36A77620Q0079-0002002.pdf

PERFORMANCE WORK STATEMENT

ATTACHMENT A

DEPARTMENT OF VETERANS AFFAIRS

Veteran’s Health Administration

James A. Haley Veteran’s Hospital Tampa, Florida

Project Title:

Tampa Bed Tower Phase II

Project Management Support Initial Outfitting, Transition, and Activation Services

Performance Work Statement

Date:

21 February 2020

PWS Version Number:

1.0 Objective

The purpose of this acquisition is to provide the Department of Veterans Affairs (VA), Veterans Health Administration (VHA) with Initial Outfitting, Transition, and Activation (IOT&A) services for the James A. Haley Veteran’s Hospital (JAHVH) – Tampa, Florida New Bed Tower (NBT) lease to be located at 13000 Bruce B. Downs Blvd., Tampa, FL. 33612.

The objective is to have the IOT&A project completed approximately 6 months post building turn over. Projected turn over date is 17 June 2021 with Patient Day One date estimated at 5 January 2022. North American Industry Classification System (NAICS) code for these services is 541614, Process, Physical Distribution, and Logistics Consulting Services.

2.0 Introduction

A National Activations Office (NAO) was approved by the Under Secretary of Health in Fiscal Year 2013 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 JAHVH NBT 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

The U.S. Department of Veterans Affairs is constructing a new state-of-the-art NBT. The new facility will consist of approximately 245,000 net useable square feet (NUSF) of clinical space and the renovation of an additional 5,000 NUSF.

The NBT will enhance the adjacent VA Community Outpatient Clinical adding (5) five additional levels that will incorporate (96) ninety-six medical/surgical single patient rooms, (40) forty intensive care units (ICU) and spaces for support, education, and canteen services. Clinical services include but are not limited to: Acute Nursing Service Administration; ICU Coronary Nursing Units; ICU Medical Nursing Units; ICU Surgical Nursing Units; In-Patient Pharmacy Storage; Medical/Surgical In-Patient Units; and Enrollment and Eligibility.

The project also includes modifications to existing campus building, ground level and higher-level accesses, parking, roads and pedestrian bridge, connections and additions to existing utility sources, new utilities as required, and demolition.

The Design-Build Contract was awarded to Turner Construction under Solicitation No. W91278-17-R-0002, Two-Phase Design/Build of Project Number VA-0007-2016, New Bed Tower, James A. Haley Veterans’ Hospital, Tampa, Florida (Hillsborough County). The project is administered/managed by the U.S. Army Engineer District, Mobile, 109 St. Joseph St, Mobile, Alabama 36602. See attachment K JAHVH NBT Construction Schedule.

4.0 Scope

The Phase II Activation Services Contractor shall be responsible for performing the tasks in this PWS in a progressive manner to ensure the NBT is activated in accordance with the project schedule and is operational and ready to serve Veterans on Day One. The contractor shall provide all labor, materials, tools and equipment, transportation, supervision, services, supplies, and coordination as necessary to provide IOT&A services as described herein. All work shall be accomplished in compliance with applicable local, state and federal codes, and VA specifications. The scope of this services acquisition includes: Comprehensive Project Management Support; Comprehensive Furniture, Fixtures and Equipment (FF&E) Planning Support; Acquisition Services; Concept of Operations (CONOPs) and Transition Services; Relocation Services and Move Plan Implementation; Warehousing and Warehousing Services; Training and Orientation

5.0 Applicable Documents

Applicable documents are listed below. 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. Department of Veterans Affairs (VA) Directive 0710 Personnel Security and Suitability Program dated May 18, 2007 (https://www.voa.va.gov/)

H. Department of Veterans Affairs (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. Department of Veterans Affairs (VA) Directive 6500, VA Cybersecurity Program,” January 23, 2019

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”, March 12, 2019

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, 2010

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. VA Directive 6404, VA Systems Inventory (VASI)

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

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

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

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

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

KK. 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/#/)

LL. 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.

MM. Architectural Barriers Act Accessibility Standards (ABAAS) including VA supplement, PG-18-13 Barrier Free Design Standard

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

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

PP. VA H-18-8 Seismic Design Handbook

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

RR. VA BIM Standard

SS. International Building Code (IBC)

TT. NFPA 10: Standard for Portable Fire Extinguishers

UU. NFPA 70: National Electrical Code (NEC)

VV. NFPA 72: National Fire Alarm and Signaling Code

WW. NFPA 101: Life Safety Code

XX. International Plumbing code (IPC)

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

ZZ. Federal Acquisition Regulation (FAR) AAA. Veterans Affairs Acquisition Regulation (VAAR)

6.0 Contract Type

This is a Firm-Fixed-Price (FFP) Contract. This Contract is a 100% Service-Disabled Veteran Owned Small Business (SDVOSB) set-aside under FAR Parts under 12, 13 and 37.

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 support services for 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://ms1691.facilities.health.mil/milstd1691/#/ https://downloads.va.gov/files/CFM-TIL/signs/

a. Contractor to provide a complete list as part of the proposal submission of all proposed subcontractors in performance of this contract using Attachment H, Contract Staff Roster.

b. Contractor to provide notice to the contracting office immediately if any proposed subcontractors are changed during the course of the period of performance of this contract

c. If procurement related tasks are divided by prime and sub, contractor to provide a list of which activities are performance by which contractor

d. Contractor to mitigate any risk associated with an OCI. Non-disclosure agreements may become necessary as part of Contract award.

e. Contractor to work will all subcontractors in reviewing subcontract terms and conditions associated with the awarded Contract.

9.0 Location and Hours of Work

This Performance Work Statement (PWS) requires a full time Activation Project Manager to work on-site at a Government provided workspace. The Government provided workspace will be located at 13000 Bruce B. Downs Blvd., Tampa, FL 33612. The primary place of performance is at the Government’s facility, with necessary work to be done off-site at the contractor’s facility. All Face-to-Face meetings will be held at the Government’s facility. 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 on Government site after normal working hours, on weekends, or on Federal holidays unless specified in the contract or approved by the Contracting Officer’s Representative (COR). Some weekend hours are expected (i.e., inventory services, activation services).

There are ten (10) Federal holidays set by law (USC Title 5 Section 6103) that the Department of Veterans Affairs 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 1st

(2) Independence Day - July 4th

(3) Veterans Day - November 11th

(4) Christmas Day - December 25th

• Any other Federal Holiday declared by the President of the United States of America

10.0 Travel

Cost-reimbursable travel will be funded for contractor personnel not identified as a fulltime on-site requirement. The Government will not reimburse any living or relocation costs of contractor employees from other geographic areas. The purposes of staffing the contract is considered the cost of doing business and is not subject to reimbursement. It is the responsibility of the contractor to mobilize employees and pay living expenses for non-local employees, if it is necessary contractor personnel be located near project site.

Local travel, within a 50-mile radius from the place of performance will not be reimbursed. The Government will not pay travel charges for travel to and from the contractor employee’s home and government office or from one Government facility 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 (Attachment B). The contractor must obtain written approval from the VA COR BEFORE any travel begins, utilizing the Travel Authorization Request form. Other documents or e-mails will not be accepted as pre-approval. Travel that occurs without written pre-approval will not be reimbursed. Travel and per diem expenses will be reimbursed on an actual expenditure’s basis in accordance with FTR and FAR 31.205-46. 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 contract.

11.0 Key Personnel

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 tasks assigned.

The contractor shall include a designated full time, on-site Activation 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.

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 CO and COR 30 working days in advance. The contractor shall submit to the CO and COR 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 within 30 days of replacement. The CO and COR will evaluate the replacing person's resume to determine the experience and qualifications of the replacement are equal or exceed those of the person's resume submitted with the contractor's proposal for that position. New personnel shall not commence work until all necessary security requirements have been fulfilled and résumé provided and accepted. The CO and COR will evaluate such requests and promptly notify the contractor, within 5 business days, of approval or disapproval in writing

For the purposes of this contract, key personnel are listed below:

• Activation Project Manager o A minimum of seven (7) years’ experience as a Project Manager, acting in a lead role over complex projects o A minimum of five (5) years’ experience in healthcare IOT&A services o A minimum three (3) years’ experience in activating Federal healthcare facilities o Demonstrated experience in healthcare infrastructure, operations, and with direct experience in transition activities

• Senior Interior Designer o A minimum of five (5) years of experience in healthcare facility design o National Council for Interior Design Qualification (NCIDQ) Certification or American Academy of Healthcare Interior Designers (AAHID) certification o Demonstrated experience in healthcare operations and related furniture, fixtures, casework/case goods and signage, and be able to translate requirements into design/construction/installation documents

• Senior Transition Planner o A minimum of three (3) years of experience in transition planning and relocation services on multi-phased healthcare projects o Experience in Federal healthcare setting o Demonstrated experience 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

12.0 Employee Identification

All contractor employees working at a Government facility shall wear company Identification and 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. See Attachment O for JAHVA Hospital Policy Memorandum 00-05 “Personal Identity Verification (PIV) for Federal Employees, Contractors, Volunteers and Affiliates”.

13.0 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. See Attachment P for JAHVH Hospital Policy Memorandum 00-02 “Code of Conduct for Patients, Family Members, Visitors, and Volunteers.”

14.0 Contract Kick-Off Meeting

The Government activation team will schedule an onsite Kick-Off meeting for this contract after award. Attendees may include the Contractor, key stakeholders, site activation team, subject matter experts, OCAMES Activations Program Manager, COR, and the CO. The Contractor, in collaboration with the COR and CO, shall coordinate dates and an agenda.

The Contractor is to provide an agenda to all attendees prior to the meeting. The Contractor is to provide meeting minutes within three (3) 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 will be given the opportunity to clarify contract requirements and expectations. A contract gap analysis may be a topic of discussion depending on relevant attendees. The Government may elect to do a telephonic administrative kick-off meeting immediately following contract award, and an on-site programmatic kick-off meeting.

14.1 Phase 1 Knowledge Transfer and Hand-Off Conference

As a bridge to Phase II Implementation (Activation) activities, the Government has a Knowledge Transfer Plan that provides guidance on work products and deliverables that will be utilized by the Government and the Phase II Activation Contractor during the implementation of IOT&A activities. The transfer of knowledge will be in the form of an on-site hand-off conference.

The Contractor will be provided Phase I Work Product Documentation from the Government at the Knowledge Transfer and Hand-Off Conference, that provides a history of how previous key deliverables were created. This includes meeting notes, decision logs, narratives, etc. that will expedite the transition to Phase II as well as facilitate the implementation of the IOT&A activities, processes, and procedures.

The government will schedule and conduct an on-site Hand-Off Conference that will provide a platform to transfer pre-planning knowledge to the Phase II activation Contractor. Documents to be presented and discussed during the conference include:

1) Room-by-Room Master Equipment List (MEL)

2) Reuse Report

3) IT/IM Gap Analysis Report

4) Future Macro and Micro CONOPS

5) Artwork Basis of Design Plan

6) Furniture Basis of Design

7) Acceptance Plan

8) Installation Plan

9) Warranty Management Plan

10) Site Logistics Plan

11) Transition CONOPS

12) Transition Governance Plan

13) Training Plan

14) Day in the Life Plan

15) Room Contents and Acquisition Plan

15.0 Tasks and Deliverables

Each Integrated Project Team (IPT) requires a multi-disciplinary group that may include transition, medical equipment, clinical expertise, logistical, architectural & engineering, interior design, and information management/information technology (IM/IT) planning and services for the JAHVH NBT. Each IPT will be assigned a chair and co-chair.

This contract includes base contract tasks and optional tasks. Optional tasks are those tasks the Government may elect to award via contract modification at time of need during the phases of the JAHVH NBT activation schedule. Optional tasks are pre-priced on a firm-fixed-price basis; however, any optional task will be funded at the time they are exercised.

The Government may elect to exercise none, some, or all of the optional tasks defined below, at any phase during of the activation project.

15.1 Comprehensive Project Management Services

The Contractor shall provide a fulltime on-site Activation Project Manager (PM). The PM must be on-site to facilitate and lead regular meetings with the JAHVH NBT Activation Team. 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 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 ensure coordination with NBT milestones and schedules. The PM shall not be reassigned without notification to the CO and COR. The CO and COR must be notified within 30 working days of reassignment. The Contractor shall submit a Monthly Status Report to communicate to the VA the status of the project, progress, and lessons learned.

001 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. If any changes to staff (prime or sub), or Key Personnel change during the month, and updated Attachment H, Contract Staff Roster shall be included. 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

Share Site updates for Information Sharing: The Contractor shall maintain the existing VA SharePoint site for project documentation and information sharing. All project documentation shall be compatible with systems utilized by the JAHVH NBT activation team and easily accessible with files downloadable by all parties. Project schedules, project reports, and management plans shall be shared with the Government by posting on the VA’s existing SharePoint site. Updating shall be completed as required per the deliverable schedule and posted on the VA’s existing SharePoint site, unless otherwise agreed upon by the COR. Revisions to schedules and plans since the last update shall be tracked and clearly identified.

Meeting Coordination Services to include Individual Project Teams: The Contractor shall provide group coordination services to key stakeholders and working groups across the facility for meetings required to perform transition and activation PWS tasks. The Activations Team is defined as a higher-level governance group. The Individual Project Teams (IPTs) are defined as the following sub-teams: Acquisition and Procurement; Operations Planning; Communications; Building Preparation & Readiness; Training and Orientation; and Move Planning & Coordination. The chair and co-chair of the IPTs report to the Activations Team.

During IPT meetings, the Contractor shall assist with the on-site PM and report on-going project status to include IPT status updates. During IPT meetings, the Contractor to provide Subject Matter Experts (SME) to assist assigned services of that IPT to guide groups to consensus by identifying requirements, facilitating group discussions, and documenting decisions in meeting minutes (using the VA template Attachment E). 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.

The Contractor shall facilitate monthly IPT meetings. Workload estimated to be six (6) meetings per month for 17 months. For the last 4 months, meetings should be every other week. For the last 6 weeks, meetings will be weekly. An overall estimate of 186 meetings in total over the duration of the period of performance. For these meetings, the Contractor shall provide IPT meeting assistance to the JAHVH Corporate Planning Office (CPO) to schedule, conduct, document, and report all meetings. IPT meeting support shall include preparation and distribution of essential IPT documents that include Change Requests, Risk Register, meeting agendas, meeting minutes, and Project Timeline/schedule. The Contractor shall upload IPT meeting documents on the JAHVH intranet to the CPO’s document sharing folder that is established for the project after COR review and approval.

Coordination of meetings: The Contractor will assist the COR and the IPTs in coordinating and planning meetings related to the transition and activation effort with the end users. For meetings requiring teleconferencing capability, the Government will provide the teleconferencing service/call-in numbers. The Contractor shall not meet with any end users, the A/E firm, the construction contractor, etc., host the meetings without first coordinating with the COR. The Government will provide conference room accommodations, including teleconference phone for group meetings and ensure appropriate personnel are in attendance.

Attendance: Contractor SMEs onsite attendance will be dependent on project status. The Activation Project Manager shall be available to attend all requested meetings onsite unless other arrangements have been approved by the COR prior to the meeting. Beyond the Contractor's Activation Project Manager, the total number of personnel required to attend any given meeting is to be determined by the Contractor. The Contractor shall ensure that the appropriate Contractor personnel are invited to attend, onsite or telephonically, to address concerns of the parties involved in the work or discussion topic identified.

Schedule: Where meeting frequency is not specified herein, the Contractor shall establish meeting frequencies in a manner that ensures the ability to meet the requirements of the PWS. Meetings include project status meetings, service-specific meetings, planning meetings, information management meetings, IPT meetings and any additional meetings as deemed necessary by the Contractor to meet the requirements of this PWS.

Agendas: The Contractor shall prepare all meeting agendas for all meetings facilitated by the Contractor. For IPT meetings, agendas shall be presented to the IPT chair and co-chair 10 business days prior to subject meeting for review and distribution. Contractor will develop agenda with input from the VA chairpersons and use the VA template in Attachment I.

Minutes: The Contractor shall administratively support the preparation of meeting minutes for all meeting facilitated by the Contractor. Meeting minutes shall document the purpose of the meeting, discussions, and decisions reached. When applicable, meeting minutes shall include "due-outs" to include a description of the item, the responsible individual(s), and due date. Meeting minutes will be submitted to the COR or designated IPT chairperson within five (5) business days after the meeting before being distribute to attendees for review and approval. Contractor will develop meeting minutes using the VA template in Attachment E.

Project Status Meetings shall be bi-weekly (every two weeks) and shall be established with the COR to review project status, schedules, and any issues affecting Contractor performance. The agenda for these meetings shall cover, at a minimum, changes to schedule, risk, status of current action items and estimated completion, and a two-week look ahead of scheduled activities and review of the status of submittals. These meetings may occur more frequently when necessary, such as when nearing key milestone dates. Additional meetings may be established by the Contractor, COR, or the VA Contracting Officer.

002 Meeting Minutes and agendas

Meeting agendas shall be presented to the IPT Chair and Co-Chair 10 business days prior to subject meetings for review and distribution using Attachment I. Contractor to work with VA chairpersons in creating the IPT agendas.

Meeting Minutes of all meetings to include agenda, attendees, discussions, action items and who is responsible, etc. Meeting minutes will be formatted according to Tampa’s meeting minutes templates using Attachment E.

Update and Maintain Existing Plans: The contractor shall update and maintain existing plans to include those identified in the chart below. Updating, maintaining and publishing on the JAHVH NBT Activation Team’s SharePoint site is part of the comprehensive program management support task identified in this PWS. The plans identified in the chart below currently exist.

After initial acceptance of any newly developed plan or schedule, under any other task(s) identified in the PWS, will be updated and maintained as part of the Project Management Support Task. Updates must be completed no later than 10 business days after identification of need by either the Government or the Contractor.

Master Project Schedule

Contractor is responsible updating and maintaining the existing Master Project Schedule (MPS). This entails coordination with the VA Office of Construction and Facilities Management, the construction Contractor, the site Activation Team, the Office of Information & Technology, Contracting Office(s) involved and other programs/experts as required.

In managing the MPS, 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 MPS 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 COR. Upon the

Government's acceptance of the schedule deviation, the Contractor shall prepare and submit for approval a revised MPS.

In the event a schedule deviation impacts the period of performance of the contract, the Contractor shall provide in writing to the CO and COR 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 not meet with any end user without the permission and knowledge of the designated VA Activations COR. Further, the Contractor shall not meet with any A/E Contractor, General Construction Contractor or similar contractor and/or their sub-contractors associated with the construction contract without the permission and knowledge of the RE and/ or the VA facility Activations COR.

Acceptance Plan

VA-purchased furniture and medical equipment items may be delivered to the contractor’s warehouse. The contractor shall update and maintain the Acceptance plan with the JAHVH Logistics team.

Move Plan The contractor shall utilize and supplement as necessary the Tampa VA Move Plan tool on the local VA SharePoint, including user validation of the planned move. The Move Plan database identifies personnel, service, equipment, and location which is flexible to location and changes and other pertinent information for the existing location that will be required for an efficient in transition to the new location. The contractor shall use the current move plan tool to create a move plan and identify any special characteristics of the space. In addition, the Move Plan database will be maintained by the Contractor and will show any re-use equipment, existing phone numbers, EE numbers, etc. for personnel that will be relocating and any equipment this is relocating that is currently connected to the VA network.

Transition Governance Plan

The contractor shall update and maintain the transition governance plan 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 shall address all major actions necessary for successful completion of project or as described in the PWS. The transition plan shall, at a minimum, include a delivery and installation plan, a government acceptance plan, a security plan, a sequencing and outfitting plan, a calibration and testing plan, a department master move schedule, project phasing and facility staffing plan, individual service project schedules, a cleaning and housekeeping plan, an equipment reuse and disposal plan, a training plan, and a Day in the Life plan.). The transition plan shall also include a CONOPS report, inventory of existing FF&E, recommended re-use report, which includes data sheets for any selected re-use

Risk Management Plan

The Contractor shall support and maintain the Tampa VA Risk Management Plan and Risk Register throughout the entire Activation Project. The plan shall include an itemized listing of project-specific risks, challenges and perceived problems that are anticipated to threaten the activation. Risks identified by VA employees or Contractors, 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 activation. When identifying risks/solutions the Contractor should consider items in areas that may cause the project to:

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 COR or 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.

Change Management Plan

The Contractor shall support and maintain Tampa VA Change Management Plan and Change Requests by utilizing the existing tool throughout the entire Activation Project. The Change Management Plan shall be updated for the Design and Construction Phases, with the purpose of minimizing cost and schedule risks associated with changes to the project scope. The Change Management Plan shall adhere to the Tampa VA developed processes for submitting, reviewing, and approving or disapproving change requests.

The Contractor shall provide a monthly report to the COR and maintain a running tally of all change requests, their status, and their impact on project cost and schedule.

The Contractor shall document requested and approved changes to the FF&E in the change management.

Reuse Report 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 develop a reuse list from this report.

Warranty Management Plan

Warranty Management Plan shall be maintained and updated with a detailed and thorough capture of warranty information. The WMP is a living document and the contractor is required to maintain information in a structured format to provide a hand-off of this data to the JAHVH Logistics team.

Transition and Pre-planning (Planning Governance)

CONOPS

Transition CONOPS shall build upon other CONOPS. Transition CONOPS support the schedule development, acquisition, installation, and occupancy timelines. The contractor shall update the move plan for implementation. The contractor shall also provide Transition CONOPS by functional areas. The Transition CONOPS shall also incorporate and update the existing Day in the life Plan. The Day in the Life plan describes the contractor’s plans for preparing Day in the Life scenarios to help prepare employees to work in the newly activated space.

Macro and Micro

CONOPS

Macro and Micro CONOPS shall define how each specific operational unit conducts business. The CONOPS will be updated and maintained throughout the project. See task description above.

Upon completion of the project, the Activation Project manager shall facilitate the final turnover of the facility, applicable documents, and closeout of the activation project. At the end of the project all documents shall be transferred to the VA's existing Share site in an editable document. Where direct transfer is not feasible (e.g., project dashboards, etc.), the contractor shall provide electronic reports. If it is not possible for the contractor to transfer project documents to the VA's SharePoint, project documents shall be provided on CD for turnover to the COR. If there are documents that do not lend themselves to placement into electronic format, these documents shall remain with the facility as property of the Government.

At a minimum, the contractor shall:

• Identify and support management of any post-move issues; log vendor claims and direct issues/claims needing resolution to the COR; facilitate project files/history transfer; and place all documents in electronic format, on the VA provided SharePoint site (includes but is not limited to cut sheets, plans, and reports).

15.2 Comprehensive Furniture, Fixtures and Equipment Planning Support Provide comprehensive services to support the planning of medical, non-medical, IM/IT, furniture, other equipment, and support systems necessary to meet functional requirements of the facility. The contractor shall utilize the existing VA database to update FF&E during the activation project.

Contractor will be given access to the existing FF&E database management tool to manage FF&E for this activation project. The site is in the process of validating FF&E (room content list) for this project. “Validating”, means a generic item has been identified by a specific manufacturer and model has not yet been identified.

The Contractor will validate in the FF&E database 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 FF&E and artwork with end users with the purpose of moving the items from “validated” to “approved” in the database. The Contractor shall upload and update the database. The Contractor shall coordinate with the COR for database training and proper database project maintenance.

The Contractor will be responsible for identifying salient characteristics for all FF&E with the end users and for recording in the existing project FF&E database, and also the VA SharePoint site. This also ties into 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.

Contractor shall support this effort ranging from creating documentation, capturing meeting minutes, coordinating the meetings, or making recommendations for FF&E as requested by the COR. This effort is dependent on the delivery timeline as determined by the MPS. Contractor will conduct user group meetings with the Government stakeholders to go through each room and discuss the layout, equipment and furniture designed in each room. Any requested changes will be identified and logged to the Change Register for reporting to the COR. The Contractor shall ensure updates to salient characteristics for the FF&E are identified with the change requests.

An initial re-use analysis was completed, Contractor to validate and update the re-use analysis. 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, and validating the type of testing required, and who is responsible for performing the testing and training and validation.

The Contractor shall identify the entity responsible for uninstalling/reinstalling each reuse 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, test, and train, as applicable

The contractor shall use MILSTD 1691 (JSN numbers) for all FF&E, new and potential reuse (CAT R) equipment. All FF&E shall be identified using JSN Nomenclature (see FF&E list Attachment C).

Tasks include:

• Update comprehensive equipment inventory of all existing items to be reused

• Update the facility equipment inventory listing database

• Identify the entity responsible for purchases and the purchase methodology

• Identify and install all wall mounted items that are not installed by the construction contractor (VA Purchased and VA Installed Items)

• 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 existing VA database

Description

003 FF&E

validation Activities Report

Through User Group Meetings, the Contractor shall update the VA existing FF&E database from “Validated” to the “Approved” stage.

004 Inventory Control Process Plan

As part of the acquisition strategy, items shall be classified as (1) Contractor Purchased and Contractor Installed, (2) Contractor Purchased and VA Installed, (3) VA Purchased and Contractor Installed, or (4) VA Purchased and VA Installed. The Contractor shall maintain the VA SharePoint for review by the COR and other key Government stakeholders.

The Contractor shall determine strategies for reuse of existing items (CAT R), acquisition of new items, and disposition of all other items. Each strategy shall be under a separate heading in the plan for clarity. The Reuse (CAT R) strategy may be determined by items being used at a newly built/renovated VA facility at the same campus. The disposition strategy may include VA facility reuse within the same campus or through the GSA disposal/reuse process, as determined. The acquisition strategy should include strategies to procure (purchase) new items required to activate the facility.

15.3 Acquisition Services

The contractor shall utilize VA SharePoint site to update and maintain the Acquisition Plan. The Acquisition Plan shall identify, at a minimum: long lead time items; number of packages; and estimated timelines for procurements by package group. A current equipment list is found in Attachment C. 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).

The Contractor shall coordinate and identify on the Master Project Schedule and on SharePoint, the item acquisition plans/timelines for those JSNs that have a long-lead order and delivery pipeline time. Factors that shall be considered include, as a minimum, the following conditions:

1) High-Cost Medical Equipment/Devices

2) Large Quantity Item Purchases

3) Custom Item Fabrication/Manufacture

4) Items with Substantial Facility Infrastructure Design/Construction Requirements

5) Manufacturer Scheduled Production Runs

6) Availability/High Product Demand

Procurement packages for long lead time items (those identified as packages that must be processed during FY20) must be submitted within 1 month of contract award.

PALT refers to the suitable length of time necessary for the VA to award a contract and shall be used by the Contractor during JSN requirement planning. The PALT timeline starts when a procurement requirements package is deemed actionable by the Contracting Officer and ends with the distribution of the award documents and obligation of dollars on the Purchase Order. An actionable purchase package contains all the elements required to begin the acquisition process; it includes and is not limited to a description of the requirement; an independent government cost estimate;

an approved funding document; market research; relevant security checklist(s); and any other appropriate information determined necessary for the acquisition. The Contractor shall use the VA PALT Table below to aid in planning purchase and delivery timeframes.

NOTE: The number of acquisition packages has not been determined. Contractor to determine the number of acquisition packages by (1) full packages (to be competed or sole sourced); (2) Procurement Card packages; and (3) eCAT packages. Procurement packages shall include a combination of like items, which can all be reasonably procured under a single procurement effort. Contractor shall conduct Initial market research to determine which JSN items to group together into procurement packages. A reasonable expectation is that multiple contractors will be able to provide a quote for the entire package (all JSNs included). If, after procurement package submission, the procuring Contracting Officer requires the package to be split to allow for adequate competition, the Contractor is responsible for submitting an additional full package for the remaining items.

Contractor to be responsible for creating full procurement packages (competed or sole sourced). Site logistics team to order eCAT items.

Contractor to create, assemble and provide all necessary procurement-related documents for FF&E to the identified VHA Contracting Office for procurement through the VHA’s Electronic Contracting Management System (eCMS) using the Forecast of Opportunities and Requirements Center for Excellence (FORCE) module. These documents will be updated as required by policy and internal changes by identified contracting office and provided to the contractor for use. Contractor is responsible for editing and updating procurement packages until a fully executable package is accepted by the VHA contracting office. All procurement laws, rules, regulations, VA/VHA Handbooks, VHA Procurement Manual, VHA Customer Service Guide, etc. must be adhered to for each procurement package. It is the Contractor’s responsibility to seek additional guidance on such when questions arise from FF&E procurement package reviews.