ATTACHMENT A - PWS Final- IOTA Lakeland Consolidation 05.05.2021.pdf

PERFORMANCE WORK STATEMENT

Attachment A

DEPARTMENT OF VETERANS AFFAIRS

Veterans Health Administration

James A. Haley – Lakeland Community Based Outpatient Clinic

Project Title:

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

Performance Statement of Work

Date:

May 5, 2021

PWS Version Number:

ii

Table of Contents

1.0. Objective

2.0. Introduction

3.0. Background

4.0. Scope

5.0. Applicable Documents

6.0. Contract Type

7.0. Non-Personal Services

8.0. Organizational Conflict of Interest

9.0. Location and Hours of Work

10.0. Travel

11.0. Key Personnel

12.0 Employee Identification

13.0 Conduct of Personnel

14.0 Contract Kick-Off Meeting

15.0. Tasks and Deliverables

15.1 Comprehensive Project Management Services

15.2 Comprehensive Furniture, Fixtures and Equipment (FF&E) and Space Planning Support

15.3 Acquisition Planning Services

15.4 Concept of Operations and Transition Planning Services

16.0 OPTIONAL TASKS

16.3 Activation, Installation, Transitioning, and Relocation Services/Move Plan Implementation

16.4 Training and Staff Orientation

17.0 Deliverable Schedule

18.0 Deliverable Formatting

19.0 Files

20.0 Government Submission Reviews

21.0 National Archives Records Administration (NARA) Management

22.0 Records Management

23.0 Contract Authority

24.0 Contracting Officer’s Representative

25.0 Business Relations

26.0 Contract Management

27.0 Contract Administration

28.0 Personnel Administration

29.0 Subcontract Management

30.0 Employee Identification

iii

31.0 Invoicing

32.0 Mandatory Electronic Invoice Submission

33.0 Coordination with Other contractors

34.0 Government Furnished Materials

34.1 Government Furnished Property, Equipment and Services

34.2 Government Furnished Property (GFP)

34.3 Government Furnished Property Close Out

34.4 Use of Government Furnished Property

34.5 Administration of Government Furnished Property

34.6 Property Control Plan

34.7 Inventory of Government Furnished Property

34.8 Reporting of Government Property

34.9 Loss, Damage, Destruction or Theft of Government Property

35.0 Quality Assurance

35.1 Government Surveillance

35.7 Government Remedies

35.8 Quality Control Plan

36.0 Performance Metrics

37.0 Special Requirements

37.1 Security and Safety

37.2 Position/Task Risk Designation Level(s)

37.3 Contractor Personnel Security Requirement Responsibilities

38.0 ADDENDUM A – ADDITIONAL VA REQUIREMENTS, CONSOLIDATED

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

GLOSSERY OF ACRONYMS

1.0. Objective

The purpose of this acquisition is to provide the Department of Veterans Affairs (VA) , Veterans Health Administration (VHA) with Initial Outfitting, Transition, and Activation (IOT&A) services for the for the James A Haley Veteran’s Hospital (JAHVH) – Lakeland, Florida . The objective is to have the IOT&A project completed approximately 6 months post building turn over. Projected turn over date is March 7, 2023 with Patient Day One estimated September 7, 2023. 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 medical center is in full planned operations on ‘Day One’ (the first day clinical services are scheduled to be available to Veterans). Contractor services are often required to support the medical center's Activation Team.

3.0. Background

The U.S. Deparmtent of Veterans Affairs has executed a lease/ build for a new state of the art CBOC In Fiscal Year 2021, the United States Congress approved numerous major leases for the Department of Veterans Affairs to enhance services for Veterans. The parent facilities are working with VA Office of Real Property and other support offices to secure the award of various leases to developers who wish to participate in the renovation or new construction of VA medical facilities that will provide clinical care to our nation’s Veterans.

VH has received approval for a major lease which will create expanded service opportunities for Veteran’s health care for the Lakeland Clinic. This project will facilitate a lease/Construction of a new Outpatient Clinic in Lakeland, Florida that features approximately 111,217.00 net usable square feet (NUSF) and 650 additional parking spaces. This project would replace the 2 existing, undersized Clinics. This project co-locates the Lakeland CBOC located at 4237 South Pipkin Road, Lakeland, FL 33811 and the Lakeland Specialty and Mental Health building located at 4231 South Pipkin Road, Lakeland, FL 33811 at the same location with expanded space for increased PACT teams, Audiology (4 booths), Eye clinic, MH, Multi-specialty, PT, Prosthetics, HBPC, Lab, Pharmacy, Enrollment/Eligibility/ROI, CT, X-Ray, Mammo, MRI, and Ultrasound. The current construction schedule is found in Attachment P “VA Lakeland Schedule FEB2021”

4.0. Scope

Conduct all necessary Planning, and IOT&A activities, in accordance with the Performance Work Statement (PWS), in support of Lakeland Clinic CBOC major lease project identified in paragraph 3.0 above. The contractor shall provide professional services to include all labor, materials, transportation, and equipment to conduct and provide IOT&A support services to accomplish the PWS tasks. The scope includes project support for planning, activating, outfitting, and transitioning the staff and Veterans/patients associated with the project. The scope of this services acquisition includes comprehensive project management; Comprehensive Furniture, Fixtures, and Equipment Planning Support; Acquisition Planning Services; Concept of Operations and Transition Planning Services; Acquisition Package Development;

Warehouse and Warehousing Services; Activation Activities (Move Plan Implementation); and Training and Staff Orientation.

The mission of the VA is to provide essential healthcare and benefit services to the veterans of the armed forces. The proposed facility will serve as a Community Based Outpatient Clinic (CBOC). This facility will fulfill a vital role in the overall care model of VA by providing vital healthcare services in locations closer to veteran populations. CBOCs perform services which do not require traditional hospitalization and allow VA’s hospital network to focus their resources on more complex cases.

5.0. Applicable Documents

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

A. Entire Lease contract (Contract GS-04P-LFL00992) to include the L100 from the Lease, Lease Design Narrative Appendix A-F; or SFO and Schedules A-F

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

BB. VA Handbook 7002/1 Logistics Management Procedures

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

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

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

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

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

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

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

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

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

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

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

36 CFR Part 1222 and Part 1228.

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

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

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

QQ. VA H-18-8 Seismic Design Handbook

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

SS. VA BIM Standard

TT. International Building Code (IBC)

UU. NFPA 10: Standard for Portable Fire Extinguishers

VV. NFPA 70: National Electrical Code (NEC)

WW. NFPA 72: National Fire Alarm and Signaling Code

XX. NFPA 101: Life Safety Code

YY. International Plumbing code (IPC)

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

AAA. Federal Acquisition Regulation https://ms1691.facilities.health.mil/milstd1691/#/ https://downloads.va.gov/files/CFM-TIL/signs/

BBB. Veterans Affairs Acquisition Regulation

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 (OCI), due to the requirement of the contractor providing acquisition support services for Furniture Fixtures and Equipment (FF&E) and the possibility that any FF&E may be available through the prime contractor or its subcontractors, which may be regarded as a potential conflict of interest as seen by the contracting officer, 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.

a. Contractor will provide a complete list of all proposed subcontractors who will perform work on the TO as part of their proposal submissions.

b. Contractor will immediately notify the contracting office if any proposed subcontractors are changed during the course of the period of performance of the task order.

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

d. Contractor to mitigate any risk associated with an OCI. Non-disclosure agreements may become necessary as part of the awarded Task Order.

e. Contractor will work with all subcontractors to review subcontract terms and conditions associated with the awarded Task Order and as stated in the contract.

9.0. Location and Hours of Work

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

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

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

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

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

(3) Memorial Day - Last Monday in May

(4) Labor Day - First Monday in September

(5) Columbus Day - Second Monday in October

(6) Thanksgiving - Fourth Thursday in November

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

(1) New Year's Day - January 1

(2) Independence Day - July 4

(3) Veterans Day - November 11

(4) Christmas Day - December 25

10.0. Travel

Travel will be reimbursed per the Federal Travel Regulations (FTR) on a not to exceed cost reiubmursable line item. 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 expenses will be reimbursed on an actual expenditure’s basis in accordance with FTR and FAR 31.205-46. Per diem expenses will be paid per the GSA daily rates for the location of travel. Travel costs subject to reimbursement are limited to travel occurring at the direction of the Government, performed in conjunction with a specific requirement for a trip authorized in the contract.

To be reimbursed for travel, the Contractor shall submit supporting documentation as required by FTR with invoices. FTR requires for any temporary travel destination you must provide a receipt to substantiate your claimed travel expenses for lodging and a receipt for any authorized expenses costing over $75 (FTR 301-11.25). Expenses for subsistence and lodging will be reimbursed to the Contractor only to the extent where an overnight stay is necessary and authorized by FTR in effect at the time of the stay for the specific location. Approval for rental vehicles is discouraged and will be approved on an individual basis. Additional information can be found at: http://www.gsa.gov/ftr.

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 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 10 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 http://www.gsa.gov/ftr 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 an Activation 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 have direct experience in transition activities

• Senior 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 K 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 L for JAHVA 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 should include the contractor, key stakeholders and subject matter experts, VHA Activation Program Manager, COR, CFM Resident Engineer, and the CO. The COR, in collaboration with the contractor and CO, shall coordinate dates and an agenda. The COR will include, the contractor and the Resident Engineer to complete roles and responsibilities of the construction project and the activation project during the kick-off. The contractor is to provide an agenda to all attendees prior to the meeting. The contractor is to provide meeting minutes within five (5) business days after the Kick-Off meeting. At the Kick-Off meeting, the Government will discuss administrative functions (i.e., security background process, reporting, COR responsibilities, invoicing, deliverable submission process), and contractual expectations. The contractor shall be prepared to present the details of the intended approach, work plan, and project schedule, as well as make personnel introductions and have the opportunity to clarify contract requirements and expectations. If an on-site Kick-Off meeting is not feasible, a teleconference may be set up.

15.0. Tasks and Deliverables

Each Integrated Project Team (IPT) requires a multi-disciplinary membership that may include VA employees knowledgeable in transition, medical equipment, clinical expertise, logistical, architectural & engineering, interior design, and information management/information technology (IM/IT) planning and services for the LAKELAND CBOC.

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 a future time if a need is identified during various phases of the LAKELAND 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 an Activation Project Manager (PM). The PM must be on-site and virtual to assist in coordination and co-chair regular meetings with the James A. Haley Veterans’ Hospital Lakeland 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 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 comprehensive Monthly Status Report to communicate to the VA the status of the project, progress, lessons learned, and a summary of all updates to plans and reports.

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 a status of the milestone items in the Master Project Schedule, discuss moderate to high risk items, and a summary of meetings attended. The Monthly Project Status Report must also identify existing plans and schedules that were updated and/or maintained. 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, an 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 and update the existing VA SharePoint site for project documentation and information sharing. All project documentation shall be compatible with systems utilized by the LAKELAND 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. The Share Site is the official repository for all project plans, schedules, and deliverables (versions and final).

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 divided into the following sub-IPT teams: Acquisition and Procurement;

Operations Planning; Move Planning & Coordination; Building Prep & Readiness; Training and Orientation.

During sub-team IPT meetings, the Contractor shall assist with the on-site PM and report on-going project status to include sub-IPT status updates. During sub-IPT meetings, the Contractor to provide Subject Matter Experts (SME) to assist assigned services of that sub-IPT to guide groups to consensus by identifying requirements, facilitating group discussions, and documenting decisions in meeting minutes (using the VA template Attachment G). 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 20 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 and host the meetings. The Contractor shall not meet with any end users, the A/E firm, the construction contractor, etc., without first coordinating with the COR. The Government will provide conference room accommodations, including teleconference phone for group meetings and ensure appropriate personnel are in attendance.

Attendance: 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. 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.

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 C.

Minutes: The Contractor shall prepare meeting minutes for all meetings supported 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 and before being distributed to the attendees for their review and approval. Contractor will develop meeting minutes using the VA template in Attachment G.

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.

Deliverable Description 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 C. Contractor to work with VA chairpersons in creating the IPT agendas.

Meeting Minutes shall be submitted to the COR or designated IPT chairperson within 5 business days after meeting using the formatted template in Attachment G

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

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 LAKELAND 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 of the 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.

Move Plan The contractor shall utilize and supplement as necessary the Lakeland Move Plan tool on the local VA SharePoint, including user validation of the planned move. The Move Plan database identifies personnel, service, equipment, and other pertinent information for the existing location that will be required for an efficient 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.

Risk Management Plan

The Contractor shall support and maintain the Lakeland 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 IPT 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 Lakeland Change Management Plan and Change Register by utilizing the existing tool on the local VA SharePoint 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.

Equipment Reuse and Disposal Plan

The contractor shall utilize and supplement as necessary the Lakeland Reuse Plan tool on the local VA SharePoint, including user validation of the planned disposition of the items. 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.

Upon completion of the project, the Activation Project manager shall facilitate the final turnover to the facility all applicable documents and closeout 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.

15.2 Comprehensive Furniture, Fixtures and Equipment (FF&E) and Space 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 furniture, fixtures, equipment 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 the VA Share Point 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. The Contractor will verify the procured FF&E matches the salient characteristic of the products in the procurement packages. Contractor will identify any variation from the cut sheets previously provided to CFM and provide to the COR for review and approval with CFM as this may impact installation and require a change request. A completed Justification and Approval (J&A) form will be required to be included in any procurement packages for any items that require a specific manufacturer or model. The contractor shall prepare and validate FF&E acquisition packages in conjunction with the end users. Validating each purchase with users and the current acquisition plan. Update the acquisition plan based on approved changes.

Validation will be based on architectural drawings, Program for Design, FF&E Cut Sheets, and equipment list as provided by the existing FF&E database. Validation will also include the connectivity of the FF&E to the site’s architecture (i.e. data drops, power drops etc.) and the ability for the site to meet the CONOPS. Participants in the Validation process includes end users via a facilitated session.

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 and equipment and furniture designed in each room.

Any requested changes identified will be logged to the Change Register for reporting to the COR. Contractor will identify any variation from the cut sheets previously provided to CFM and provide to the COR for review and approval with CFM as this may impact installation and require a change request.

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

The Contractor shall identify which items will require testing, 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 Lakeland Equipment List Attachment M).

Tasks include:

• Update and maintain a 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

Deliverable 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 an updated version of the plan as it is developed on the existing VA Share Point site 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.

005 Rough Order of Magnitude (ROM)

The ROM is the total estimated cost by item to purchase, warehouse, deliver, install, test, and train (as applicable) for the project. The ROM should be provided with acquisition Plan and final acquisition packages.

006 FF&E Cut Sheets Cut Sheets shall include a photo of the item and the specifications, instructions, dimensions, etc., that apply that specific item. Cut sheet information shall be specific enough to convey information to the VA as they will need to purchase and install the product, but general enough to allow competition across multiple manufacturers.

contractor shall prioritize cut sheets for long lead time items.

007 Artwork Cut Sheets

Artwork Cut Sheets shall include the following information:

1) Job name, number, location, and date

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

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

4) Frame description and sample

008 FF&E Layouts Space plans showing FF&E furniture and equipment placement. FF&E layouts are to be used for user group meetings, to assist in the validation of the FF&E, and to facilitate outfitting. Items shall be color-coded on the drawings for easy identification (i.e. red for reuse, black for construction contractor provided and installed, green for manufacturer installed).

The initial layouts will be for the typical rooms in the concept drawings for the VHA Medical Center. When the construction contract is awarded, updated drawings will be provided to update FF&E placement using basis of design dimensions using Revit.

Contractor to provide three (3) hard copies and post digital versions on the file sharing site. Hard copies and digital copies shall be available to the VA as soon as an update is completed. Floor plans and elevations to be printed on half-size sheets (15”x21”). All others may be printed on 11”x17” or 8.5”x11” paper with a 1/4" scale.

Finalized FF&E layouts are by room are to be affixed to each room (on the door or other prominent location) to facilitate installation, inspection, and acceptance. Each layout shall identify the applicable location/room

009 3-Dimensional Design Renditions

3D design renditions of FF&E items and 3D renditions of FF&E items within planned spaces using SketchUp, Revit, AutoCAD, or another similar program agreed upon between the contractor and the VA Interior Designer

010 Artwork Placement Plan

The Artwork Placement Plan shall identify each piece of artwork and the planned location of each piece/composition of pieces in coordination with the contractor wayfinding plan. When applicable, the plan shall identify any unique mounting or other requirements/considerations for the piece(s).

011 Master Key Plan Develop Master Key plan to include door/furniture cores and electronic and mechanical access control devices. The plan should include an assessment of compliance with applicable Homeland Security and VA security requirements.

1) Provide a list of new cores and…