36A77618Q9138-002.pdf

PERFORMANCE WORK STATEMENT

DEPARTMENT OF VETERANS AFFAIRS

Veterans Health Administration

South Texas Veterans Healthcare System

Project Title:

San Antonio Initial Outfitting, Transition & Activation IDIQ

Consolidated Lease Project

Date:

August 10, 2018

PWS Version Number:

i

TABLE OF PERFORMANCE WORK STATEMENT MODIFICATIONS:

Mod #

DATE OF

CHANGE:

AFFECTED PWS

SECTION: DESCRIPTION OF CHANGE:

CHANGE

MADE BY:

ii

Table of Contents

1.0. Objective

2.0. Introduction

3.0. Background

4.0. Scope

5.0. Applicable Documents

6.0. Contract Type

6.1. Pricing

7.0. Non-Personal Services

8.0. Organizational Conflict of Interest

9.0. Period of Performance

10.0. Location and Hours of Work

11.0. Travel

12.0. Contractor Personnel, Disciplines, and Specialties

12.1. Key Personnel

12.2. Employee Identification

12.3. Conduct of Personnel

13.0 Contract Kick-Off Meeting

14.0. Specific Tasks

14.1. General

14.1.1. Predefined Tasks/Deliverables

14.1.2. Undefined Tasks/Deliverables

14.2. Description of Services

14.2.1. Comprehensive Project Management Support Services

14.2.2. Comprehensive Interior Design and Space Planning Services

14.2.3. Comprehensive Furniture, Fixtures, and Equipment (FF&E) Planning Support

14.2.4. Acquisition Services

14.2.5. Activation Support Services

14.2.6. Concept of Operations (CONOPS) and Transition Services

14.2.7. Relocation Services

14.2.8. Warehousing and Warehousing Management Services

14.2.9. Delivery, Installation, Testing and Training Services

14.2.10. Training and Simulation

14.2.11. Technical Request for Information (RFI) Assistance

14.2.12. Final Turnover, Close-out, and Post Occupancy Evaluation (POE) Services

14.2.13. Strategic Communication (STRATCOM) Support Services

14.2.14. IT/IM Planning Support

14.2.15. Information Technology

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14.2.16. Biomedical Planning, Execution and Quality Assurance

15.0. Deliverables

15.1. Deliverable Formatting:

15.2. Files

15.3. Government Submission Reviews

16.0. Records Management:

17.0. Contract Authority

18.0. Contracting Officer’s Representative

19.0. Business Relations

19.1. Contract Management

19.2. Contract Administration

19.3. Personnel Administration

19.4. Subcontract Management

19.5. Employee Identification

19.6. Inherently Governmental Functions

19.7. Non-Personal Service

20.0. Invoicing

20.1. Mandatory Electronic Invoice Submission

21.0. Coordination with Other Contractors

22.0. Government Furnished Materials

22.1. Government Furnished Property, Equipment and Services

22.1.1. Government Furnished Property (GFP)

22.1.2. Government Furnished Property Close Out

22.1.3. Use of Government Furnished Property

22.2. Administration of Government Furnished Property

22.2.1. Property Management Plan

22.2.2. Inventory of Government Furnished Property

22.2.3. Reporting of Government Property

22.2.4. Loss, Damage, Destruction or Theft of Government Property

23.0. Quality Assurance

23.1. Government Surveillance

23.2. Government Remedies

23.3. Quality Control

23.4. Performance Metrics

24.0. Special Requirements

24.1. Security and Safety

24.1.1. Position/Task Risk Designation Level(s)

iv

24.1.2. Contractor Personnel Security Requirement Responsibilities

ADDENDUM A – ADDITIONAL VA REQUIREMENTS, CONSOLIDATED

ADDENDUM B - VA INFORMATION AND INFORMATION SYSTEMS SECURITY/PRIVACY LANGUAGE VA HANDBOOK 6500.6, APPENDIX C, MARCH 12, 2010

GLOSSERY OF ACRONYMS

1.0. Objective

The purpose of this acquisition is to provide the U.S. Department of Veterans Affairs (VA), Veterans Health Administration (VHA) with Initial Outfitting, Transition, and Activation (IOT&A) services for the South Texas Veterans Healthcare System (STVHCS). The objective is to have the IOT&A project complete by first day of clinical services, projected September 2021.

2.0. Introduction

A National Activations Office (NAO) was approved by the Under Secretary of Health in Fiscal Year 2012 to serve as a focal point for VHA medical facility activations. Activation is defined as the process of identifying, planning, managing, and executing the logistical and operational requirements to bring a new medical center into full planned operations. The medical center assigns VHA staff to an Activation Team which is responsible for managing the Activation Project and ensuring the medical center is in full planned operations on “Day One” (the first day clinical services are scheduled to be available to Veterans). Contractor services are often required to support the medical center's Activation Team.

3.0. Background

This project will replace and consolidate the existing Frank Tejeda Outpatient Clinic, two annex leases, three specialty care clinic leases and one contract clinic. This lease consolidation project is a unique and ambitious effort that represents a fundamental shift in how we deploy health care to Veterans in the San Antonio Metropolitan area and is a giant step closer to reducing lease and operating costs and meeting our commitment to our Veterans now and into the 21st century.

This project will right-size Primary Care, and Mental Health footprints; Consolidate Medical-Surgical specialties, diagnostics services, Dental, Eye, Women's Health, Radiology, and VBA under one roof; Create numerous efficiencies through centralized services and delivery of coordinated health care; Save money with a single combined lease, and operating expenses; Reduce security risks and incorporate green initiatives; Deliver superior health care in emerging and existing markets. Close significant utilization and space gaps in Primary Care and Mental Health, specialty and diagnostic service and incorporate implementation of the new health care delivery model. This project will also include surface parking or parking garage depending on location and availability of land. Consolidation will optimize the VA’s Capital Portfolio, improve administrative efficiencies in nearly every service; including, Primary Care, Specialty Care, Housekeeping (EMS), Logistics, etc. Primary Care and Mental Health services and VHAs partnership with the VBA. Will Integrate outpatient ambulatory surgery and expand outpatient Imaging MRI, CT, ultrasound, and plain film Radiation Oncology, Brachytherapy, most radio surgery and allow right sizing at parent facility (ALMD).

The total net usable square footage (NUSF) of this project is 190,800. Services included in the lease are:

• Administrate Space

• Dental

• EMS

• Eye

• Pathology & Laboratory

• Pharmacy

• Police

• Radiology

• Supply Processing & Distribution (SPD)

• Canteen

• Voluntary

• Primary Care

• Mental Health

• Veteran Benefits Administration (VBA)

• Surgery

• Pain

• Office of Information & Technology

• Engineering

4.0. Scope

The Contractor will conduct all necessary planning and IOT&A activities in accordance with the Performance 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, activating, outfitting, and transitioning the staff and Veterans/patients associated with the project during FY18 through FY22. The scope of this services acquisition includes compatible comprehensive project management, comprehensive interior design development, comprehensive equipment planning, acquisition support services, transition and relocation services, receipt, storage and warehousing of new and existing equipment; FF&E Database management, installation (non-construction related integration), technical inspection, training/simulation for equipment/systems, meeting facilitation services, technical request for information assistance, information technology installation, assembly and other IT related services, biomedical services and final turnover, closeout and post–occupancy evaluations for identified leasing projects. North American Industry Classification System (NAICS) code for these services is 541614, Process, Physical Distribution, and Logistics Consulting Services.

5.0. Applicable Documents

Applicable documents are listed below. Additional documents may be listed in individual Task Orders (TO). Contractor shall use the most current versions of all applicable documents listed below.

A. 44 U.S.C. § 3541, “Federal Information Security Management Act (FISMA) of 2002”

B. Federal Information Processing Standards (FIPS) Publication 140-2, “Security Requirements for Cryptographic Modules”

C. FIPS Pub 201, “Personal Identity Verification of Federal Employees and Contractors,” March 2006

D. 5 U.S.C. § 552a, as amended, “The Privacy Act of 1974”

E. Public Law 109-461, Veterans Benefits, Health Care, and Information Technology Act of 2006, title IX Information Security Matters

F. 42 U.S.C. § 2000d “Title VI of the Civil Rights Act of 1964”

G. VA Directive 0710 Personnel Security and Suitability Program dated May 18, 2007 (https://www.voa.va.gov/)

H. VA Directive 6102 (Internet/Intranet Services) (https://www.voa.va.gov/)

I. Health Insurance Portability and Accountability Act (HIPAA); 45 CFR Part 160, 162, and 164; Health Insurance Reform: Security Standards; Final Rule dated February 20, 2003

J. VHA Security Handbook 1600.01, Business Associate Agreements (https://www.voa.va.gov/)

K. 36 C.F.R. Part 1194 “Electronic and Information Technology Accessibility Standards,” July 1, 2003

L. Office of Management and Budget Circular A-130, “Management of Federal Information Resources’, November 28, 2000

M. U.S.C. Section 552a, as amended

N. Title 32 CFR 199, “Civilian Health and Medical Program of the Uniformed Services (CHAMPUS)”

O. An Introductory Resource Guide for Implementing the Health Insurance Portability and Accountability Act (HIPAA) Security Rule, October 2008

P. Sections 504 and 508 of the Rehabilitation Act (29 U.S.C. Section § 794d), as amended by the Workforce Investment Act of 1998 (P.L. 105-220), August 7, 1998

Q. Homeland Security Presidential Directive (12) (HSPD-12), August 27, 2004

R. VA Directive 6500, “Managing Information Security Risk: VA Information Security Program,” September 20, S. VA Handbook 6500, “Risk Management Framework for VA Information Systems – Tier 3: VA Information Security Program,” March 10, 2015

T. VA Handbook 6500.1, “Electronic Media Sanitization,” March 22, 2010.

U. VA Handbook 6500.2, “Management of Data Breaches Involving Sensitive Personal Information (SPI)”, January 6, 2012

V. VA Handbook 6500.3, “ASSESSMENT, AUTHORIZATION, AND CONTINUOUS MONITORING OF VA INFORMATION SYSTEMS,” February 3, 2014.

W. VA Handbook, 6500.5, Incorporating Security and Privacy in System Development Lifecycle,” March 22, X. VA Handbook 6500.6, “Contract Security,” March 12, 2010

Y. Federal Travel Regulation (FTR) (www.gsa.gov/federaltravelregulation)

Z. VA Directive 6508, Implementation of Privacy Threshold Analysis and Privacy Impact Assessment, October 15, 2014

AA. VA Handbook, 6300.1, Records Management Procedures, March 24, 2010

BB. VA Handbook 7002/1 Logistics Management Procedures

CC. VHA DIRECTIVE 1761(1)/Supply Chain Inventory Management

DD. Medical Device Isolation Architecture (MDIA) 2015 Guidance, Version 7.0

EE. Medical Device Isolation Architecture (MDIA) 2015 Guidance, Version 7.0

FF. VA Directive 6404, VA Systems Inventory (VASI)

GG. HISD Medical Device Protection Program (MDPP) National Cyber Security Risk Assessment for VHA Networked Medical Devices, Version 2.1

HH. ANSI/EIA/TIA 568B Commercial Building Telecommunications Wiring Standard

II. VA Handbook, 0730/4, Security and Law Enforcement, March 29, 2013

JJ. U.S. Department of Veterans Affairs, Office of Construction & Facilities Management, Physical Security Design Manual for Life-Safety Protected Facilities, January 2015

KK. U.S. Department of Veterans Affairs, Office of Construction & Facilities Management, Physical Security Design Manual for Mission Critical Facilities, January 2015

LL. MIL-STD-1691 Construction and Material Schedule for Military Medical, Dental, Veterinary and Medical Research Laboratories, December 1, 2016 (https://ms1691.facilities.health.mil/milstd1691/#/)

MM. 44 U.S.C chapters 21, 29, 31 and 33; Freedom of Information Act (5 U.S.C. 552); Privacy Act (5 U.S.C. 552a);

36 CFR Part 1222 and Part 1228.

NN. Architectural Barriers Act Accessibility Standards (ABAAS) including VA supplement, PG-18-13 Barrier Free Design Standard https://ms1691.facilities.health.mil/milstd1691/#/

OO. VA PG-18-14 Room Finishes, Door, and Hardware Schedule

PP. VA PG 18-4 Standard Details and CAD Standards

QQ. VA H-18-8 Seismic Design Handbook

RR. VA Signage Design Guide https://downloads.va.gov/files/CFM-TIL/signs/

SS. VA BIM Standard

TT. International Building Code (IBC)

UU. NFPA 10: Standard for Portable Fire Extinguishers

VV. NFPA 70: National Electrical Code (NEC)

WW. NFPA 72: National Fire Alarm and Signaling Code

XX. NFPA 101: Life Safety Code

YY. International Plumbing code (IPC)

ZZ. Occupational, Safety, and Health Administration (OSHA) Standards

AAA. Project Management Body of Knowledge (PMBOK)

BBB. Federal Acquisition Regulation

CCC. Veterans Affairs Acquisition Regulation

6.0. Contract Type

A single award Indefinite Delivery/Indefinite Quantity (IDIQ) contract will be awarded for performance-based services.

TOs will be awarded individually using either a Performance Work Statements (PWS) or Statement of Objectives (SOO).

This IDIQ is a 100% Service Disabled Veteran Owned Small Business (SDVOSB) set-aside under Federal Acquisition Regulation (FAR) Parts 12, 13 and 37.

6.1. Pricing

Tasks will be priced at the TO level using established labor rates. Labor rates will be established at the IDIQ level using the awarded Labor and Rates Matrix, which is based upon the “Activation TEP Calculation Workbook” Tab ”2- Labor Rate Table”. The Contractor shall include any escalation in labor rates necessary to propose pricing for all TOs for every out-year of the IDIQ contract. Any deliverables identified as Other Direct Costs (ODCs) will be proposed on an at-cost basis. Travel costs will be included as determined necessary.

7.0. Non-Personal Services

In accordance with FAR 37.104 and 5 U.S.C. 3109, this requirement has been determined to be a non-personal services contract. A non-personal services contract is a contract under which the Contractor personnel providing the services are not subject to continuous Government supervision and or control, either by the contract's terms or by the manner of its administration.

8.0. Organizational Conflict of Interest

Per FAR Subpart 9.5, Organizational Conflict of Interest, due to the requirement of the Contractor providing acquisition support services for Furniture Fixtures and Equipment (FF&E) and the possibility that any FF&E may be available through the prime Contractor or its subcontractors, which may be regarded as a potential conflict of interest as seen by the Contracting Officer (CO), neither the prime Contractor nor its subcontractors or consultants may participate as an offeror, subcontractor, or consultant on any procurement of FF&E conducted by the prime Contractor or its subcontractors/consultants under this contract.

https://downloads.va.gov/files/CFM-TIL/signs/

9.0. Period of Performance

This IDIQ contract will have a maximum ordering period of five (5) years from date of award. A specific period of performance will be set under each individual TO.

10.0. Location and Hours of Work

This PWS requires work to be performed offsite at Contractor provided office space or alternate work site(s) (i.e., the warehouse, old clinic space, VA Medical Center Campus). Normal workdays are Monday through Friday, except US Federal Holidays. Typical work days are eight (8) hours per day, forty (40) hours per week. Core hours of work are from 0800 to 1630 daily. All contract employees are expected to be available during core hours. Work shall not take place after normal working hours, on weekends, or on Federal holidays unless specified at the TO level by the site COR. Some weekend hours are expected (i.e., inventory services).

The ten (10) Federal holidays set by law (USC Title 5 Section 6103) that the VA observes are as follows:

• Six (6) Federal holidays are set by day of the week and month:

(1) Martin Luther King's Birthday - Third Monday in January

(2) Washington's Birthday - Third Monday in February

(3) Memorial Day - Last Monday in May

(4) Labor Day - First Monday in September

(5) Columbus Day - Second Monday in October

(6) Thanksgiving - Fourth Thursday in November

• Four (4) Federal holidays are set by date. If any of these dates fall on a Saturday, the Friday before shall be observed as a holiday. If any of these dates fall on a Sunday, the following Monday shall be observed as a holiday.

(1) New Year's Day - January 1

(2) Independence Day - July 4

(3) Veterans Day - November 11

(4) Christmas Day - December 25

11.0. Travel

Travel shall be in accordance with individual TO requirements. Firm-fixed-price (FFP) or cost-reimbursable (CR) travel will be funded at the TO level, if requested.

For FFP, travel estimates shall be included in any FFP line items. Pre-approval by the COR is not necessary for FFP travel.

For CR travel, travel costs subject to reimbursement are limited to travel occurring at the direction of the Government, performed in conjunction with a specific requirement for a trip authorized in the TO. Travel shall be reflected on the TO as a separate, reimbursable line item with a Not to Exceed (NTE) total expenditure. Travel will be requested, approved, and reimbursed in accordance with the TO. The Government will not reimburse any living or relocation costs of Contractor employees. It is the responsibility of the Contractor to mobilize employees and pay living expenses for non-local employees. Reimbursement for travel is limited to that required in the performance of the contract, and specifically requested by the Government. All travel shall be in accordance with the Federal Travel Regulations (FTR).

Local travel, within a 50-mile radius from the place of performance or the relocation of Contractor personnel from other geographic areas for the purpose of staffing a TO is considered the cost of doing business and is not subject to reimbursement. The Government will not pay travel charges for travel to and from the Contractor employee’s home and Government office or to and from one company building to another. Travel beyond a 50-mile radius of the Contractor’s facility are authorized for reimbursement on a case-by-case basis and must be pre-approved by the Contracting Officer’s Representative (COR) via the Travel Authorization Request (see Attachment B to the contract). For any CR travel, the

Contractor must obtain written approval from the VA COR BEFORE any travel begins, utilizing the Travel Authorization Request. Other documents or e-mails will not be accepted as pre-approval. Travel and per diem expenses will be reimbursed on an actual expenditures basis in accordance with FTR and FAR 31.205-46. Travel that occurs without written pre-approval will not be reimbursed. To be reimbursed for travel, the Contractor shall submit supporting documentation as required by FTR with invoices. FTR requires for any temporary travel destination you must provide a receipt to substantiate your claimed travel expenses for lodging and a receipt for any authorized expenses costing over $75 (FTR 301-11.25). Expenses for subsistence and lodging will be reimbursed to the Contractor only to the extent where an overnight stay is necessary and authorized by FTR in effect at the time of the stay for the specific location.

Approval for rental vehicles is discouraged and will be approved on an individual basis. Additional information can be found at: http://www.gsa.gov/ftr.

The total estimated number of trips, anticipated locations, and estimated duration of trips will be detailed in support of individual TO requirements as provided in the table below:

Destination

Approximate Number of Trips Per Period of Performance

Approximate Number of Contractor Personnel Required Per Trip

Approximate Number of Days Per Trip

TBD at TO level TBD at TO level TBD at TO level TBD at TO level

12.0. Contractor Personnel, Disciplines, and Specialties

The Contractor shall provide the necessary qualified personnel, materials, resources, and infrastructure to manage, perform, and administer the contract. The Contractor shall accomplish the assigned work by employing and utilizing the identified key personnel with appropriate combinations of education, training, and experience as well other identified personnel with education and experience appropriate for the task assigned. The Contractor shall ensure the labor categories as defined in the Labor and Labor Rates Matrix, and man-hours utilized in the performance of each TO deliverable line item issued here under will be appropriate to accomplish the task.

TOs will require personnel experienced with the following labor disciplines: Project Management, Clinical Operations, Facility Planning, Systems Engineering, Fire Protection, Data Management, Interior Design, Space Planning, Medical Equipment, Transition/Relocation, Low Voltage Systems, Information Management/Information Technology (IM/IT), Logistics, Procurement, and Biomedical Equipment.

The personnel should have experience with hospital projects and have the appropriate educational background, certifications, and experience to demonstrate expertise in their field. The CO reserves the right to determine whether the team members meet the requirements of the contract.

The Contractor shall include a designated Project Manager (PM) serving as the Government's primary point of contract and responsible individual for overall coordination and scheduling of the contract team's work.

12.1. Key Personnel

The personnel identified herein are considered essential to the work being performed. In the event changes to key personnel are required during the performance of this contract, replacement key personnel must meet or exceed the experience and qualifications of the individual the Contractor included in its proposal submittal. Prior to substituting, removing, replacing, or diverting any key personnel, the Contractor shall notify the COR and CO 10 working days in advance. The Contractor shall submit to the COR and CO the resume of the replacing individual that demonstrates skills and background at least equivalent to those of the individual the Contractor included in its proposal. The COR will evaluate the replacing person's resume to determine the experience and qualifications of the http://www.gsa.gov/ftr replacement are equal or exceed those of the person's resume submitted with the Contractor's proposal for that position.

For the purposes of this contract, key personnel are listed below with minimum qualifications as identified in the solicitation:

• Project Manager

- A minimum of five (5) years of experience in Project Management

- A minimum of three (3) years of experience in healthcare initial outfitting, transition, and activation services

- Certified Project Management Professional (PMP). Other certifications the offeror believes to be equivalent may be provided and the Contracting Officer will determine its equivalency.

- Experience in activating Federal healthcare facilities

- Well versed in healthcare infrastructure, operations, and/or practice and have direct experience in transition activities

• Senior Transition Planner

- A minimum of three (3) years of experience in transition planning and relocation services on multi-phased healthcare projects

- Experience in Federal healthcare setting

- Well versed in conceptual advance planning, identifying occupancy milestones, detailed implementation planning and move sequencing, preparation and setup, compiling documents of detailed move plans for each department impacted, relocation execution, lessons learned documentation and post-move cleanup

• Senior Designer

- A minimum of five (5) years of experience in healthcare facility design

- National Council for Interior Design Qualification (NCIDQ) Certification o or American Academy of

Healthcare Interior Designers (AAHID) certification

- Well versed in healthcare operations and related furniture, fixtures, casework/case goods and signage, and be able to translate requirements into design/construction/installation documents

• Medical Equipment Planner

- A minimum of five (5) years of experience in medical equipment planning and implementation

- Experience in Federal healthcare setting

- Well versed in healthcare operations and related medical equipment and systems, and be able to translate requirements into design/construction/installation documents

12.2. Employee Identification

All Contractor employees working at a Government facility shall wear company Identification and/or Government issued identification to distinguish themselves as Contractor personnel. When conversing with Government personnel during business meetings and over the telephone, Contractor employees shall identify themselves as such. Where practicable, Contractor employees occupying space within a Government facility should identify their workspace area with their name and company affiliation. When communicating with other Contractors or businesses relative to market research or acquisition planning services required under this contract, the Contractor Employee shall state that the purpose of the communication is to conduct market research on behalf of the Government for the activation of the applicable project.

12.3. Conduct of Personnel

The CO may require the Contractor to remove from the job site any employee working under this contract for reasons of misconduct, security violations, or found to be or suspected to be under the influence of alcohol, drugs, or other incapacitating agents. Contractor employees shall be subject to dismissal from the premises upon determination by the CO that such action is in the best interests of the Government. Such removal from the job site or dismissal from the premises shall not relieve the Contractor of the requirement to provide sufficient personnel to perform the services as required by this contract.

13.0 Contract Kick-Off Meeting

The Government activation team will schedule an onsite Kick-Off meeting for this IDIQ after award. Attendees must include the Contractor, key stakeholders and subject matter experts, NAO Program Manager, COR and the CO. The Contractor, in collaboration with the COR and CO, shall coordinate dates and an agenda. The COR will attempt to include the Resident Engineer to complete a gap analysis of the construction project and the activation project during the kick-off. If not feasible, a gap analysis will be scheduled later. The Contractor is to provide an agenda to all attendees prior to the meeting. The Contractor is to provide meeting minutes within five (5) business days after the Kick-Off meeting. At the Kick-Off meeting, the Government will discuss administrative functions (i.e., security background process, reporting, COR responsibilities, invoicing, deliverable submission process), and contractual expectations. The Contractor shall be prepared to present the details of the intended approach, work plan, and project schedule, as well as make personnel introductions and have the opportunity to clarify contract requirements and expectations. A contract gap analysis may be a topic of discussion depending on relevant attendees. If an on-site Kick-Off meeting is not feasible, a teleconference may be set up.

14.0. Specific Tasks

14.1. General

Each project requires a multi-disciplinary team that may include transition, medical and on-medical equipment and supplies, clinical expertise, logistical, architectural & engineering, interior design, and information management/information technology (IM/IT) planning and services for the STVHCS. Each project will be clearly defined at the TO level along with specific tasks and deliverables.

The Predefined tasks described below do not encompass all potential tasks/deliverables that may be included at the TO level. Additional Undefined tasks may be identified at the TO levels that are determined to be within the IDIQ Scope of Work. Due dates of deliverables and quantities will be determined at the TO level. The Government makes no guarantee that all tasks or deliverables will be ordered throughout the ordering period.

14.1.1. Predefined Tasks/Deliverables

The deliverables described associated with the tasks below as predefined are specific in nature. Individual TOs may encompass more than one specific requirement listed below. Deliverables are not mutually exclusive to one specific task; a deliverable may be required across multiple tasks.

14.1.2. Undefined Tasks/Deliverables

Individual TOs may encompass more than one undefined task/deliverable. The details for undefined tasks/deliverables will be provided for in the TO requirements. These tasks/deliverables are not mutually exclusive and may apply across multiple requirements. To facilitate the award of TOs under this section, the Government will issue a Request for Quotation (RFQ) that will include a detailed PWS or SOO with specific tasks and deliverables. The RFQ will require the Contractor to provide the appropriate labor mix using the Labor and Labor Rates Matrix awarded in this IDIQ. The result will be a firm-fixed price TO award.

14.2. Description of Services

14.2.1. Comprehensive Project Management Support Services

Provide all comprehensive Pre-planning and Activation Project Management Services integral to the execution of tasks ensuring effective, efficient, and timely completion of contracted services. The Contractor shall utilize Project Management Institute (PMI) best practices to manage cost, schedule, quality, risk and resources. The Project Manager shall not be reassigned without notification to the CO. The Project Manager may be required to be onsite as required per TO and lead all design meetings, user group meetings, executive briefs, installation activities and project closeout.

Service may include the preparation of various professional reports and presentations, including verbal, graphic, tables, slides, and photographs of projects.

Project Plans, Schedules, and Reports:

The Contractor shall support the STVHCS Activation Team’s planning, scheduling, and reporting requirements. The Contractor is responsible for developing an Activation Project Management Plan which includes significant task details, critical path information, responsibilities, and costs. The Contractor is also responsible for developing an IMS which integrates activation activities, Activations Project Schedule, Construction Project/schedule, VA information technology project/schedule, etc. The Contractor shall provide digital copies of all final project schedules, reports, and plans on disc (or other agreed upon delivery method) at the conclusion of the project to the CO and the COR.

In managing the IMS, 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 this PWS, and certain IMS 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, CO and COR. Upon the Government's acceptance of the schedule deviation, the Contractor shall prepare and submit for approval a revised IMS.

In the event a schedule deviation impacts the period of performance of this contract, 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. The Contractor shall document lessons learned throughout the project in the monthly status report.

Contract Share Site for Information Sharing:

The Contractor shall maintain and develop 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.

Meeting Facilitation Services:

The Contractor shall provide group facilitation services to key stakeholders and work groups for meetings required to perform activation PWS tasks. Key stakeholders include, but not limited to, Activation Team Members and Program Support Staff from Facilities, Logistics, Medical Maintenance, the Construction Contractor, sub-contractors, specialty consultants, designers, and other project-related Government and Medical Staff as necessary. At a minimum, each department will constitute a workgroup. 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. The Contractor shall coordinate meetings, and facilitate the groups to assess, analyze, recommend and document solutions as developed jointly by the Contractor and the stakeholders and/or group members.

The Contractor shall be responsible for coordinating and planning. The Contractor shall coordinate the meeting locations and audio/visual support as needed for these meetings with the COR. The COR will finalize arrangement with the facility for rooms and audio/visual support. For meetings requiring teleconferencing capability, the Contractor shall provide the teleconferencing service and call-in numbers, and host the meetings.

The Contractor shall not meet with any end users, the A/E firm, the construction Contractor, etc. without first coordinating with the COR and VA PM.

The Contractor shall assure that all appropriate personnel are invited to attend each meeting either telephonically or in person. The Contractor’s PM should be available to attend all requested meetings in person, unless other arrangements have been approved by the COR prior to the meeting. Beyond the Contractor’s Project Manager, the total number of personnel required to attend meetings to support successful execution of the work for any given meeting is to be determined by the Contractor. The Contractor shall notify the COR and/or Government PM in instances where services are habitually absent or late in responding to RFIs.

Any additional and specific task(s) associated with this type of work will be identified and qualified in each individual TO. Tasks include but not limited to:

• Develop the Integrated Master Schedule (IMS)

• Develop individual service Project Schedules in collaboration with the local service, and integrate with the IMS

• Facilitate and/or document User Group Meetings to develop activation FF&E requirements

• Develop the Activation Project Management Plan

• Provide data management services to include electronic devices, software licenses, & maintenance for devices and software

• Develop and maintain Share Site as required

• Schedule and document meetings in centralized location

• Prepare, distribute and post meeting minutes and sign in sheets/rosters for all meetings facilitated by the Contractor in a centralized location.

• Facilitate meetings as needed.

• Facilitate for project management services

• Facilitate for inventory support services

• Facilitate for furniture, artwork and all other interior design services

• Facilitate for equipment and medical equipment support services

• Facilitate for IM/IT planning support services

• Facilitate for Request for Proposal/Request for Information development support services

• Facilitate transfer of data as needed between all stakeholders

• Facilitate all project status meetings

• Facilitate and coordinate the storage and collection of all data related to the project

COMPREHENSIVE PROJECT MANAGEMENT DELIVERABLES

DELIV. # DELIVERABLE DESCRIPTION

001 Activation Project Schedule

Contractor shall develop and update a detailed activation project schedule. The Activation Project Schedule shall track all major milestones to demonstrate effective management and execution of the project by the Contractor, illustrate timely performance, and identifies delays or potential delays to the project. The Activation Project Schedule shall include dates from the construction schedule through Day One, and project closeout. The schedule shall identify key tasks, start and completion dates, duration of tasks to be completed by the Contractor to satisfy the requirements of the PWS. The Contractor shall annotate any schedule deviations in monthly updates.

002 Individual Service Project Schedules

Contractor shall develop a detailed Individual Service Project Schedule created from the Activation Project Schedule to provide individual reports to specific services.

The details included in the Activation Project Schedule shall also be included in the Individual Service Project Schedules.

003 Integrated Master Schedule (IMS)

The IMS shall be a color coded, time-lined graphic which marks the start and end dates of major element or sub-element milestones/gateway of construction which may impact the start, duration, or completion date of scheduled IOT&A tasks, shows major start and end dates of milestone/gateway events for purchased items, shows scheduled activities in activating or approving building systems and support contracts, and shows IOT&A events which may be impacted by schedule acceleration or slippage by others. A complete IMS will include and demonstrate all construction milestone/gateway dependencies with both Government and Contractor IOT&A-related processes from contract award to the completion of the contract itself. The IMS will include both CBOC projects. The Contractor’s IMS shall be submitted for review and approval as described in the Individual TO PWS.

004 Human Resources and Facility Staffing Plan

The Plan shall identify the number and types of positions that are recommended for hire and/or transfer from existing facility to staff the new facility. VA staffing requirements can be located at http://vaww.va.gov/ohrm/HRLibrary/Dir-Policy.htm. The plan shall be submitted with each stage of the IMS submissions.

http://vaww.va.gov/ohrm/HRLibrary/Dir-Policy.htm

005 Integrated Staff “Faces and Spaces” Program

The Contractor shall provide a program which identifies personnel, service, equipment, and location which is flexible to location and changes for the existing location in transition to the new location. The Contractor shall use the program to create a move plan and identify any special characteristics of the space. In addition, the Faces and Spaces will show reuse equipment, existing jack numbers for personnel that will be relocating, and any equipment currently connected to the VA Network that is relocating.

006 Transition Plan The Contractor shall develop and maintain a transition plan for each TO ensuring that it is updated to reflect the current status and changes as they occur throughout the life of the project. The transition plan at a minimum should address all major actions necessary for successful completion of project or as described in the TO. The transition plan should, at a minimum include a:

- Delivery and installation plan

- Government acceptance plan

- Temporary, building protection plan

- Security plan

- Sequencing and outfitting plan

- Calibration and testing plan

- Department master move schedule

- Department activity (individual service report)

- Cleaning and housekeeping plan

- Training plan

- Day in the life plan

007 Monthly Project Status Report

The Monthly Project Status report shall give an overview of the progression of the project and describe the work completed during the reporting/billing period. The report shall include status of milestone items in the master project schedule, discuss moderate to high risk items, and a summary of meetings attended. The report shall discuss any “lessons learned” during the reporting/billing period. The Monthly Project Status Report shall correlate to and be submitted with the monthly invoice. The report shall cover the same time-period as the invoice. Report shall provide a graph of equipment purchased, remaining, pending market research, approval or deferred to include percentages complete and dollar amounts.

008 Contractor Project Management Plan

The Contractor shall develop and maintain a Project Management Plan addressing the main knowledge areas as defined in the Project Management Body of Knowledge (PMBOK) as they apply to each specific TO. The Contractor’s PMP shall outline the Contractor’s execution plan with milestone schedules for performance of all work required under each TO. The plan shall define the roles, responsibilities, and accountabilities expected of key stakeholders required in the delivery of detailed tasks and milestones. These roles and responsibilities are not limited to the Contractor and include expectations of those outside the control of the Contractor to include medical facility staff, Government agencies, and other contractors. The PMP will assess risks, constraints, and uncertainties defined early in project requiring mitigation strategies for success.

009 Risk Management Plan The Contractor shall submit a Risk Management Plan. The plan shall include an itemized listing of project-specific risks, challenges and perceived problems that are anticipated to threaten the project. Risks identified shall include probability of occurrence, and level of impact. With each issue specified, the Contractor shall list their proposed solution to mitigate or resolve the risk/challenge/problem.

The plan shall cover all phases of the work. When identifying risks/solutions the Contractor should consider items in areas that may cause the project to:

• not be completed on time. Proposed execution schedule will be evaluated as part of the technical factor;

• 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.

010 Change Management Plan The Contractor shall develop and submit a Change

Management Plan for the Design and Construction Phases, with the purpose of minimizing cost and schedule risks associated with changes to the project scope. The Contractor shall identify appropriate members for a Change Management Committee, which will include key VA personnel and Contractor personnel, and may include participation by representatives of the non-VA contributors to this project. The Change Management Plan shall develop processes for submitting, reviewing, and approving or disapproving change requests. The Change Management Committee will review all change requests and make recommendations to the STVHCS Director, who is the final approval authority for all proposed changes.

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.

011 Share Site for Information Sharing

Develop and maintain a Share site for information sharing amongst all key stakeholders. The site shall be organized in a logical manner. All documentation provided at the end of the contract. Deliverables shall be clearly identified as either submittals for review or final versions that have been approved by the Government. When applicable, revisions shall be clearly marked with the revision number and date.

The site shall allow archiving of information. The Contractor shall provide digital copies of all documents stored on the site on disc at the conclusion of the project to the CO and the COR.

012 Meeting Minutes Minutes of all meetings to include agenda, attendees, discussions, action items and who is responsible, etc.

013 Meeting Facilitation Report

Report to include all meetings scheduled and facilitated.

Report should include a copy of all meeting minutes provided and proof of dissemination.

14.2.2. Comprehensive Interior Design and Space Planning Services

Provide and coordinate comprehensive interior design (CID) services or coordination of CID services, ensuring incorporation of evidence-based health care concepts. FF&E must complement any interior packages developed by the Architect/Engineer firm associated with the construction project and/or the health care facility’s standards as provided by the Government. The Contractor may be required to identify FF&E to purchase, receive and install FF&E and visual arts and/or inventory, uninstall, pack, transport and reinstall existing FF&E and visual arts in the health care facility’s current inventory identified for reuse in the new facility following approval by the COR. Design support services include developing a basis of design for the FF&E, laying in FF&E for each work area on floor plans, design reviews, developing 3D designs of space with FF&E, and preparing cut sheets for FF&E and artwork.

The STVHCS will be utilizing Attainia software (license provided by the Government for use by the IOT&A Contractor) to manage its FF&E for this activation project. The Contractor shall validate in the Attainia database all FF&E up to 100% to generic made/model. “Validating” in the sense means a generic item has been identified by a specific manufacturer and model has not yet been identified. The Contractor shall then develop the Attainia list to the “Approved” phase. “Approve” in this sense means the manufacturer and model has been selected, to include the salient characteristics of the item. The Contractor will be responsible for finalizing furniture, fixtures, and artwork with end users with the purpose of moving the items from “validated” to “approved” in the Attainia database. The Contractor shall upload and update the Attainia database. The Contractor shall coordinate with the Attainia Contractor for database training for project maintenance.

The IOT&A Contractor will be responsible for identifying salient characteristics for all FF&E with the end users and for recording in the Attainia database. This also ties in to the acquisition support services required under this PWS as the end-user identified salient characteristics will be included in “brand name or equal” procurement packages. A completed Justification and Approval (J&A) form will be required to be included in any procurement packages for any items that require a specific manufacturer or model.

The Contractor shall develop the initial design based upon the FF&E list (see Attachment C to the contract). The Contractor will lay into the drawings provided by the VA all the FF&E based upon the equipment list and program for design information. The drawings provided by VA may be limited to walls and mechanical, electrical, and plumbing (MEP) locations. The general contractor will be required to identify all MEP information necessary and timelines needed. The IOT&A contractor is to develop the make and model of all equipment with the DD2 submittal. The VA will be responsible to provide the correct POC’s for the user group meetings who has the authority to make equipment decisions, such as identification of make and model of equipment, locations for all equipment, and any J&As planned for the procurement of specified equipment. Upon completion of the Contractor's initial design (to include all furniture, equipment, medical equipment, artwork, desktop technology equipment, copiers, printers, fax machines, etc.) the Contractor shall review for code and work flow efficiency.

In addition, the Contractor shall call out in each room all utility conflicts and recommended resolutions. Items shall be color-coded on the drawings (i.e. reuse = red, construction Contractor provided = black, IOT&A installed = blue) for easy identification.

After the initial layouts have been completed, the Contractor shall send the drawings and room equipment lists to the COR for Government review and comment. The Government will have 14 days to review and comment and will return the drawings to the Contractor to update.

Activation contractors can assume that the timelines below exist for submittal reviews:

DOCUMENT FOR REVIEW SUBMITTAL TIMES

Design Development 1 Submit within 45 calendar days of award

Government review due within 15 working days

Design Development 2 Submit within 30 calendar days after VA review

Government review due within 15 working days

75% Construction Documents Submit within 45 calendar days after DD2 approval

Government review due within 15 working days

100% Construction Documents Submit within 30 calendar days after VA review

Government review due within 15 working days

User group meetings shall be scheduled approximately seven days after the Government provides the Contractor its comments to the initial design. At the user group meetings, the Contractor and Government stakeholders will go through each room and discuss the layout and equipment designed in each room.