36A77618Q9083-0002003.docx

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Veterans Health Administration (VHA)

VA Perry Point, Maryland VA Maryland Health Care System (VAMHCS)

Project Title:

INITIAL OUTFITTING, TRANSITION, AND ACTIVATION SERVICES (IOT&A) IDIQ

Task Order #1 Pre-Planning Services Date:

August 30, 2018 PWS Version Number:

5.0

1.0 BACKGROUND / INTRODUCTION

Perry Point VA Medical Center is building a 172,000 square foot Community Living Center (CLC) that will provide 155 beds to the Geriatric and Extended Care Program at the Perry Point Veterans Affairs Medical Center in Perry Point, Maryland. The major project is being managed out of the Office of Construction & Facilities Management (CFM) and will provide thirteen houses, a Community Center building, a connecting enclosed mall, a loading dock, and a mechanical building. Of the thirteen houses, each will have single bed patient rooms, private bathrooms within each patient room, full kitchen and living spaces. Twelve of the houses will have twelve patient rooms and one house will have eleven patient rooms. The houses and Community Center were designed to follow the Small House Model of Care. The Community Center will be two floors with many support services moving to the building for ease of use by Veterans. There are medical exam rooms and therapy areas within the bottom floor of the Community Center. The top floor will include administrative offices and a sandwich shop. There are rooms throughout the new buildings for recreational activities and a small chapel. The construction of the new CLC will be 30 months in duration. The project will be construction of a VA owned building on VA owned land. The new Perry Point CLC will consolidate the existing program into one area instead of being spread across three buildings, 14H, two floors of building 23H, and 25H.

2.0 SCOPE OF WORK

Contractor shall conduct all necessary Planning, Initial Outfitting, Transition, and Activation (IOT&A) activities in accordance with this Preformance Work Statement (PWS). The Contractor shall provide professional services to include all labor, materials, transportation, and equipment to conduct and provide IOT&A support services to accomplish the PWS tasks. The scope includes project support for planning, outfitting, and transitioning the staff and patient services associated with the Perry Point CLC activation. This Task Order (TO) includes: Comprehensive Project Management Support Services; Comprehensive Furniture Fixture and Equipment (FF&E) Planning Support; Concept of Operations (CONOPS) and Transition Planning; and Strategic Communication (STRATCOM) Support Services.

The CLC ”Day One” date is expected tentatively May 2021.

3.0 PERIOD OF PERFORMANCE

The period of performance under this task order shall be two (2) years.

In the event a schedule deviation impacts the period of performance of this TO, the Contractor shall provide in writing to the CO the reason for the delay, associated points of contact, and a request for extension. Extension requests must detail the amount of additional time required and are not automatically granted.

4.0 TYPE OF ORDER

Award will be made on a firm fixed price basis, invoiced monthly based on contractor’s Schedule of Values (SOV). The Schedule of Values is the Contractor's detailed statement allocating dollar amounts to each task required under the PWS, totaling the contract value. The SOV shall be used as the basis for submitting requests for payments. The Contractor shall bill based on the percentage of completed work for each task item monthly. The SOV shall be updated monthly to indicate the percentage of work completed during the month. The percentage of work completed on the SOV shall correspond to the information provided in the monthly status report. The SOV shall be submitted with the corresponding invoice and project status report for that month. The start/end date of the project status report shall align with the dates of the SOV and the invoice for that billing period.

Deviations or inconsistencies between the SOV, project status report, or invoice may result in rejection of the contractor's invoice for payment.

5.0 PLACE OF PERFORMANCE

Tasks under this PWS shall be performed off-site at the contractor’s facility and at the Government sites listed below. For work performed at a Government facility, contractor will be required to meet at the existing and new OPC locations, and main hospital:

6.0 TRAVEL

The Government anticipates travel under this effort to perform the tasks associated with the effort, as well as to attend program-related meetings throughout the Period of Performance. Firm Fixed Price travel is awarded according to the CLIN schedule. These costs will not be directly reimbursed by the Government.

The total estimated number of trips in support of the program related meetings for this effort is <TBD based on the TEP Workbook in the solicitation>.

7.0 specific tasks and deliverables:

7.1 COMPREHENSIVE PROJECT MANAGEMENT SUPPORT SERVICES

The Contractor shall provide comprehensive project management support to the Perry Point Medical Center is for the IOT&A tasks identified below. The Contractor shall utilize Project Management Institute (PMI) best practices to manage cost, schedule, quality, risk and resources. The Contractor shall provide expertise to support contract execution per established strategies and plans, support all program milestones, and provide support for briefings and meetings as required. The Contractor shall submit a Monthly Status Report to communicate to the VA the status of the project, progress, and lessons learned.

The PM designated to serve as the Government’s primary point of contact shall be responsible for the overall coordination and scheduling of the contract team's work. The PM shall not be reassigned without notification to the CO. The PM must be on-site to facilitate, schedule, and lead regular meetings with the Perry Point Medical Center staff, to ensure the timely and effective completion of tasks and deliverables required under each task order.

In addition to the plans, schedules, and report requirements detailed in the deliverable schedule below, the following additional guidance shall be followed for submission of the Share Site, Integrated Master Schedule (IMS), and Meeting Facilitation:

Contractor Share Site for Information Sharing: The Contractor shall develop and maintain a SharePoint-like site for project documentation and information sharing. The site or software shall be able to provide automatic email updates to designated members as new documents are uploaded or require Government review (example: Submittal Exchange). All project documentation shall be compatible with systems utilized by the medical facility and easily accessible with files downloadable by all parties. The database shall meet "for official use only" (FOUO) and sensitive but unclassified information handling requirements. The site shall be organized in a logical manner.

Project schedules, project reports, and management plans shall be shared with the Government by posting on the Contractor's SharePoint-like site. Updating shall be completed as required per the deliverable schedule and posted on the Contractor share site, unless otherwise agreed upon by the COR. Revisions to schedules and plans since the last update shall be tracked and clearly identified.

Activation Integrated Master Schedule (AIMS): The Contractor is responsible for developing and managing an AIMS. The AIMS must coordinate the Activation Project Schedule, Information Technology Project Schedule, Construction Schedule, and any other applicable milestones dates that impact the activation of the project. This entails coordination with the VA Office of Construction and Facilities Management, the construction Contractor, the Office of Information & Technology, Contracting Office(s) involved and other programs/experts as required. Services may include the preparation of various professional reports and presentations, including verbal, graphic, slides, and photographs of projects.

In managing the AIMS, the Contractor shall advise the Government of suspense dates that need to be met by the Government and/or Government Contractors to ensure on-time execution such as, but not limited to, delivery dates for items purchased by the Government, information that the Contractor needs from the Government to complete the requirements of the tasks, and certain AIMS milestone dates. The Contractor is responsible for tracking these dates and keeping the parties informed. However, the Contractor is not responsible for enforcing dates or ensuring work is completed on schedule to the extent the dates and/or work are not a requirement of the Contractor as described herein. The Contractor shall report in a timely manner any schedule deviations to the Activation Team, Contracting Officer (CO) and Contractor’s Representative (COR). Upon the Government's acceptance of the schedule deviation, the Contractor shall prepare and submit for approval a revised AIMS.

Meeting Facilitation Services: The Contractor shall schedule meetings with key stakeholders and appropriate personnel (to be identified by the Government). Where meeting frequency is not specified herein, the Contractor shall establish the meeting frequency in manner that ensures the ability to meet the requirements of the task order. Meetings include project status meetings, CONOPs meetings, planning meetings, information management meetings, user group meetings, and any additional meetings as deemed necessary by the Contractor to meet the requirements of the TO.

The Contractor shall prepare meeting agendas which shall be distributed to attendees 48 hours prior to the subject meeting. The Contractor shall prepare meeting minutes. Meeting minutes shall document the purpose of the meeting, discussions, and decisions reached. When applicable, meeting minutes shall include "ACTION ITEMS" to include a description of the item, the responsible individual(s), and due date. Meeting minutes will be distributed to attendees for review and approval.

The Contractor shall organize and conduct user-group meetings with key stakeholders and working groups across the facility to the extent required to adequately manage this activation project. A list of key stakeholders will be provided to the Contractor after award.

At a minimum, each department will constitute a working group. The Contractor may identify additional ad hoc groups as necessary. The Contractor shall guide groups to consensus by identifying requirements, facilitating group discussions, and documenting decisions as a part of the documentation of meeting minutes. The Contractor shall facilitate the groups to assess, analyze, recommend, and document solutions as developed jointly by the Contractor and the stakeholders and/or group members.

· not be completed on time;

· not finish within budget;

· generate change orders;

· result in owner dissatisfaction;

· result in poor quality of services; and/or

· any other areas identified by the IOT&A contractor Risk Management should be a regular coordination meeting agenda item to ensure Risks are being managed per the RMP. The RMP shall be updated as additional risks are identified through coordination meetings or day to day project execution.

1 Month from Task Order award; updated monthly

The Contractor shall provide a monthly report of the Change Management Committees activities, including minutes from any meetings, and maintain a running tally of all change requests, their status, and their impact on project cost and schedule.

1 month from Task Order award; updated monthly

7.2 comprehensive furniture, fixtures, and equipment (FF&E) planning support

The Contractor shall provide FF&E planning services to support the systems necessary to meet functional requirements of the facility. The Contractor shall use MILSTD 1691, Joint Service Number (JSN), for all FF&E, new and potential reuse (CAT R) equipment. All FF&E shall be identified using JSN nomenclature.

The Contractor shall utilize Attainia (license provided by the Government) to maintain update FF&E database during the activation project. The Contractor shall also validate the Integrated camera system, Robbery/Panic/Duress alarm systems, motion intrusion alarm systems (as required), Electronic Physical Access Control Systems if coded as “VC” of “VV” items.

The Contractor shall perform a physical inventory of all existing FF&E, medical equipment, and Information Management/Information Technology (IM/IT) systems. The Contractor shall assess existing FF&E for reuse in new facility by conducting a life-cycle analysis on each FF&E item from the inventory and provide this analysis to the VA with recommendations. In general, if an item has an estimated useful life of two years or more from the date of anticipated occupancy of the new facility it should be reused. The life cycle analysis shall include maintenance histories and any other information the Contractor deems relevant. The inventory reuse analysis shall be documented in a report. At a minimum, the report shall identify factors used in determining whether an item was fit for reuse, identify the items to be reused, identify the items to be dispositioned during the implementation phase, and a brief explanation of why the item is unfit for reuse.

The Contractor shall identify which items will require testing, the type of testing required, and who is responsible for performing the testing and training.

The Contractor shall identify the items that must be installed by a 3rd party vendor or OEM responsible for uninstalling/reinstalling each resuse item identified.

The Contractor shall develop a Rough Order of Magnitude (ROM) Cost Estimate for FF&E to include the cost of each item to purchase, transport, warehouse, install, test, and train, as applicable.

Task includes, at a minimum:

· Conduct a comprehensive equipment inventory of existing and new items

· Assess existing FF&E for reuse in new facility(s)

· Identify the entity responsible for purchasing each new item

· Identify the entity responsible for installing each new item

· Identify which items will require testing, the type of testing required, and who is responsible for performing the testing and training

· Maintain the Furniture, Fixtures and Equipment (FF&E) list using Attainia, and MS Excel

· Develop Rough Order of Magnitude (ROM) Cost Estimate for FF&E

7.3 concept of operations (conops) and transition planning

Provide transition planning and relocation services for the reorganization and consolidation of existing facilities and/or the opening of new facilities. Services should include all necessary actions to ensure efficient and effective transition of functions to new locations. The services may include the development of work and relocation plans and schedules; verification of critical field dimensions prior to installation; coordination of relocation plans and schedules with other professional, crafts, and trades persons; and moving and installation of existing or new equipment; FF&E, or otherwise identified items. Services should be provided and completed with maximum cost efficiency and minimum disruption to operations. The contractor shall facilitate clinic micro-CONOPS (departmental) and macro CONOPS (global: i.e. patient transport, infection control, security) that are interdependent across departments. The contractor shall meet with key stakeholders in processes that involve multiple departments throughout Perry Point VA Medical Center Community Living Center and facilitate groups to identify, determine and document key organizational CONOPS for use in the new facilities.

· Micro (departmental) level CONOPs: assess current operations, define new operations, and obtain facility approval of business practices based on new conditions in space, equipment, staffing, and operations. Includes assessing how the programmed space and design will be used in the new facility in terms of patient care delivery and best practices for patient outcomes, and document departmental hours of operation, work flow, staff work spaces, staff efficiency, egress of patients and staff, movement of equipment and supplies within the department, and safety and security for patients and staff.

· Macro (clinic wide operations) level CONOPs: assess current operations, define new operations, and obtain facility approval of business practices based on new conditions in space, equipment, staffing, and operations. Includes overall workflow assessment, departmental adjacency requirements, staffing efficiency recommendations, shared support spaces, patient transport, signage/wayfinding, staff egress, movement of equipment and supplies, safety, emergency management planning, security, infection control, and best practices.

· Information Management CONOPs: determine IT governance, determine roles and responsibilities, and review supporting infrastructure and functionality of each system; define system CONOPS, system functional and technical requirements, and identify any necessary changes to infrastructure indicated in construction drawings.

· IT/IM CONOPS: assess and determine the infrastructure required to support low-voltage systems (medical and non-medical). The contractor shall provide support to research technologies available to improve efficiency of clinic operations.

· Medical Equipment/Medical network CONOPs: determine Medical Equipment/Medical network governance, determine roles and responsibilities, and review infrastructure and functionality of each system; define system CONOPS, system functional and technical requirements, and identify any necessary changes to infrastructure indicated in construction drawings.

· Management CONOPs: management processes affecting activation activities: meet with key stakeholders involved in short, medium, or long-range IOT&A activities; identify, determine, and document best business practices for managing activities in the transition to the new building. Likely areas include equipment planning, information management, medical logistics, transition planning, and governance.

· Workflow CONOPs: looking for opportunities to optimize flexibility in the space, patient flow, material flow, and staffing to maximize efficiencies in the design.

· Transition and Preplanning Governance CONOPs: high-level requirements and processes required to accomplish activation and preplanning activities. Transition CONOPs will build upon STRATCOM and other CONOPs and details how to transition from current state to the required future state at the new facility. Transition CONOPs shall support the schedule development and acquisition, installation, and occupancy timelines. The contractor shall provide detailed transition CONOPs by functional area. The contractor shall identify key requirements and constraints that will empower or impede decision making processes, approvals, or the ability to manage well the activation activities. The contractor shall make recommendations for improvement where constraints, impediments, or other problems are identified. This information shall be documented in the Transition Plan.

· General CONOPS: Develop welcome/orientation kits for new employees, (i.e. facility maps, policies, service access, contact information, etc.)

7.4 Strategic communications (stratcom) support services

In collaboration with Health Care System leadership, provide communications with all levels of the organization, the media and other stakeholders. The contractor shall be responsible for drafting communication releases, and handling public conferences and meetings regarding the project. STRATCOM includes external and internal communications support for community outreach and engagement, media and public relations; Congressional partners, Veterans Service Organizations, medical center staff and other key stakeholders. All communications must be coordinated through the project Program Manager and/or COR prior to dissemination to include the following:

· Develop STRATCOM objectives

· Finalize STRATCOM objectives

· Strategic communications planning

· Program/Project/Change management communications for business initiatives

· Inform and educate clinical staff of project timelines

· Communicate welcome/orientation kits for Veteran patients and key stakeholders (i.e. facility maps, policies, service access, contact information, etc.)

· Provide support for and/or prepare public communications (social media, news articles)

· Media/Public Relations – press management, press releases, articles for publication

· Social media strategies and execution – Facebook, Twitter, blogs

· Webpage development and content management

· Print & electronic materials – flyers, posters, advertisements, signage, meeting/seminar support

· Graphic and visual support – E-board, etc.

· Assist with coordination/organization of ceremonies and events

· Senior officer/executive speech and presentation support

7.5 ACTIVATION SERVICES

The contractor shall perform a gap analysis where discrepancies are identified between infrastructure provided in accordance with the construction documents, with facilitation towards workable solutions. The Gap Analysis may be conducted during the initial IDIQ/Task order kick off meeting or as separate meeting when pertinent documents and key stakeholders on the Government team are available.

Subsequent submission: Updated NLT 180 calendar days prior to construction completion, and as required

8.0 PERFORMANCE STANDARDS/AQL

This section describes the Quality Assurance components for this effort. The following sub-sections provide details of various considerations on this effort.

8.1. Government Surveillance

Contractor performance is subject to surveillance by the COR to ensure compliance with this contract to include all elements of the Performance Metrics. The contract identifies two types of non-conformances: major and minor. All records of non-conformance and corrective actions will be documented in Corrective Action Reports (CAR), Quarterly Surveillance Reports, and CPARS.

8.1.1. Quality Assurance Surveillance Plan (QASP)

The Government will monitor the Contractor’s performance under this PWS in accordance with the Government QASP (see Attachment G to the contract). The Government reserves the right to alter or change the surveillance methods in the QASP at its own discretion. A Performance Based Service Assessment Survey will be used in combination with the QASP to assist the Government in determining acceptance performance levels. A Performance Based Service Assessment Survey (see Attachment G to the contract) will be used in combination with the QASP to assist the Government in determining acceptable performance levels.

8.1.2. Non-conformances

The Contractor shall identify and control non-conformances through root cause analysis, corrective actions and preventive actions. The Contractor shall focus on proactive identification and transparency of issues, and on eliminating the cause to prevent reoccurrences. The Contractor shall maintain records of non-conformities and actions taken. The Contractor shall correct and provide response to all Government-identified non-conformances in accordance with timeframes specified by the CO.

8.1.2.1. Minor Non-Conformance

A minor non-conformance is a non-conformance, which by itself does not adversely impact the overall project mission, safety of personnel and/or equipment, performance (quality), or schedule (delivery). Minor non-conformances are typically low risk, and may be communicated through a CAR form with the minor box checked.

Minor CARs are normally issued for any identified non-conformances. Second notice minor CARs are normally issued for repeat non-conformances or failing to correct issues within a reasonable amount of time or non-conformances that increases risk to one specific technical element or program. Upon receipt of a minor CAR addressing minor non-conformance, the Contractor shall complete applicable sections and return it to the CO within the time specified in the notice. A formal corrective action plan is not required for minor CARs. Minor non-conformances shall be documented in order to be used in support of a Quarterly Surveillance Report or CPAR rating.

8.1.2.2. Major Non-Conformance

A major non-conformance is a non-conformance that adversely impacts (or has the potential to impact) mission, safety of personnel and/or equipment, performance (quality), or schedule (delivery). This type of non-conformance increases risk to the Government and therefore has a risk assessment rating of moderate or high. For example, a CO may find that a situation of increasing risk exists where there are a significant number of recurring minor non-conformances creating an indication of inadequate preventive measures/actions which lowers the Government’s confidence that the Contractor can provide quality services on time.

The CO will communicate major non-conformances on a CAR form with the major box checked. A suspense date for the Contractor’s corrective action plan will be included as well as a summary of the minor CARs and documented customer complaints, if any, that have preceded this issuance. Major Non-conformances shall be documented in order to be used in support of a quarterly surveillance or CPAR rating. The Contractor shall generate a formal corrective action plan for major CARs and other documented Government complaints/concerns that will address at a minimum:

· Action taken to fix the immediate problem

· Root cause analysis of the problem to determine cause

· Corrective action on the cause of the problem

· Actions taken to prevent recurrence

Furthermore, any unresolved, validated major non-conformance issue(s) will result in less than satisfactory performance on the Contractor’s quarterly ratings, CPAR and past performance ratings.

8.1.3. Contractor Performance Assessment Reporting System

FAR 42.1502 directs all Federal agencies to collect past performance information on contracts. The VA has implemented CPARS to comply with this regulation. One or more past performance evaluations will be conducted to record the Contractor’s contract performance as required by FAR 42.15.

The past performance evaluation is a paperless process using CPARS. CPARS is a web-based system that allows for electronic processing of the performance evaluation report. Once the report is processed, it is available in the Past Performance Information Retrieval System (PPIRS) for Government use in evaluating past performance as part of a source selection action.

The Government requests the Contractor furnish the CO with the name, position title, phone number, and email address for each person designated to have access to the Contractor’s past performance evaluation(s) for the contract. Each person granted access will have the ability to provide comments in the Contractor’s portion of the report and state if the Contractor agrees with the evaluation, before returning the report to the Assessing Official. The report information must be protected as “source selection sensitive information not releasable to the public.”

When the Contractor’s Representative(s) (Past Performance Points of Contact) are registered in CPARS, they will receive an automatically-generated email with detailed login instructions. Further details, systems requirements, and training information for CPARS are available at http://www.cpars.csd.disa.mil/. The CPARS User Manual, registration for On-Line Training for Contractor’s Representative, and a practice application may be found at this site.

The Assessing Official will complete an interim or final past performance evaluation and the report will be accessible at http://www.cpars.csd.disa.mil/. The Contractor’s Representative has the option to provide comments on the evaluation, indicate if they concur or do not concur with the evaluation, sign, and then return the evaluation to the Assessing Official. The Contractor’s Representative has 60 days following the Assessing Official’s evaluation signature date to send comments. If the Contractor’s Representative sends comments within the first 14 days following the Assessing Official’s signature date and the Assessing Official or Reviewing Official closes the evaluation, the evaluation will become available in PPIRS Report Card (PPIRS-RC) within 1 day. On day 15 following the Assessing Official’s evaluation signature date, the evaluation will become available in PPIRS-RC with or without Contractor’s Representative comments and if it has been closed by the Assessing Official or Reviewing Official. If no Contractor’s Representative comments have been sent and the evaluation has not been closed, it will be marked as “Pending” in PPIRS-RC. If the Contractor’s Representative sends comments at any time prior to 61 days following the Assessing Official’s evaluation signature date, those comments will be reflected in PPIRS-RC within 1 day. On day 61 following the Assessing Official’s evaluation signature date, the Contractor’s Representative will be “locked out” of the evaluation and may no longer send comments.

The following guidelines apply concerning Contractor’s Representative use of the past performance evaluation:

· Protect the evaluation as "source selection information." After review, transmit the evaluation by completing and submitting the form through CPARS. If for some reason, you are unable to view and/or submit the form through CPARS, contact the CO for instructions.

· Strictly control access to the evaluation within your organization. Ensure the evaluation is never released to persons or entities outside of your control.

· Prohibit the use of or reference to evaluation data for advertising, promotional material, pre-award surveys, responsibility determinations, production readiness reviews, or other similar purposes.

8.2. Quality Control

The Contractor shall develop, implement, and maintain a comprehensive inspection system that assures compliance with all requirements of this contract in accordance with FAR Part 46, Quality Assurance.

The Contractor shall develop a Quality Control Plan (QCP). The QCP shall document how the Contractor will maintain an effective quality control program to ensure services are performed in accordance with the contract and this PWS. The Contractor shall develop and implement procedures to identify, prevent, and ensure non-recurrence of defective services. The Contractors QCP is how he assures himself that his work complies with the requirement of the contract.

The QCP is due within thirty (30) days after contract award. The CO may notify the Contractor of required modifications to the plan during the PoP. The Contractor then shall coordinate suggested modifications and obtain acceptance of the plan by the CO. Any modifications to the program during the PoP shall be provided to the CO for review no later than 10 working days prior to effective date of the change. The QCP shall be subject to the Governments review and approval. The Government may find the QCP "unacceptable" whenever the Contractors procedures do not accomplish quality control objective(s). The Contractor shall revise the QCP within 10 working days from receipt of notice that QCP is found "unacceptable." The QCP shall demonstrate the Contractor’s documented processes and procedures to monitor and control, to include but not limited to:

QUALITY CONTROL PLAN DELIVERABLE

Established: NTP + 30 calendar days

Subsequent submissions:

Quarterly

8.3. Performance Metrics

The table below is a summary of the Performance Metrics and Performance Standards/AQLs for the tasks associated with this contract. These metrics will be used in conjunction with the QASP to conduct contract performance surveillance.

9.0 Government Furnished Information

All procedural guides, reference materials, and program documentation for the project and other Government applications will be provided on an as-needed basis. The Contractor shall request other Government documentation deemed pertinent to the work accomplishment directly from the Government officials with whom the Contractor has contact. The Contractor shall consider the COR the final source for needed Government documentation when the Contractor fails to secure the documents by other means. The Contractor is expected to use common knowledge and resourcefulness in securing all other reference materials, standard industry publications, and related materials that are pertinent to the work.

10. Deliverables The contractor shall provide deliverables as described in the PWS. Delivery schedule for deliverables are identified in the PWS. For deliverables with a schedule yet to be determined, a mutually agreed upon schedule and/or format will be determined during the performance period. The agreed upon date must not delay the project schedule and must be tracked in the Activation Integrated Master Schedule for verification. Deliverables with a schedule and/or format to be determined are identified as "TBD" in the PWS.

Reports and documents delivered by the Contractor in performance of this contract will be considered "technical data" as defined in the applicable "Rights in Data" clause of the contract. All documentation shall reflect the latest version number, unless specifically directed otherwise by the Government. All documentation shall be prepared in accordance with standard industry practices, ensuring electronically produced documents, which reflect logical flow of material, tables of contents, indices, and page numbering.

The Contractor shall deliver documentation in electronic format unless otherwise directed in the solicitation/contract. Contractor may be required to submit deliverables using software, such as MS Word 2010/2016, MS Excel 2010/2016, MS PowerPoint 2010/2016, MS Project 2010/2016, MS Access 2010/2016, MS Visio 2010/2016, AutoCAD 2010/2016, Adobe Postscript Data Format (PDF), Adobe Acrobat Pro, Revit 2010/2016, SPEXX, Submittal Exchange or similar, and Bluebeam, unless otherwise directed in the PWS, solicitation, or contract.

The contractor is responsible for determining software needs, acquiring the software licenses, installing and maintaining necessary software throughout the project. Software licenses to be provided by the contractor for contractor use.

The unexcused failure to comply with the delivery schedule makes the contractor delinquent in performance. Such tardiness will be annotated in the Contractor's past performance evaluation.

11. SECURITY

All security requirements found in Addendum A and B of the base IDIQ, are in effect under this TO.

11.1 Position Sensitivity and Background Investigation:

Performance of tasks under this TO require access to VA facilities, information systems, and the processing of VA information.

The position sensitivity for this TO is Low. Contractor and sub-contractor employees performing work under this TO require a NACI.

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