ATTACHMENT A - 600-405A MH CLC IOTA Activation PWS 07112022.pdf

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PERFORMANCE WORK STATEMENT

“Attachment A”

DEPARTMENT OF VETERANS AFFAIRS

Veteran’s Health Administration

Tibor Rubin Veteran VA Medical Center VA Long Beach Healthcare System

Long Beach, CA

Project Title:

Project 600-405A VA Long Beach Health Care System

Mental Health Inpatient Activation

Mental Health Outpatient Activation Community Living Center Activation

Initial Outfitting, Transition, and Activation Services (IOT&A) Contract

Date:

July 5, 2022

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1.0 Objective

The purpose of this acquisition is to provide the Department of Veterans Affairs, Veterans Health Administration (VHA) with Initial Outfitting, Transition, and Activation (IOT&A) services for the VA Long Beach Healthcare System, Long Beach, CA (VALBHCS) Project 405 Building Construction for both Mental Health Inpatient and Mental Health Outpatient in Buildings 162 (600) and 163 (800) and Community Living Center (CLC) (200). The objective is to have the three buildings completely activated by the first day of clinical services (patient Day One), which is projected for Mental Health Outpatient and Mental Health Inpatient June 2023; and CLC November 2023. North American Industry Classification System (NAICS) code for these services is 541614, Process, Physical Distribution, and Logistics Consulting Services.

2.0 Introduction

The 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 Project 600-405 Mental Health (MH) and Community Living Center Activation 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

Project 600-405 will require many actions in the facilitation from construction through activation of three new buildings and a parking structure to completion. The first of the new buildings is a Mental Health Inpatient (MHIP) two-story building consisting of 45 beds and is approximately 82,000 square feet. The second is a Mental Health Outpatient (MHOP) two-story building that is approximately 80,000 square feet. The Community Living Center (CLC) is a three-story building consisting of 120 beds and is approximately 181,000 square feet. Construction on the MH Buildings are schedule to be completed July 2022. Construction on the CLC building is scheduled to be completed February 2023. All current floorplans from the Mental Health Inpatient, Outpatient, and CLC are found in Attachments N1-N7. The Activation contractor will receive the planning documents created by the pre-activation planning contractor and take responsibility for updating, maintaining, and implementing the existing plans and schedules.

MHOP and MHIP is activated as Phase 1. Activation to include delivery, assembly, staging, installation, and relocation of FF&E including staff items from previous office location and minor reuse items. CLC is activated as Phase 2. Activation to include delivery, assembly, staging, installation, and relocation of FF&E including staff items from previous office location and minor reuse items.

4.0 Scope

Conduct all necessary activation activities, in accordance with the PWS, in support of the project(s) 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 of services includes Comprehensive Project Management; CONOPS and Transitioning Planning; Warehousing and Warehousing Services; Activation, Installation and Post Occupancy Support; and Staff Training and Simulation for the identified projects.

5.0 Applicable Documents

Applicable documents are listed below. Contractor shall use the most current versions of all applicable documents listed below.

A. Entire Construction contract W912PL-18-C-0027, Project 600-405

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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

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

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

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

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

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

I. Health Insurance Portability and Accountability Act (HIPAA); 45 CFR Part 160, 162, and 164;

Health Insurance Reform: Security Standards; Final Rule dated February 20, 2003

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

K. 36 C.F.R. Part 1194 “Electronic and Information Technology Accessibility Standards,” July 1, L. Office of Management and Budget Circular A-130, “Management of Federal Information Resources’, November 28, 2000

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

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

(CHAMPUS)”

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

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

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

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

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

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

U. VA Handbook 6500.2, “Management of Data Breaches Involving Sensitive Personal Information”, March 12, 2019

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

W. VA Handbook, 6500.5, Incorporating Security and Privacy in System Development Lifecycle,” March 22, 2010

X. VA Handbook 6500.6, “Contract Security,” March 12, 2010

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

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

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

BB. VA Handbook 7002, Logistics Management Procedures, January 8, 2020

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

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

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

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

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

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

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

JJ. 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/#/)

KK. 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.

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

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

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

OO. VA H-18-8 Seismic Design Handbook

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

QQ. VA BIM Standard

RR. International Building Code (IBC)

SS. NFPA 10: Standard for Portable Fire Extinguishers

TT. NFPA 70: National Electrical Code (NEC)

UU. NFPA 72: National Fire Alarm and Signaling Code

VV. NFPA 101: Life Safety Code

WW. International Plumbing code (IPC)

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

YY. Federal Acquisition Regulation (FAR)

ZZ. Veterans Affairs Acquisition Regulation (VAAR)

6.0 Contract Type

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

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

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7.0 Non-Personal Services

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

8.0 Organizational Conflict of Interest

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

a. Contractor to provide a complete list as part of the proposal submission of all proposed subcontractors in performance of this contract.

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

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

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

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

9.0 Location and Hours of Work

The primary place of performance is at the Government’s facility, with necessary work to be done off-site at the contractor’s facility. All Face-to-Face meetings will be held at the Government’s facility located at the VA Long Beach Healthcare System, 5901 E. 7th Street, Long Beach, CA (VALBHCS) 90822, Engineering Service Conference Room, Bldg. 5C, Rm E106 or another designated local meeting location. Activation activities will take place at the new facilities, located at MHOP (Bldg. 600), MHIP (Bldg. 800), and CLC (Bldg. 200). Normal workdays are Monday through Friday, except US Federal Holidays. Typical workdays are eight (8) hours per day, forty (40) hours per week. Core hours of work are from 0800 to 1630 daily. All contract employees are expected to be available during core hours. Work shall not take place on Government site after normal working hours, on weekends, or on Federal holidays unless specified in the contract or approved by the Contracting Officer’s Representative (COR). Some weekend hours are expected (i.e., inventory services, activation services).

There are eleven (11) Federal holidays set by law (USC Title 5 Section 6103) that the Department of Veterans Affairs follows:

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

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

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

(3) Memorial Day - Last Monday in May

(4) Labor Day - First Monday in September

(5) Columbus Day - Second Monday in October

(6) Thanksgiving - Fourth Thursday in November

• Five (5) Federal holidays are set by date. If any of these dates fall on a Saturday, the Friday before shall be observed as a holiday. If any of these dates fall on a Sunday, the following Monday shall be observed as a holiday.

(1) New Year's Day - January 1st

(2) Juneteenth – June 19th

(3) Independence Day - July 4th

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(4) Veterans Day - November 11th

(5) Christmas Day - December 25th

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

10.0 Travel

Cost-reimbursable travel will be included in the final award based upon the Government’s estimated need. The Government will not reimburse any living or relocation costs of contractor employees from other geographic areas. The purpose 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. 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 as 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 requirements identified in paragraph 12.0 of the PWS (Attachment A). Prior to substituting, removing, or replacing any key personnel, the contractor shall notify the CO and COR 10 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 if the experience and qualifications of the replacement are equal to or exceeds the requirements identified in paragraph 12.0 of the PWS (Attachment A). New personnel shall not commence work until all necessary security requirements have been fulfilled and résumé provided and accepted. The CO and COR will evaluate such requests and promptly notify the contractor, within 5 business days of approval or disapproval in writing

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

• Activation Project Manager o A minimum of seven (7) years’ experience as a Project Manager, acting in a lead role over healthcare IOT&A projects http://www.gsa.gov/ftr

7 | P a g e o A minimum three (3) years’ experience in activating Federal healthcare facilities

• 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, and relocation execution

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.

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.

13.1 VALBHCS COVID-19 Policy

Effective Thursday, September 16, 2021, VA Long Beach Healthcare System has aligned with the California Mandate for Visitation Requirements.

All visitors of indoor inpatient units (including CLC and SCI) AND all vendors entering the facility indoors regardless of location must provide the following upon entry into the facility:

1) Photo ID

2) Proof of being fully vaccinated (at least two weeks after completion of vaccination series) OR a negative COVID-

19 test taken within 72 hours of the visit. The negative COVID-19 test can be any FDA-approved PCR, NAT, or antigen test (cannot be a home-test result).

• No visitors under the age of 18 allowed in the facility.

• For outpatient appointments, only one essential caregiver is allowed (a caregiver is a person who is needed to assist a Veteran in order to access care).

• Essential vendors by appointment only.

Please note that the visitation policy is subject to change. VA Long Beach Healthcare System is using a tiered system for acute inpatient visitation to determine level of visitation based on COVID-19 community transmission and local VALBHS COVID-19 incidence rate.

13.2 VHA Supplemental Contract Requirements for Combatting COVID-19

1. Contractor employees who work in or travel to VHA locations must comply with the following:

https://gcc02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.cdph.ca.gov%2FPrograms%2FCID%2FDCDC%2FPages%2FCOVID-19%2FOrder-of-the-State-Public-Health-Officer-Requirements-for-Visitors-in-Acute-Health-Care-and-Long-Term-Care-Settings.aspx&data=04%7C01%7C%7Cd17f2f8f2ed94932d83008d9882391b3%7Ce95f1b23abaf45ee821db7ab251ab3bf%7C0%7C0%7C637690508672444274%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=dArLFcE%2BvC696oJJz96jFJLzxil%2B6NPatvrBfbQjVOY%3D&reserved=0 https://gcc02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.cdph.ca.gov%2FPrograms%2FCID%2FDCDC%2FPages%2FCOVID-19%2FOrder-of-the-State-Public-Health-Officer-Requirements-for-Visitors-in-Acute-Health-Care-and-Long-Term-Care-Settings.aspx&data=04%7C01%7C%7Cd17f2f8f2ed94932d83008d9882391b3%7Ce95f1b23abaf45ee821db7ab251ab3bf%7C0%7C0%7C637690508672444274%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=dArLFcE%2BvC696oJJz96jFJLzxil%2B6NPatvrBfbQjVOY%3D&reserved=0

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a. Documentation requirements:

1) If fully vaccinated, shall show proof of vaccination

i. NOTE: Acceptable proof of vaccination includes a signed record of immunization from a health care provider or pharmacy, a copy of the COVID-19 Vaccination Record Card (CDC Form MLS-319813_r, published on September 3, 2020), or a copy of medical records documenting the vaccination.

2) If unvaccinated, contractors shall show negative COVID-19 test results dated within three calendar days prior to desired entry date. Test must be approved by the Food and Drug Administration (FDA) for emergency use or full approval. This includes tests available by a doctor’s order or an FDA approved over-the-counter test that includes an affiliated telehealth service.

3) Documentation cited in this section shall be digitally or physically maintained on each contractor employee while in a VA facility and is subject to inspection prior to entry to VA facilities and after entry for spot inspections by Contracting Officer Representatives (CORs) or other hospital personnel.

4) Documentation will not be collected by the VA; contractors shall, at all times, adhere to and ensure compliance with federal laws designed to protect contractor employee health information and personally identifiable information.

2. Contractor employees are subject to daily screening for COVID-19 and may be denied entry to VA facilities if they fail to pass screening protocols. As part of the screening process contractors may be asked screening questions found on the COVID-19 Screening Tool. Check regularly for updates.

a. Contractor employees who work away from VA locations, but who will have direct patient contact with VA patients shall self-screen utilizing the COVID-19 Screening Tool, in advance each day that they will have direct patient contact and in accordance with their person or persons who coordinate COVID-19 workplace safety efforts at covered contractor workplaces. Contractors shall, at all times, adhere to and ensure compliance with federal laws designed to protect contractor employee health information and personally identifiable information.

3. Contractor must immediately notify their COR or Contracting Officer if contract performance is jeopardized due to contractor employees being denied entry into VA Facilities.

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, site activation team, subject matter experts, NAO Program Manager, COR, CFM Resident Engineer, and the CO. The Contractor, in collaboration with the COR and CO, shall coordinate dates and an agenda. The COR will include the Resident Engineer to complete a roles and responsibilities review of the construction project and activation project during the kick-off. The Contractor is to provide meeting minutes within three (3) business days after the Kick-Off meeting. At the Kick-Off meeting, the Government will discuss administrative functions (i.e., security background process, reporting, COR responsibilities, invoicing, deliverable submission process), and contractual expectations. The Contractor shall be prepared to present the details of the intended approach, work plan, and project schedule, as well as make personnel introductions. Contractor will be given the opportunity to clarify contract requirements and expectations. The Government may elect to do a telephonic contract administrative kick-off meeting immediately following contract award, and an on-site programmatic kick-off meeting separately. If feasible, the IOTA contractor will also participate in the building contractor Kick-Off. Ideally, these would occur on the same day.

https://www.va.gov/covid19screen/ https://gcc02.safelinks.protection.outlook.com/?url=https%3A%2F%2Fwww.va.gov%2Fcovid19screen%2F&data=04%7C01%7C%7C893248bc37af45d0c1c808d98e3a0180%7Ce95f1b23abaf45ee821db7ab251ab3bf%7C0%7C0%7C637697202044174479%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C1000&sdata=jh3XrgT1VZkRCTvOK4DvFRKHPyAI7gnvkJHnOI5aWVc%3D&reserved=0

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15.0 Tasks and Deliverables

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 construction and activation schedule. Optional tasks are pre-priced on a firm-fixed-price basis; however, optional tasks 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 the activation project.

Highlighted in section 17.1 Deliverable Schedule, there are two sets of deliverables. One for the Mental Health Inpatient and Outpatient buildings and one for the CLC. In all cases, the Deliverable Description under each Task remains the same.

15.1 Comprehensive Project Management Services

Provide Activation Project Management Services integral to the execution of tasks ensuring effective, efficient, and timely completion of contracted services. The Activation Project Manager shall not be reassigned without notification to the CO. The Project Manager, or other COR approved contracting personnel, is required to be onsite during all relocation activities for all buildings and phases. The Project Manager will ensure close coordination with the VHA Activation Team and VHA Project Manager.

Project Plans, Schedules, and Reports:

The contractor shall support the VHA Activation Team’s planning, scheduling, and reporting requirements. The contractor is also responsible for developing an Activation Integrated Master Schedule (AIMS) which integrates activation activities, Activations Project Schedule, Construction Project/Schedule, etc. The AIMS shall be coordinated with the CFM contract dates and construction schedule.

In managing the AIMS, the contractor shall advise the Government of suspense dates that need to be met by the Government and/or Government contractors to ensure on-time execution such as, but not limited to, delivery dates for items purchased by the Government, information that the contractor needs from the Government to complete the requirements of this PWS, and certain AIMS milestone dates. The contractor is responsible for tracking these dates and keeping the parties informed. However, the contractor is not responsible for enforcing dates or ensuring work is completed on schedule to the extent the dates and/or work are not a requirement of the contractor as described herein. The contractor shall report in a timely manner any schedule deviations to the Activation Team, CO and COR. Upon the Government's acceptance of the schedule deviation, the contractor shall prepare and submit for approval a revised AIMS.

In the event a schedule deviation impacts the period of performance of this contract, the contractor shall provide in writing to the CO the reason for the delay, associated points of contact, and a request for extension. Extension requests must detail the amount of additional time required and are not automatically granted. The contractor shall document lessons learned throughout the project in the monthly status report.

# Deliverable Name Deliverable Description

15.1.1 Monthly Project

Status Report The Monthly Project Status report shall give an overview of the progression of the project and describe the work completed during the reporting/billing period. The report shall include status of milestone items in the Master Project Schedule, discuss moderate to high-risk items, and a summary of meetings attended. The report shall discuss any “lessons learned” during the reporting/billing period. If any changes to staff (prime or sub), or Key Personnel change during the month, an updated Contract Staff Roster (Attachment C) shall be included. The Monthly Project Status Report shall correlate to and be

10 | P a g e submitted with the monthly invoice. The report shall cover the same time period as the invoice.

15.1.2

Activation Integrated Master Schedule (AIMS) Mental Health Inpatient/Outpatient and CLC

The AIMS shall be a color coded, time-lined graphic which marks the start and end dates of major element or sub-element milestones/gateway of construction which may impact the start, duration, or completion date of scheduled IOT&A tasks, shows major start and end dates of milestone/gateway events for purchased items, shows scheduled activities in activating or approving building systems and support contracts, and shows IOT&A events which may be impacted by schedule acceleration or slippage by others. A complete AIMS will include and demonstrate all construction milestone/gateway dependencies with both Government and contractor IOT&A-related processes from contract award to the completion of the contract itself. The schedule shall be coordinated with the lessor/building contractor’s IMS to ensure contractor’s deliverables, reviews, submittals, and milestones do not delay or conflict with the lessor/building contractor’s schedule. The lessor/building contractor’s schedule shall be given priority.

15.1.3 Individual Service

Project Schedules Mental Health Inpatient/Outpatient and CLC

Contractor shall develop a detailed Individual Service Project Schedule created from the Activation Project Schedule to provide individual reports to specific services. The details included in the Activation Project Schedule shall also be included in the Individual Service Project Schedules.

15.1.4 Activation Project

Schedule Mental Health Inpatient/Outpatient and CLC

Contractor shall develop and update a detailed activation project schedule. The Activation Project Schedule shall track all major milestones to demonstrate effective management and execution of the project by the contractor, illustrate timely performance, and identify delays or potential delays to the project. The Activation Project Schedule shall include dates from the construction schedule through Day One (commencement of clinical services) and project closeout.

The schedule shall identify key tasks, start and completion dates, and the duration of tasks to be completed by the contractor to satisfy the requirements of the PWS. The contractor shall annotate any schedule deviations in monthly updates.

15.1.5 Risk Management

Plan and Log (Attachment D) Mental Health Inpatient/Outpatient and CLC

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION TOOL BUILT INTO THE

GOVERNMENT PROVIDED PROJECT SPECIFIC SHAREPOINT SITE

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

When identifying risks/solutions the contractor should consider items in areas that may cause the project to:

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

• not finish within budget;

• generate change orders;

• result in owner dissatisfaction;

• result in poor quality of services; and/or

• any other areas identified by the IOT&A contractor.

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15.1.8 Equipment Reuse

and Disposal Plan for the Mental Health Inpatient, Outpatient Buildings and CLC (Attachment F)

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION TOOL BUILT INTO THE

GOVERNMENT PROVIDED PROJECT SPECIFIC SHAREPOINT SITE The contractor shall update and maintain the Equipment Reuse and Disposal Plan to ensure full coordination of activities and that the information updated reflect status and changes as they occur throughout the life of the project. The Government will be responsible for disposing of non-reusable equipment. The contractor shall include relocation of reuse items from current location to new location in Mental Health Inpatient and Outpatient Buildings as reflected in the Equipment Reuse and Disposal Plan. The Activation Contractor will provide updates from equipment reuse and disposal list to the Activation Team with all changes.

Update, Maintain and Implementation of Existing Pre-Planning Documents:

The list below are existing pre-planning documents/deliverables created during the pre-planning contract for this effort. The Contractor is responsible for updating, maintaining, and implementing existing plans during the activation phase. Pre-planning deliverables shall be updated and posted to the Government provided SharePoint Site below. All pre-planning deliverables will be turned over to the Contractor after award of this contract, during the kick-off meeting.

Document Document Description

Risk Management should be a regular coordination meeting agenda item to ensure risks are being managed per the RMP. The existing Risk Register on the Government SharePoint site shall be updated as additional risks are identified through coordination meetings or day to day project execution.

15.1.6 Change

Management Plan and Log (Attachment E) Mental Health Inpatient/Outpatient and CLC

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION TOOL BUILT INTO THE

GOVERNMENT PROVIDED PROJECT SPECIFIC SHAREPOINT SITE Change Management applies to requests from user/user groups for changes to equipment lists resulting in impact to infrastructure requirements, and equipment and building layouts. The contractor shall coordinate with the SRE (or RE) through the COR to identify cost, schedule, and scope impacts. The contractor shall identify appropriate members for a Change Management Committee, which will include key VA personnel and contractor personnel, and may include participation by representatives of the non-VA contributors to this project. The Change Management Plan shall develop processes for submitting, reviewing, and approving or disapproving change requests. The Change Management Committee will review all change requests and make recommendations to the Medical Center Director, who is the final approval authority for all proposed changes.

The contractor shall provide a monthly report of the Change Management Committees activities, including minutes from any meetings, and maintain a running tally of all change requests, their status, and their impact on project cost and schedule.

15.1.7 Work Breakdown

Schedule (WBS) Attachment L Mental Health Inpatient/Outpatient and CLC

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION TOOL BUILT INTO THE

GOVERNMENT PROVIDED PROJECT SPECIFIC SHAREPOINT SITE The contractor shall maintain/update/track the Government provided WBS on the SharePoint site. The WBS is to be updated to reflect current status and changes as they occur throughout the life of the project

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Faces to Spaces A list of all the offices and personnel in the current space and the locations they will relocate to in the new clinical spaces.

Floor Plan Layouts Floor plan layouts for each building and floor of the new clinical space.

Equipment Reuse and Disposal Plan

List of equipment that will be reused (brought over) from the current space to the new clinical space. Also included in this list are the items that will no longer be used by the staff and disposed (excessed) through the Supply Management Service.

Install Schedule Timeline denoting the schedule of the installation of the furniture, fixtures, and equipment in the new clinical spaces.

Acquisition Schedule and Lead Times

List of all acquisition packages for furniture, fixtures, and equipment that will be used in the new clinical spaces and the lead times/estimated delivery dates.

Activation Project Schedule (APS)

Detailed activation project schedule that includes project information, tasks, task dependencies, sequencing, and resource requirements.

Furniture, Fixtures & Equipment (FF&E List)

Furniture, Fixtures & Equipment List. A list of all items going into the new buildings.

Government Provided Share Site for Information Sharing:

The Contractor shall use the Government-provided SharePoint site for project documentation and information sharing. There are two Government provided SharePoint Sites. One for the Mental Health Inpatient/Outpatiend projects and one for the CLC. Both SharePoint sites are required to be used for each project set of deliverables.

Project deliverables, schedules, reports, and management plans (all versions and final) shall be shared with the Government by posting on the Government-provided SharePoint site. Contractor shall update and maintain all versions of project deliverables as required per the deliverable schedule and posted on the Government SharePoint site, unless otherwise agreed upon by the COR and CO. Revisions to schedules and plans since the last update shall be tracked and clearly identified. The project SharePoint site is the official repository for all project working documents and deliverables. All project documentation shall be compatible with systems utilized by the medical facility with files downloadable by all parties. Where Sharepoint tools are available, they must be utilized in lieu of other formats.

Project deliverables, schedules, reports, and management plans (all versions and final) shall be shared with the Government by posting on the Government provided SharePoint site. Contractor shall update and maintain all versions of project deliverables as required per the deliverable schedule and posted on the SharePoint site, unless otherwise agreed upon by the COR and CO. Revisions to schedules and plans since the last update shall be tracked and clearly identified. The project SharePoint site is the official repository for all project working documents and deliverables. At the end of the contract, all deliverables are to be turned over and/or coordinated for download between the contractor and the COR.

15.1.9 SharePoint Site

Mental Health Inpatient/Outpatient and CLC

Contractor shall update and maintain all versions of project deliverables as required per the deliverable schedule and posted on the Government SharePoint site. Like site is the official repository for all project documents/information. The vendor will give the activation team access to their site.

Meeting Facilitation Services:

Integrated Move Plan The contractor shall update and maintain the existing Integrated Move Plan provided by the site Activation team. The contractor shall use construction drawings to update the existing Move Plan on the Government SharePoint site. Contractor shall identify any special characteristics of the space.

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The contractor shall provide group facilitation services to key stakeholders and work groups for meetings required to perform contract PWS tasks. Key stakeholders include, but not limited to, Activation Team Members and Program Support Staff from Facilities, Logistics, Medical Maintenance, CFM RE, and other project-related Government and Medical Staff as necessary. The contractor may identify additional ad hoc groups as approved by the COR. The contractor shall guide groups to consensus by identifying requirements, facilitating group discussions, and documenting decisions. The contractor shall coordinate meetings and facilitate the groups to assess, analyze, recommend, and document solutions as developed jointly by the contractor and the stakeholders and/or group members.

The contractor shall be responsible for coordinating and planning. The contractor shall coordinate the meeting locations and audio/visual support as needed for these meetings with the COR. The COR will finalize arrangement with the facility for rooms and audio/visual support. For meetings requiring teleconferencing capability, the contractor shall provide the teleconferencing service and call-in numbers and host the meetings. The contractor shall not meet with any end users, the A/E firm, the construction contractor, etc. without first coordinating with the CFM RE, COR, and VA PM. The contractor shall participate in design/construction meetings as determined by the

COR.

The contractor shall assure that all appropriate personnel are invited to attend each meeting either telephonically or in person. The contractor’s PM should be available to attend requested meetings in person, as determined by the COR prior to the meeting. Beyond the contractor’s Project Manager, the total number of personnel required to attend meetings to support successful execution of the work for any given meeting is to be determined by the contractor and must be approved by the COR.

15.1.10 Meeting Minutes

(Attachment K1) and Meeting Agendas (Attachment K2) Mental Health Inpatient/Outpatient and CLC

Agendas shall be distributed no more than 2 business days prior to the meeting. Contractor to work with COR or designee in creating the agendas. VA meeting agenda template to be used if available.

Minutes shall be distributed no more than 2 business days post meeting.

Minutes of all meetings shall include agenda, attendees, action items, and who is responsible for completion of the action items. If the facility has a standardized template, that template must be used.

PWS Deliverable Updates:

After initial acceptance of any developed deliverable under any of the task(s) identified in the PWS, those deliverables will be updated and maintained as part of the Comprehensive Project Management Services Task.

15.1.11 PWS Deliverable

Updates Mental Health Inpatient/Outpatient and CLC

Updates must be completed no later than 10 business days after identification of need by either the Government or the Contractor. Note: all updates shall reference this deliverable and the original deliverable numbers (i.e. 15.1.11 update for 15.2.1)

15.2 Concept of Operations (CONOPS) and Transition Planning

The contractor shall facilitate CONOPS planning identified below. The contractor shall meet with key stakeholders in processes that involve multiple departments throughout the Mental Health Inpatient and Outpatient Building and the CLC. Contractor to facilitate groups to identify, determine and document key organizational CONOPS for use in the new facilities.

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• Micro (clinic wide operations) level CONOPs: assess current operations, define new operations, and obtain facility approval of business practices based on new conditions in space, equipment, staffing, and operations. Includes assessing how the programmed space and design will be used in the new facility in terms of patient care delivery and best practices for patient outcomes, and document departmental hours of operation, work flow, staff work spaces, staff efficiency, egress of patients and staff, movement of equipment and supplies within the department, and safety and security for patients and staff.

• Transition and Preplanning Governance CONOPs: high-level requirements and processes required to accomplish activation and preplanning activities. Transition CONOPs will detail transition from current state to the required future state at the new facility. Transition CONOPs shall support the schedule development and acquisition, installation, and occupancy timelines. The contractor shall provide detailed transition CONOPs by functional area. The contractor shall identify key requirements and constraints that will empower or impede decision making processes, approvals, or the ability to manage the activation activities. The contractor shall make recommendations for improvement where constraints, impediments, or other problems are identified. Recommendations cannot include changes that would require a change order and must work within the parameters of the project. This information shall be documented in the Transition Plan.

• General CONOPS: Develop welcome/orientation kits for new employees, (i.e. facility maps, policies, service access, contact information, etc.)

15.2.1 Micro CONOPS

Mental Health Inpatient/Outpatient and CLC

Micro CONOPS shall define how each specific operational unit conducts business. See task description above.

15.2.2 Transition CONOPS

Mental Health Inpatient/Outpatient and CLC

Create and update Transition CONOPS. Transition CONOPS support the schedule development, acquisition, installation, and occupancy timelines. The contractor shall provide Transition CONOPS by functional areas. Transition CONOPS shall include a Day in the Life Plan, which describes the contractor’s plans for preparing Day in the Life scenarios to help prepare employees to work in the newly activated space. Contractor to work with the end users to establish Day in the Life scenarios.

15.2.3 General CONOPS

Mental Health Inpatient/Outpatient and CLC

The General CONOPS shall provide material to employees outlining policies, access, and contact information. It will also include facility maps.

15.2.4 Transition Plan

Mental Health Inpatient/Outpatient and CLC

The contractor shall develop and maintain a transition plan ensuring that it is updated to reflect the status and changes as they occur throughout the life of the project. The transition plan at a minimum should address all major actions necessary for successful completion of the project. The transition plan should, at a minimum include a:

- Delivery and installation plan

- Government acceptance plan

- Temporary, building protection plan

- Security plan

- Sequencing and outfitting plan

- Calibration and testing plan

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15.3 Warehousing and Warehousing Management Services

The contractor shall provide comprehensive warehousing services to include the provision of warehouse space for the FF&E that will be staged prior to installation and as needed during the activation process for the Inpatient and Outpatient Mental Health and CLC buildings. Contractor must be on-site at warehouse to accept, inspect, and log all deliveries. Contractor to coordinate ALL deliveries into the warehouse and quality check all deliveries.

Contractor is responsible for installation of furniture items found in Attachment G1 MHOP FFE MHIP FFE and G2 CLC FFE, to include staging, assembly, delivery to new site and installation by qualified furniture installers.

Contractor is not responsible for the warehousing, delivery, assembly, and installation of cubicles. All items must be stored in such a way as to not void manufacturer warranties. It is the contractor’s responsibility to determine warehouse size requirements based off the most current FF&E lists (Attachment G1 and G2).

Warehousing services include tracking, receiving, documenting, reporting, transporting to the VHA for assembly and installation, and storing all identified FF&E. Please note that Government acceptance of items delivered to the warehouse must be done by Government personnel. The contractor must have the ability to report all assets stored in the facility with daily updates provided as items are delivered to the facility. Contractor will provide temporary warehousing, including all necessary receiving, inventorying, storing, and all transportation and logistical services as required to facilitate all IOT&A services under this contract.

Warehouse requirements:

• The warehouse must be centralized no further than 10 Miles from the VHA Long Beach campus (or as otherwise agreed to by the Government POC).

• Identify items that will need to be warehoused and/or determine warehousing requirements.

• The warehouse must have a sprinkler system, security system, racking, and loading docks.

• The contractor shall provide appropriate insurance to protect the VA in case of loss or damage to VA property stored at the warehouse.

• The contractor shall provide delivery of items from warehouse to final location on site.

• The contractor shall develop and provide a Warehousing Plan (workflow process).

• Provide necessary Material Handling equipment to include: Forklift, pallet-jacks, etc.

15.3.1 Warehouse Plans The Warehousing Plan shall describe how the contractor plans to meet the warehousing requirements of the PWS and an Emergency Management Plan for the warehouse. The Warehousing Plan shall include at a minimum:

- address of the warehouse

- hours of operation

- pictures of the interior of the warehouse prior to FF&E being received

- Details of how contractor will meet the minimum warehouse requirements (i.e. sprinkler system, fire protection, racking, loading docks, climate control area, security system)

- warehouse security plan

- copy of the certificate of insurance

- description of methodology used to control inventory and all FF&E accepted at the warehouse.

- Department master move schedule

- Department activity (individual service report)

- Cleaning and housekeeping plan

- Training plan

- Day in the life plan

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15.3.2 Receiving Logs

Mental Health Inpatient/Outpatient and CLC

The contractor shall receive and manage inventory of FF&E items directly at the warehouse.