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Title: Strategic planning and campaign plan development and implementation Requiring Activity Name: U.S. Army Medical Research and Development Command (USAMRDC), Office of the Deputy to the Commanding... Title: Strategic planning and campaign plan development and implementation Requiring Activity Name: U.S. Army Medical Research and Development Command (USAMRDC), Office of the Deputy to the Commanding General, and Plans, Programs, Analysis, and Evaluation (PPAE) 1.0 INTRODUCTION The U.S. Army Medical Research and Development Command (USAMRDC) is the Army's medical materiel developer, with responsibility for medical research, development, and acquisition. The USAMRDC's expertise in these critical areas helps establish and maintain the capabilities the Army needs remain ready and lethal on the battlefield. Ensuring our armed forces remain in optimal health and are equipped to protect themselves from disease and injury, particularly on the battlefield, is the job of the USAMRDC. The Command is headquartered (HQ) at Fort Detrick, MD, with eight (8) subordinate commands located throughout the world. Six (6) medical research laboratory commands execute the science and technology program to investigate medical solutions for the battlefield with a focus on various areas of biomedical research, including military infectious diseases, combat casualty care, military operational medicine, medical chemical and biological defense, and clinical and rehabilitative medicine. The Command manages a large extramural research program with numerous contracts, grants, and cooperative research and development agreements to provide additional science and technology capabilities from leading academic, private industry, and other government organizations. 1.1. Mission 1.1.1. USAMRDC’s mission is to responsively and responsibly create, develop, acquire and deliver capabilities for the warfighter. 1.2. Background USAMRDC intends to establish a Strategic Planning Office to integrate the core funded programs with the reimbursable programs managed and executed by the Direct Reporting Units (DRUs), to create and maintain a Command level understanding of the Command’s current scope of work, capacities, and capabilities to validate USAMRDC is aligned to and supportive of stakeholders current and future needs. The Strategic Planning Office mission is to will be tasked with proactively identifying areas of misalignment, developing corrective actions/initiatives, managing those actions/initiatives and assessing outcomes to confirm the Command has achieved the needed results. This requirement informs and enhances USAMRDC’s executive decision-making by ensuring an overarching Command level perspective in the validation and prioritization of organizational requirements and capabilities. In addition, this requirement will directly support the USAMRDC Resource Planning Guidance Fiscal Year (FY) 2023 through 2029. The Strategic Planning capability will conduct studies that enable USAMRDC leadership to make informed decisions on priority areas for the Command. These studies will analyze specific topics of leadership interest throughout the year. The results and associated recommendations from these studies may affect other USAMRDC decision processes including policy and strategy development, and requirements generation. 1.3 Objectives 1.3.1 Provide MRDC with Strategic Planning Capability. The strategic planning capability will encompass internal business process and management improvement, alignment of MRDC investments and resources to Army and Joint priorities during and after transition to DHA, Command level strategic message development and nested DRU strategic message development, financial structure and resource management process and management improvement. This effort is intended to develop and implement a Command level (business) Campaign Plan. This effort will: Review and assess MRDCs current strategic position (mission, resource alignment, business processes etc.). Develop and prioritize objectives and initiatives necessary for MRDC to reorient our strategic position. Establish timelines and metrics to measure progress. Manage the implementation of initiatives, conduct strategic reviews to ensure plans stay on track and serve as a force multiplier to lead and/or assist in implementing the initiatives. Evaluate goals and initiatives and refine the plan quarterly or as needed. Update the plan as needed based on changes to priorities and business opportunities. Steps 1-3 above should be considered the assessment phase (Base Period) and is expected to take a total of five months. Step 1 is expected to take 45-60 days, with an additional 30 days to present and coordinate results to MRDC Leadership (total of 90 days). Steps 2-3 above should be considered phase 1.a and will be partially completed during the first 45-60 days, with refinements expected during the 30 days of presentation/coordination to MRDC leadership (total of zero days as this overlaps with step 1). Phase 1.b will allow for an additional 45- 60 days to finalize steps 2-3, make any adjustments to step 1 and present to MRDC Leadership (up to 60 days). Steps 4-5 above should be considered the implementation phase and are expected to take six to seven months (Option 1). Step 6 above will be completed during the second phase of this effort (Option 2). The goal of this final year is to use the baseline established in first twelve months to solidify the Campaign Plan by considering any new factors, external factors, additional DHA directives, etc, that may have an impact on recommendations and changes made within MRDC during and as a result of the initial Assessment and Implementation Phases. 1.3.2 Provide MRDC with Strategic Consulting. This effort includes providing MRDC Senior Leaders with a Senior Strategic Advisory Support to provide guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with Department of Defense and Army level processes at the strategic level. 2.0 Requirements: The Contractor shall provide all necessary personnel required to perform the services in the areas defined in Section 1.3 of this PWS. The following identifies the objectives and key tasks for the contract. 2.1. Objective 1 – Strategic Planning Capability This effort is intended to provide Strategic planning capabilities, to include analyses and assessments supporting development, integration and implementation required new capabilities, policies, and processes, as well as monitoring and maintaining the adequacy and operation of existing MRDC capabilities, policies and processes. Analytical support efforts are intended to be focused on developing and delivering analysis reports, objective assessments, documents, and recommended plans to address the mission needs, capabilities, and requirements of the MRDC. Analysis shall support the entire MRDC Enterprise with anticipated quick turnaround deliverables. These reports must deliver authoritative analysis, assessments, and recommendations to inform development of standardized, defensible, and repeatable processes that support enhanced decision making at MRDC. Ultimately, reports generated will assist the MRDC in assessing capabilities to support improved mission performance of the MRDC enterprise. Conclusions and recommendations must be based on structured objective analysis and enable MRDC HQ and all MRDC DRU leaders to make informed decisions that best align resources and capabilities with mission demands 2.1.1. Key Task 1: The Contractor shall provide strategic planning capabilities to include but not limited to: analyses and assessments supporting development, integration, and implementation of required new Command capabilities, policies and processes, monitoring and maintaining the adequacy and operation of existing USAMRDC capabilities, policies and processes. The Contractor shall provide analytical support with a focus on developing and delivering analysis reports, objective assessments, documents, and recommended plans to address mission needs, capabilities, and requirements of the USAMRDC. 2.1.2. Key Task 2: The Contractor shall be required to conduct any of the following analyses during this effort. 2.1.2.1 Systems Analysis Support – Systems analysis of the MRDC’s organizations, processes, procedures, architectures, and materiel are vital to the establishment and improvement of the ways and means by which MRDC meets its mission and achieves its goals. Senior leadership and decision makers need to understand these ways and means down to their constituent element pieces in order to comprehend how well they perform and interact to accomplish their purpose. Systems analysis allows the Command to create new systems, modify existing systems, expand systems, and/or document existing systems in order to increase its efficiency and effectiveness. Systems analysis requires a holistic perspective by taking all aspects of the system into account and by concentrating on the interactions among and between its constituent elements. It provides a framework in which analysts and experts determine what must be done and seek to identify the best way to accomplish it in light of current and future needs. 2.1.2.2 Prioritization Methodology Analytical Support – Integrated assessment and prioritization of the MRDC capabilities and programs is critical to the ability of senior leadership to manage achievement of the Command’s mission goals and objectives. To accomplish its overarching goals and objective assessment, the Command requires a credible, formal, and structured process in which current and proposed capability programs can be assessed objectively using standard criteria. This process must facilitate assignment of relative weighted scores which can be aligned within logical hierarchical framework based on the assessed criticality of the candidate capability. Utilizing this approach, senior leadership will be able to rank capability development programs within each tier of the framework and engage in informed discussion on potential trades between tiers to determine which programs to fund, delay or discard. 2.1.2.3 Analysis of Alternatives– support analytical tasks required in the performance of Alternatives Analyses (AA) and Analyses of Alternatives (AoA). These activities involve development of the analytical portions of the required AA/AoA Study Plan, and all aspects of evaluation of the operational effectiveness, suitability and operational risk of viable alternatives proposed to mitigate an identified gap. The Contractor shall assist in the identification of relevant scenarios, measures of effectiveness (MOE), measures of performance related to and supportive of the assessment of identified MOEs, measures of suitability and the estimation of risk associated with each proposed alternative. The Contractor shall assist in the development of an analytical methodology that facilitates the objective performance of proposed alternatives in relevant scenarios and in development of a report of the findings of this analysis. 2.1.2.4 Capability Analysis – This refers to analysis completed to document a mission area or assess the adequacy of a specific capability to perform a mission. The objective of the capability analysis is to document the statutes, policies, and/or executive guidance that establish the mandate to conduct the activity/mission and MRDC capability to successfully perform it. The analysis must document the desired outcomes and measurable objectives for the activity under study and capability gaps that must be mitigated to achieve those objectives. Finally, the analysis must include recommendations regarding approaches to mitigate identified gaps. 2.1.2.5 Management Sciences Analytical Support – The Contractor shall provide consulting expertise to support and conduct projects requiring interdisciplinary operations research methods including mathematical modeling and statistics. This includes but is not limited to developing and applying models and concepts that help to identify management issues and suggest solutions/alternative approaches. The consulting support should include, but not be limited to, decision analysis including value focused decision making, analytical hierarchical process, optimization, forecasting, process and mathematical modeling, probability and statistics, operational insight to provide operator insight into complex problems, operational performance; support value added analysis; provide quantitative techniques to support operations, tactical planning, and strategic planning; assist organizations in productivity analysis to find ways to make process improvements; and perform risk measuring analysis to identify factors critical to managing and reducing risk. 2.1.2.6 Operations Policy Development Support – The Contractor shall assist in the development and implementation of management plans and associated program and project documentation. This shall be used to provide support for the formulation and execution of operational policies. This support shall include assisting the appropriate MRDC office in applying management and accountability measures to ensure that the sponsor office can verify that program objectives and requirements are met. Project management includes, but is not limited to, initiating, planning, executing, and closing projects performed. In addition, ensuring cross program integration of individual projects and effective communications will be critical to overall program success. The Contractor shall assist with organizing, facilitating, and/or participating in conferences, events, and meetings. 2.1.2.7 Impact to Operations Study Reports – The Contractor shall, as needed, study issues which may have impacts to current or future operations. This includes issues that may adversely affect any DRUs ability to meet operational goals and objectives. This also includes issues that impact all MRDC missions. 2.2. Objective 2 – Strategic Consulting Provide executive consultant services and recommendations to the Commanding General, Civilian Deputy to the Commanding General, Chief of Staff, the Secretary of the General Staff (SGS), and USAMRDC headquarters principals and the Director of PPAE. Senior Consultant/Advisor will provide MRDC Senior Leaders with guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with Department of Defense and Army level processes at the strategic level. Support MRDC Senior Leaders in External HQDA and DoD level forums and meetings with DoD and Army Senior GOs and Executives. Work with MRDC Senior Leaders, MRDC HQ staff and DRUs to translate and align high level DoD and Army guidance to MRDC priorities and mission. Provide advice to MRDC Senior Leaders on MRDC processes in comparison to the corresponding DoD and Army level processes to ensure MRDC is fully capitalizing on opportunities to communicate and compete our capabilities and programs to the DoD and Army. Provide advice to MRDC Senior Leaders on organizational alignment and workforce management to achieve the organizational transformation required to better align to DoD and Army stakeholder demands and requirements. 2.2.1. Key Task 3: The Contractor shall provide executive consultant services and recommendations to USAMRDC Senior Leaders, to include CG, DCG, Chief of Staff (CoS), the Secretary of the General Staff (SGS), and USAMRDC HQ Principals and the Director of PPAE. 2.2.2. Key Task 4: The Contractor shall provide guidance and advice on organizational transformation, organizational transition, strategic planning, workforce management, organizational process and integration with DoD and DA level processes at the strategic level. 2.2.3. Key Task 5: The Contractor shall support USAMRDC Senior Leaders in external DA and DoD level forums and meetings with DoD and Army Senior General Officers (GOs) and Executives. 2.2.4. Key Task 6: The Contractor shall collaborate with USAMRDC Senior Leaders, USAMRDC HQ staff and the DRUs to translate and align high level DoD and Army guidance to USAMRDC priorities and mission. 2.2.5. Key Task 7: The Contractor shall advise USAMRDC Senior Leaders on USAMRDC processes in comparison to the corresponding DoD and Army level processes to ensure USAMRDC is fully capitalizing on opportunities to communicate and compete USAMRDC capabilities and programs to the DoD and the Army. 2.2.6. Key Task 8: The Contractor shall advise USAMRDC Senior Leaders on organizational alignment and workforce management to achieve the organizational transformation required to better align to DoD and Army stakeholder demands and requirements.