Attachment 3 - PT and Prosthetics Specs Final 03_09_2020.pdf

Anderson Engineering of Minnesota, LLC 13605 1st Avenue North

Plymouth, MN 55441 Phone: 763-412-4000 Fax: 763-412-4090

Prepared in association with the following:

IMEG

VAMC OMAHA

CONSTRUCT PHYSICAL THERAPY AND

PROSTHETICS

VA PROJECT NUMBER: 618-503

4101 WOOLWORTH AVE

OMAHA, NE 68105

APPENDIX 1

SELECT OUTLINE SPECIFICATIONS

ANDERSON ENGINEERING OF MN, LLC

Project Number: 15505

06, December 2019

11-01-19

00 01 10-1

DEPARTMENT OF VETERANS AFFAIRS

VHA MASTER SPECIFICATIONS

TABLE OF CONTENTS

Section 00 01 10

SECTION NO. DIVISION AND SECTION TITLES DATE

DIVISION 01 - GENERAL REQUIREMENTS

01 00 00 General Requirements 12-18 01 32 16.01 Architectural and Engineering CPM Schedules 01-11 01 32 16.16 Network Analysis Schedules (Design-Build Only) 02-15 01 33 23 Shop Drawings, Product Data, and Samples 05-17 01 35 26 Safety Requirements 02-17 01 42 19 Reference Standards 09-19 01 45 00 Quality Control 03-19 01 45 29 Testing Laboratory Services 11-18 01 45 35 Special Inspections 03-19 01 57 19 Temporary Environmental Controls 01-11 01 58 16 Temporary Interior Signage 07-15 01 74 19 Construction Waste Management 09-13 01 81 13 Sustainable Construction Requirements 10-17 01 91 00 General Commissioning Requirements 10-15

DIVISION 02 – EXISTING CONDITIONS

02 21 13 Site Surveys 08-16

DIVISION 03 – CONCRETE

03 30 00 Cast-in-Place Concrete 07-19 03 45 00 Precast Architectural Concrete 02-19

DIVISION 04 – MASONRY

04 05 13 Masonry Mortaring 10-17 04 05 16 Masonry Grouting 02-16 04 20 00 Unit Masonry 08-17 04 72 00 Cast Stone Masonry 02-15

DIVISION 05 – METALS

05 12 00 Structural Steel Framing 11-18 05 31 00 Steel Decking 02-16 05 36 00 Composite Metal Decking 10-15 05 40 00 Cold-Formed Metal Framing 05-16 05 50 00 Metal Fabrications 08-18 05 51 00 Metal Stairs 10-15

DIVISION 06 – WOOD, PLASTICS AND COMPOSITES

00 01 10-2

SECTION NO. DIVISION AND SECTION TITLES DATE

06 10 00 Rough Carpentry 10-17 06 16 63 Cementitious Sheathing 02-16

DIVISION 07 - THERMAL AND MOISTURE PROTECTION

07 08 00 Facility Exterior Closure Commissioning 11-16 07 11 13 Bituminous Dampproofing 02-16 07 21 13 Thermal Insulation 10-17 07 22 00 Roof and Deck Insulation 02-16 07 27 26 Fluid-Applied Membrane Air Barrier, Vapor Permeable 02-16 07 27 27 Fluid-Applied Membrane Air Barrier, Vapor Retarding 02-16 07 40 00 Roofing and Siding Panels 10-15 07 54 23 Thermoplastic Polyolefin (TPO) Roofing 08-16 07 60 00 Flashing and Sheet Metal 07-14 07 71 00 Roof Specialties 10-15 07 81 00 Applied Fireproofing 10-17 07 84 00 Firestopping 02-16 07 92 00 Joint Sealants 10-17 07 95 13 Expansion Joint Cover Assemblies 02-16

DIVISION 08 - OPENINGS

08 11 13 Hollow Metal Doors and Frames 08-16 08 14 00 Interior Wood Doors 02-16 08 17 10 Integrated Door Assemblies 02-16 08 31 13 Access Doors and Frames 02-16 08 41 13 Aluminum-Framed Entrances and Storefronts 08-16 08 44 13 Glazed Aluminum Curtain Walls 03-17 08 51 13 Aluminum Windows 02-16 08 56 53 Blast Resistant Windows 02-16 08 71 00 Door Hardware 11-19 08 71 13 Automatic Door Operators 02-16 08 80 00 Glazing 10-15 08 90 00 Louvers and Vents 05-15

DIVISION 09 – FINISHES

09 05 16 Subsurface Preparation for Floor Finishes 02-15 09 22 16 Non-Structural Metal Framing 06-18 09 23 00 Gypsum Plastering 10-15 09 29 00 Gypsum Board 06-18 09 30 13 Ceramic/Porcelain Tiling 09-15 09 51 00 Acoustical Ceilings 12-18 09 65 13 Resilient Base and Accessories 02-16 09 65 16 Resilient Sheet Flooring 05-18 09 65 19 Resilient Tile Flooring 05-18 09 68 00 Carpeting 10-15 09 84 33 Sound-Absorbing Wall Units 10-15 09 91 00 Painting 01-16

DIVISION 10 – SPECIALTIES

00 01 10-3

SECTION NO. DIVISION AND SECTION TITLES DATE

10 14 00 Signage 10-15 10 21 13 Toilet Compartments 12-15 10 21 23 Cubicle Curtain Tracks 05-15 10 26 00 Wall and Door Protection 10-15 10 28 00 Toilet, Bath, and Laundry Accessories 02-16 10 44 13 Fire Extinguisher Cabinets 08-18

DIVISION 11 – EQUIPMENT

11 05 12 General Motor Requirements for Equipment 11-11 11 73 00 Ceiling Mounted Patient Lift System 01-17 11 79 13 Hydrotherapy Equipment 11-11

DIVISION 12 – FURNISHINGS

12 24 00 Window Shades 08-17 12 24 21 Lightproof Shades 05-15 12 34 00 Manufactured Plastic Casework 10-15 12 36 00 Countertops 12-18

DIVISION 13 - SPECIAL CONSTRUCTION

13 05 41 Seismic Restraint Requirements for Non-Structural Components

01-14

13 17 23 Therapeutic Pools 05-15 13 17 23.11 Therapeutic Pool Accessories 05-15

DIVISION 14– CONVEYING EQUIPEMENT

14 24 00 New Hydraulic Elevators 10-19

DIVISION 21- FIRE SUPPRESSION

21 08 00 Commissioning of Fire Suppression System 11-16 21 13 13 Wet-Pipe Sprinkler Systems 06-15 21 13 16 Dry-Pipe Sprinkler Systems 01-15

DIVISION 22 – PLUMBING

22 05 11 Common Work Results for Plumbing 07-16 22 05 12 General Motor Requirements for Plumbing Equipment 09-15 22 05 19 Meters and Gages for Plumbing Piping 09-15 22 05 23 General-Duty Valves for Plumbing Piping 09-15 22 05 33 Heat Tracing for Plumbing Piping 09-15 22 07 11 Plumbing Insulation 09-19 22 08 00 Commissioning of Plumbing Systems 11-16 22 11 00 Facility Water Distribution 11-19 22 11 23 Domestic Water Pumps 09-15 22 13 00 Facility Sanitary and Vent Piping 09-15 22 14 00 Facility Storm Drainage 09-15

00 01 10-4

SECTION NO. DIVISION AND SECTION TITLES DATE

22 14 29 Sump Pumps 09-15 22 15 00 General Service Compressed-Air Systems 09-15 22 33 00 Electric Domestic Water Heaters 09-15 22 34 00 Fuel-Fired Domestic Water Heaters 09-15 22 35 00 Domestic Water Heat Exchangers 12-16 22 40 00 Plumbing Fixtures 09-15 22 42 26 Commercial Disposers 09-15 22 62 00 Vacuum Systems for Laboratory and Healthcare Facilities 09-15 22 63 00 Gas Systems for Laboratory and Healthcare Facilities 09-15 22 66 00 Chemical-Waste Systems for Laboratory and Healthcare

Facilities 09-15

DIVISION 23 – HEATING, VENTILATING, AND AIR

CONDITIONING (HVAC)

23 05 11 Common Work Results for HVAC 08-17 23 05 12 General Motor Requirements for HVAC and Steam

Generation Equipment 08-17

23 05 41 Noise and Vibration Control for HVAC Piping and Equipment

02-15

23 05 93 Testing, Adjusting, and Balancing for HVAC 02-15 23 07 11 HVAC and Boiler Plant Insulation 02-15 23 09 23 Direct-Digital Control System for HVAC 09-11 23 21 13 Hydronic Piping 08-17 23 21 23 Hydronic Pumps 08-17 23 22 13 Steam and Condensate Heating Piping 08-17 23 22 23 Steam Condensate Pumps 08-17 23 25 00 HVAC Water Treatment 02-15 23 31 00 HVAC Ducts and Casings 03-13 23 34 00 HVAC Fans 02-15 23 36 00 Air Terminal Units 02-15 23 37 00 Air Outlets and Inlets 02-15 23 40 00 HVAC Air Cleaning Devices 02-12 23 64 00 Packaged Water Chillers 04-11 23 73 00 Indoor Central-Station Air-Handling Units 04-11 23 81 00 Decentralized Unitary HVAC Equipment 02-11 23 82 00 Convection Heating and Cooling Units 04-11

DIVISION 26 – ELECTRICAL

26 05 11 Requirements for Electrical Installations 01-16 26 05 13 Medium-Voltage Cables 01-17 26 05 19 Low-Voltage Electrical Power Conductors and Cables 01-17 26 05 26 Grounding and Bonding for Electrical Systems 01-17 26 05 33 Raceway and Boxes for Electrical Systems 01-18 26 05 41 Underground Electrical Construction 01-17 26 05 73 Overcurrent Protective Device Coordination Study 01-18 26 08 00 Commissioning of Electrical Systems 11-16 26 09 23 Lighting Controls 01-18 26 12 19 Pad-Mounted, Liquid-Filled, Medium-Voltage Transformers 01-18 26 13 13 Medium-Voltage Circuit Breaker Switchgear 01-17

00 01 10-5

SECTION NO. DIVISION AND SECTION TITLES DATE

26 13 16 Medium-Voltage Fusible Interrupter Switches 01-17 26 22 00 Low-Voltage Transformers 01-18 26 24 13 Distribution Switchboards 01-18 26 24 16 Panelboards 01-18 26 27 26 Wiring Devices 01-18 26 36 23 Automatic Transfer Switches 01-17 26 51 00 Interior Lighting 01-18 26 56 00 Exterior Lighting 01-18

DIVISION 27 – COMMUNICATIONS

27 05 11 Requirements for Communications Installations 09-19 27 05 26 Grounding and Bonding for Communications Systems 06-15 27 05 33 Raceways and Boxes for Communications Systems 10-18 27 08 00 Commissioning of Communications Systems 11-16 27 10 00 Control, Communication and Signal Wiring 06-15 27 11 00 Communications Equipment Room Fittings 06-15 27 15 00 Communications Structured Cabling 01-16 27 41 31 Master Antenna Television Equipment and Systems 06-15 27 51 16 Public Address and Mass Notification Systems 10-18 27 52 23 Nurse Call and Code Blue Systems 10-18 27 52 41 Miscellaneous Medical Systems 06-15 27 53 19 Distributed Radio Antenna (Within Building) Equipment and System 10-18

DIVISION 28 – ELECTRONIC SAFETY AND SECURITY

28 05 00 Common Work Results for Electronic Safety and Security 04-18 28 05 13 Conductors and Cables for Electronic Safety and

Security 10-18

28 05 26 Grounding and Bonding for Electronic Safety and Security

09-11

28 05 28.33 Conduits and Backboxes for Electronic Safety and Security

09-11

28 08 00 Commissioning of Electronic Safety and Security Systems 11-16 28 13 00 Physical Access Control System 10-11 28 13 53 Security Access Detection 09-11 28 23 00 Video Surveillance 09-11 28 31 00 Fire Detection and Alarm 10-11

DIVISION 31 – EARTHWORK

31 20 11 Earthwork (Short Form) 10-12 31 23 19 Dewatering 10-12

DIVISION 32 – EXTERIOR IMPROVEMENTS

32 05 23 Cement and Concrete for Exterior Improvements 08-16 32 17 23 Pavement Markings 08-16 32 84 00 Planting Irrigation 08-16 32 90 00 Planting 08-16

00 01 10-6

SECTION NO. DIVISION AND SECTION TITLES DATE

DIVISION 33 – UTILITIES

33 08 00 Commissioning of Site Utility Systems 11-16 33 10 00 Water Utilities 03-17 33 30 00 Sanitary Sewer Utilities 06-13 33 40 00 Storm Sewer Utilities 12-17 33 46 13 Foundation Drainage 10-11 33 51 00 Natural-Gas Distribution 10-11 33 63 00 Steam Energy Distribution 09-17

636-503

Physical Therapy & Prosthetics Building

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01 32 16.01 - 1

SECTION 01 32 16.01

ARCHITECTURAL AND ENGINEERING CPM SCHEDULES

PART 1- GENERAL

1.1 DESCRIPTION:

The Architect/Engineer of Record (A/E) shall develop a Critical Path

Method (CPM Schedule) plan and schedule demonstrating fulfillment of the contract requirements as designated in VA PG 18-15, shall keep the CPM up-to-date in accordance with the requirements of this section and shall utilize the plan for scheduling, coordinating and monitoring work under this contract. Conventional Critical Path Method (CPM) Precedence

Diagramming Method (PDM) technique will be utilized to satisfy both time and cost applications. All schedule data and reports required under this specification section shall be based upon regular total float, not relative total float schedules.

1.2 A/E'S REPRESENTATIVE:

A. The A/E shall designate an authorized representative in the firm who will be responsible for the preparation of the CPM Schedule, review and report progress of the project with and to the Project Manager and the

Contracting Officer.

B. The A/E's representative shall have direct project control and complete authority to act on behalf of the A/E in fulfilling the requirements of this specification section and such authority shall not be interrupted throughout the duration of the project.

1.3 A/E'S SCHEDULE PREPARATION:

A. To prepare the CPM Schedule, and subsequent periodic updates, which reflects the A/E's project plan, the A/E shall either designate a qualified individual within their firm or engage an independent CPM consultant (CPM Developer) who is skilled in the time and cost application of scheduling using (PDM) network techniques for Design projects, the cost of which is included in the A/E's bid.

B. Within 10 calendar days after award of the contract, the A/E shall submit to the Contracting Officer:

1. The name of the CPM Developer.

2. The Computer Software to be utilized.

3. Sufficient information to show that the CPM Developer has the qualifications to meet the requirements specified in the preceding paragraph.

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01 32 16.01 - 2

C. The Contracting Officer has the right to approve or disapprove the designated CPM developer, and will notify the A/E of the VA decision within seven calendar days from receipt of information. In case of disapproval, the A/E shall resubmit another CPM Developer within 10 calendar days for renewed consideration. The A/E must have their CPM

Developer approved prior to submitting the Initial CPM Schedule

1.4 COMPUTER PRODUCED SCHEDULES

A. The A/E shall provide to the VA Project Manager, Contracting Officer and

CPM Schedule Analyst, monthly computer processing of all computer-produced time/cost schedules and reports generated from monthly project updates. A hard copy listing of all project schedule changes, and associated data, made at the update and an electronic file of this data.

These reports shall be submitted with and substantively support the

A/E’s monthly payment request. The Project Manager shall identify the different report formats that the A/E shall provide based upon the monthly schedule updates.

B. The A/E is responsible for the correctness and timeliness of the computer-produced reports. The A/E is also responsible for the accurate and timely submittal of the updated project schedule and all CPM data necessary to produce the computer reports and payment request that is specified.

C. The VA shall report errors in computer-produced reports to the A/E’s representative within ten calendar days from receipt of reports. The A/E will reprocess the computer-produced reports and associated compact disk(s), when requested by the Contracting Officer’s representative, to correct errors which affect the payment and schedule for the project.

1.5 THE COMPLETE CPM SCHEDULE SUBMITTAL

A. Within 45 calendar days after receipt of Notice to Proceed, the A/E shall submit for the Project Manager and Contracting Officer's review;

three blue line copies of the complete CPM Schedule on sheets of paper

765 x 1070 mm (30 x 42 inches) and an electronic file, (PDM) format. The submittal shall also include three copies of a computer-produced activity/event ID schedule showing project duration; phase completion dates; and other data, including event cost. Each activity/event on the computer-produced schedule shall contain as a minimum, but not limited to, activity/event ID, duration, predecessor and successor relationships, area code, description, budget amount, early start date, early finish date, late start date, late finish date and total float.

Work activity/event relationships shall be restricted to finish-to-start

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01 32 16.01 - 3 and start-to-start without lead or lag constraints. Activity/event date constraints, not required by the contract, will not be accepted unless submitted to and approved by the Contracting Officer. The A/E shall make a separate written detailed request to the Contracting Officer identifying these date constraints and secure the Contracting Officer’s written approval before incorporating them into the CPM Schedule. The

Contracting Officer’s separate approval of the CPM Schedule shall not excuse the A/E of this requirement. Logic events (non-work) will be permitted where necessary to reflect proper logic among work events, but must have zero duration. The complete working CPM Schedule shall reflect the A/E's approach to scheduling the complete project. The final CPM

Schedule in its original form shall contain no contract modifications or changes which may have been incurred during the final CPM Schedule development period and shall reflect the entire contract duration as defined in the bid documents. These changes/delays shall be entered at the first update after the final CPM Schedule has been approved. The A/E should provide their requests for time and supporting time extension analysis for contract time as a result of contract changes/delays, after this update, and in accordance with Article, ADJUSTMENT OF CONTRACT

COMPLETION.

B. Within 30 calendar days after receipt of the complete project CPM

Schedule, the Project Manager of Contracting Officer will do one or both of the following:

1. Notify the A/E concerning his actions, opinions, and objections.

2. A meeting with the A/E at or near the job site for joint review, correction or adjustment of the proposed plan will be scheduled if required. Within 14 calendar days after the joint review, the A/E shall revise and shall submit three blue line copies of the revised

CPM Schedule, three copies of the revised computer-produced activity/event ID schedule and a revised electronic file as specified by the Contracting Officer. The revised submission will be reviewed by the Contracting Officer and, if found to be as previously agreed upon, will be approved.

C. The approved baseline CPM Schedule and the corresponding computer-produced schedule(s) shall constitute the approved baseline schedule until subsequently revised in accordance with the requirements of this section.

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1.6 WORK ACTIVITY/EVENT COST DATA

The A/E shall cost load all work activities. The cost loading shall reflect the appropriate level of effort of the work activities/events.

The cumulative amount of all cost loaded work activities/events

(including alternates) shall equal the total contract price. Prorate overhead, profit and general conditions on all work activities/events for the entire project length. The A/E shall generate from this information cash flow curves indicating graphically the total percentage of work activity/event dollar value scheduled to be in place on early finish, late finish. These cash flow curves will be used by the

Contracting Officer to assist him in determining approval or disapproval of the cost loading. In the event of disapproval, the A/E shall revise and resubmit in accordance with Article, THE COMPLETE PROJECT CPM

SCHEDULE SUBMITTAL. Negative work activity/event cost data will not be acceptable, except on VA issued contract changes.

1.7 CPM SCHEDULE REQUIREMENTS

A. Show on the CPM Schedule the sequence and interdependence of work activities/events required for complete performance of all items of work. In preparing the CPM Schedule, the A/E shall:

1. Exercise sufficient care to produce a clear, legible and accurate CPM

Schedule.

2. Show the following on each work activity/event:

a. Activity/Event ID number.

b. Concise description of the work represented by the activity/event.

(35 characters or less including spaces preferred).

c. Performance responsibility.

d. Duration (in work days.)

e. Cost (in accordance with Article, ACTIVITY/EVENT COST DATA of this section and less than $99,999 per activity).

f. Manpower required (average number of men per day).

3. Show activities/events as:

a. A/E's time required for submittal of drawings.

b. VA review and approval of drawings, equipment schedules, samples, template, or similar items.

c. Interruption of VA Medical Center utilities, delivery of

Government furnished equipment, project phasing and any other specification requirements.

4. Show activities/events for work for each discipline.

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5. Break up the work into activities/events of duration no longer than

20 work days each, except for which the Project Manager and/or the

Contracting Officer may approve the showing of a longer duration.

6. Describe work activities/events clearly, so the work is readily identifiable for assessment of completion. Activities/events labeled

"start," "continue," or "completion," are not specific and will not be allowed. Lead and lag time activities will not be acceptable.

7. Uniquely number each activity/event with numbers ranging from 1 to

99998 only. The CPM Schedule should be generally numbered in such a way to reflect disciplines, phase or location of the work.

B. Submit the following supporting data in addition to the CPM Schedule, activity/event ID schedule and electronic file (s). Failure of the A/E to include this data will delay the review of the submittal until the

Contracting Officer is in receipt of the missing data:

1. The proposed number of working days per week.

2. The holidays to be observed during the life of the contract (by day, month, and year).

C. To the extent that the CPM Schedule or any revised CPM Schedule shows anything not jointly agreed upon, it shall not be deemed to have been approved by the Contracting Officer. Failure to include any element of work required for the performance of this contract shall not excuse the

A/E from completing all work required within any applicable completion date of each phase regardless of the Contracting Officer's approval of the CPM Schedule.

D. Compact Disk Requirements and CPM Activity/Event Record Specifications:

Submit to the VA (Project Manager and CPM Schedule Analyst) an electronic file(s) containing one file of the data required.

1.8 PAYMENT TO THE A/E:

A. Monthly, the A/E shall submit the AIA application and certificate for payment documents G702 & G703 reflecting updated schedule activities and cost data. The A/E is entitled to a monthly progress payment upon approval of estimates as determined from the currently approved updated computer-produced calendar-dated schedule unless, in special situations, the Contracting Officer permits an exception to this requirement.

B. When the A/E fails or refuses to furnish to the Contracting Officer the information, which, in the sole judgment of the Contracting Officer, is necessary for processing the monthly progress payment, the A/E shall not be deemed to have provided an estimate and supporting schedule data upon which progress payment may be made.

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1.9 PAYMENT AND PROGRESS REPORTING

A. Monthly progress meetings shall be held on dates mutually agreed to by the Project Manager and/or Contracting Officer and the A/E. The A/E shall update the project schedule and all other data required by this section shall be accurately filled in and completed prior to the monthly progress meeting. The A/E shall provide this information to VA three work days in advance of the progress meeting. Job progress will be reviewed to verify:

1. Actual start and/or finish dates for updated/completed activities/events.

2. Remaining duration, required to complete each activity/event started, or scheduled to start, but not completed.

3. Logic, time and cost data for change orders, and supplemental agreements that are to be incorporated into the CPM Schedule and computer-produced schedules. Changes in activity/event sequence and duration which have been made pursuant to the provisions of following

Article, ADJUSTMENT OF CONTRACT COMPLETION.

4. Percentage for completed and partially completed activities/events.

5. Logic and duration revisions required by this section of the specifications.

6. Activity/event duration and percent complete shall be updated independently.

B. The A/E shall submit a narrative report as a part of his monthly review and update, in a form agreed upon by the A/E and the Contracting

Officer. The narrative report shall include a description of problem areas; current and anticipated delaying factors and their estimated impact on performance of other activities/events and completion dates;

and an explanation of corrective action taken or proposed.

C. After completion of the joint review and the Contracting Officer's approval of all entries, the A/E shall generate an updated computer-produced calendar-dated schedule and supply the Contracting Officer’s representative with reports in accordance with the Article, COMPUTER

PRODUCED SCHEDULES, specified.

D. After completing the monthly schedule update, the A/E’s scheduling person shall rerun all current period contract change(s) against the prior approved monthly project schedule. The analysis shall only include original workday durations and schedule logic agreed upon by the A/E and

Project Manager for the contract change(s). When there is a disagreement on logic and/or durations, the CPM Schedule update shall use the

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01 32 16.01 - 7 schedule logic and/or durations provided and approved by the Project

Manager. After each rerun update, the resulting electronic project schedule data file shall be appropriately identified and submitted to the VA in accordance to the requirements listed in articles 1.4 and 1.7.

This electronic submission is separate from the regular monthly project schedule update requirements and shall be submitted to the resident engineer within fourteen (14) calendar days of completing the regular schedule update. Before inserting the contract changes durations, care must be taken to ensure that only the original durations will be used for the analysis, not the reported durations after progress. In addition, once the final CPM Schedule is approved, the A/E must recreate all manual progress payment updates on this approved CPM Schedule and associated reruns for contract changes in each of these update periods as outlined above for regular update periods. This will require detailed record keeping for each of the manual progress payment updates.

E. After VA acceptance and approval of the final CPM Schedule, and after each monthly update, the A/E shall submit to the Contracting Officer three blue line copies of a revised complete CPM Schedule showing all completed and partially completed activities/events, contract changes and logic changes made on the intervening updates or at the first update on the final diagram. The Contracting Officer may elect to have the A/E do this on a less frequent basis, but it shall be done on a quarterly basis as a minimum.

1.10 RESPONSIBILITY FOR COMPLETION

A. Whenever it becomes apparent from the current monthly progress review meeting or the monthly schedule that phasing or contract completion dates will not be met, the A/E shall execute some or all of the following remedial actions:

1. Increase manpower in such quantities and discipline as necessary to eliminate the backlog of work.

2. Increase the number of working hours to eliminate the backlog of work.

3. Reschedule the work in conformance with the specification requirements.

B. Prior to proceeding with any of the above actions, the A/E shall notify and obtain approval from the Project Manager and/or the Contracting

Officer for the proposed schedule changes. If such actions are approved, the CPM revisions shall be incorporated by the A/E into the CPM Schedule before the next update, at no additional cost to the Government.

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1.11 CHANGES TO CPM SCHEDULE AND SCHEDULE

A. Within 30 calendar days after VA acceptance and approval of any updated computer-produced schedule, the A/E will submit a revised CPM Schedule

B. Contracting Officer's approval for the revised CPM Schedule and all relevant data is contingent upon compliance with all other paragraphs of this section and any other previous agreements by the Contracting

Officer or the VA representative.

D. The cost of revisions to the CPM Schedule resulting from contract changes will be included in the proposal for changes in work as specified in Article, FAR 52.243 -4 (CHANGES), VAAR 852.236 – 88

(CHANGES – SUPPLEMENTS), and will be based on the complexity of the revision or contract change, man hours expended in analyzing the change, and the total cost of the change.

E. The cost of revisions to the CPM Schedule not resulting from contract changes is the responsibility of the A/E .

1.12 ADJUSTMENT OF CONTRACT COMPLETION

A. The contract completion time will be adjusted only for causes specified in this contract. Request for an extension of the contract completion date by the A/E shall be supported with a justification, CPM data and supporting evidence as the Contracting Officer may deem necessary for determination as to whether or not the A/E is entitled to an extension of time under the provisions of the contract. Submission of proof based on revised activity/event logic, durations (in work days) and costs is obligatory to any approvals. The schedule must clearly display that the

A/E has used, in full, all the float time available for the work involved in this request. The Contracting Officer's determination as to the total number of days of contract extension will be based upon the current computer-produced calendar-dated schedule for the time period in question and all other relevant information.

B. Actual delays in activities/events which, according to the computer-produced calendar-dated schedule, do not affect the extended and predicted contract completion dates shown by the critical path in the network, will not be the basis for a change to the contract completion date. The Contracting Officer will within a reasonable time after receipt of such justification and supporting evidence, review the facts and advise the A/E in writing of the Contracting Officer's decision.

C. The A/E shall submit each request for a change in the contract completion date to the Contracting Officer in accordance with the

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01 32 16.01 - 9 provisions specified under Article, FAR 52.243 -4 (CHANGES), VAAR

852.236 – 88 (CHANGES – SUPPLEMENTS). The A/E shall include, as a part of each change order proposal, a sketch showing all CPM logic revisions, duration (in work days) changes, and cost changes, for work in question and its relationship to other activities on the approved CPM Schedule.

D. All delays due to non-work activities/events such as RFI’s, WEATHER, STRIKES, and similar non-work activities/events shall be analyzed on a month by month basis.

1.13 PROJECT DESIGN SCHEDULE RISK ANALYSIS/MITIGATION PLAN

A. Schedule Risk Analysis – The A/E shall conduct the statistical schedule risk analysis based on the above detailed construction activities in the

Day 1 approved diagram, identifying major schedule risk areas and recommended risk mitigation plans as outlined below.

B. The risk analysis shall be conducted by a person or firm skilled in the statistical method of schedule risk analysis based on the (PDM) CPM

Schedule techniques for major projects, preferably in the major health care related projects. The cost of this service shall be included in the

A/E's proposal.

C. The Contracting Officer has the right to approve or disapprove the

Person or firm designated to perform the risk analysis.

1.14 RISK ANALYSIS FORMAT / REQUIREMENTS / SUBMITALS

A. Risk Analysis Software / Format - Within 45 calendar days after receipt of Notice to Proceed, the A/E shall submit for the Contracting Officer's review; a Risk Analysis software to be utilized, the method of performing the analysis, the format of presenting the data and the reports for VA approval.

B. Conduct Risk Analysis / Submittals - Based on the approved software / format, the consultant shall perform statistical risk analysis on the detailed approved Day 1 diagram. The A/E shall review and utilize any previous Risk analysis based on the “semi-detailed” schedule logic and schedule to ensure the continuity of previous schedule risk analysis.

The A/E’s project manager shall identify the major schedule risk areas and possible risk mitigation strategy/plan and record it in a narrative format, with electronic file submission to VA. The risk analysis exercise shall be performed or updated at least on a quarterly basis or as directed by the VA Contracting officer.

C. The submittal shall include three copies of a computer-produced risk analysis results, predicting the various meaningful probability curves of achieving the contract schedules. It shall also include a detailed

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01 32 16.01 - 10 narrative list of all major and minor potential and specific schedule and cost risk areas, and a A/E ’s recommendations of mitigating the identified risks which must be addressed by the VA Project and Resident engineer teams to maintain the contract schedule.

- - - E N D - - -

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SECTION 01 32 16.16

NETWORK ANALYSIS SCHEDULES (DESIGN-BUILD ONLY)

PART 1- GENERAL

1.1 DESCRIPTION:

A. The Contractor shall develop a fully Resource loaded (cost and manpower) Network Analysis System (NAS) plan and computer generated schedule demonstrating fulfillment of the entire contract requirements, shall keep the plan and computer generated schedule up-to-date in accordance with the requirements of this section and shall utilize the plan for scheduling, coordinating, mitigating and monitoring work under this contract (including all activities of subcontractors, equipment vendors and suppliers). The Contractor’s initial NAS Diagram submission will be the basis for their initial project schedule and will be designated as a Day 1 submission. After review and approval by

VA, this schedule will be designated as the approved Baseline Schedule.

B. Conventional Critical Path Method (CPM) Precedence Diagramming Method

(PDM) technique shall be utilized to satisfy both time and cost applications. All schedule data and reports required under this specification section shall be based upon total float, not relative or free float schedules. The approved baseline NAS diagram and the schedule becomes the official project schedule of record governing schedule management, oversight and actions on the corresponding contract.

1.2 CONTRACTOR'S REPRESENTATIVE:

A. The Contractor shall designate an authorized representative in the firm who will be responsible for the preparation of the network diagram, review and report progress of the project with and to the Contracting

Officer's representative.

B. The Contractor's representative shall have direct project control and complete authority to act on behalf of the Contractor in fulfilling the requirements of this specification section and such authority shall not be interrupted throughout the duration of the project.

1.3 CONTRACTOR'S CONSULTANT:

A. To fulfill all of the requirements of this specification section, the

Contractor shall engage an independent CPM consultant who is skilled in

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01 32 16.16 - 2 the time and cost application of scheduling using (PDM) network techniques for similar sized construction projects. The cost of which is included in the Contractor's bid proposal price. This consultant shall not have any financial ties, business ties, affiliation with or a subsidiary company of the Contractor. The consultant is expected to provide unbiased professional services to the contractor and to VA’s representatives in developing and maintaining the project schedule.

B. Prior to engaging a consultant, and within 10 calendar days after award of the contract, the Contractor shall submit to the Contracting

Officer:

1. The name and address of the proposed consultant and Company.

2. Sufficient information to show that the proposed consultant has the qualifications to meet the requirements specified in this specification section.

3. A list of prior construction projects, along with selected PDM network diagram samples on current projects which the proposed consultant has performed complete project scheduling services. These network diagram samples must show complete project planning for a project of similar size and scope as covered under this contract.

C. The Contracting Officer has the right to approve or disapprove employment of the proposed consultant, and will notify the Contractor of the VA decision within seven calendar days from receipt of information. In case of disapproval, the Contractor shall resubmit another consultant within 10 calendar days for renewed consideration.

The contractor must have their CPM Consultant approved prior to:

1. Submitting the Day 1 diagram and schedule.

2. Notice to Proceed.

3. Pre-construction Conference.

1.4 PRIOR TO BASELINE SCHEDULE ACCEPTANCE

A. At the time of the Pre-Construction Conference, prior to the issuance of the project Notice to Proceed, the Contractor and the Contractor’s

Scheduling Consultant shall arrange a separate meeting with the

Contracting Officer and/or his representative to discuss the requirements of this specification.

B. With exception of bonds, insurance, and limited mobilization cost associated with preparatory work such as site trailers, staging areas, December 6, 2019

01 32 16.16 - 3 haul roads etc., the approval of the baseline NAS schedule is a condition precedent to:

1. Processing of contractor’s pay request(s) for any construction activities/items of work.

2. Review of any schedule updates.

C. Government review comments on the contractor’s schedule shall not relieve the contractor from compliance with requirements of this specification section and the remaining contract documents.

PART 2 - SCHEDULE CRITERIA / DATA REQUIREMENTS:

2.1 COMPUTER PRODUCED SCHEDULE DEVELOPMENT CRITERIA

A. The computer produced schedule shall be prepared and maintained using

Primavera P6 software.

B. Work activity/event relationships shall be restricted to Finish-to-

Start (FS) and Start-to-Start (SS) only without lead or lag constraints. Note: Some exception may be allowed for lag in SS relationship, but must be approved by the VA’s contracting officer on case by case basis prior to inclusion in the schedule.

C. Activity/event date constraints, not required by the contract, will not be accepted unless submitted to and approved by the Contracting

Officer. The contractor shall make a separate written detailed request to the Contracting Officer identifying these date constraints and secure the Contracting Officer’s written approval before incorporating them into the network diagram. The Contracting Officer’s separate approval of the network diagram shall not excuse the contractor of this requirement.

D. Logic events (non-work) will be permitted where necessary to reflect proper logic among work events, but must have zero duration. The complete computer schedule shall reflect the Contractor's approach to pursuing the entire project.

E. Intermediate Phasing milestones contained in the contract documents shall be clearly shown in the schedule.

F. The Contractor’s initial Day 1 submission, prior to VA review and approval, in its original form shall reflect the original contract scope of work.

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01 32 16.16 - 4

G. Early Project Completion or “Short Schedule” – VA will not approve any baseline schedule which shows completion date prior to the contract completion date. Also, there should not be any “filler or

“contingency” type of activities to fill the entire contract duration.

VA has no obligation to accelerate activities to support a proposed early contract completion. However, if the subsequent updates show that early handover is feasible due to “ahead of schedule” situation, VA may accept the facility earlier at no additional cost to the government.

H. The Baseline Schedule Critical Path of the project shall be limited to:

1. No more than 20% of the activities shall be on the critical and near-critical path(s). Critical path is defined as activities with zero (0) day total float. Near-Critical path(s) is defined as activities with one (1) to twenty (20) days of total float.

2. Multiple Critical paths will not be allowed.

I. The Contractor shall show activities/events for:

1. Contractor's time required for submittal of shop drawings, templates, fabrication, delivery and similar pre-construction work.

2. Contracting Officer's and Architect-Engineer's review and approval of shop drawings, equipment schedules samples, template, or similar items with time duration of no less than 20 workdays.

3. Shutdowns or Interruption of VA Medical Center utilities, delivery of Government furnished equipment (GFE), and rough-in drawings, project phasing and any other specification requirements.

4. VC/VV Equipment - All significant VC (VA furnished and Contractor installed) and VV (VA furnished and VA installed) equipment shall be clearly shown in the schedule. Any smaller VC and VV Equipment shall also be logically grouped together and shown in the schedule.

5. Test, balance and adjust various systems and pieces of equipment, maintenance and operation manuals, instructions and preventive maintenance tasks.

6. Commissioning (Cx)Activities – Based upon the project specific

Commissioning plan and project specification section 01 91 00, the contractor shall include in the Day 1 NAS Diagram all the systems commissioning activities (see systems covered in Division 7, 8, 21, 22, 23, 26, 28, 31 and others as specified) such as start up, Pre-

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01 32 16.16 - 5 functional check list, Pre–test, individual component and system level Functional test, Operator’s training, O.& M. Manuals etc.(including any deficiency correction and re-testing). The majority of commissioning activities should be completed as part of the normal construction schedule and finalized prior to the construction contract completion date. To this end, it is imperative that the Commissioning Agent and the Contractor collaborate to integrate commissioning activities into the

Contractor’s overall construction schedule. All commissioning activities shall be cost loaded as required in the earlier paragraphs. The Commissioning Plan will identify critical commissioning activities and associated construction/start up tasks that must precede these activities to allow for successful execution of the commissioning activities. In order to coordinate these activities with the construction schedule, a Commissioning Duration

Schedule should be provided by the Commissioning Agent to the VA SRE and the Contractor to provide a rational basis for integration of commissioning into the Day 1 NAS diagram and the construction schedule. The Commissioning Duration Schedule should include the following information:

a. Description of Commissioning Activity

b. Prerequisite Construction Tasks Required to Execute the Cx

Activity

c. Elapsed Time Duration of Each Activity

d. Documentation Associated with Each Task/Document Responsibility

7. Once the duration schedule is delivered to the Contractor, the

Contractor will collaborate with the Commissioning Agent to integrate all commissioning activities into the fixed duration construction schedule in accordance with VA NAS requirements for scheduling the project. The Baseline Schedule, as approved by the VA at the beginning, may not have all necessary Cx details, but the contractor is required to subsequently update the commissioning activities as more detailed Commissioning Duration Schedule is being developed.

J. VA inspection and acceptance activity/event with a minimum duration of five work days at the end of each phase and immediately preceding any

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01 32 16.16 - 6

VA move activity/event required by the contract phasing for that phase.

Schedule these activities/events so that only one phase is scheduled for completion within the same 30 consecutive calendar day period

(except for those phases immediately preceding the final acceptance).

Maintain this scheduling condition throughout the length of the contract unless waived by the Contracting Officer’s representative in writing.

K. Work activities/events for the asbestos abatement bid item shall have a trade code of ASB.

L. Bid items other than the Base Bid (ITEM 1) and Asbestos Abatement item shall have trade codes corresponding to the appropriate bid item number

(e.g., ITM 3, ITM 4 and other items).

1. Show not only the activities/events for actual construction work for each trade category of the project, but also trade relationships to indicate the movement of trades from one area, floor, or building, to another area, floor, or building, for at least five trades who are performing major work under this contract.

2. Break up the work into activities/events shall have:

a. Duration no longer than 20 work days each, except as to non-construction activities/events (i.e., procurement of materials, delivery of equipment, concrete and asphalt curing) and any other activities/events for which the Contracting Officer may approve the showing of a longer duration.

b. The duration for VA approval of any required submittal, shop drawing, or other submittals shall not be less than 20 work days.

Refer to drawing CPM-1 for VA approval activities/events which will require minimum duration longer than 20 workdays. The construction time as determined by the CPM schedule from early start to late finish for any sub-phase, phase or the entire project shall not exceed the contract time(s) specified or shown.

c. An activity/event shall only reflect the work of one entity

(subcontract or craft).

d. The activity/event once began can continue unimpeded until the activity/event is complete.

3. Describe work activities/events clearly, so the work is readily identifiable with clear scope for assessment of completion.

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01 32 16.16 - 7

Activities/events labeled "start," "continue," or "completion," are not specific and will not be allowed. Lead and lag time activities will not be acceptable (Refer to item 2.1 B above for some exceptions).

4. Uniquely number each activity/event ID with ALPHA-NUMERIC value in ascending order. The network diagram should be generally numbered in such a way to reflect trade discipline, phase or location of the work.

2.2 WORK ACTIVITY/EVENT COST AND TRADE RESOURCE DATA

A. Cost Loading - The Contractor shall cost load all work activities/events except procurement activities. The cost loading shall reflect the appropriate level of effort of the work activities/events.

The cumulative amount of all cost loaded work activities/events

(including alternates) shall equal the total contract price. Prorate overhead, profit and general conditions on all work activities/events for the entire project length. The contractor shall generate from this information cash flow curves indicating graphically the total percentage of work activity/event dollar value scheduled to be in place on early finish, late finish. These cash flow curves will be used by the Contracting Officer to assist him in determining approval or disapproval of the cost loading. In the event of disapproval, the

Contractor shall revise and resubmit in accordance with Article, THE

INITIAL DAY ONE SCHEDULE SUBMITTAL (Item 3.1B below). Negative work activity/event cost data will not be acceptable, except on VA issued contract changes.

B. The Contractor shall cost load work activities/events for construction period services, test, balance and adjust various systems in accordance with the provisions in the FAR 52.232 – 5 (PAYMENTS UNDER FIXED-PRICE

CONSTRUCTION), Article, and VAAR 852.236 - 83(PAYMENTS UNDER

FIXED-PRICE CONSTRUCTION).

C. The Contractor shall cost load work activities/events for ASBESTOS

ABATEMENT. The sum of asbestos abatement work activity/event costs shall equal the value of the asbestos bid item in the Contractors' bid.

D. The Contractor shall cost load work activities/events for all BID

ITEMS. The sum of the cost loading for each bid item work

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01 32 16.16 - 8 activities/events shall equal the value of the item in the Contractors' bid.

E. Work activities/events for Contractor bond shall have a trade code and area code of BOND.

F. Manpower loading - In accordance with Article PERFORMANCE OF WORK BY

THE CONTRACTOR in FAR 52.236 – 1 and VAAR 852.236 - 72, the Contractor shall submit, simultaneously with the cost per work activity/event of the construction schedule required by this Section, a responsibility code for all activities/events of the project for which the

Contractor's forces will perform the work. This shall be the basis for the “Resource loading” of the schedule and the contractor shall provide

“Manpower loading” reports by trades and the overall Trade manpower requirements, when requested by the contracting officer or his/her representatives.

2.3 NETWORK DIAGRAM (NAS) DATA REQUIREMENTS:

A. The Day 1 NAS diagram is the logical plan and forms the basis for contractor’s baseline schedule. Participation and input of key construction personnel from the general contractor and the major subcontractors is a mandatory requirement in the baseline schedule development. The Day 1 NAS diagram in its original form shall reflect the original contract scope of work and contain no contract changes or delays which may have been incurred during the final NAS diagram and baseline schedule development period and shall reflect the entire contract duration as defined in the bid documents. Show on the NAS diagram the sequence and interdependence of work activities/events required for complete performance of all items of work. In preparing the NAS diagram, the Contractor shall:

1. Exercise sufficient care to produce a clear, legible and accurate network diagram, refer to the construction document (CD) drawing, CPM-1 (Sample CPM Network. Computer plotted network diagrams shall legibly display and plot all information required by the VA CPM activity/event legend, otherwise the computer plotted network diagram will not be accepted. If the computer plotted network diagram is not found acceptable by the contracting officer’s representative, then the network diagram will need to be hand drafted and meet legibility requirements. Provide a key plan on each

December 6, 2019

01 32 16.16 - 9 network diagram sheet showing the project area associated with the work activities/events shown on that sheet.

2. Show the following on each work activity/event:

a. Activity/Event ID number.

b. Concise description of the work represented by the location and activity/event.

c. Activity coding – Provide activity coding (five alpha characters or less) for Trades (GEN, MECH, ELEC, CARP, PLAST, or other acceptable abbreviations), Area, Phasing etc. Provide a dictionary of all coding in the front page of the NAS Diagram.

d. Duration (in work days.)

e. Cost (in accordance with Article, ACTIVITY/EVENT COST DATA of this section and less than $9,999,999 per activity).

f. Manpower required (average number of workers per day). Load manpower for each and every activity with proper trade codes in the “resource” field of P6 for ease of generating individual

Trade and overall manpower profile required to plan and complete the project.

g. No open-ended activities with exception of Notice to Proceed and the Final Completion node.

h. The SYMBOL LEGEND format shown below and on the drawing, CPM-1

(Sample CPM Network) is mandatory and shall be followed in preparing final network diagrams.

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01 32 16.16 - 10

Pull PowerWiring 1-FL

East

315Relationship from Event Elsewhere in the Network

Trade Bump Relationship Out

Relationship from Material Event

Relationship to Event Elsewhere in the NetworkTrade Bump

Relationship in

ELE 1FL-

E5 2 120

Event Identification

Relationship from Preceeding Event Relationship to

Suce…