36C25923Q0684.docx

36C25923Q0684

PAGE 1 OF

1. REQUISITION NO.

2. CONTRACT NO.

3. AWARD/EFFECTIVE DATE

4. ORDER NO.

5. SOLICITATION NUMBER

6. SOLICITATION ISSUE DATE

a. NAME

b. TELEPHONE NO. (No Collect Calls)

8. OFFER DUE DATE/LOCAL

TIME

9. ISSUED BY

CODE

10. THIS ACQUISITION IS

UNRESTRICTED OR

SET ASIDE:

% FOR:

SMALL BUSINESS

HUBZONE SMALL

BUSINESS

SERVICE-DISABLED

VETERAN-OWNED

SMALL BUSINESS

WOMEN-OWNED SMALL BUSINESS

(WOSB) ELIGIBLE UNDER THE WOMEN-OWNED

SMALL BUSINESS PROGRAM

EDWOSB

8(A)

NAICS:

SIZE STANDARD:

11. DELIVERY FOR FOB DESTINA-

TION UNLESS BLOCK IS

MARKED

SEE SCHEDULE

12. DISCOUNT TERMS

13a. THIS CONTRACT IS A

RATED ORDER UNDER

DPAS (15 CFR 700)

13b. RATING

14. METHOD OF SOLICITATION

RFQ

IFB

RFP

15. DELIVER TO

CODE

16. ADMINISTERED BY

CODE

17a. CONTRACTOR/OFFEROR

CODE

FACILITY CODE

18a. PAYMENT WILL BE MADE BY

CODE

TELEPHONE NO.

UEI:

EFT:

PHONE:

FAX:

17b. CHECK IF REMITTANCE IS DIFFERENT AND PUT SUCH ADDRESS IN OFFER 18b. SUBMIT INVOICES TO ADDRESS SHOWN IN BLOCK 18a UNLESS BLOCK BELOW IS CHECKED

SEE ADDENDUM

19.

20.

21.

22.

23.

24.

ITEM NO.

SCHEDULE OF SUPPLIES/SERVICES

QUANTITY

UNIT

UNIT PRICE

AMOUNT

(Use Reverse and/or Attach Additional Sheets as Necessary)

25. ACCOUNTING AND APPROPRIATION DATA

26. TOTAL AWARD AMOUNT (For Govt. Use Only) 27a. SOLICITATION INCORPORATES BY REFERENCE FAR 52.212-1, 52.212-4. FAR 52.212-3 AND 52.212-5 ARE ATTACHED. ADDENDA

ARE

ARE NOT ATTACHED.

27b. CONTRACT/PURCHASE ORDER INCORPORATES BY REFERENCE FAR 52.212-4. FAR 52.212-5 IS ATTACHED. ADDENDA

ARE

ARE NOT ATTACHED

28. CONTRACTOR IS REQUIRED TO SIGN THIS DOCUMENT AND RETURN _______________

29. AWARD OF CONTRACT: REF. ___________________________________ OFFER

COPIES TO ISSUING OFFICE. CONTRACTOR AGREES TO FURNISH AND

DATED ________________________________. YOUR OFFER ON SOLICITATION

DELIVER ALL ITEMS SET FORTH OR OTHERWISE IDENTIFIED ABOVE AND ON ANY

(BLOCK 5), INCLUDING ANY ADDITIONS OR CHANGES WHICH ARE

ADDITIONAL SHEETS SUBJECT TO THE TERMS AND CONDITIONS SPECIFIED

SET FORTH HEREIN IS ACCEPTED AS TO ITEMS:

30a. SIGNATURE OF OFFEROR/CONTRACTOR 31a. UNITED STATES OF AMERICA (SIGNATURE OF CONTRACTING OFFICER) 30b. NAME AND TITLE OF SIGNER (TYPE OR PRINT) 30c. DATE SIGNED 31b. NAME OF CONTRACTING OFFICER (TYPE OR PRINT) 31c. DATE SIGNED

AUTHORIZED FOR LOCAL REPRODUCTION

(REV. NOV 2021)

PREVIOUS EDITION IS NOT USABLE

Prescribed by GSA - FAR (48 CFR) 53.212

7. FOR SOLICITATION

INFORMATION CALL:

STANDARD FORM 1449

SOLICITATION/CONTRACT/ORDER FOR COMMERCIAL PRODUCTS AND COMMERCIAL SERVICES

OFFEROR TO COMPLETE BLOCKS 12, 17, 23, 24, & 30

36C25923Q0684 Angel Waalkes 303-712-5781 08-14-2023

10:00 AM

CDT

36C259 Department of Veterans Affairs Network Contracting Office

NCO 19

6162 South Willow Drive, Suite 300 Greenwood Village CO 80111 X X 541330 $25.5 Million N/A X Department of Veterans Affairs Fort Harrison VAMC 3687 Veterans Drive Fort Harrison MT 59636 36C259 Department of Veterans Affairs Network Contracting Office

NCO 19

6162 South Willow Drive, Suite 300 Greenwood Village CO 80111

Department of Veterans Affairs Financial Service Center PO Box 149971 Austin TX 78714-9971 See CONTINUATION Page Construction Management and Engineering Consulting Services for the Fort Harrison VAMC in Fort Harrison, MT.

Respond to Solicitation by email to angela.waalkes@va.gov by date and time in Block 8 above. Faxes will not be accepted.

Ensure e-mail sizes do not exceed 5MB per e-mail. If sending multiple e-mails, indicate "___of___" to ensure all are received. Suggest vendors request confirmation of receipt.

Offer must be & remain "Active" in SAMs entire contract term This is a "Comparative Analysis" Evaluation, not price only.

See E.6 52.212-2 Evaluation-Commercial Items

1. Price 2. Technical Capability & 3. Past Performance Questions may be asked and are due no later than 1:00pm CST 8/7/2023. Responses will be provided via amendment.

POC for this RFQ is Angel Waalkes, angela.waalkes@va.gov See CONTINUATION Page X X Lance Davis Contracting Officer Table of Contents

A.2 CONTRACT ADMINISTRATION DATA

1. Contract Administration: All contract administration matters will be handled by the following individuals:

a. CONTRACTOR:

2. CONTRACTOR REMITTANCE ADDRESS: All payments by the Government to the contractor will be made in accordance with:

3. INVOICES: Invoices shall be submitted in arrears:

4. GOVERNMENT INVOICE ADDRESS: All Invoices from the contractor shall be submitted electronically in accordance with VAAR Clause 852.232-72 Electronic Submission of Payment Requests.

Department of Veterans Affairs, Tungsten http://www.tungsten-network.com/US/en/veteransaffairs/ ACKNOWLEDGMENT OF AMENDMENTS: The offeror acknowledges receipt of amendments to the Solicitation numbered and dated as follows:

Page 1 of Page 1 of

SECTION B - CONTINUATION OF SF 1449 BLOCKS

B.1 Performance Work Statement Scope of Work Construction Management and Healthcare Engineering Support Services Station 436 – Montana VA Medical Center – FY 2024

1. Outline Montana Veterans Affairs Health Care System’s (MT VA) office of Engineering and Facility Management has a requirement for a contractor to perform Construction Management and Engineering Support, as described within this scope of work:

a. Construction Management and Healthcare Engineering Support Services: Provide the following necessary personnel for Montana VA Medical Center Fort Harrison, MT to perform duties as outlined below, including construction management; project development; design review; and facility management support, based on 6,832 hours (3.5 Full Time Employees, FTEs) or completed by Friday, September 27, 2024, with the period beginning Monday, October 2, 2023, with a minimum of one (1) contractor personnel reporting to the MT VA Engineering office to initiate services on that date. Contract shall be for one (1) base year, renewable each consecutive year for four (4) years thereafter, for a total of five (5) years.

i. Projects assigned will vary in type and magnitude and include, but are not limited to, building construction, infrastructure projects, utility installation, and hospital/medical facilities.

ii. Perform work in accordance with the following paragraphs (2) through (4) as described below: 2 – General Requirements, 3 – Conduct of Construction Management Contractors, 4 – Schedule of Construction Management Service.

iii. During this contract, three (3) FTE are expected to be located on-site in space provided by MT VA. The remaining hours (0.5 FTE) are expected to be utilized by home office support or reach back services as identified in Part 4 of this contract. Hours not utilized by on-site CMC personnel due to short-staffing, illness, etc. may be utilized by home office CMC personnel providing services meeting the requirements of Part 4 described below.

2. General Requirements

a. Project Information/Scope. Firm, hereinafter referred to as the Construction Management Contractor (CMC), shall provide construction and design management services including, but not limited to those described below, to assure that construction or design is being performed in compliance with the contract documents.

b. Construction Management Contractor’s Responsibility. The overall management responsibility for the administration of a construction contract resides with the Montana VA Engineering and Facility Management office. The primary responsibility of the CMC is to furnish the Designated Government Representatives (DGR) with documentation indicating whether the construction or design efforts conform to the contract requirements. The CMC has no authority to direct contractors in any way regarding methods or procedures and shall not interfere with methods of performance unless life and/or property are endangered. The DGR will be responsible for and sign, all correspondence and specific directives to the CMC.

c. Personnel. The CMC shall provide technically competent and appropriately qualified personnel. Qualified personnel will meet one of the following criteria: a bachelor’s degree in engineering from an ABET or NAAB accredited school, or equivalent; or a bachelor’s degree in construction management from an ACCE accredited school; or an associate degree in engineering technology with relevant work experience; or be a qualified technician in a specialty trade who is supervised and directed by a qualified Construction Manager. The CMC performing construction management shall be titled “Construction Manager” (CM). The CM shall possess the skills and abilities to communicate effectively in English both orally and in writing and experience in preparing correspondence, written reports, and in briefing management personnel using standard current office software applications such as Adobe Acrobat, MS Word, Excel, etc. The CM shall have knowledge of construction scheduling methods, construction budget monitoring and control, and of building and construction crafts since detailed construction management shall be made to verify that specific workmanship is obtained. The CM will be expected to have a current 30-Hour OSHA certification or be able to complete a VA 30-Hour OSHA training as described in line “i. Training of Personnel”, below. The Contracting Officer (CO) and the Contracting Officer’s Representative (COR) will have the opportunity to review resumes and qualifications of all proposed new personnel and will have right of final approval on new hires.

CMC personnel shall abide by applicable station rules and requirements. The CMC shall be responsible for providing the necessary managerial, engineering, and clerical support personnel. The CMC shall, at no additional costs to the Government, procure individual specialists necessary to provide technical services required on a periodic basis, should these services not be available from employees of the CMC. These services provided by home office CMC personnel or sub-contracted specialists shall be defined as reach back services for this contract.

The CMC will minimize changes to personnel to maintain continuity, knowledge of the contract and, minimize retraining of staff. Daily work schedule will consist of normal business hours, defined as 0800hrs to 1630hrs, Monday through Friday with up a small fraction (approximately 10 percent) consisting of nights (any time outside of normal business hours) and weekends. There is also some opportunity for staff to select a flex tour providing coverage before or after normal business hours where the flex tour hours are in the best interest of the VA facility.

All CM working under this contract shall ensure that they identify themselves as CMC when interacting with Government employees or construction contractors.

d. Professional Supervision. All services provided under this contract shall be performed under the supervision and direction of a competent professional acceptable to the Contracting Officer. They shall be responsible for assuring that personnel used in performance of the construction management services have appropriate qualifications for accomplishment of the tasks assigned. The Government may, in writing, require the CMC to remove from the work any of its personnel that the Government reasonably determines are unqualified or otherwise fail to adequately perform tasks assigned to them. The Contracting Officer (CO) and the Contracting Officer’s Representative (COR) will have the opportunity to review resumes and qualifications of all proposed new personnel and will have right of final approval on new hires.

e. Applicable Documents. The following document provides specific and general guidance in the performance of construction management services under this contract. In providing construction management services, the CMC shall be guided by these documents and the procedures, requirements, and methodology described in the documents shall be used by the contractor unless they conflict with those in the scope of work, in which case the scope of work shall govern.

f. Reporting. The CMC shall provide on a no-less-than monthly basis a detailed report outlining technical progress and deliverables of all assigned tasks listed in Section 4. The report shall be attached to the monthly invoice and include the Schedule Value of each task, the amount expended in the current month and all previous months, the amount remaining, and a separate but similar report detailing the number of hours of effort performed by task. The CMC shall also monitor the percentage complete of each task and, on a no-less-than bi-monthly basis (after the CMC management reviews and approves timesheets), properly notify the Contracting Officer’s Representative (COR) at the MT VA Engineering office of any task that has met or exceeded 80% complete. In no case is the CMC authorized to exceed 100% complete for any task unless a formal contract modification is in place.

g. VA Systems. The CMC shall be required to have all personnel located full time at the Montana VA Medical Center Fort Harrison, MT processed through Personnel Security Adjudication Center (PSAC) for VA site, network, or systems access which could include but not limited to site PIV badging, door access authorization, computer network access, etc. CMC personnel will not report for duty at Montana VA Medical Center until the COR has received confirmation from PSAC of a favorable adjudication on their background check. CMC shall follow all applicable VA regulations and complete all necessary paperwork and training for facility/systems access in a timely fashion. CMC personnel located remotely or assigned to Fort Harrison for less than 90 aggregate days over the duration of the contract will be required to be processed through PSAC only if their duties require VA computer network access or regular and unsupervised access to restricted VA spaces. The VA will provide workstations and appropriate software for VA specific tasks for personnel who have gone through the PSAC adjudication process.

h. Home Office Support. Support from the home office will include technically competent personnel with specialized experience able to provide reach back services supplementing the on-site personnel in the execution of any of the tasks listed in Part 4 of this contract as well as office staff capable of managing all internal business, hiring practices, time management, etc. In addition, it is expected that the home office for the CMC shall be able to provide IT support for personnel located at the MT VA site. This covers all the tools common in a modern, professional office. This is expected to include but is not limited to the following:

i. PC as appropriate for any staff requirements beyond what the VA is providing, including ability to work off-site if needed. This includes any specialized software applications.

ii. Means to provide a wi-fi hotspot for contractor furnished equipment access.

iii. Digital image recording equipment for construction documentation and a means to transfer images to the VA network.

iv. A file transfer protocol that is compatible with VA OIT firewalls. This may be a Microsoft SharePoint, Procore, Submittal Exchange (Oracle), or similar application that can be used for upload and download of any electronic files generated or shared for the execution of this CMC contract. These file transfers could be internal between CMC home office and on-site personnel for reach back support or external with other contracted vendors doing business with MT VA and will be utilized any time files must be shared that exceed the email limitations of VA systems.

v. Individual telecommunications equipment is not provided by MT VA. CMC personnel will be expected to carry cellular phones for contact during business hours for the performance of official duties.

i. Training of Personnel. There are specific requirements for training available through VA systems which will be assigned to on-site CMC personnel. To access these trainings, the CMC personnel will need to set up an individual profile in VA Talent Management System using a personal email account. Details for the process will be provided to everyone offered by the CMC as they are screened for employment. Each CMC employee who is granted MT VA network access shall be required to take Privacy and Information Security training prior to being issued VA equipment or a VA network ID and identification badge. Additional training will include VA 30-hour OSHA (unless a 30-hour OSHA certificate is already held by the CMC employee); VHA PCRA and VHA ICRA Form Training; other training as needed or if identified as required by MT VA in the future. Except for OSHA training and Privacy and Information Security training, any VA TMS courses assigned by the COR to CMC employees must be completed within 30 days of being assigned and may be completed while on duty and billed under line 4.4 Technical Administration Support. All other professional or personal development training, not specifically assigned by the MT VA COR, shall be the responsibility of the CMC or the individual and shall be completed outside of business hours and not billable to this contract.

3. Conduct of Construction Management Services Contractor

a. Conduct of Construction Management Personnel. All CMC employees and subcontractor personnel are prohibited from engaging in any action which might result in, or reasonably be expected to create the appearance of:

i. Soliciting or accepting financial or other consideration directly or indirectly from construction contractors performing work for the Department of Veterans Affairs.

ii. Giving preferential treatment to any persons affiliated with construction contractors or suppliers engaged in performing or seeking to perform contracts with the Department of Veterans Affairs.

b. Restrictions on CMC. The CMC and its affiliates will not be permitted to compete for construction contracts covered by this construction management contract or being performed at the same time and within the same area covered by the construction management services.

4. Schedule of Construction Management Service Each construction contract for which the CMC is to perform services, the specific tasks listed below shall be performed:

4.1 Technical Design Review

CMC will conduct technical document design reviews of specifications and drawings for projects as assigned for code compliance and constructability. This includes Non-Recurring Maintenance (NRM) construction, in-house funded projects, and designs and submittals. This includes work to aid VA Engineering in reviews of and coordinating responses to product submittals, RFIs, RFPs, etc. Required disciplines for competent technical review include Architectural, Structural, Civil, Mechanical, Electrical, and Fire Protection. Assigned projects for technical review will be infrastructure in nature and will be predicated on renovation of existing space. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: Tracking logs, design review comments, RFI register/responses, RFP packages, and submittal register/responses.

· Delivery Dates: Weekly.

· Effort Required: 700 hours

4.2 Construction Contract Management Support

CMC shall support attendance and documentation of contractor meetings, observe and record daily construction activities, produce meeting agendas and minutes, prepare analysis of contractor proposed change orders and make recommendations to MT VA Engineering and Facility Management. Support construction contract kick-off through closeout to include, but not limited to, commissioning paperwork, punch lists, and verification of successful completion in accordance with plans and specifications. Completing close-out documentation such as capitalization memo(s), Maintenance and Operations manual hand-over paperwork, and technical certification data as required by the scope of the project. Ensure construction contractor compliance with Interim Life Safety Measures (ILSMs) and Infection Control Risk Assessments (ICRAs) as well as all drawings, plans, specifications, or other contractual documents. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: Daily logs, meeting agenda and minutes, memorandums with recommendations for proposed change orders, punch lists/checklists for contract closeout, draft ICRAs, draft ILSMs.

· Delivery Dates: 2 working days after meeting or event, weekly updates for punch lists/checklists.

· Effort Required: 1580 hours

4.3 Design Contract Management Support

CMC shall develop procurement packages for the Maintenance and Repair service, NRM projects, and Maintenance and Repair agreements, such as service contracts. This includes producing scopes of work, specifications packages, initial concept documentation, supporting sketches, etc., as appropriate and recommended. Additional documentation, such as standard government forms, shall be coordinated for review and subsequent upload into the VA’s Forecast of Opportunities and Requirements Center for Excellence (FORCE) site for contracting action. CMC shall also facilitate site investigations conducted by the A/E. This will include, but is not limited to, data and document acquisition in support of design contracts by gathering existing campus/facility conditions and documentation for use in the A/E design packages. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: SOWs, specification packages, supporting documentation, exploratory and investigative documentation, daily logs.

· Delivery Dates: Daily summary report beginning when tasks begin. Procurement package documentation due dates based on package complexity and size (TBD with COR and onsite personnel at time of assignment).

· Effort Required: 1520 hours

4.4 Technical Administrative Support

CMC shall support technical administrative responsibilities conducted by contracted entities by procuring and providing reference documentation, conducting site investigation efforts, validating assumptions, reviewing submissions for accuracy, correcting database entries, and coordinating reviews and activities with other VA stakeholders as well as MT VA required training. Tasks of this nature shall include other technical tasks as assigned in support of the administrative side of the Engineering and Facility Management Service.

· Delivery Product: Weekly logs, timely correspondence documenting status and issues.

· Delivery Dates: Weekly updates, verification of logs.

· Effort Required: 700 hours

4.5 Planning and Coordination Support

CMC shall assist with maintaining MT VA’s Facility Condition Assessment (FCA) Deficiencies. This will consist of analysis of known deficiencies, identification of new deficiencies, and assisting in developing and defining future projects to correct deficiencies. Develop plans and solutions to identify problem areas by assisting staff in investigating areas of the facility and campus grounds. This includes discussions with engineering, medical and support staff, reviewing existing facilities documents, and assisting in planning future projects. As part of this effort, escorting of personnel associated with FCA around the facility and grounds may be required. CMC shall also coordinate and participate in monthly Construction Safety Committee (CSC) meetings, weekly Project Management Review (PMR) meetings, and with other facility departments, such as Safety and GEMS, as required by the Engineering and Facility Management Service.

· Delivery Product: Draft documents as per assigned schedule.

· Delivery Dates: TBD with COR and onsite personnel at time of assignment.

· Effort Required: 355 hours

4.6 Computer Aided Drafting Design and Automation Support

CMC shall support the station with maintenance, adjustment, and updating of record file drawings and maintenance and organization of MT VA Engineering and Facility Management documentation on network drives or SharePoint. Site verification and surveying will be used to augment and upgrade existing record drawings and will be included under this task. As-Built drawing files will be managed to be incorporated into and maintain station master AutoCAD files. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: Record files drawings, network drive or SharePoint organization in accordance with National CAD Standards (NCS).

· Delivery Dates: Weekly updates.

· Effort Required: 1040 hours

4.7 Cost Estimating

CMC shall develop detailed independent government cost estimates in accordance with the VA Manual for the Preparation of Cost Estimates for A/E services and Construction. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: Comprehensive, independent, and unbiased cost estimates utilizing MT VA’s cost estimate templates. To include Basis of Estimate and documentation of any necessary assumptions.

· Delivery Dates: One week after task assignment.

· Effort Required: 360 hours

4.8 Real Property / Leasing Action Support

CMC shall assist VA Montana and VACO Real Property staff directly in support of real property actions. Taskings are consistent with requirement definition, SHPO correspondence, drafting of agreements, construction oversight, and management of actions affecting cadastral. Actions related to this task include but are not limited to supporting VA Leasing Program Manager with tenant build out actions in leased spaces, multiple part land exchange, out lease agreements, irrevocable licenses, VA asset conveyance, and NHPA Section 106 compliance. Home office support or reach back service may be requested at times for this CLIN.

· Delivery Product: Draft documentation within 2 weeks of task assignment, final documentation after COR review and mark-up.

· Delivery Dates: Two weeks after task assignment.

· Effort Required: 360 hours

4.9 Specialized Technical Services

CMC shall perform specialized technical tasks outside the experience or expertise of on-site staff through the utilization of remote, reach back resources. Tasks may include, but are not limited to, structural engineering/assessments, geotechnical engineering/assessments, industrial hygiene consultation, interagency consultation, historical resources consultation, complex construction cost estimating, constructability reviews of designs provided by other vendors, and ordering and managing on on-site testing if deemed necessary (i.e., lead based paint, asbestos, PCBs, soil contamination, etc.). Technical services performed under this task order are exclusive of engineering direct design services as defined in VAAR 836.606-71. All other technical tasks are allowed under this task order.

· Delivery Product: Professional engineering assessments, certified testing reports, professional engineering recommendations.

· Delivery Dates: TBD with COR and onsite personnel at time of assignment and based on lead times of testing and assessments. Reasonable and expedited timeframes are expected when possible.

· Effort Required: 357 hours

4.10 Travel

CMC shall at times be required to travel to other sites of the Montana VA Health Care System located around the state of Montana. This travel may require overnight stays dependent on the distance from MT VA Fort Harrison and/or the complexity of the tasks being performed at each remote location. Tasks performed while traveling will be billable to Lines 4.1 through 4.9. Air travel is not expected. Travel will be by personal vehicle. Mileage, lodging, and Meals & Incidentals will be billable at the GSA rate. For bidding purposes, mileage is assumed to be Fort Harrison, MT to Miles City, MT by the shortest route as shown on Google Maps. Lodging and Meals & Incidentals rates are based on Flathead County, MT rates for September through June.

· Delivery Product: Lodging receipts.

· Delivery Dates: Provided with monthly invoices.

· Effort Required: 6 trips at 2 nights lodging per trip.

Total Hours Per Yearly (12-Month) Contract: 6,972

5. Security Statement The contractor, their personnel, and their subcontractors shall be subject to the Federal laws, regulations, standards, and VA Directives and Handbooks regarding information and information system security as delineated in this contract.

B.2 Quality Assurance Surveillance Plan (QASP)

Quality Assurance Surveillance Plan (QASP) Construction Management and Engineering Consulting Services VA Medical Center Fort Harrison, MT VAMC

INTRODUCTION

This quality assurance surveillance plan (QASP) is pursuant to the requirements listed in the performance work statement (PWS). This plan sets forth the procedures and guidelines the VA will use in ensuring the required performance standards or service levels are achieved by the contractor.

Purpose The purpose of the QASP is to describe the systematic methods used to monitor performance and to identify the required documentation and the resources to be employed. The QASP provides a means for evaluating whether the contractor is meeting the performance standards/quality levels identified in the PWS and the contractor’s quality control plan (QCP), and to ensure that the government pays only for the level of services received.

This QASP defines the roles and responsibilities of all members of the integrated project team (IPT), identifies the performance objectives, defines the methodologies used to monitor and evaluate the contractor’s performance, describes quality assurance documentation requirements, and describes the analysis of quality assurance monitoring results.

Performance Management Approach The PWS structures the acquisition around “what” service or quality level is required, as opposed to “how” the contractor should perform the work (i.e., results, not compliance). This QASP will define the performance management approach taken by VA to monitor and manage the contractor’s performance to ensure the expected outcomes or performance objectives communicated in the PWS are achieved. Performance management rests on developing a capability to review and analyze information generated through performance assessment. The ability to make decisions based on the analysis of performance data is the cornerstone of performance management; this analysis yields information that indicates whether expected outcomes for the project are being achieved by the contractor.

Performance management represents a significant shift from the more traditional quality assurance (QA) concepts in several ways. Performance management focuses on assessing whether outcomes are being achieved and to what extent. This approach migrates away from scrutiny of compliance with the processes and practices used to achieve the outcome. A performance-based approach enables the contractor to play a large role in how the work is performed, as long as the proposed processes are within the stated constraints. The only exceptions to process reviews are those required by law (federal, state, and local) and compelling business situations, such as safety and health. A “results” focus provides the contractor flexibility to continuously improve and innovate over the course of the contract as long as the critical outcomes expected are being achieved and/or the desired performance levels are being met.

Performance Management Strategy The contractor is responsible for the quality of all work performed. The contractor measures that quality through the contractor’s own quality control (QC) program. QC is work output, not workers, and therefore includes all work performed under this contract regardless of whether the work is performed by contractor employees or by subcontractors. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. The contractor will develop and implement a performance management system with processes to assess and report its performance to the designated government representative. The contractor’s QCP will set forth the staffing and procedures for self-inspecting the quality, timeliness, responsiveness, customer satisfaction, and other performance requirements in the PWS. This QASP enables the government to take advantage of the contractor’s QC program.

The government representative(s) will monitor performance and review performance reports furnished by the contractor to determine how the contractor is performing against communicated performance objectives. The government will make determination regarding incentives based on performance measurement metric data and notify the contractor of those decisions. The contractor will be responsible for making required changes in processes and practices to ensure performance is managed effectively.

ROLES AND RESPONSIBILITIES

The integrated project team (IPT) consists of the contracting officer (CO) and the Contracting Officer’s Representative (COR).

The Contracting Officer The contracting officer (CO) is responsible for monitoring contract compliance, contract administration, and cost control and for resolving any differences between the observations documented by the contracting officer's representative (COR) and the contractor. The CO will designate one full-time COR as the government authority for performance management. The number of additional representatives serving as technical inspectors depends on the complexity of the services measured, as well as the contractor’s performance, and must be identified and designated by the CO.

The Contracting Officer’s Representative The Contracting Officer’s Representative (COR) is designated in writing by the CO to act as his or her authorized representative to assist in administering a contract. COR limitations are contained in the written appointment letter. The COR is responsible for technical administration of the project and ensures proper government surveillance of the contractor’s performance. The COR is not empowered to make any contractual commitments or to authorize any contractual changes on the government’s behalf. Any changes that the contractor deems may affect contract price, terms, or conditions shall be referred to the CO for action. The COR will have the responsibility for completing QA monitoring forms used to document the inspection and evaluation of the contractor’s work performance. Government surveillance may occur under the inspection of services clause for any service relating to the contract.

IDENTIFICATION OF REQUIRED PERFORMANCE STANDARDS/QUALITY LEVELS

The required performance standards and/or quality levels are included in the PWS and in Attachment 1, “Performance Requirements Summary.”

Incentives or Disincentives in Relation to Standards and Quality Levels Contractor performance on this contract, be it less than, greater than, or equal to satisfactory performance on this contract, will be subject to the Incentives/Disincentives identified in the Performance Requirements Summary. The results will also be documented by the COR and CO, for use as past performance indicators to support any interest or bids the contractor makes in future government requirements and solicitations. Failure to meet the required service or performance level will result in a delinquency notice to the contractor.

METHODOLOGIES TO MONITOR PERFORMANCE

Surveillance Techniques In an effort to minimize the performance management burden, simplified surveillance methods shall be used by the government to evaluate contractor performance when appropriate. The primary methods of surveillance are:

· Random monitoring - which shall be performed by the COR/COR designated inspector.

· 100% Inspection – Each month, the COR, shall review the generated documentation and enter summary results into the Surveillance Activity Checklist.

· Periodic Inspection – COR typically performs the periodic inspection which should align with the frequency of required services per the PWS, such as weekly or monthly, depending on the required task.

· Customer Feedback

The contractor is expected to establish and maintain professional communication between its employees and customers. The primary objective of this communication is customer satisfaction. Customer satisfaction is the most significant external indicator of the success and effectiveness of all services provided and can be measured through customer complaints.

Performance management drives the contractor to be customer focused through initially and internally addressing customer complaints and investigating the issues and/or problems but the customer always has the option to communicate complaints to the CO and COR, as opposed to the contractor. Customer complaints, to be considered valid, must set forth clearly and in writing the detailed nature of the complaint, must be signed, and must be forwarded to the COR. The COR will accept those customer complaints and investigate using the Quality Assurance Monitoring Form – Customer Complaint Report, identified in Attachment 4.

Customer feedback may also be obtained either from the results of formal customer satisfaction surveys or from random customer complaints.

Acceptable Quality Levels The acceptable quality levels (AQLs) included in Attachment 1, Performance Requirements Summary, for contractor performance are structured to allow the contractor to manage how the work is performed while providing disincentives for performance shortfalls. For certain critical activities such as those involving maintaining safety during operations, the desired performance level is established at 100 percent. Other levels of performance are keyed to the relative importance of the task to the overall mission performance at the VA Medical Center in this PWS.

QUALITY ASSURANCE DOCUMENTATION

The Performance Management Feedback Loop The performance management feedback loop begins with the communication of expected outcomes.

Performance standards are expressed in the PWS and are assessed using the performance monitoring techniques shown in Attachment 1.

Monitoring Forms The government’s QA surveillance, accomplished by the COR, will be reported using the monitoring forms in Attachments 2, 3 and 4. The forms, when completed, will document the government’s assessment of the contractor’s performance under the contract to ensure that the required results satisfy the Purpose of the Performance Work Statement. The COR will retain a copy of all completed QA surveillance forms and forward electronic copies to the CO.

ANALYSIS OF QUALITY ASSURANCE ASSESSMENT

Determining Performance Government shall use the monitoring methods cited to determine whether the performance standards/service levels/AQLs have been met. If the contractor has not met the minimum requirements, it may be asked to develop a corrective action plan to show how and by what date it intends to bring performance up to the required levels. Failure to meet the AQL may result in disincentives, as shown in Attachment 1 of this document.

Reporting The COR will prepare a written report for the CO summarizing the overall results of the quality assurance surveillance of the contractor’s performance, as needed. This written report, which includes the contractor’s submitted monthly report and the completed quality assurance monitoring forms (Attachment 2, 3 or 4), will become part of the QA documentation. It will enable the government to demonstrate whether the contractor is meeting the stated objectives and/or performance standards, including cost/technical/scheduling objectives.

Reviews and Resolution The COR may require the contractor’s project manager, or a designated alternate, to meet with the CO and other government IPT personnel as deemed necessary to discuss performance evaluation. The COR will define a frequency of in-depth reviews with the contractor, including appropriate self-assessments by the contractor; however, if the need arises, the contractor will meet with the COR as often as required or per the contractor’s request. The agenda of the reviews may include:

· Monthly performance assessment data and trend analysis

· Issues and concerns of both parties

· Projected outlook for upcoming months and progress against expected trends, including a corrective action plan analysis

· Recommendations for improved efficiency and/or effectiveness

The COR must coordinate and communicate with the contractor to resolve issues and concerns regarding marginal or unacceptable performance.

The COR and contractor should jointly formulate tactical and long-term courses of action. Decisions regarding changes to metrics, thresholds, or service levels should be clearly documented. Changes to service levels, procedures, and metrics will be incorporated as a contract modification at the convenience of the PCO/ACO.

PERFORMANCE REQUIREMENTS SUMMARY MATRIX:

Desired quality level is 100% completion of requirement.

Desired quality level is 100% completion of requirement

Desired quality level is 100% completion of requirement

Desired quality level is 100% completion of requirement

B.3 PRICE/COST SCHEDULE

ITEM INFORMATION

Technical Design Review; in accordance with paragraph 4.1 of the statement of work.

Contract Period: Base POP Begin: 09-30-2023 POP End: 09-29-2024 PRINCIPAL NAICS CODE: 541330 - Engineering Services PRODUCT/SERVICE CODE: C1DA - Architect and Engineering - Construction: Hospitals and Infirmaries

Construction Contract Management Support; in accordance with paragraph 4.2 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Design Contract Management Support; in accordance with paragraph 4.3 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Technical Administrative Support; in accordance with paragraph 4.4 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Planning and Coordination Support; in accordance with paragraph 4.5 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Computer Aided Drafting Design and Automation Support; in accordance with paragraph 4.6 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Cost Estimating; in accordance with paragraph 4.7 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Real Property/Leasing Action Support; in accordance with paragraph 4.8 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Specialized Technical Services; in accordance with paragraph 4.9 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Travel; in accordance with paragraph 4.10 of the statement of work.

POP Begin: 09-30-2023 POP End: 09-29-2024

Technical Design Review; in accordance with paragraph 4.1 of the statement of work.

Contract Period: Option 1 POP Begin: 09-30-2024 POP End: 09-29-2025

Construction Contract Management Support; in accordance with paragraph 4.2 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Design Contract Management Support; in accordance with paragraph 4.3 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Technical Administrative Support; in accordance with paragraph 4.4 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Planning and Coordination Support; in accordance with paragraph 4.5 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Computer Aided Drafting Design and Automation Support; in accordance with paragraph 4.6 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Cost Estimating; in accordance with paragraph 4.7 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Real Property/Leasing Action Support; in accordance with paragraph 4.8 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Specialized Technical Services; in accordance with paragraph 4.9 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Travel; in accordance with paragraph 4.10 of the statement of work.

POP Begin: 09-30-2024 POP End: 09-29-2025

Technical Design Review; in accordance with paragraph 4.1 of the statement of work.

Contract Period: Option 2 POP Begin: 09-30-2025 POP End: 09-29-2026

Construction Contract Management Support; in accordance with paragraph 4.2 of the statement of work.

POP Begin: 09-30-2025 POP End: 09-29-2026

Design Contract Management Support; in accordance with paragraph 4.3 of the statement of work.

POP Begin: 09-30-2025 POP End: 09-29-2026

Technical…