Amended Attachment B - Louisville PWS TO1 10.19.2022.pdf

PERFORMANCE WORK STATEMENT (PWS)

(Attachment B)

DEPARTMENT OF VETERANS AFFAIRS

Veterans Health Administration (VHA)

Replacement Veterans Affairs Medical Center

Louisville, Kentucky

Project Title:

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

IDIQ #TBD

Task Order #1 Project Management & Pre-Planning Support

October 19, 2022

1 | P a g e

1. Background

The U.S. Department of Veterans Affairs (VA) Replacement VA Medical Center (VAMC) will represent the culmination of years of strategic planning, with utmost honor and respect, for the benefit of military veterans in the Louisville, Kentucky area. This innovative medical center is being designed and configured to support the highest level of preventive, interventional, maintenance, and extended care to Kentuckian veterans. As a center of health and well-being, it will feature a multitude of primary care, specialty, surgical, and mental health services. As part of its comprehensive approach to health, the medical center will also facilitate geriatric and extended care, home-based primary care, and the Substance Abuse Residential Rehabilitation Treatment Program (SARRTP).

Though flanked by two divergent environs, an expressway and residential neighborhood, this 973,000 square foot complex on a 34-acre site creates its own, unique identity derived from the purpose set forth by project stakeholders.

Its campus environment establishes the framework for a healing environment by integrating nature with architecture, a concept pronounced by the strategic interwoven design of nature and daylight throughout the complex.

The VAMC consists of four major components integrated into one comprehensive design.

▪ VA Medical Center

- East Bar includes Patient Care and Administration

- West Bar includes Diagnostic / Treatment and Clinics

▪ Laundry Component

▪ Central Utility Plant (CUP) Component

Parking for the Louisville VA Medical Center Campus is provided in two parking structures plus a nominal amount of surface parking referenced above. Excluding the parking spaces adjacent the guard houses for Police Services and vehicle inspection, over 2,600 vehicles are accommodated on the site.

▪ Parking Garage

- North Parking Garage is six stories

- South Parking Garage is seven stories

The location of the Replacement VAMC – Louisville, KY is 4906 Brownsboro Road, Louisville, KY.

2. Scope

Contractor shall conduct all necessary Planning, Initial Outfitting, Transitioning, and Activation (IOT&A) activities in accordance with this Performance Work Statement (PWS). The Contractor shall provide professional services to include all labor, materials, transportation, and equipment to conduct and provide IOT&A support services to accomplish the PWS tasks. The scope of this task order includes Project Management Support Services and Comprehensive Interior Design, FF&E, and Space Planning Services for the Replacement VA Medical Center Louisville, Kentucky.

3. PERIOD OF PERFORMANCE

See 1449

4. TYPE OF ORDER

Firm Fixed Price

5. PLACE OF PERFORMANCE

2 | P a g e

Services under this PWS shall be performed at the new Louisville VA Medical Center located at 4906 Brownsboro Road, Louisville, KY; off-site at the contractor’s facility or alternate work site(s) (i.e., old clinic space, VA Medical Center Campus).

6.0 TRAVEL

The Government anticipates travel under this effort to perform the tasks, as well as to attend program-related meetings throughout the Period of Performance. Cost reimbursable Travel will be included in the Task Order award based upon the Government’s estimate.

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 TO. Travel will be reflected on the TO as a separate, reimbursable line item with a Not to Exceed (NTE) total expenditure. Travel will be requested, approved, and reimbursed in accordance with the TO. The Government will not reimburse any living or relocation costs of Contractor employees. It is the responsibility of the Contractor to mobilize employees and pay living expenses for non-local employees. Reimbursement for travel is limited to that required in the performance of the TO, and specifically requested by the Government.

All travel shall be in accordance with the Federal Travel Regulations (FTR). Local travel, within a 50-mile radius from the place of performance or the relocation of Contractor personnel from other geographic areas for the purpose of staffing a TO is considered the cost of doing business and is not subject to reimbursement. The Government will not pay travel charges for travel to and from the Contractor employee’s home and Government office or to and from one company building to another. Travel beyond a 50-mile radius of the Contractor’s facility is 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 D).

For any CR travel, the Contractor must obtain written approval from the VA COR BEFORE any travel begins, utilizing the Travel Authorization Request. Other documents or e-mails will not be accepted as pre-approval. Travel expenses will be reimbursed on an actual expenditures 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 that occurs without written pre-approval will not be reimbursed. 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.

7.0 SPECIFIC TASK AND DELIVERABLES

7.1 Comprehensive Project Management Support Services

Provide comprehensive Project Management Services integral to the execution of the overall project 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 may be required to be onsite as required per the contract and lead user group meetings, IPT Meetings, and attend other project meetings. The Project Manager will ensure close coordination with the design and construction efforts of the building contractor.

The PM designated shall serve as the Government’s primary point of contact and shall be responsible for the overall coordination and scheduling of the contract team's work. The PM shall not be reassigned without http://www.gsa.gov/ftr

3 | P a g e notification to the CO and COR.

Project Plans, Schedules, and Reports:

The contractor shall support the VHA Activation Team’s planning, scheduling, and reporting requirements.

The contractor shall support the Facility Activation Project Manager in establishing a local level Integrated Project Team (IPT). The purpose of the IPT is to provide timely input to concept and design development, identification, planning, and execution of procurement functions, and logistical and operational requirements in order to bring the project into operation. Stakeholder engagement is vital to a successful outcome. IPT members should include, at a minimum: local OI&T, Infection Control, Emergency Safety & Preparedness, Logistics, Patient Safety, facility Fiscal office, Privacy, Lock Shop, Police, Environmental Management, project Resident Engineer, local Union representation, and others as required depending on project type and scope.

The contractor is also responsible for developing an Activation Integrated Master Schedule (AIMS) which integrates activation activities, Activations Project Schedule, Construction Project/Schedule, and the VA Information Technology Project Schedule, etc. The AIMS shall be coordinated with the USACE 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

TO1-001 Monthly Project Status Report

The Monthly Project Status Report shall give an overview of the progression of the project and describe the work completed during the reporting/billing period.

The report shall include status of milestone items in the Master Project Schedule, discuss moderate to high risk items, and a summary of meetings attended. The report shall discuss any “lessons learned” during the reporting/billing period. If any changes to staff (prime or sub), or Key Personnel change during the month, and updated Attachment E, 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.

4 | P a g e

During the months of acquisition support, the report shall provide a graph of equipment purchased, remaining, pending market research, approval or deferred to include percentages complete and dollar amounts.

T01-002 Activation Integrated Master Schedule

(AIMS)

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 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 schedule shall be coordinated with the lessor/building contractor’s AIMS 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. The 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.

Milestones must include Activations FY20XX budget requests, Activation Management Plan complete, construction contractor need by date for VC items, Order VC items, construction contractor need by date for High-Cost High Tech (HCHT) equipment, funds to the NAC by date for HCHT equipment, Equipment testing, First Use.

TO1-003 Individual Service Project Schedules

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.

TO1-004 Risk Management Plan and Log (Attachment F)

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION SHAREPOINT LIST 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;

5 | P a g e

TO1-005 Change Management Plan and Log

(Attachment G)

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION SHAREPOINT LIST 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 R/E) through the COR to identify cost, schedule, and scope impacts. The contractor will work with the COR to 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 or their designee, 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 via the VA provided SharePoint site of all change requests, their status, and their impact on project cost and schedule.

The contractor shall document requested and approved changes to the FF&E in a change management log. Contractor shall not direct changes. Any changes with infrastructure or space impacts will need coordination with the RE to determine any scope, schedule, or cost impacts prior to submitting for approval.

TO1-006 WBS

(Attachment H)

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION SHAREPOINT LIST 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 the current project, current status’, and changes as they occur throughout the life of the project.

Contractor can utilize the provided file by changing and updating or can create a new file with consideration of tasks on the VA provided file, using software which can be opened by VA team members.

TO1-007 Integrated Project Team

(IPT)

Contractor shall draft an IPT Charter, to include IPT roles and responsibilities of stakeholders and the identification of individual members, and IPT member nominations letters. The contractor shall update the IPT letters and charter throughout the requirement accounting for any changes.

Government Provided Share Site for Information Sharing:

The Contractor shall use the Government-provided SharePoint site for project documentation and information sharing through the provided SharePoint lists and subsites. The VA SharePoint can only be accessed by individuals with a VA email address and network access. Project deliverables, schedules, reports, and

• result in poor quality of services; and/or

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

Risk Management should be a regular coordination meeting agenda item to ensure Risks are being managed per the RMP. The 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.

6 | P a g e management plans (all versions and final) shall be shared with the Government by posting on the Government-provided SharePoint site document libraries, lists, and subsites. Contractor shall update and maintain all versions of project deliverables as required per the deliverable schedule and posted on the Government SharePoint site. 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.

Deliverable Description

TO1-008 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. The SharePoint site is the official repository for all project documents/information.

Meeting Facilitation Services:

The contractor shall provide group facilitation services to key stakeholders and work groups for meetings required to perform activation PWS tasks. Key stakeholders include, but not limited to, USACE, Activation Team Members, Integrated Project Team Members, and Program Support Staff from Facilities, Medical Maintenance, USACE, and other project-related Government and Medical Staff as necessary. At a minimum, each department will constitute a workgroup. The contractor may identify additional ad hoc groups as necessary. The contractor shall guide groups to consensus by identifying requirements, facilitating group discussions, and documenting decisions. 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, USACE, COR, and/or VA PM as appropriate. The contractor shall participate in design/construction meetings as determined by the COR.

It should be noted that prior to award of this contract, CFM and USACE has worked diligently with the VAMC to produce the Building Contract and its corresponding appendices. This includes workflows, the program for design (PFD), floor layouts, room contents list (i.e. general equipment list), agency specific requirements, IT requirements, security requirements, and janitorial requirements produced in the awarded construction contract.

The IOT&A contractor may not make changes to the items above (with the exception of the room contents list – provided there is no impact to infrastructure requirements). Any changes resulting from such an instance without the approval of the VA Construction CO will be borne on the IOT&A contractor. In regard to changes to

7 | P a g e the room contents list, the IOT&A contractor is allowed to make changes only within the building contract parameters, with approval of user groups. This would entail further defining equipment listed in the room contents list. The IOT&A contractor will also be responsible for scrubbing the equipment list via user group meetings, to identify any equipment that is to be deleted or added.

The contractor will be responsible for the equipment planning within the contractual boundary of the CFM and USACE Contract Room Content List and defined floor layouts. Any deviations will have to be routed through the COR and approved through the CFM RE and CFM CO.

The contractor shall assure that all appropriate personnel are invited to attend each meeting either telephonically, video conferencing, 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.

Deliverable Description

TO1-009 Meeting Minutes and Meeting Agendas (Attachments I1 & I2)

Agendas shall be distributed no less than 3 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 5 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. In addition to the plans, schedules, and report requirements detailed in the deliverable schedule below, updating shall be posted to the SharePoint site within 5 business days of the required updates, unless otherwise agreed upon by the COR. Revisions to schedules and plans since the last update shall be tracked and clearly identified.

Deliverable Description

TO1-010 PWS Deliverable Updates

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.

7.2. Comprehensive Interior Design, FF&E, and Space Planning Services

Provide and coordinate comprehensive interior design (CID) services or coordination of CID services, ensuring incorporation of evidence-based health care concepts. FF&E must complement any interior packages developed by the Architect/Engineer firm associated with the construction project and/or the health care facility’s standards as provided by the Government. The contractor may be required to identify FF&E to purchase, receive and install

8 | P a g e

FF&E and visual arts and/or inventory, uninstall, pack, transport and reinstall existing FF&E and visual arts in the health care facility’s current inventory identified for reuse in the new facility following approval by the COR. Design support services include preparing cut sheets for FF&E and artwork, updating the room’s content list on the Government’s Sharepoint site, including updating spaces to be consistent with A/E drawings. Contractor is to work closely with the appropriate VA Activation team representative on all furnishings, space planning, and selections. Contractor shall ensure all selections are in accordance with the CD’s to avoid conflict resulting in either design or construction modifications.

Contractor may provide their own system for tracking, managing and validating FF&E, however the Government provided SharePoint site must also be updated and maintained at all times. It is the official repository for all project information and is utilized by outside bodies for budgetary and tracking purposes. The Contractor is responsible for promptly transferring and/or updating to the Government provided SharePoint, all information tracked and managed using any other contractor provided system. The contractor will be validating all FF&E and defining all salient characteristics. “Validating” in the sense means a generic item has been identified by a specific manufacturer and model has not yet been identified. The contractor shall then develop the 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, and artwork with the appropriate VA IPT representative to sign off on the final cut sheets and specifications. The COR (or other designated representative decision authority) will direct the contractor to the appropriate stakeholder for approval.

The IOT&A contractor will be responsible for identifying salient characteristics for all FF&E with end users and the appropriate VA Activation team representative for recording in the FF&E tracking system. This also ties into the acquisition support services required under this PWS as the identified salient characteristics will be included in “brand name or equal” procurement packages. A completed Justification and Approval (J&A) form will be required to be included in any procurement packages for any items that require a specific manufacturer or model.

The general contractor will be required to identify all Mechanical Electrical and Plumbing (MEP) information necessary and timelines needed. IOT&A contractor is to develop the make and model of all equipment with the Design Documents. The VA will be responsible to provide the correct POC’s as members of the IPT, for the user group meetings who has the authority to make equipment decisions, such as identification of make and model of equipment, locations for all equipment – consistent with A/E drawings, and any J&As planned for the procurement of specified equipment. The IOT&A contractor is to ensure all identified FF&E or architectural significant items are in accordance with the Design Documents to minimize any need to change the Mechanical, Electrical, Plumbing or Architectural support systems and locations. Any future changes to FF&E that have an impact on MEP will be routed through the Change Management process.

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

The contractor shall provide cut sheets for all FF&E items to the appropriate VA Activation team representative. The contractor will be required to update the cut sheets as appropriate if options and accessories change the provided cut sheet and/or change design requirements. The IOT&A contractor is to ensure all identified FF&E or architectural significant items are in accordance with the Design Documents to minimize any need to change the Mechanical, Electrical, Plumbing or Architectural support systems and locations. Any impact to MEP resulting from equipment changes must go through the Change Request process. The contractor shall utilize Space, Equipment, and Planning

9 | P a g e

System (VA-SEPS) Joint Service Number (JSN) nomenclature in accordance with the VA BIM Guide (available at VA BIM GUIDE, https://www.cfm.va.gov/til/bim/VA-BIM-Guide.pdf) for all unique ID numbering. The cut sheets shall identify the basis of design item and shall show appropriate VA-SEPS JSNs. New JSN requests and JSN searches can be conducted at https://dha.max.gov/milstd1691. The contractor shall develop a ROM to include estimated costs for storage, delivery, and installation.

The general contractor will be required to identify all Mechanical Electrical Plumbing (MEP) information necessary and timelines needed. The IOT&A contractor is to develop the make and model of all equipment with the Design Documents. The VA will be responsible to provide the correct POC’s as designees to the IPT, for the user group meetings who have the authority to make equipment decisions, such as identification of make and model of equipment, locations for all equipment, and any J&As planned for the procurement of specified equipment. The IOT&A contractor is to ensure all identified FF&E or architectural significant items are in accordance with the Design Documents to minimize any need to change the Mechanical, Electrical, Plumbing or Architectural support systems and locations.

Documents to minimize any need to change the Mechanical, Electrical, Plumbing or Architectural support systems and locations.

The Contractor shall perform a physical inventory within the existing 550,000 square foot building of all existing FF&E, medical equipment, and IM/IT systems. The Contractor shall assess existing FF&E for reuse in new facility by conducting a life-cycle analysis on each FF&E item from the inventory and provide this analysis to the VA with recommendations. In general, if an item has an estimated useful life of two years or more from the date of anticipated occupancy of the new facility it should be reused. The life cycle analysis shall include maintenance histories and any other information the Contractor deems relevant. The inventory reuse analysis shall be documented the Equipment Inventory, Reuse and Disposal Plan deliverable. The plan 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.

# DELIVERABLE

NAME

DELIVERABLE DESCRIPTION

TO1-011 FF&E Cut Sheets Cut Sheets shall include a photo of the item, finishes, specifications, instructions, dimensions, etc., that apply to 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.

TO1-015 Room-by-Room Master Equipment and Furniture List (MEL)

The Room-by-Room MEL (captured using the SharePoint list, identifies all items listed by room. The MEL shall include reuse when applicable. The contractor shall provide a complete and finalized room by room activation SharePoint list for each service/area throughout the clinic. The IOTA contractor shall perform QA against the Design Documents to avoid conflict.

Initial Data collected, updated, and maintained in the SharePoint list includes space identification that matches construction drawings, VV vs VC vs CC, item cost to include any purchased install and/or training, contracting and vendor lead and install times, funding appropriation, recurring vs non-recurring expense.

file://///v10.med.va.gov/CLE/Service/PCAC/IOTA/Louisville/Task%20Order%201/P%20Docs/P01%20-%20PWS/VA%20BIM%20GUIDE https://dha.max.gov/milstd1691

10 | P a g e

TO1-016 FF&E Layouts Space plans showing FF&E furniture and equipment placement.

FF&E layouts are to be used for end-user/VA designer group meetings, to assist in the validation of the FF&E, and to facilitate outfitting as an installation guide. 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. Updated drawings will be provided to update FF&E placement using basis of design dimensions using Revit. The IOT&A contractor is to ensure all identified FF&E or architectural significant items are in accordance with the Design Documents to minimize any need to change the Mechanical, Electrical, Plumbing or Architectural support systems and locations. The contractor will work closely with VA Interior Designer.

Hard copies and/or 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.

TO1-018 Rough Order of Magnitude

(ROM)

The ROM is the total estimated cost by item to purchase, warehouse, delivery, install, test, and train (as applicable) for the project. The ROM should be provided after review of the provided final acquisition package.

TO1-020

Equipment Inventory, Reuse and Disposal Plan (Attachment J)

CONTRACTOR MUST UTILIZE OCAMS ACTIVATION SHAREPOINT

LIST BUILT INTO THE GOVERNMENT PROVIDED PROJECT

SPECIFIC SHAREPOINT SITE

The contractor shall develop and maintain an FF&E Inventory 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 Equipment Inventory Reuse and Disposal Plan should outline how the contractor will determine if equipment is reusable. Equipment determined to be reusable shall be incorporated into the acquisition plan to ensure all reuse equipment is accounted for in the Final budget and procurement efforts. The Equipment Inventory Reuse and Disposal plan shall also describe how non-reusable equipment will be disposed and final location of disposed equipment (The Government will be responsible for disposing of non-reusable equipment). Accountable equipment whether reusable or designated for disposal will need to be coordinated with the Supply Chain Management Service to ensure equipment property records are accurately updated in

AEMS/MERS.

11 | P a g e

8.0 OPTIONAL TASKS

8.1 Concept of Operations (CONOPS) and Transition Services

The contractor shall facilitate CONOPS planning identified below. The contractor shall meet with key stakeholders in processes that involve multiple departments throughout Replacement VA Medical Center – Louisville, Kentucky and facilitate groups to identify, determine and document key organizational CONOPS for use in the new facility.

• 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, workflow, staff workspaces, staff efficiency, egress of patients and staff, movement of equipment and supplies within the department, and safety and security for patients and staff, to include emergency preparedness.

• 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.)

DELIV. # DELIVERABLE DESCRIPTION

T01-021 Micro-CONOPS Micro CONOPS shall define how each specific operational unit conducts business. See task description above.

TO1-022 Transition CONOPS 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.

TO1-023 General CONOPS The General CONOPS shall provide material to employees outlining policies, access, and contact information. It will also include facility maps.

TO1-024 Transition Plan The contractor shall develop and maintain a transition plan ensuring that it is updated to reflect the current status and changes as they occur

12 | P a g e throughout the life of the project. The transition plan at a minimum should address all major actions necessary for successful completion of 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

- Department master move schedule

- Department activity (individual service report)

- Cleaning and housekeeping plan

- Training plan

- Day in the life plan

TO1-025 Integrated Move Plan (Attachment K) CONTRACTOR MUST UTILIZE OCAMS ACTIVATION

SHAREPOINT LIST BUILT INTO THE GOVERNMENT

PROVIDED PROJECT SPECIFIC SHAREPOINT SITE

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.

TO1-026 Project Phasing and Facility Staffing Plan

The Plan shall identify the number and types of positions that are recommended for hire and/or transfer from existing facility to staff the new facility. VA staffing requirements can be located at http://vaww.va.gov/ohrm/HRLibrary/Dir- Policy.htm. The plan shall be submitted with each stage of the AIMS submissions.

9.0 DELIVERABLES

Deliverables have established delivery schedules as specified in the PWS. Failure to comply with the delivery schedule will cause the contractor to be delinquent in performance. Such tardiness will be annotated in the Contractor Performance Assessment Rating System (CPARS) interim and/or final ratings.

9.1 Deliverable Schedule

Submittals are required deliverables mutually agreed upon within the contract. Submittals have established delivery schedules as specified in the PWS. Failure to comply with these delivery schedules makes the contractor delinquent in performance. Such tardiness will be annotated in the contractor Performance Assessment Rating System (CPARS) interim and/or final ratings.

Delivery schedule for deliverables are identified below. Due to the variations in project schedules, construction timelines, etc., deliverable due dates may be adjusted with prior notification and approval by the VA CO. For deliverables with a schedule yet to be determined, a mutually agreed upon schedule and/or format will be determined during the performance period. The agreed upon date must not delay the project schedule and must be tracked in the Activation Project Schedule for verification.

The contractor shall provide deliverables per the task/delivery schedule. Deliverables may be a “moving target https://gcc02.safelinks.protection.outlook.com/?url=http%3A%2F%2Fvaww.va.gov%2Fohrm%2FHRLibrary%2FDir-Policy.htm&data=04%7C01%7C%7C6493627a4ec14e58ccbc08d9c591add8%7Ce95f1b23abaf45ee821db7ab251ab3bf%7C0%7C0%7C637758051736611305%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=6c0KwEsfEUmSY9CqnitYVqlZpMu3CADzyecWZrU7gL0%3D&reserved=0 https://gcc02.safelinks.protection.outlook.com/?url=http%3A%2F%2Fvaww.va.gov%2Fohrm%2FHRLibrary%2FDir-Policy.htm&data=04%7C01%7C%7C6493627a4ec14e58ccbc08d9c591add8%7Ce95f1b23abaf45ee821db7ab251ab3bf%7C0%7C0%7C637758051736611305%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=6c0KwEsfEUmSY9CqnitYVqlZpMu3CADzyecWZrU7gL0%3D&reserved=0

13 | P a g e date” depending on construction schedule. Deliverables with a “moving target date” dependent on construction schedule will be identified as "Building Occupancy Date (date building is turned over for outfitting etc.) minus X number of days".

Deliverable No.

Deliverable Name Due

TO1-001 Monthly Project Status Report Monthly

TO1-002 Activation Integrated Master Schedule

(AIMS)

30 days after effective date of award; Updated as required

TO1-003 Individual Service Project Schedules 90 days after effective date of award; Updated as required

TO1-004 Risk Management Plan and Log 30 days after effective date of award; Updated as required

TO1-005 Change Management Plan and Log 30 days after effective date of award; Updated as required

TO1-006 WBS 90 days after effective date of award; Updated as required.

TO1-007 Integrated Project Team (IPT) 30 days after effective date of award; Updated as required

TO1-008 SharePoint Site Ongoing; Updated as required

TO1-009 Meeting Minutes and Meeting Agendas Meeting Minutes 5 business days after meeting;

Agendas 3 business days prior to meeting

TO1-010 PWS Deliverable Updates 10 days after the need for updates are identified

TO1-011 FF&E Cut Sheets First version 180 days after effective date of award;

Update as required

TO1-015 Room-by-Room Master Equipment and Furniture List (MEL)

First version 180 days after effective date of award;

Updated as required

TO1-016 FF&E Layouts First version 180 days after effective date of award;

Update as required

TO1-018 Rough Order of Magnitude (ROM) 90 days after effective date of award; Update as required

TO1-020 Equipment Inventory, Reuse and Disposal Plan

First version 180 days after effective date of award;

Updated as required

TO1-021 Micro-CONOPS Initial due 180 days after the exercise of the option.

Final CONOPS (as part of Project Management Support) due NLT 180 days prior to Day One.

TO1-022 Transition CONOPS Initial due 180 days after the exercise of the option.

Final CONOPS (as part of Project Management Support) due NLT 180 days prior to Day One.

TO1-023 General CONOPS Initial due 180 days after the exercise of the option.

Final CONOPS (as part of Project Management Support) due NLT 180 days prior to Day One.

TO1-024 Transition Plan 90 days after effective date of award; Updated as required

TO1-025 Integrated Move Plan 90 days after effective date of award; Updated as required

14 | P a g e

TO1-026 Project Phasing and Facility Staffing Plan Initial due 180 days after the exercise of the option.

Final Plan (as part of Project Management Support) due NLT 180 days prior to Day One.