 – IRA Initiative 1.2 - Strategic Communication and Stakeholder Engagement Support

The contractor shall support the strategic communication and stakeholder engagement support planning, management, and execution of projects that:

• Develop Change Management and Stakeholder Engagement Strategy for 1.2 to expand digital services, and tailor to meet specific project objectives.

• Conduct organizational readiness assessment and execute change activities for each project objective to drive adoption of digital solutions.

• Drive “Digital First” through marketing campaigns, digital notices, and expand digital communication mechanisms for IRA Initiative 1.2.

• Partner with the TSO and Communications and Liaison to communicate internally and externally accomplishments and value delivered to the American Taxpayer.

• Facilitate stakeholder engagement activities to inform design of employee and/or taxpayer experience, including focus groups, surveys, interviews, and review of existing stakeholder data.

Desired Outcome:

Strategic Communication and Stakeholder Engagement Support

• All Strategic Communication and Stakeholder Engagements Support artifacts under

Initiative 1.2 have KPIs aligned to Transformation Objective “Dramatically improve services that help taxpayers meet their obligations and receive the incentives for which they are eligible”.

• Implementation and execution of Initiative 1.2 projects will be successful when customers are able and prefer to submit and exchange all documents and correspondences digitally to

IRS.

• Identify and execute all 10 projects and associated 22 sub-projects and their associated working groups.

• Documentation lowers overall Government risk and ensures the Government retains necessary knowledge base. As such, documenting is a guiding principle that needs to occur at all levels for all services requested. Key documents (e.g., Standard Operating Procedures (SOPs) /Concepts of Operations (CONOPs), Key Performance Indicators (KPI), tools utilized, reports generated, white papers, presentations, process diagrams/documents, road maps, meeting minutes, business cases, use cases, models, etc.) will be documented in the Knowledge Management Repository. The Knowledge Management Repository is a consolidation point for all documentation as defined by the IRA Initiative 1.2 team.

• The Contractor shall support activities across all levels and workstreams. Examples of work products that will be required include ad-hoc reports, briefing materials, articles, white papers, Newsletters, and content for Enterprise Digitalization’s web presence (i.e., SharePoint, Knowledge Management, IRS Source). SharePoint functionality will be used throughout all areas of Contractor support with Contractor responsible for uploading and sharing documents, creating, and implementing workflows, collecting stakeholder feedback, and reports while adhering to IRS records management standards.

• Prepare tabletop session overview materials to support IRA Initiative 1.2 Project Leads to understand the purpose, audience, and approach for conducting project-specific tabletop sessions as part of their Organizational Readiness activities.

3.5 TASK 0005 – Senior Leadership Status Updates

Within ten (10) Business Days after the Kick-Off Meeting/Conference call, the Contractor shall address the Execution Plan via formal in-person or virtual presentation for working with the IRS and every week provide communications products, such as dashboards, Word Docs, updating existing Quad Charts, Project Plans, Weekly Status Reports, etc., to update senior leadership.

Upon request, the Contractor shall provide Ad Hoc briefings and reports on average once a month.

Each Task shall have an associated Action Plan which should include the following bullet points, but not limited to:

• Steps to assess various documents and their requirements,

• The action schedule dates for each type of document/report

• How long the contractor will complete the analysis.

The Contractor shall present the draft Action Plan to IRS, incorporate feedback, and deliver the final IRS-approved Action.

Desired Outcome:

• Facilitate Weekly Leadership Syncs and status update meetings on the IRA Initiative 1.2 projects, with IRA Initiative 1.2 Leads, Project Leads, and IT Digitalization Transformation (IT/DT) Leadership by developing agenda, aggregating materials from IRA Initiative 1.2 Project Teams, and provide follow-up action items and meeting minutes.

• Facilitate Business Organization Stakeholder Syncs intended to inform IRS Business Org stakeholders on the latest updates regarding the IRA Initiative 1.2 projects by developing agendas, highlighting critical updates, and provide follow-up action items and meeting minutes.

3.6 Task 0006 - Transition-In / Transition to Support (OPTIONAL) Transition-in is defined as the one-time “start-up” period at initial award (i.e. 90 days) for on-boarding resources and transitioning support and knowledge from IRS personnel to the new awardee. The Contractor will be tasked with acquiring and understanding the necessary documentation, information, and processes related to any work in progress. This effort includes meeting with the IRS Subject Matter Experts to gather any tacit knowledge related to the projects in support of this contract. The IRS will be continuously informed of transition progress, there is no lapse in services provided, and there are no delays in scheduled performance.

3.6.1 Transition-In Support Phase(Optional):

The Contractor shall develop a Transition-In Plan to consist of the following:

a) Initial start of performance

b) Process the transitioning of current contractor employees

c) Recruitment of new employees

d) Strategy for implementing Key Personnel functions

e) Status report on submitting application for personnel clearances

f) Provide timeline showing the transition plan’s critical dates.

The contract start-up activities will establish the baseline of how administrative oversight will be provided to this contract. The contractor shall provide two points of contract (POC) that will be assigned to work with the COR on the on-boarding process, on-day-one of award. The contractor shall provide two POCs that shall be available by phone and email in the event a government emergency arises. Key personnel will begin on day one.

While the Minimum Background Investigation (MBI) paperwork is being processed, the work expected to be performed is as follows; The contractor shall provide expected staffing levels at the 30-, 60- and 90-day mark and will provide status as to whether those targets have been met at the end of each 30-day period.

o The contractor shall provide a weekly status on staffing and recruitment of employees and submit and maintain on a weekly basis a report that demonstrates the status of all key activities required to on-board personnel.

o The contractor shall provide a timeline showing the plans critical dates.

o The contractor shall start drafting and finalizing plans, processes, procedures, RACIs

(responsible, accountable, consult and inform) charts, numbering conventions for documentation reviews, and other related technical documentation needed for this project.

o The contractor shall ensure all employees complete mandatory training within the first 30 days of coming on-board and notify the COR of any issues with timely completion.

o The Contractor shall work with the Government to finalize deliverables in accordance with the PWS, and other administrative documents as needed.

o The contractor shall complete and maintain a government furnished report which includes MBI request, badge numbers, laptops serial numbers, parking requests, training status, and elevate AIRs (actions, issues, risks) to the CO.

The Contractor will ensure collaborative communication channels with the Government at the beginning and through the life of the contract for emergency communications. The contractor shall staff all personnel as described in the staffing plan and complete all tasked assigned.

The resource(s) supporting these tasks shall have documented experience performing administrative support, writing/editing, business research, customer experience/user experience research, business analysis, technology business analysis, business process analysis & reengineering, policy analysis, business case/use case development & analysis, communications management, stakeholder management, data collection & analysis, and SharePoint administration & management type activities of the skill level and scope necessary to meet the requirements.

The lead supporting SharePoint tasks shall have documented experience designing and implementing SharePoint sites and possess a familiarity with NARA record retention standards.

Additionally, all resources supporting these tasks shall be expert users of Microsoft Word, PowerPoint, Outlook, Teams, and Skype, with a working knowledge of Microsoft SharePoint, Project, Visio, Excel, and WebEx. All resources shall possess strong grammar skills and attention to detail.

3.6.2 Transition to Support Phase (Optional):

The Contractor shall develop a Transition to Support Plan to facilitate the transition of all products & services developed under this contract. The Contractor shall assist the Government in connection with the Government and its customers’ obligations associated with the transition services. Except as otherwise expressly stipulated in the contract, the Contractor shall perform the transition services in a manner that shall not:

o Disrupt or have an adverse impact on the activities or operations of the Government or the Government customers.

o Degrade the Services then being received by the Government or the Government customers, or o Disrupt or interfere with the Government's or the Government customers’ ability to obtain the full benefit of the services.

Without limiting its obligations or responsibilities, prior to implementing any transition services, the Contractor shall discuss with the Government and the relevant Government customers all known Government and Government customer-specific material risks and shall not proceed with such activity until the Government is reasonably satisfied with, and approves, the plans with regard to such risks. Such plan is described in the deliverables section as a Transition to Support Plan and will only be needed in the final year of the contract. This task is optional.

3.7 Task 0007 - Transition-Out/Knowledge Transfer

The Contractor shall develop, document, and provide a Transition-Out Plan no later than one hundred eighty (180) calendar days after the date of award, or earlier if directed by the Contracting Officer, and shall be updated annually. The Contractor’s Transition-Out Plan shall facilitate the accomplishment of a seamless transition from the incumbent(s) to the incoming Contractor. The Contractor shall identify transition activities, knowledge transfer activities, schedules, and milestones for the turnover of work (e.g., operations, maintenance, engineering, training, asset management, and logistics functions) and identify how it will coordinate with the incoming contractor(s) and government personnel to transfer knowledge.

The Contractor will create a Transition-out plan via uploads to the IRA Initiative 1.2 team SharePoint site all the documentation, information, and processes related to the work completed shall be organized using metadata by process, type, or an agreed logistical format. This plan will be shared at a stakeholder transition meeting within 60 days of the contract expiration. The transition plan will also include timeframes for knowledge transfer/training sessions and training materials. This plan shall be submitted 120 days before the contract expiration.

Knowledge transfer shall:

• Minimize transition impact to the user community.

• Ensure no breaks in service availability.

• Maintain existing service quality and performance levels.

• Ensure a transparent and seamless transition.

• Maintain support and meet delivery milestones of ongoing projects.

• Ensure that the IT security posture during transition is maintained at current levels without creating gaps and/or vulnerabilities.

4.0 SECTION 508 OF THE REHABILITATION ACT

4.1 IR1052.239-9000 Section 508 Information, Documentation and Support (DEC 2019) The Contractor will provide EIT products (supplies and services) that comply with Section 508 of the Rehabilitation Act of 1973, per the 1998 Amendments, and the Architectural and Transportation Barriers Compliance Board's Electronic and Information Technology Accessibility Standards at 36 CFR Part 1194 in accordance with the following clauses as set forth in the contract.

In accordance with 36 CFR, Appendix C to Part 1194, the information and communication technology (ICT) products and product support services documentation furnished in performance of this contract shall be provided at no additional cost. The contractor shall provide information, documentation, and support relative to the supplies and services as described in the statement of work, performance work statement or statement of objectives

(select one). The following technical standards and provisions have been determined to be applicable to this contract:

_X__ Chapter 6: Support Documentation and Services _X__ 601 General _X__ 601.1 _X__ 602 Support Documentation _X__ 602.1 _X__ 602.2 _X__ 602.3 _X__ 602.4 _X__ 603 Support Services _X__ 603.1 _X__ 603.2 _X__ 603.3 (End of clause)

4.2 IR1052.239.9002 Section 508 Services (DEC 2019)

All contracts, solicitations, purchase orders, delivery orders and interagency agreements that contain a requirement of services which will result in the delivery of a new or updated information and communication technology (ICT) item/product must conform to the applicable provisions of the appropriate technical standards in 36 CFR, Appendix C to Part 1194, and functional performance criteria in 36 CFR Chapter 3, unless an agency exception to this requirement exists at E202 General Exceptions.

The following technical standards and provisions have been determined to be applicable to this contract:

___ Chapter 4: Hardware ___ 401 General ___ 401.1 ___ 402 Closed Functionality ___ 402.1 ___ 402.2(1-6) ___ 402.3 ___ 402.4 ___ 402.5 ___ 403 Biometrics ___ 403.1 ___ 404 Preservation of Information Provided for Accessibility ___ 404.1 ___ 405 Privacy ___ 405.1 ___ 406 Standard Connections ___ 406.1 ___ 407 Operable Parts ___ 407.1 ___ 407.2 ___ 407.3 ___ 407.4 ___ 407.5 ___ 407.6 ___ 407.7 ___ 407.8 ___ 408 Display Screens ___ 408.1 ___ 408.2 ___ 408.3 ___ 409 Status Indictors

___ 409.1 ___ 410 Color Coding ___ 410.1 ___ 411 Audible Signals ___ 411.1 ___ 412 ICT with Two-Way Communication ___ 412.1 ___ 412.2 ___ 412.3 ___ 412.4 ___ 412.5 ___ 412.6 ___ 412.7 ___ 412.8 ___ 413 Closed Caption Processing Technologies ___ 413.1 ___ 414 Audio Description Processing Technologies ___ 414.1 ___ 415 User Controls for Captions and Audio Descriptions ___ 415.1

_X__ Chapter 5: Software _X__ 501 General _X__ 501.1 _X__ 502 Interoperability with Assistive Technology _X__ 502.1 _X__ 502.2 _X__ 502.3 _X__ 502.4(A-G) _X__ 503 Applications _X__ 503.1 _X__ 503.2 _X__ 503.3 _X__ 503.4 _X__ 504 Authoring Tools _X__ 504.1 _X__ 504.2 _X__ 504.3 _X__ 504.4

_X__ Chapter 7: Referenced Standards _X__ 701 General _X__ 701.1 _X__ 702 Incorporation by Reference _X__ 702.1 ___ 702.2 _X__ 702.3 _X__ 702.4 ___ 702.5 ___ 702.6 ___

702.7 ___ 702.8 ___ 702.9 _X__ 702.10

The standards do not require the installation of specific accessibility-related software or the attachment of an assistive technology device, but merely require that the ICT be compatible with such software and devices so that it can be made accessible if so required by the agency in the future.

The following functional performance criteria (36 CFR Chapter 3) apply to this contract.

_X__ Chapter 3: Functional Performance Criteria

_X__ 301 General _X__ 301.1 _X__ 302 Functional Performance Criteria _X__ 302.1 _X__ 302.2 _X__ 302.3 _X__ 302.4 _X__ 302.5 _X__ 302.6 _X__ 302.7 _X__ 302.8 _X__ 302.9

(End of clause)

5.0 DELIVERABLES

Unless otherwise requested in writing by the CO, deliverables will be produced using Microsoft Office 2016, or newer Professional products and delivered in accordance with the deliverable schedule. If a deliverable is to be submitted in media storage form, all storage forms must be scanned and certified as virus free. All items are to be submitted electronically, unless otherwise stated.

All deliverables shall be submitted to the CO, COR and IRA Initiative 1.2 team no later than 4:00 p.m. local time on the date(s) specified in the contract.

Task Format Deliverable Name Schedule Refer to para 3.1 TASK 0001 – Contract Program Management (Task 1)

Via IRS Conference Line; Electronic MS- Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Orientation briefing 10 business days after contract award

Meeting minutes/notes 10 business days after orientation briefing presentation

Contract management plan 30 business days after contract award

Quality Control Plan (QCP) 30 business days after contract award

Knowledge management repository

TBD

Contractor reporting requirements

TBD

Contractor Reporting Requirements - Weekly Status Report

Weekly

Contractor Reporting Requirements – Monthly Status Report

Monthly

Period of Performance Report End of POP Refer to para 3.2 TASK 0002 – IRA Initiative 1.2

- Program Management Support and Controls (Task 2)

Via IRS Conference Line Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Draft action plan 10 business days after orientation

Final action plan 60 days after contract award

Bi-weekly communications products

Bi-weekly

Weekly Leadership Sync Meeting Minutes

Weekly

Ad Hoc briefings and reports Upon request by Govt

IRA Initiative 1.2 portfolio dashboard

Weekly

Execution plan Within ten (10) Business Days after the Kick-Off Meeting

Demand management backlog Weekly

Organizational readiness plan Within 6 weeks of contract start date

Refer to para 3.3 TASK 0003 IRA Initiative 1.2 - Project Management Support and Controls (Task 3)

Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Bi-weekly communications products

Within 10 business days of orientation (bi-weekly)

Weekly Status Report Weekly

Ad-hoc briefings and reports Upon request by Govt

IRA Initiative 1.2 portfolio dashboard

Weekly

Quad Chart Weekly

Demand management backlog Weekly

Organizational readiness plan Within 6 weeks of contract start date

Work Products:

Business Impact Session Plans Project Implementation Plans Stakeholder Impact Analysis IRA Initiative 1.2 Project-Level Communications Strategy IRA Initiative 1.2 Portfolio-Level Communications Plan Monthly Status Report Portfolio Offsite Talking Points

Established per work product

Refer to para 3.4 TASK 0004 IRA Initiative 1.2 - Strategic Communication and Stakeholder Engagement Support (Task 4)

Via IRS Conference Line.

All deliverables for this task will be via Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Bi-weekly communications products

Within 10 business days of orientation (bi-weekly)

Bi-weekly status report Bi-weekly

Ad-hoc briefings and reports Upon request by Govt

Refer to para 3.5 TASK 0005 Senior Leadership Status Updates (Task 5)

Via IRS Conference Line.

All deliverables for this task will be via Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Work products:

Leadership Sync Meeting Minutes BOD Stakeholder Sync Meeting Minutes Risk Review Board Deck Executive Risk Report

1.2 PMO Offsite Outputs and

Operating Model

Upon request by Govt

SharePoint Upon request by Govt Refer to para 3.6 TASK 0006 Transition-In / Transition to Support (Task 6)

Via IRS Conference Line Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

On-boarding meetings Weekly

On-boarding Report Weekly

Refer to para 3.7 TASK 0007 Transition- Out/Knowledge Transfer (Task 7)

Electronic MS-Office Suite Documents (Word, Excel, PPTX, etc.) and/or PDF

Knowledge transfer plan 30 days prior to contract expiration

Transition meeting 30 days prior to contract expiration

5.1 REVIEW OF DELIVERABLES

The Government will perform an initial review of deliverables, and if problems are encountered during the review, the Contractor must correct them at no additional costs to the Government. If necessary, a meeting may be convened to resolve any differences. The Contractor shall make all required changes to achieve an acceptable deliverable. The Government will perform its review within approximately 15 business days from receipt of the deliverable or as otherwise specified in the contract.

When the review of a deliverable results in necessary modifications, the Contractor shall re-submit the deliverable within 5 business days after notification of correction. The Government will, in accordance with the approved deliverable schedule, provide the necessary documentation to correct the deliverable. It will then be the responsibility of the Contractor to incorporate the comments properly and consistently in the final product.

These procedures will not be construed to constitute a waiver on the part of the Government of its rights under FAR Subpart 49.4, entitled “Termination for Default”, nor of any other rights or remedies provided by law or under this contract.

A project manager to interface with IRS senior leadership, and experienced staff skilled in forms design and analysis for PDF and html static and dynamic forms.

5.2 Submission of Deliverables

Any deliverable that does not comply with the acceptance criteria outlined in the Quality Assurance Surveillance Plan (QASP) shall be considered rejected. Unless otherwise agreed upon by the contractor and the COR, the COR shall provide written feedback on deliverables within ten (10) business days. The contractor shall provide revisions within five (5) business days of receipt of the COR’s feedback. The number of days allotted to the contactor for re-submission of deliverables may be adjusted if agreed upon by both parties. If the vendor has not been notified of any discrepancies within ten (10) business days after submission of the deliverable or successful completion of a task, the deliverable or task shall be considered accepted.

All deliverables/ work products shall be provided no later than 4:00 p.m. EST on the applicable due date(s).

5.3 Documentation Requirements

The contactor shall provide all documentation in Section 508 compliant electronic format and, upon request by the Government, in hard copy format. The Government will have the right to request suppression of hard copy deliverables in cases where security and privacy concerns are a factor, or to reduce paperwork burden. All deliverables resulting from work executed under this contact shall convey to the Government. In addition to the requirements set forth in the QASP, all documentation shall be provided in accordance with the criteria set forth below:

• Completeness – The document demonstrates sufficient level of detail to show understanding of the requirements, technology and design, customers and operating environment.

• Feasibility - The document defines information, which is formatted properly, contains valid information in support of the Program requirements and provides a deliverable within time constraints.

• Understandability - The document is to be clean, clearly written, all printed words are legible, and the outline is easy to follow. All diagrams are easy to understand and relevant to the supporting narrative.

• Accuracy – The document is accurate in presentation exhibiting clear and concise information, technical content, and adherence to accepted elements of style, operational content, and consistent within itself and with other documents.

• Practicality - The document provides information and guidance that is practical for implementation within the IRS environment and appropriate given the subject organization’s level of maturity.

6.0 REQUIRED SKILLS, ABILITIES, AND QUALIFICATIONS

6.1 Key Personnel

Certain skilled experienced professional and/or technical personnel are essential for successful Contractor accomplishment of the work to be performed under this contract. These are defined as "Key Personnel" and are those persons whose resumes shall be submitted for evaluation of the quote. The Contractor agrees that such personnel will not be removed from the contract work or replaced without compliance with paragraphs below.

If one or more of the key personnel for whatever reason becomes, or is expected to become, unavailable for work under this contract for a continuous period exceeding ten (10) work days, or is expected to devote substantially less effort to the work than indicated in the quote or initially anticipated, the Contractor shall immediately notify the CO and COR and will, subject to the concurrence of the CO or his authorized representative, promptly replace such personnel with personnel of at least substantially equal ability and qualifications.

All requests for approval of substitutions hereunder must be in writing and provide a detailed explanation of the circumstances necessitating the proposed substitutions. They must contain a complete resume for the proposed substitute, and any other information requested by the CO or needed by the CO to approve or disapprove the proposed substitution.