36A77619Q0073-0002003.docx

PERFORMANCE WORK STATEMENT (PWS)

DEPARTMENT OF VETERANS AFFAIRS

Veterans Health Administration (VHA)

Mental Health Clinic, Gainesville, FL North Florida/South Georgia Veterans Health System (NF/SGVHS)

Project Title:

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

Task Order #2 Project Management Support & Activation Pre-Planning Services Date:

March 12, 2019 PWS Version Number:

2.0

1.0 BACKGROUND / INTRODUCTION

The Gainesville Mental Health Clinic is a new lease, approximately 39,932 net usable square feet (NUSF) Outpatient Clinic in the vicinity of Gainesville, FL, including 300 parking spaces. The new facility would expand VA outpatient services by closing space and utilization gaps identified in the Strategic Capital Investment Planning (SCIP) process. This project would allow needed decompression at the main Malcolm Randall VA Medical Center (VAMC) campus and move Mental Health services to the new, offsite leased location. This project would allow VA to enhance and expand these services provided to Veterans in a right-sized, state-of-the-art, energy efficient health care facility.

2.0 SCOPE OF WORK

Contractor shall conduct all necessary Planning, Initial Outfitting, Transition, and Activation (OIT&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 Gainesville Project Management Office. This task order includes comprehensive project management support services, comprehensive interior design and space planning services, CONOPS, STRATCOM, and transition planning and acquisition planning.

The CBOC ”Day One” date is expected tentatively beginning of October 2022.

3.0 PERIOD OF PERFORMANCE

The period of performance under this task order shall be 2 years from date of award.

4.0 TYPE OF ORDER

Award will be made on a Firm Fixed Price basis.

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:

Malcom Randall VA Medical Center 1601 SW Archer Road Gainesville, FL 32608

6.0 TRAVEL

The Government anticipates travel to perform the tasks associated with the effort, as well as to attend program-related meetings throughout the Period of Performance. The Government will award firm-fixed price travel for this Task Order. Pre-approval by the COR is not necessary for any travel associated with this Task Order. The estimated number of trips, anticipated locations, and estimated duration of trips in support of the tasks is to be determined by the Contractor and provided as part of the quote.

7.0 specific tasks and deliverables:

7.1 COMPREHENSIVE PROJECT MANAGEMENT SUPPORT SERVICES

The Contractor shall provide comprehensive project management support to the Malcom Randall 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 Project Manager (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 Malcom Randall 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, IT 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, CO and COR. Upon the Government's acceptance of the schedule deviation, the Contractor shall prepare and submit for approval a revised AIMS.

In the event a schedule deviation impacts the period of performance of a task order, 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.

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 task order.

1 Month from Task Order award; updated monthly

-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.

1 Month from Task Order award; updated monthly

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.

Performance Standards:

Standard: Timely Deliverables are transmitted in accorandance with the approved due dates.

AQL: 95% of Deliverables are submitted on/or before the required transmittal date.

Standard: Accessible SharePoint-like site contains project documentation completed to date.

AQL: 95% of required documents are made available within (1) one week of creation.

Shandard: Comprehensive Deliverables, Report and Meeting Minutes are complete.

AQL: 95% of required information is included in the initial draft submittal. 100% of required information is included in final submission.

7.2 COMPREHENSIVE INTERIOR DESIGN AND SPACE PLANNING SERVICES

Provide comprehensive interior design (CID) services or coordination of CID services, ensuring incorporation of evidence-based healthcare concepts. FF&E must complement any interior packages developed by the Architect/Engineer firm associated with the construction project and/or the healthcare 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, and reinstall existing FF&E and visual arts in the healthcare 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 IOTA Contractor will use Attainia software (license provided by the Government for use by the IOT&A Contractor) to manage its FF&E for this activation project. The IOTA Contractor wil validate FF&E using the Attainia license. “Validating” in the sense means a generic item has been identified by a specific manufacturer and model has not yet been identified.

The IOTA Contractor (through the use of Attainia license) will validate in the Attainia database. The IOT&A Contractor will 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 IOT&A 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 IOT&A Contract shall upload and update the Attainia database. The IOT&A 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 (Attachment C2). 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 DD2 submittal. The VA will be responsible to provide the correct points of contact for the user group meetings and the authority to make equipment decisions such as identification of make and model of equipment, locations of all equipment, and any Justifications and Authorizations (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 15 days to review and comment and will return the drawings to the Contractor to update.

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

The IOT&A contractor will provide their own basis of design room typicals, salient characteristics, data sheets, room by rooms lists, and provide to the VA thirty days after signing the lease by he VA. This is to give the general contractor’s A/E time to incorporate the provided basis of design into the first submittal back to the VA. This information may be limited to specified furniture and equipment manufacturers pre-selected as a basis of design only.

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. The IOT&A Contractor shall advise the Attainia POC to attend and participate in these meetings. Any corrections will be made at this meeting along with an update of salient characteristics for the FF&E so that the Basis of Design can be completed. Estimation is one day charrettes for each department. Once completed, a sign-off from the COR will close the effort.

The contractor shall verify the as-designed MEP will support the new design and identify any potential issues related to required utilities for planned FF&E. The contractor shall verify the design meets with applicable state, local, and federal requirements (e.g. ADA, Building Codes, NFPA 101,etc.). The Contractor shall notify the COR of any discrepancies. A gap analysis will be performed where discrepancies are identified between Concept of Operations (CONOPS), requirements, and infrastructure provided in accordance with the construction documents, with facilitation towards workable solutions. The Contractor shall develop finish selections to complement the interior design package provided by the Government. These selections shall be presented in a finalized color board.

The Contractor shall develop the artwork package. Artwork involves a detailed design process which includes selection of the artwork, sizing, and placement. Each piece of art shall be matted and framed. The design shall include the selection of the artwork, matting, glazing, and framing. Each piece of art shall be individually placed and mounted using approved security mounting. The design effort shall consider all types of artwork to include, but not limited to, donated art, recognition walls, purchased art, commissioned art, original art, installation/security, and matting/framing. Each piece of art should only be used once in the facility. The Contractor shall provide an artwork placement plan and artwork cut sheets.

Performance Standards:

Standard: Timely Deliverable(s) are completed in accordance with the approved due dates.

AQL: 95% submitted on or before due date.

Standard: Complete Deliverable(s) contain required information.

AQL: 95% of required information is included in first submittal. 100% required with the final submission.

1) Job name, number, location, and date

2) The title of the artwork and the artist’s name, manufacturer (if applicable), item number, size and room number it is to be placed

3) A picture of the proposed artwork in color. If the piece is recommended or commissioned, provide a picture or brochure showing the commissioned artist’s work.

4) Frame description and sample 2 Months after Task Order award; updated monthly

Design submittal 1 shall include:

1) Revit drawing showing typical rooms according to the TIL or existing layouts done by the A/E or based upon the IOT&A contractors room typical design which was developed using the VA TIL as a start plus any consistent changes found during the design of other projects

2) Generic Cut Sheets for all JSNs for the equipment on the drawings if selected by the VA prior to activation contractor on-board.

3) Room by room should match drawings

4) Listing of MEP needed per room to support equipment. The listing of the MEP will show recommended locations but not specifications for the MEP, like circuits, loads, amps, etc. It will be the responsibility of the A/E to size the MEP based upon the excel spreadsheet equipment list which is based upon the MEP infrastructure as specified in the MILSTD 1691.

5) Responsible party JSN matrix to show who is responsible for the different FF&E in the facility

6) Initial CONOPS report, inventory of existing FF&E, recommended re-use report which includes data sheets for any selected reuse TBD based on availability of construction schedule

1) Revit drawing showing all rooms based upon information from user group meetings and updated drawings from the A/E

2) BOD Cut Sheets for all JSNs for the equipment on the drawings if selected by the VA prior to the activation contractor on board

3) Room by Room should match drawings

4) Responsible party JSN Matrix updated to reflect updated design TBD based on availability of construction schedule

7.3 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, JSN, for all FF&E, new and potential reuse (CAT R) equipment. All FF&E shall be identified using JSN nomenclature.

Contractor to work with the local Interior Designer to plan and develop the furniture Packages, art packages and packages for any fixtures or equipment for which is required to be purchased using the mandatory VHA Environmental Programs Service (EPS) Healthcare Furniture & Services IDIQ. PCAC Templates for use are found in Attachment M, along with the Furniture IDIQ Ordering Guide.

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 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.

Performance Standards:

Standard: Comprehensive FF&E database includes all required required fields, notes and information captured during user meeting to create a historic record of FF&E change management.

AQL: 95% of FF&E changes are annotated in database reports.

Standard: Timely FF&E database will be kept up-to-date.

AQL: 95% of FF&E data base is up-to-date and reports are avialble within one week of meeting.

7.4 ACQUISITION SERVICES

The contractor shall develop the Acquisition Plan for the activation project. The Acquisition Plan shall identify, at a minimum, long lead time items, number of packages, and estimated timelines for procurement by package group. The contractor shall ensure employees performing acquisition services are well-versed in federal acquisition regulations prescribed by the Federal Acquisition Regulation (FAR) and the Veterans Affairs Acquisition Regulation (VAAR). NOTE: The number of acquisition packages has not been determined. The development of procurement packages will be defined/awarded under a separate TO.

· Identify the number of procurement packages for the project using FF&E list

· Develop an activation project acquisition plan

· Identify new items to be purchased

· Identify long lead-time items

· Identify items that require early installation

· Complete and update the JSN Reponsibility Matrix (Attachment K) Contractor to work with the local Interior Designer to plan and develop the furniture Packages, art packages and packages for any fixtures or equipment for which is required to be purchased using the mandatory VHA Environmental Programs Service (EPS) Healthcare Furniture & Services IDIQ. PCAC Templates for use are found in Attachment M, along with the Furniture IDIQ Ordering Guide.

Performance Standards:

Standard: Timely Deliverable(s) are completed in accordance with approved due dates.

AQL: 95% submitted on or before the due date.

Standard: Complete Deliverable(s) contain required information.

AQL: 95% of required information is included in the first submittal. 100% with the final submission.

TO1-033

2 Months from Task Order award; updated Monthly

7.5 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 Malcom Randall VA Medical 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.

· Human Resources Plan (HR Plan): A detailed HR Plan will define the schedule and requirements for all Human Resource requirements created from the shift of location and duties. The change in location and change in model create a need for additional staffing, changes in duties, and changes in training. The HR Plan will combine all human resource actions for each service affected by the change to the new CLC.

· 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.)

Performance Standards:

a) Standard: Comprehensive: Governance Transition Plan provides a clear roadmap for Day One operations of the activation project in line with the activation schedule AQL: No more than 5% of required information is missing on initial (draft) submittal. 100% of required information is in final submission.

b) Standard: Complete: Governance Transition Plan contains all required CONOPs, STRATCOM, and other necessary planning documents.

AQL: No more than 5% of required information is missing on initial (draft) submittal. 100% of required information is in final submission.

7.6 STRATEGIC COMMUNICATIONS (STRACTOM) 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

Performance Standards:

Standard: Timely Deliverables are transmitted in accorandance with the approved due dates.

AQL: 95% of Deliverables are submitted on/or before the required transmittal date.

Shandard: Comprehensive Plans are complete and comprehensive.

AQL: 95% of required information is included in the initial draft submittal. 100% of required information is included in final submission