Attachment 1 - PWS - Leased Space Analysis.pdf

SQUARE FOOTAGE ANALYSIS OF VA LEASED PROJECTS

- AS-BUILT MEASUREMENTS AND TEST FITS

PERFORMANCE WORK STATEMENT

A. GENERAL INFORMATION

Title of Project: Square Footage Analysis of VA Leased Projects - As-Built Measurements and Test Fits (Leased Space Analysis).

Background: VA uses the Space and Equipment Planning System (SEPS) program to develop a major lease project’s initial Program for Design (PFD). The program starts with user inputs for the need into the SEPS software and SEPS then determines the Net Square Feet (NSF) of each room and defined space for the project as a whole. To account for internal departmental/demising/service walls and circulation and columns and projections enclosing the structural elements of the building within the space, a grossing factor (1.5 for Outpatient Clinics) is multiplied to a department’s total NSF to determine the Departmental Gross Square Feet (DGSF). SEPS then applies a grossing factor of 1.35 to the DGSF to calculate the conceptual Building’s Gross Square Feet (BGSF), which accounts for all enclosed space as measured from the exterior face of the building walls.

The BGSF is utilized to quantify/manage VA owned construction procurement and life cycle costs. Minor leases may use SEPS or local space planning tools/practices.

Historically on lease procurements, VA had equated DGSF to net usable square feet (NUSF) and procured its leased space in NUSF. As defined, NUSF does not contain the interdepartmental corridors that industry would normally consider part of a tenant’s usable space so any comparison between VA NUSF rates and industry’s usable square feet (USF) measurements are not aligned. Recently, VA adopted the General Services Administration’s (GSA) Request for Lease Proposals and Lease contract documents. As a result, VA has been soliciting for a minimum and a maximum amount of space as quantified in ANSI/BOMA Z65.1-1996 standard for Office Area (ABOA), which details a standard method for defining and measuring leased space but has not incorporated this calculation into the SEPS program. For awareness, GSA will be updating the aforementioned documents in October 2022 to replace the ANSI/BOMA Z65.1-1996 standard with the 2007 standard. VA pays for leased space in rentable square feet (RSF), which is determined by the building owner and includes a share of building support and common areas such as elevator lobbies, building corridors, and floor service areas.

In March 2022, VA updated its space planning criteria for Community Based Outpatient Clinics available on the VA Construction and Facilities Management (CFM) Technical Information Library (TIL) (www.cfm.va.gov/til) and, as a result, needs several “test fits” completed to ensure that the grossing factors for the new guidelines are consistent with the legacy projects. This update included revisions to multiple NSF room sizes across various departments as well as a significant change in how NSF is assigned to the “Lobby” functional area. These changes could have significant impacts on the grossing factors utilized for future projects and so test fits under the new guidelines, combined with an analysis of the square footage types will be helpful to understand the practical effects of the new NSF requirements.

https://www.cfm.va.gov/til/space/spChapter265.pdf http://www.cfm.va.gov/til

The information resulting from this effort will help VA validate and update its grossing factors in SEPS and will support the transition to ABOA and RSF from NUSF.

Scope of Work: The contractor shall review and measure the floor plans of several of VA’s built leased projects in various asset classes to determine the various square footage measurements for each floor plan: NSF, DGSF, ABOA, RSF and for locations where VA is the sole tenant, the BGSF. There will be four asset classes of leased built projects to be examined for this project: Community Based Outpatient Clinic (“CBOC”), Domiciliary, Vet Center and Office space types.

VA has also created conceptual PFD’s for various size CBOCs utilizing typical departments. The contractor will complete “test fits” for the various size standardized clinics listed in Appendix C. The contractor is expected to develop conceptual level floor plans using the PFD's and the guidance provided in Space Planning Criteria for Chapter 265: Community Based Outpatient Clinic located on VA’s TIL in order to create/provide functional and building code compliant floor plans. The contractor will then measure the values of the various square footage types for each floor plan: NSF, DGSF, ABOA, RSF and BGSF.

In addition, the Contractor will prepare draft written standards to replace those listed in Appendix B which include the square footage types listed in Appendix A, updated square footage type definitions where appropriate, example detail floor plans in support of the square footage definitions and external source references for standards. These updated standards will help to define the different types of square footage used in the planning and reporting process for VA’s owned and leased real property assets and should be sufficiently precise in the language along with the illustrative diagrams to eliminate any ambiguity as to what floor plan elements are included in a particular measurement and which elements are excluded from a particular measurement.

Performance Period: The period of performance is for 150 calendar days from date of award. Work at the government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

Type of Contract: Firm-fixed Price

Place of Performance: The primary place of work shall be the Contractor’s office.

B. CONTRACT AWARD MEETING

The Contractor shall not commence performance on the tasks in this PWS until the CO has conducted a kickoff meeting or has advised The Contractor that a kickoff meeting is waived.

C. GENERAL REQUIREMENTS

1. For every task, The Contractor shall identify in writing all necessary subtasks (if any), associated costs by task, and together with associated sub-milestone dates. The Contractor’s subtask structure shall be reflected in the proposal and detailed project management plan

(PMP).

2. All written deliverables shall be phrased in layperson language. Statistical and other technical terminology shall not be used without providing a glossary of terms.

3. Unless otherwise specified in an individual task, the following schedule requirements apply:

Where a written milestone deliverable is required in draft form, the VA will complete their review of the draft deliverable within 15 calendar days from date of receipt. The Contractor shall have 12 calendar days to deliver the final deliverable from date of receipt of the Government’s comments.

4. The Contractor shall provide, via email, minutes of all government-contractor meetings. The Contractor shall provide these minutes within five calendar days after completion of the meeting.

5. Except for pricing information, The Contractor shall not deliver to VA any proprietary products or information of any type in completing the requirements of this contract. The Contractor’s existing internal development tools (that is, those development tools not developed for the VA work and which will not be required by the VA to install, use, or revise the deliverables) are exempted from this requirement. If The Contractor believes an exception to this requirement is necessary for effective or efficient execution of this contract, The Contractor shall request a specific exception, in writing, to the CO, and shall not provide the proprietary tools or information until approval is received from the CO.

D. SPECIFIC MANDATORY TASKS AND ASSOCIATED DELIVERABLES

Description of Tasks and Associated Deliverables: The Contractor shall provide the specific deliverables described below within the performance period stated in Section A of this PWS.

Task One: Project Management Plan and Briefing The Contractor shall provide a PMP and briefing for the project team, which presents the Contractor's plan for completing the contract. The Contractor's plan shall be responsive to this PWS and describe, in further detail, the approach to be used for each aspect of the contract as defined in the technical proposal. The Contractor shall keep the PMP up to date throughout the period of performance.

Deliverable One: A PMP and briefing

Task Two: Floor Plan Measurement and Analysis for Two Projects The Contractor shall review, measure and markup using a colored key, the floor plans of two of VA’s built leased projects – one single tenant project and one multi-tenant project – as provided by VA to outline/delineate the various square footage types for each floor plan: NSF, DGSF, ABOA, RSF and for locations where VA is the sole tenant, the BGSF in accordance with the square footage definitions in Appendix A. There should be a unique floor plan for each of the following square footage types (NSF, DGSF, ABOA and RSF). For BGSF measurements, which only will be required for single tenant projects, the BGSF shall be outlined and enumerated on the RSF plan. The purpose of having two floor plans measured and quantified for this task is to make sure that Task 3 that follows is completed correctly.

Submittal: Deliverable Two plans in draft for each square footage type to be reviewed and approved by VA COR. VA will provide feedback on the draft floor plans.

Deliverable Two: A total of eight (8) marked up floor plans for the two projects for each of the following square footage types (NSF, DGSF, ABOA, RSF) in a PDF format using a graphic scale. For the DGSF plans, the square footage for each functional area shall be delineated, measured, and noted using different colors and listed in a legend with the total square footage on the drawing. In addition, the single tenant plan will also require outlining and calculation of the BGSF on the RSF plan.

Task Three: Floor Plan Measurement and Analysis for 48 (Forty-Eight) Leased Floor Plans The Contractor shall review, measure and markup using a colored key, the floor plans of VA’s built leased projects – as provided by VA to outline/delineate the various square footage types for each floor plan: NSF, DGSF, ABOA, RSF and for locations where VA is the sole tenant, the BGSF will be measured and noted on the RSF plan. Measurements will be made in accordance with the square footage definitions in Appendix A. There should be a unique floor plan for each square footage type except there will not be a BGSF plan required for the multi-tenant projects. For the DGSF plans, each functional area shall be delineated and shall be measured and listed in a legend on the drawing. Contractor will provide a summary table of each floor plan with the respective grossing factors and also provide recommendations for grossing factors for each asset type (CBOC, Office, Vet Center, Domiciliary) showing recommended grossing values for each step (NSF > DGSF > ABOA > RSF > BGSF) based on the results of the floor plan and analysis and professional experience.

Submittal: Deliverable Two plans in draft for each square footage type to be reviewed and approved by VA COR in PDF format. VA will provide feedback on the draft floor plans.

Deliverable Three: A minimum of 192 (48 x 4) marked up floor plans for the 48 projects.

There will be four marked up plans for each of the following square footage types (NSF, DGSF, ABOA, RSF) for each of the projects in PDF format using a graphic scale. For the DGSF plans, the square footage for each functional area shall be delineated, measured, and noted using different colors and listed in a legend with the total square footage. In addition, any single tenant plans will also require outlining, calculation and inclusion of the BGSF on the RSF plan. Contractor will also provide recommendations for grossing factors for each asset type (CBOC, Office, Vet Center, Domiciliary) showing recommended grossing values for each step (NSF > DGSF > ABOA > RSF > BGSF) based on the results of the floor plan and analysis and professional experience.

Task Four: Floor Plan Measurement for 12 Test Fit Projects VA will provide 10 PFD documents for various sizes of CBOCs with varying complexity. It is assumed that VA will be the sole tenant of these buildings. Using the VA provided PFD, the Contractor shall layout a floor plan for each PFD in accordance with Space Planning Criteria for Chapter 265: Community Based Outpatient Clinic available on the VA CAM TIL and calculate and mark the square footage types (NSF, DGSF, ABOA, RSF and BGSF) in the same manner as Task 3. Two of the larger CBOC PFDs will require two variants meeting the square footage requirement but with a different number of stories which is why there are 12 Test Fit plans but only 10 PFDs. The PFDs are contained in Appendix C and vary in size and complexity. The information will be used to assess VA’s SEPS “grossing up” factors for CBOCs and the current CBOC Planning Guide standards. Contractor will provide a summary table of each floor plan with the respective grossing factors and will also provide recommendations for grossing factors for each asset type (CBOC, Office, Vet Center, Domiciliary) showing recommended grossing values for each step (NSF > DGSF > ABOA > RSF > BGSF) based on the results of the floor plan analysis from Task 3 and 4 and professional experience.

Submittal: Draft floor plan for each PFD/test fit to be reviewed and approved by VA COR.

Deliverable Four: A minimum of 48 (12 x 4) marked up floor plans for the 12 projects.

There will be four marked up plans for each of the following square footage types (NSF, DGSF, ABOA, RSF) for each of the projects in PDF format. For the DGSF plans, each functional area shall be delineated as noted on the PFD and shall be measured and listed in a legend on the drawing. The square footage for each area shall be noted in a different color and listed in a legend with the total square footage. In addition, all floor plans will also require outlining and calculation of the BGSF on the RSF plan. All floor plans must be building code compliant. Contractor will also provide recommendations for grossing factors for each asset type (CBOC, Office, Vet Center, Domiciliary) showing recommended grossing values for each step (NSF > DGSF > ABOA > RSF > BGSF) based on the results of the test fit floor plan analysis from Task 4 and professional experience. Note any differences between the recommendations in Tasks 3 and 4.

Task Five: Updated Written Square Footage Standards The Contractor shall prepare draft written standards to replace those listed in Appendix B which should include the square footage types listed in Appendix A, updated square footage type definitions where appropriate, example detail floor plans in support of the square footage definitions and external source references for standards. These updated standards should be sufficiently precise in the language along with the illustrative diagrams to eliminate any ambiguity as to what floor plan elements are included in a particular measurement and which elements are excluded from a particular measurement. VA will be using this deliverable as a basis to develop updated square footage standards.

Submittal: Draft to be reviewed and approved by VA COR.

Deliverable Five: Final written and illustrated square footage standards for each of the square footage types listed in Appendix A similar in format to the existing “Standards Alert 002a” in Microsoft Word format.

E. SCHEDULE FOR DELIVERABLES

1. The Contractor shall complete the Deliverable by Delivery Date column in Attachment A below for each deliverable specified.

2. Unless otherwise specified, the number of draft copies and the number of final copies shall be the same.

3. If for any reason the scheduled time for a deliverable cannot be met, The Contractor is required to explain why (include the original deliverable due date) in writing to the CO, including a firm commitment of when the work shall be completed. This notice to the CO shall cite the reasons for the delay, and impact on the overall project. The CO will then review the facts and issue a response in accordance with applicable regulations.

F. CHANGES TO PERFORMANCE WORK STATEMENT

Any changes to this PWS must be authorized and approved by written correspondence only from the Contracting Office (CO). Costs incurred by The Contractor through the actions of parties other than the CO must be borne by The Contractor.

G. REPORTING REQUIREMENTS

1. The Contractor shall provide the Contracting Officer’s Representative (COR) with monthly written progress reports via email. These reports are due to the COR on the Tuesday of each month during the project’s duration.

2. The progress report will cover all work completed during the preceding month and will present the work to be accomplished during the subsequent month. This report will also identify any problems that arose and a statement explaining how the problem was resolved.

This report will also identify any problems that have arisen but have not been completely resolved report will with an explanation.

3. The Contractor shall hold bi-weekly status meeting or conference calls with COR. COR may elect to adjust the frequency of the status meetings to weekly at the COR’s or CO’s discretion.

H. TRAVEL AND PLACE OF PERFORMANCE

The work shall be performed at the Contractor’s office space and travel by the Contractor is not anticipated for this project. Travel and per diem shall be reimbursed in accordance with VA/Federal Travel Regulations. Each contractor invoice must include copies of all receipts that support the travel costs claimed in the invoice. No General and Administrative (G&A) fees or costs, and no other fees or costs shall be added to travel expenses. Local travel within a 50-mile radius from the Contractor's facility is considered the cost of doing business and will not be reimbursed. This includes travel, subsistence, and associated labor charges for travel time. Local travel within a 50-mile radius from the Contractor's employees’ residence is considered the cost of doing business and will not be reimbursed. This includes travel, subsistence, and associated labor charges for travel time.

Travel performed for personal convenience and daily travel to and from work at The Contractor's facility will not be reimbursed. Travel, subsistence, and associated labor charges for travel time for travel beyond a 50-mile radius of the Contractor's facility are authorized on a case-by-case basis and must be pre-approved by the CO at least 30 calendar days in advance for the requested travel.

I. GOVERNMENT FURNISHED PROPERTY AND DATA

The Government will provide access to the VA Network (for properly cleared personnel) on an exception basis in order to support this PWS.

J. CONTRACTOR EXPERIENCE REQUIREMENTS – KEY PERSONNEL

These skilled experienced professional and/or technical personnel are essential for successful contractor accomplishment of the work to be performed under this contract and subsequent task orders and option. These are defined as key personnel and are those persons whose resumes were submitted. The Contractor agrees that the key personnel shall not be removed, diverted, or replaced from work without approval of the CO and COR.

Any personnel the Contractor offers as substitutes shall have the ability and qualifications equal to or better than the key personnel being replaced. Requests to substitute personnel shall be approved by the COR and the CO. All requests for approval of substitutions in personnel shall be submitted to the COR and the CO within 30 calendar days prior to making any change in key personnel. The request shall be written and provide a detailed explanation of the circumstances necessitating the proposed substitution. The Contractor shall submit a complete resume for the proposed substitute, any changes to the rate specified in the order (as applicable) and any other information requested by the CO needed to approve or disapprove the proposed substitution. The CO will evaluate such requests and promptly notify The Contractor of approval or disapproval thereof in writing.

K. SECURITY

Information System Security

The Contractor shall ensure adequate LAN/Internet, data, information, and system security in accordance with VA standard operating procedures and standard contract language, conditions laws, and regulations. The Contractor’s firewall and web server shall meet or exceed the government minimum requirements for security. All government data shall be protected behind an approved firewall. Any security violations or attempted violations shall be reported to the COR, the VA Project Manager and the VA’s Office of Enterprise Asset Management (OAEM) Information Security Officer as soon as possible. The Contractor shall follow all applicable VA policies and procedures governing information security, found under www.va.gov/pubs/asp/edsdirec.asp especially those that pertain to certification accreditation.

L. CONFIDENTIALITY AND NONDISCLOSURE

The Contractor agrees that:

1. The preliminary and final deliverables and all associated working papers, application source code, and other material deemed relevant by the VA which have been generated by The Contractor in the performance of this contract are the exclusive property of the U.S.

Government and shall be submitted to the CO at the conclusion of the contract.

2. The CO will be the sole authorized official to release verbally or in writing, any data, the draft deliverables, the final deliverables, or any other written or printed materials pertaining to this contract. No information shall be released by The Contractor. Any request for information relating to this contract presented to The Contractor shall be submitted to the CO for response.

3. Press releases, marketing material or any other printed or electronic documentation related to this project, shall not be publicized without the written approval of the CO.

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http://www.va.gov/pubs/asp/edsdirec.asp

Attachment A

Schedule of Deliverables

Deliverable No.

Item Quantity

Delivery Date

One A PMP and Briefing One each

3 calendar days after Award

Two Floor Plan Measurement and Analysis for Two Projects

Eight (4 x

2) Marked

Up Floorplans approved by COR

15 calendar days after Award

Three Floor Plan Measurement and Analysis for 48 Leased Floorplans

192 (4 x 48)

Marked Up

Floorplans as approved by COR

150 calendar award

Four Floor Plan Measurements for Test Fit Projects

48 (4 x 12) Marked

Up Floorplans approved by COR

100 calendar days after award

Five Updated Written Square Footage Standards One

45 calendar award

Attachment B

Performance Standards and Methods as specified in each task.

Surveillance Area

Successful Performance Standards

Method of Assessing Performance/ Responsible Party

Evaluation

Management of Price and Schedule

1) Monthly progress reports are delivered:

• Highly successful: Within 5 calendar days of the end of the month at least 98% of the time.

• Successful: Meets expectations 90% of the time.

No more than 10 calendar days after the end of the month.

• Unsuccessful: Failure to deliver in 10 calendar days

Review of Monthly Status Reports and deliverables.

100% inspection.

Responsible: COR

Assessment:

Management of Price and Schedule

2) Project management plan and submissions of deliverables comply with the project management plan; changes to schedule are reported and accepted by COR; project management plan is maintained up-to-date to satisfaction of COR.

• Highly successful: Meet expectations 98% of the time.

• Successful: Meets expectations 90% of the time.

• Unsuccessful: Fail to meet expectations more than 90% of the time

Review of Monthly Status Reports and deliverables.

100% inspection.

Responsible: COR

Technical Quality of Deliverables

Deliverables are high quality, meet intent of required performance work statement areas, and require minimal updates (less than 3 drafts), edits or comments from COR:

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

Review of Final deliverables.

100% inspection.

Responsible: COR

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant deficiencies/issues identified

Quality of Relationship Management

1) Timeliness of responses to open acquisition issues; COR communications/requests;

changes in the scope or timeliness of deliverables:

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant Key personnel turnover meets expectations

Review of communications, invoices, modifications, to changes in deliverables.

Responsible: COR

Relationship Management

2) Staffing meets expectations for adequately supporting the requirements of the contract.

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant

Review and approval of Key Personnel changes

Responsible: COR

Project Management

1) Corrections and Re-submittal to VA for rejected deliverables meets mutually agreed upon schedule.

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant Key personnel turnover meets expectations.

Corrections and resubmitted of deliverables conform to agreed upon terms.

Responsible:

CO/COR

Project Management

2) Contractor provides a single point of contact responsible for contract performance.

Communication between VA and Vendor meets expectations.

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant Key personnel turnover meets expectations.

Contractor provided a single point of contact, and review of communications

Responsible: COR

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Project Management

3) Contractor meets expectations for changing demands of the program as it evolves.

• Highly successful: Meet expectations 98% of the time with minimal or no deficiencies/issues identified

• Successful: Meets expectations 90% of the time and/or no significant deficiencies/issues identified

• Unsuccessful: Fail to meet expectations more than 90% of the time and/or significant Key personnel turnover meets expectations

Review of responsiveness and communications performance, flexibility and adaptability to unexpected changes in scope, magnitude or requirements of deliverable.

Responsible:

CO/COR

L. CONFIDENTIALITY AND NONDISCLOSURE