SOURCES SOUGHT
R -- Organizational Transformation and Change Management
- Notice Date
- 6/12/2024 11:56:50 AM
- Notice Type
- Sources Sought
- NAICS
- 541611
— Administrative Management and General Management Consulting Services
- Contracting Office
- OFFICE OF CONSTRUCTION & FACILITIES MGMT (36C10F) WASHINGTON DC 20001 USA
- ZIP Code
- 20001
- Solicitation Number
- 36C10F24Q0043
- Response Due
- 6/20/2024 12:00:00 PM
- Archive Date
- 08/19/2024
- Point of Contact
- Lilian Huyen, Contract Specialist, Phone: 202-812-2179
- E-Mail Address
-
lilian.huyen@va.gov
(lilian.huyen@va.gov)
- Awardee
- null
- Description
- Request for Information/Sources Sought Title: Department of Veterans Affairs Office of Construction and Facilities Management Organizational Transformation and Change Management Support Services Contract Issue Date: June 12, 2024 Response Due Date: June 20, 2024 @ 3:00 PM, Eastern Time _____________________________________________________________________________ E-mail: Correspond directly with the Contract Specialist, Lilian Huyen, at lilian.huyen@va.gov. Responses submitted by any other method will not be accepted or answered. Please ensure that your e-mail response has Organization Transformation and Change Management Support Services in the subject line. Issued by: This Request for Information (RFI) is being issued by the Department of Veteran Affairs (VA), Office of Acquisition, Logistics and Construction on behalf of the VA Office of Construction & Facilities Management (CFM) RFI Purpose: This RFI/Sources Sought is seeking to obtain market research from contractors to assist the Government in understanding the capabilities available in organizational transformation and change management, operational efficiency and implementation support. The Government is currently gathering information on contractors who have provided organizational transformation and change management support, whether supporting the Government or private sector. Parties interested in this requirement shall identify their experience in the following areas: Developing change management strategies and plans Conducting change impact assessments Facilitating stakeholder engagement and communication Implementing change management tools and methodologies Monitoring and evaluating change initiatives Please include a summary of your experience, including the industries you have supported, the size of the organizations and whether stakeholders were geographically dispersed, and the specific change management methodologies or frameworks utilized. Other information such as project/ contract value, lessons learned, or industry best practices to consider are desired as part of your response. Please include your company s information (i.e., Point of contact name, phone number, and email address, Unique Entity ID (UEI), Business size for NAICS 541611 Administrative Management and General Management Consulting Services), as well as existing contract(s) or contract vehicles which could be utilized to procure this effort. VA CFM highly encourages responses from companies of all sizes; large and small business concerns to include all the socioeconomic categories with organizational transformation management experience. VA CFM is hoping to identify sources who can support the CFM to plan and prepare for an aligned and holistic approach to enterprise portfolio lifecycle management, paired with the establishment of an accountable and integrated governance board responsible for lifecycle management of VA s portfolio, help VA improve integration, oversight and accountability across asset management and renewal program. The intent of the Organizational Transformation and Change Management (OTCM) Support effort is to effectively manage and navigate the significant change expected with the implementation and deployment at the CFM. Through this contract, CFM seeks to minimize the disruption to ongoing operations, enhance readiness and willingness for change, and engage stakeholders at all levels to support cultural transformation. Statement of Work VA CFM is seeking industry s feedback and input as we continue our acquisition planning efforts. We have attached a copy of the SOW for your review and consideration. Feel free to provide your feedback directly in the attached document or in a separate document whichever mor convenient. Feedback such as clarity and completeness, feasibility and technical accuracy on the OTCMWhat is OCM? SOW will assist the Government in refining the requirement prior to release the solicitation. Additional Information: Response to this RFI is strictly voluntary and will not affect any firm s ability to submit an offer if, or when, a solicitation is released. This RFI is issued solely for information and planning purposes and does not constitute a solicitation or obligation on the part of the Government. The information requested will be used within VA CFM as market research to facilitate decision making (i.e., determine acquisition strategy, small business concerns, etc.) Neither unsolicited proposals nor any other kinds of offers will be considered in response to this RFI. No entitlement to payment by the Government of direct or indirect costs or charges will arise as a result of the submission of information in response to this RFI. The Government will not be liable for or suffer any consequential damages for any improperly identified proprietary information. Proprietary information will be safeguarded in accordance with the applicable Government regulations. If you submit proprietary information, you must clearly mark PROPRIETARY on every sheet containing such information and segregate the proprietary information to the maximum extent practical from other portions of your response (e.g., use an attachment or exhibit). Respondents are responsible for adequately marking proprietary information in their response. All information received in response to this RFI that is marked Proprietary will be handled accordingly. Responses to the RFI will not be returned. An electronic acknowledgement of the vendor s RFI response submission will be provided. If you do not receive an acknowledgement within one business day, please notify the contracting officer ensure successful delivery. Submission Information: This RFI is issued for open market on SAM.gov. All potential sources with the capability to provide the requirements referenced in this RFI and in the draft SOW are invited to submit, in writing, sufficient information within the page limitation (listed in this section). This information must demonstrate the responder s ability to fulfill the requirements and be responsive to the technical questions in this RFI, as indicated below. Questions Due: The vendor community is encouraged to include their questions in their RFI response. The vendor s questions will be considered when drafting the solicitation. Responses Due: All responses will be submitted electronically and emailed to the Contracting Officer and Contract Specialist. All responses must be received no later than June 20, 2024 @ 3:00 PM, Eastern Time. Submission Format: Submissions must be in Microsoft Word. The typed font and point for your response to this RFI must be no smaller than Times New Roman 11 point. Submission Contents: Your submission, at a page limit of no more than 15 pages, must contain: Cover Section 1- Comments to the Draft SOW Section 2- Vendor Response to Questions Section 3 Vendor Capability Responses to this RFI must address the following requirements: A Cover sheet which includes: RFI Title; Vendor Company Name; Address; Name of Point of Contact; Email Address; Phone Number; Vendor UEI Number; Your socio-economic status based on NAICS code 541611 SECTION 1: Please see the DRAFT SOW for all proposed technical requirements. For the Draft SOW: Are there any areas of the SOW that are unclear? Do you have any suggested changes or improvements? SECTION 2: Vendor Questions The Government anticipates issuing a Purchase Order to a single contractor. Can all the work outlined in the DRAFT SOW be accomplished? To fully perform this work, will your company form teaming arrangements with other vendors or enter a prime-subcontractor relationships? If so, what other schedules do you anticipate using? If you are a small business, do you expect to be able to perform 51% of the work? Are the schedule of deliverables and timelines outlined in the SOW feasible? If not, why? The Government anticipates the majority of the work under SOW can be completed as Firm Fixed Price. Are there any tasks listed that the Government should consider another contract type? If the RFQ is released before the end of the month, how long would it take to formulate a response? Is less than 30 days feasible? SECTION 3: Vendor Capability Please submit a recent (within the last 3 years) example of a past project that is similar to the requirements specified in the draft SOW. The example should include the contracting authority, contract number, award amount in dollars, and technical and contracting points of contact. One example is requested, but more are preferred. We are looking to industry experts to help make this Government requirement better for the end user and ultimately reduce the cost to the taxpayer. Thank you for your support. ATTACHMENTS: Attachment 1 - Draft SOW Department of Veterans Affairs Office of Construction and Facilities Management Organizational Transformation and Change Management Support Services Contract STATEMENT OF WORK (SOW) INTRODUCTION The Department of Veterans Affairs (Department), Office of Construction and Facilities Management (CFM) seeks specialized Organizational Transformation and Change Management Consulting and Support services based on industry-leading practices to assist in the development, execution, and monitoring of transformational efforts across its portfolio of programs. Organizational Transformation and Change Management (OTCM) is focused on more effective, efficient, and economical execution of the CFM s mission and the Executive Director s authorities under 38 USC Sec 312A. This effort will encompass strategy development, governance, authorities, policies, organizational structure, technology, people, resource planning, process reengineering, risk management, systems support, performance management, culture, customer and market interface, change management, and implementation. These components will work together to create a comprehensive framework to align CFM resources, capabilities, and processes to its strategic goals, to ensure effective and efficient delivery of healthcare and memorial facilities to the Department. It is intended to provide a structured approach to support Department organizations and individuals through change and transition to a new way of working. BACKGROUND In accordance with 38 USC Section 312A Director of Construction and Facilities Management, the Executive Director of Construction and Facilities Management is responsible for overseeing and managing the planning, design, construction, and operation of the facilities and infrastructure of the Department of Veterans Affairs, including major and minor construction and leasing projects; and performing such other functions as the Secretary shall prescribe. In carrying out the oversight and management of the construction and operation of facilities and infrastructure, the Executive Director is responsible for the following: Development and updating of short-range and long-range strategic capital investment strategies and plans of the Department. Planning, design, and construction of facilities for the Department, including determining architectural and engineering requirements and standards, and ensuring compliance of the Department with applicable laws, regulations, and executive orders relating to the construction program of the Department. Management of the short-term and long-term leasing of real property by the Department. Repair and maintenance of facilities of the Department, including custodial services, building management and administration, and maintenance of roads, grounds, and infrastructure. Management of procurement and acquisition processes relating to the construction and operation of the Department's facilities, including the award of contracts related to planning, design, construction, furnishing, and supplies and equipment. Establishment of policies to support all actions under 38 USC 312A for the Department. Providing oversight of Non-Department Federal Entities (NDFE) where they perform as the VA s Design and Construction Agent (DCA) for super construction and seismic healthcare facility construction projects as required by 38 USC Section 8103(e). OCFM oversees the planning, design, and construction of the Major Construction Program, real property acquisition, and long-term leasing of major capital facilities. CFM self-executes construction projects less than $100M and is required by 38 USC Section 8103(e) to partner with a non-departmental federal entity (NDFE) to serve as its Design & Construction Agent (DCA) on medical facility construction projects exceeding $100M typically but not limited to the U.S. Army Corps of Engineers. OBJECTIVE VA OCFM recognizes the challenges it faces in delivering construction projects efficiency and effectively. OCFM, its customers, partners, and potentially its stakeholder communities at major project sites need help modernizing their strategies, operating models, organizational structure, systems, processes, and resources to execute capital projects, leasing programs, and facility management programs in a more integrated, efficient, and effective manner to support Department mission requirements. To supplement our own internal efforts / project team, VA OCFM needs third-party assistance with assessing, developing, implementing, and measuring the success of OTM Plans. OCMF focus of this effort is to transform OCFM and its relationships with partners organizations both within and outside of VA to develop a fully integrated facility lifecycle management system. The target is execution throughput in all major activities of the organization to support its current average annual workload of $2B and be postured to grow to meet potential demand of $4-8B annually. Target for full operational capability of the transformed organization is 3 to 5 years. VA OCFM wants to be the preeminent expert in federal sector for healthcare design and construction. VA s goal is to better align Department capital programs with the provisions of 38 USC Sec 312A and integrate these programs with Minor Construction, Nonrecurring Maintenance, facilities operations and maintenance, and minor leasing programs to better perform the entire facilities management lifecycle for VA. By aligning our support services in a more efficient manner, the service hopes to achieve the following objectives: Implement a systematic and comprehensive approach to manage change across organization, addressing common risks and challenges associates with change initiatives. Facilitate the transformation of operation and organizational culture from a reactive firefighting mentality to a preventive one. Influence change management best practices, design thinking and agility principles. Assist preparation of the workforce for upcoming changes at a sustainable pace through training, collaboration, and strategic communication. Ensure effective planning, execution, and sustained implementation of change initiative while minimizing disruption and maximizing impact. Enable the organization to independently plan, execute, and sustain future change initiatives while minimizing disruption and maximizing impact. SCOPE The scope of this requirement is for the Contractor to provide the Department with certified strategic planning and implementation assistance to guide OCFM through its organizational transformation and change management initiative. It includes assessing the environment and facilitating strategy development, organizational development, resource planning, identifying and engaging stakeholders, planning for change, assisting stakeholder communities in transitioning to new business processes, and sustaining the transformation. The contractor shall prepare graphics and communications products, assessing change success, and manage transformation efforts as projects. The Contractor shall provide the expertise and support needed to assist the government in the development and execution of OTM projects that foster stakeholder buy-in and successful change adoption (often requiring the organization to change from organization specific, customized processes to industry/federal enterprise standard processes delivered in commercial-off-the-shelf (COTS) products and services) to meet program cost, schedule, and performance goals. REQUIREMENT / TASKS To enable the organizational change and achieve the success objective outlined above, the contractor shall provide the expertise, technical knowledge, staff support and other related resources necessary to assist VA OCFM with meeting requirement. Strategy Development Contractor shall help OCFM review and align the Department s Enterprise Infrastructure Strategy and OCFM s overall strategy with Department Strategy Vision: facilitate clarification of a compelling picture of what the organization aspires to achieve in the future that will drive the overall direction of the strategy. Mission: review and document OCFM s reason for being, purpose and core values the foundation for the strategy Objectives: define specific, measurable, achievable, relevant, and time-bound (SMART) goals that the organization aims to accomplish. Maturity Model: develop a timeline with milestones and measures to track progress toward objectives completion and organic capability for a repeatable, perpetual OTM model. Strategic Analysis: An in-depth analysis of the internal and external environment. Use tools like SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, PESTEL (Political, Economic, Social, Technological, Environmental, Legal) analysis, and Porter s Five Forces. Competitive Advantage: Identification of the unique strengths or capabilities that provide the organization with market advantage (e.g. distinctive competencies, resources, or market position). Strategic Choices: identify key decisions regarding how OCFM will achieve its objectives. Transformation Plan: Provide a detailed plan outlining the steps, activities, resources, and timelines needed to implement the strategy. Resource Allocation: The distribution of resources (financial, human, technological, etc.) required to execute the strategy. Ensuring that the necessary resources are in place is critical for successful implementation. Performance Metrics: develop key performance indicators (KPIs) and other metrics to measure progress and success and track the effectiveness of the strategy and make necessary adjustments. KPIs should be developed for all five individual CFM sub-offices and their directorates, as well as the CFM Front Office; and should be designed in an integrative and collaborative manner using common PMIS platforms, as they reflect the everyday work of CFM. Risk Management: Identify and assess potential risks that could impact the strategy, along with the development of mitigation plans to address these risks and a tool to track and measure changes in risk elements. Communication Plan: develop a strategy for communicating the vision, objectives, and action plans to all stakeholders to promote alignment and engagement throughout the organization. Monitor and Evaluate: develop processes to review and assess the progress of the strategy (e.g. regular check-ins, performance reviews, and adjustments to the strategy as needed based on feedback and changing circumstances). Operating Model Design Contractor shall help OCFM to define and refine how it delivers value and aligns its business strategy with its operational capabilities. The operating model will include key components: Governance: outline decision-making structures, processes, and policies that ensure effective management and accountability. It includes leadership roles, committees, and the delegation of authority. Consider how OCFM and the NDFE should best interact and partner with respect to clear roles, responsibilities, authorities, governance and lines of communication. Processes: workflows and procedures that guide how work is inducted and performed within OCFM and with its partners and customers including core business processes, support processes, and the methodologies used to track and execute these processes efficiently. Organization Structure: define the organizational hierarchy, roles, responsibilities, and reporting lines. Clarify how teams and functional offices are structured and how they interact. Consider how OCFM and the NDFE should best interact and partner with respect to clear roles, responsibilities, authorities, governance and lines of communication. Make recommendations on Project team Roles and Responsibilities, particularly for investments requiring NDFE execution. If compliance with 38 USC 312A requires OCFM to duplicate efforts currently performed by other VA organizations, clearly identify those conflicts and provide recommendations for remedying them. Technology: describe the IT infrastructure, applications, and tools that support business processes and operations (e.g. systems for communication, data management, program and project support). Consider how to get OCFM and the NDFE to operate on the same project management information system and/or be able to integrate both agency s information through a real time connection of their systems of record in order to create and maintain a common operating picture via a live data stream. People: describe the skills, competencies, and capabilities of the workforce including recruitment, training, development, and performance management. Information and Data: describe the management of data and information flow within the organization. This includes data governance, data quality, and the systems used for data storage and analysis. Metrics and Performance Management: identify and define mechanisms for measuring, monitoring, and managing performance. This includes key performance indicators (KPIs), performance dashboards, and feedback loops. Culture and Behaviors: define the values, norms, and behaviors that shape how OCFM works to include organizational culture, employee engagement, and change management practices. Need to factor in the NDFE culture and behaviors as well. Customer and Market Interface: define/refine how OCFM engages with customers and the market. This includes customer relationship management, marketing strategies, and channels for customer and stakeholder interaction and feedback. These components will work together to create a cohesive framework that aligns OCFM resources, capabilities, and processes to its strategic goals, to ensure effective and efficient delivery of facilities to the Department. OTM Project Management Perform project and contract management to ensure timely and effective performance, quality assurance, as well as effectively plan and monitor work activities and actions of contractor personnel. The contractor shall provide the necessary support and expertise to draft, review, revise, and deliver documents required in the task areas. The contractor shall designate a principal point of contact for the Government concerning any technical and functional issues, who will also be responsible for progress updates. Such functions include preparing documents (e.g., briefings, point papers, meeting minutes), document management, and communicating contract performance with the Government. Support the planning, management, and execution of OTM efforts as formal projects, including identification of dependencies with the overarching program supported. The contractor shall organize, coordinate, and support a kickoff meeting, which will include a presentation brief of potential offerings under this contract vehicle. Support Project management with adequate scheduling support and quantifiable timelines of deliverables OTM Training and Education Where necessary, contractor-provided training shall be identified within a deliverable under this contract and integrated with Transformation Plan and Transformation Roadmap. The contractor, if requested, shall support requests to provide conceptual OTM training and education to OCFM portfolios and or stakeholders. Analyze Stakeholders and Environment Work with the OCFM portfolio team and program sponsor to develop a stakeholder register. The contractor shall assess the environment conditions, stakeholders impacted by each phase of the program implementation, identify primary and alternate points of contact for each organization impacted, and review and verify the accuracy of the stakeholder list monthly. Industry best practices for stakeholder and environmental analysis are acceptable. Develop OTM Plan(s) Develop and support the execution of OTM plans that leverage industry s best practices such as McKinsey 7-S model, Kotter s 8-Step Change model, Prosci s ADKAR change model, or Accelerating Implementation Methodologies. The OTM plans shall highlight various aspects of OTM for each program s stakeholders including but not limited to Coaching, OTM Training, Resistance, Engagements/Communications, Reinforcement, Sponsor Roadmap, and legacy system sunset roadmap. An initial plan shall be developed for each project and updated as needed throughout the project lifecycle (likely quarterly). Develop and support the execution of supplemental plans that support the overall OTM plan including, but not limited to, sponsorship roadmap, engagement/communication plans, resistance plans, coaching plans, training plans, and change sustainment plans. Graphics and Communications Products (CM certification not required) Design presentations, artifacts (e.g., trifolds, newsletters, fact sheets, briefings, animations, videos, storyboards, interview materials), and other graphics and support as requested. Additionally, the contractor shall develop and maintain content for internal websites, SharePoint, MS Teams, or other digital media as identified in the communications plan, and subject to VA approval. The contractor shall support coordination of publicly releasable products including social media postings with the Department s Public Affairs Office (PAO). All such products shall become intellectual property of the VA and may be shared under VA logo with any party necessary at the sole discretion of the government. Stakeholder Engagements Engage with Stakeholders through various techniques including executive leadership briefs, coordinating site visits, and system demonstrations performed by system SMEs, community of practice (COP) conferences, and OTM workshops. The contractor shall demonstrate effective facilitation skills as measured by feedback surveys. The contractor shall actively involve stakeholders throughout the project lifecycle, from initiation to closure, to gather their input, address concerns, and foster their sense of ownership and commitment. This includes organizing and conducting regular meetings, workshops, and consultations with stakeholders to gather feedback, provide updates, and seek their input on key decisions. The contractor shall develop and deliver agendas, presentation materials, and other read-aheads to facilitate meetings (on-site and virtual) and support change efforts. For these purposes, Stakeholder Engagements may involve the full range of OCFM activities to support and integrate the efforts of a wide range of Department stakeholders such as Office of Health Environment and Facility Programs (HEFP), Veterans Integrated Service Network (VISN) Capital Asset Management (CAM) offices, Veterans Administration Medical Centers (VAMC), any NCA central office, District office, or Cemetery, interagency partners (e.g. the U.S. Army Corps of Engineers [USACE], General Services Administration (GSA), Depart of Defense (DOD) healthcare partners), the Executive Branch, the U.S. Congress, industry partners (service providers and suppliers that support the Architecture, Engineering and Construction industry and health care industry and cemetery / memorial specialized organizations),), and the Veterans and communities that the Department of Veterans Affairs serves. OTM Readiness Assessment Develop and assist the government in implementing an OTM readiness plan. The plan will, at minimum, include OTM success factors, supporting metrics, required stakeholder assessments, and collection and reporting procedures. OTM Impact Assessment Develop an OTM impact assessment. This assessment will evaluate and document the magnitude and complexity of the changes to the business processes, including an assessment of user impact (e.g., sources of power/influence, how work is done). This will inform and support all aspects of the OTM Plan (section 3.1.3) and the OTM Readiness Assessment (section 3.1.5) and ensure user readiness for change implementation. OTM Feedback and Success Assessment Develop a plan to collect, assess and respond to stakeholder feedback. This plan should address how the contractor will work within the program to ensure the feedback received is used to inform decisions as applicable. Develop a plan to conduct retrospective analysis on change implementation and develop lessons learned to incorporate into future change efforts. DELIVERABLES At time of the quotation, the contractor shall provide a schedule detailing recommended deliverable due date for OCFM review prior to contract award. These dates will be mutually agreed upon after discussions and incorporated into the contract award. OCFM included the list of representative deliverables below please include any additional project deliverables in your technical approach quotation.. Deliverable Due Date / Frequency Description Format/Delivery Strategy As identified in proposal OCFM Strategy aligned with Enterprise Infrastructure Strategy and Department Strategy Contractor format (MS Office preferred), Email to Govt POC Operating Model in proposal Contractor format (MS Office preferred), Email to Govt POC Transformation Campaign Plan in proposal Organization-specific document identifying specific Lines of Effort parts of the organization need pursue for Transformation Contractor format (MS Office preferred), Email to Govt POC Change Management Strategy As required Strategic overarching approach for change management Contractor format (MS Office preferred), Email to Govt POC Transformation Management Plan As required Detailed plan of activities for change management Contractor format (MS Office preferred), Email to Govt POC Transformation Management Roadmap As required Time-phasing of the change management plan Contractor format (MS Office preferred), Email to Govt POC Communication Plan As identified in Change Management Strategy Plan of activities to communicate and engage stakeholders for change effort Contractor format (MS Office preferred), Email to Govt POC Communications Roadmap As identified in Change Management Strategy Time-phasing of the communications plan Contractor format (MS Office preferred), Email to Govt POC Training Plan As identified in Change Management Strategy Plan of activities for training stakeholders for change effort Contractor format (MS Office preferred), Email to Govt POC Deliverable Due Date / Frequency Description Format/Delivery Training Roadmap As identified in Change Management Strategy Time-phasing of the training plan Contractor format (MS Office preferred), Email to Govt POC Resistance Management Plan As identified in Change Management Strategy Identification of major resistance and barriers to change and approaches to resolve Contractor format (MS Office preferred), Email to Govt POC Stakeholder Analysis As identified in Change Management Strategy Identification of stakeholders, level of influence, and alignment: supporter, detractor, or need to be inform Contractor format (MS Office preferred), Email to Govt POC Impact Analysis As identified in Change Management Strategy Assessment of impact of activities to support change effort Contractor format (MS Office preferred), Email to Govt POC Stakeholder Register As identified in Change Management Strategy List of stakeholders Contractor format (MS Office preferred), Email to Govt POC Stakeholder Engagement Plan As identi...
- Web Link
-
SAM.gov Permalink
(https://sam.gov/opp/4904456bc8af4817aed966666b16ce66/view)
- Place of Performance
- Address: 425 I St, NW, Washington 20001
- Zip Code: 20001
- Zip Code: 20001
- Record
- SN07095470-F 20240614/240612230119 (samdaily.us)
- Source
-
SAM.gov Link to This Notice
(may not be valid after Archive Date)
| FSG Index | This Issue's Index | Today's SAM Daily Index Page |