Attachment 2 - Performance Work Statement - FY2024-25 PTS TO - Part B.pdf

Attachment 2 – Performance Work Statement – FY2024/25 PTS TO - Part B

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POST TRANSACTION SUPPORT FOR VA ENHANCED-USE LEASE AGREEMENTS

PERFORMANCE WORK STATEMENT

Post Transaction Support for VA Enhanced-Use Lease (EUL) Reporting and Support Services Task Order

A. GENERAL INFORMATION

1. Title of Project: Post Transaction Support for VA Enhanced-Use Lease (EUL) Reporting and Support Services– (FY2024/25 PTS TO).

Background: The purpose of this Performance Work Statement (PWS) is to obtain technical and financial support to enable the Department of Veterans Affairs related to the Office of Asset Enterprise Management (OAEM) Enhanced-Use Lease program. The Post Transaction handbook and directive has been published and the oversight process for EULs is in place. FY 2024 compliance oversight is the eighth year the new process and requirements is being utilized. In addition, the EULIS tool is being used for the FY 2024 AOCC process and will be used in subsequent years to follow. The consideration report is to be published annually with the budget in February 2025.

As part of the Department of Veterans Affairs’ efforts to end Veteran homelessness, Secretary Denis McDonough released Master Plan 2022, April 22, detailing the updated vision for a stable and supportive community for homeless and other at-risk Veterans and their families at the VA Greater Los Angeles Healthcare System. This latest action is in keeping with President Biden’s commitment to uphold VA’s sacred obligations to Veterans, which he announced as part of his Unity Agenda.

Master Plan 2022 also maps the progress to date at the West LA VA campus and provides a path forward with transparency and accountability to ensure it meets the standards of care Veterans have earned. Los Angeles has the largest homeless Veteran population in country with almost 10% of all homeless Veterans across the U.S. located there. As the homeless problem is solved in LA it gives momentum to VA’s ongoing efforts across the country.

• The current EUL project (Building 209) at the VA Greater Los Angeles Healthcare System’s

(GLAHS) West LA campus is providing 54 units of permanent supportive housing to eligible Veterans and their families, comprising of 32 studios and 22 one-bedroom units in addition to one unit for an on-site resident manager.

• In the upcoming fiscal year, two (2) additional EUL projects will become operational and required oversight from OAEM: Building 205 and Building 208 with 68 and 54 units, respectively.

With this increasing oversight responsibility, Contractor will provide support to the LSM to monitor these three (3) operational EULS projects.

• The current EUL Project (Building 207) at the VA Greater Los Angeles Healthcare System’s (GLAHS) West LA campus is providing 60 units of permanent supportive housing to eligible Veterans and their families, including on-site resident manager units.

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• The current EUL Project (Building 4) at the Sepulveda Ambulatory Care Center (SACC) in Sepulveda, CA that encompasses one building providing 72 units in a supportive homeless housing facility for eligible Veterans.

• The current EUL Project (Building 5) at the Sepulveda Ambulatory Care Center (SACC) in Sepulveda, CA that encompasses one building providing 75 units in a supportive homeless housing facility for eligible Veterans.

Scope of Work: The contractor shall provide all resources necessary to accomplish the deliverables described in this Performance Work Statement (PWS). The contractor shall be responsible for the following:

Oversight and Monitoring: Development of the annual EUL Consideration Report for Fiscal Year 2024 (per new legislation requirements); collection of Annual Oversight Compliance Certificates (AOCC) for FY 2023/2024 via the Enhanced Use Lease Information System (EULIS) SharePoint site; review of AOCCs and creation of Compliance Review sheets for each project for FY 2023/2024; assist with the creation of Monitoring Input Spreadsheets and End of Construction Reports for all projects executed during FY 2024; post transaction specialized legal review; and support of the EULIS including new reporting features in SharePoint Online and preparing the site for FY 2023/2024 AOCC submissions.

Somerville: The Somerville 3UL is a long-term lease covering more than 1M SF of warehouse and administrative space in Hillsborough, NJ. In Feb. 2016 a fire damaged a portion of the premises covered by the Somerville EUL. Since that time, clean up and construction has occurred, and post construction activities are underway. Draft and Final Outcome Tracking Sheet (OTS) data and Annual Oversight Compliance Certificate (AOCC) as well as associated documentation; EUL Document Inventory and Collection; On-site monitoring and communications related to the new construction at Somerville; Coordination and documentation of actions related to the new construction at Somerville.

Pershing Hall: The Pershing Hall EU Lease Site is located on 49 rue Pierre, Paris, France, and was leased to a developer to convert to a hotel and is now mixed-use retail and office space. Through this lease, VA was able to have the property renovated and maintained while receiving revenue.

Draft and Final Outcome Tracking Sheet (OTS) data Annual Oversight Compliance Certificate (AOCC) and associated documentation; EUL Document Inventory and Collection; On-site monitoring and communications related to the new construction at Somerville; Coordination and documentation of actions related to the new construction at Somerville.

West Los Angeles (WLA): Draft and Final Outcome Tracking Sheet (OTS) data and Annual Oversight Compliance Certificate (AOCC) as well as associated documentation; EUL Document Inventory and Collection; support the LSM with monthly monitoring activities including but not limited to securing missing documentation, construction monitoring and resolving operation, maintenance, and compliance issues.

Environmental Supportive Services: When development on an EUL project occurs, the contractor shall preform document review for “completeness” to verify that all required elements of Environmental Assessment (EA) are included in the report in accordance with the National Environmental Policy Act (42 U.S. Code 4321 et seq.) and VA implementing regulation for Environmental Effects of VA Actions (38 CFR Part 26 (51 FR 37182, Oct. 20, 1986).

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Post Transaction Workout Support: The contractor will be responsible for providing VA with market research reports as needed. The market research may cover a wide range of market assessments that impact the VA EUL portfolio to include but not be limited to analysis of leases, agreements, financial proforma, space sharing, staffing, services, rental rates, account maintenance, and security requirements.

Performance Period: The period of performance is for 365 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).

1. Type of Contract: Firm-fixed Price

2. Place of Performance: The primary place of work shall be the contractor’s office. In addition, regular site visits to Persian Hall, Sommerville Business Park and West LA Campus will be required.

3. IDIQ Title: Department of Veterans Affairs, Office of Asset Enterprise Management

Post Transaction Support for VA Enhanced-Use Lease Agreements (PTS IDIQ).

2. 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.

3. 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 and use Arial 12 as the default font. Statistical and other technical terminology shall not be used without providing a glossary of terms.

3. Where a written milestone deliverable is required in draft form, OAEM will complete their review of the draft deliverable within 10 calendar days from date of receipt. The contractor shall have 10 calendar days to deliver the final deliverable from date of receipt of the government’s comments.

4. Unless otherwise specified in an individual task order, 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 10 calendar days from date of receipt. The contractor shall have 10 calendar days to deliver the final deliverable from date of receipt of the Government’s comments.

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5. 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.

6. Except for pricing information, the contractor shall not deliver to the OAEM any proprietary products or information of any type in completing the requirements of this task order. The contractor’s existing internal development tools (that is, those development tools not developed for the OAEM work and which will not be required by the OAEM 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 task order, 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.

4. 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.1 of this PWS.

1. Task One: The contractor shall provide a Project Management Plan (PMP) and briefing for the project team, which presents the contractor's plan for completing the task order. 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 task order 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

2. Task Two: The contractor shall submit a comprehensive Project Management Plan (PMP) that details the items to be reviewed and assessed and actions to be taken to provide administrative review, monitoring, and Post Transaction support with (1) clearly described milestones, (2) deadlines, (3) development of procedures, and (4) other significant matters.

Deliverable Two: A Comprehensive PWP

3. Task Three: The contractor shall be responsible for the development of the annual EUL Consideration Report for Fiscal Year 2024. The report shall contain project summaries, revenue, cost avoidance, cost savings, enhanced services, and VA expenses according to the revised consideration methodology. Contractor shall be responsible for communicating directly with LSMs to collect all FY 2024 preliminary OTS data for the FY 2024 Consideration Report.

Deliverable Three: FY 2024 Consideration Report with all supporting calculations, documents.

4. Task Four: The contractor shall be responsible for the collection of Annual Oversight Compliance Certificates (AOCC) for operational EULs for FY 2023/2024 (using EULIS tool) including directly communicating with LSMs for initial and follow up requests. At a minimum the completed certificates shall contain annual requirements for the term of the

P a g e | 5 lease and in-kind consideration data. Contractor shall incorporate any AOCC updates from ongoing site visits, facility conditions assessments, and stakeholder engagement occurring on other task orders.

Deliverable Four: Completed AOCC Certificates Checklist and Summary Reports (Not to exceed - 83 projects)

5. Task Five: The contractor shall be responsible for the Bi-Annual Training (~October and

~February each FY) of LSMs in the use of EULIS for submission of the OTS date and AOCC documentation. The Contractor shall be responsible for the creation of Compliance Review Checklists for each project operational in FY 2024. Each review shall note any deficiencies in the submitted AOCC documentation. EULIS issues logs should also be updated and maintained for any issues remaining outstanding from FY 2023 or new issues not resolved in FY 2024. The Contractor shall, as needed, prepare AOCC non-compliance letters for any EUL project missing any requested information or documentation. The Contractor shall manage communication with LSM and Lessee directly to resolve any compliance issues identified in the non-compliance letters.

Deliverable Five: Training Materials and presentation of Outcome Tracking Sheet (OTS) and AOCC LSM trainings, Completed Compliance Review Checklists, EULIS Issues Log updates, AOCC Non-compliance letters, and Summary Report (Not to exceed - 83 projects).

6. Task Six: The contractor shall assist in the creation of Monitoring Input Spreadsheets (MIS) and End of Construction Reports (ECR) for all projects executed after August 31, 2023, that will become operational during Fiscal Year 2024/2025 (Not to exceed - 5 projects). This includes updating templates, populating templates, working with PMs to review and validate requirements for the MIS, and training sessions for any new project managers (PMs) that have not worked with MIS or ECR documents before.

Deliverable Six: Draft MIS and ECR documents for LSM & PM review, training documents, and incorporating review comments for each draft MIS Spreadsheet and ECR document (up to 5 projects).

7. Task Seven: The contractor shall be responsible for reporting on ongoing construction and budget reviews as well as providing programmatic amendment support. Contractor shall attend weekly meetings for each project, review documentation provided by Lessee and other stakeholders, provide comments, and summarize information for OAEM, prepare briefing presentation material, term sheets, draft amendment documentation, and attend DVR monthly briefings when requested.

Deliverable Seven: Weekly Meetings and minutes, issues log management, Summary Memorandums as needed, terms sheets, draft amendment documentation, and presentation Materials as needed to brief OAEM Leadership.

8. Task Eight The contractor support of the Enhanced Use Lease Information System

(EULIS) to ensure the content is kept up to date to include updating each project page to reflect the updated MIS and compliance documents. This includes ensuring all 2022 data is

P a g e | 6 maintained and accessible in the system and addressing post transaction issues as they arise.

An annual LSM /Satisfaction Survey delivered via EULIS shall be completed in July and a summary report of findings provided to OAEM.

Deliverable Eight: New EULIS features as approved by COR on a monthly basis.

On-going EULIS daily interaction and issues log management for EULIS, including EULIS maintenance, enhancements, and tasks presented in the form to VA at the beginning of each month for approval by COR. The Annual LSM Satisfaction Survey and accompanying summary report.

9. Task Nine: The contractor shall have daily interaction with OAEM Staff regarding portfolio oversight, issue log maintenance, and issue resolution. The contractor shall also review the issues log and make any updates necessary on closed issues or bring new issues to the Oversight Manager’s attention.

Deliverable Nine: On-going daily interaction and issues log management. Issue resolution includes consulting support and document preparation for VA Office of General Counsel (OGC) review and execution.

10. Task Ten: The contractor shall assist and provide LSM training for up to 10 projects with a newly assigned LSM in FY23. The contractor shall provide support in scheduling, conducting, and following with additional support needed to bring the newly assigned LSM up to date on the history of the EUL project in question and an understanding of the annual cadence of OTS and AOCC data collection, as well as best practices from across the EUL portfolio that can be applied.

Deliverable Ten: Scheduling, presentation material, training, and interaction to support any follow up needed with up to ten (10) newly assigned LSMs.

11. Task Eleven: Conduct Informational Meetings with Lessee, VISN, and VAMC Staff and prepare/update site visit presentation materials prior to each site visit. Contractor shall conduct stakeholder engagement remote meetings with all Lessees Conduct Informational Meetings with Lessee, VISN, and VAMC Staff and prepare/update site visit presentation materials prior to each site visit. Contractor shall provide a Site Visit Package to include an agenda for the planned Site Visit, read ahead material, document and information requests, preliminary site visit checklists, the identified stakeholder list, and up to date contact information for all parties at least (1) week prior to conducting each site visit. Contractor shall send an electronic message as well as a letter to all EUL lessees informing each EUL project lessee of the purpose of the site visit draft an agenda for each meeting.

Deliverable Eleven: Conduct Informational Meetings with Lessee, VISN and VAMC Staff.

12. Task Twelve: Contractor shall be responsible for conducting a site visit of each EUL project that did not have a site visit conducted in FY23/24. These site visits will focus on identifying operational, capital improvement, maintenance, security, VA supportive service practices, and any other on-site matters at each EUL project. Contractor shall participate in presenting information to VA leadership as well as taking comprehensive minutes for each meeting. An after actions report for VA approval and acceptance.

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Deliverable Twelve: Conduct site visits (not to exceed 75 calendar days total), complete site visit checklists, provide minutes of stakeholder engagement meetings, and an after actions report.

13. Task Thirteen: The Contractor on a monthly basis shall monitor the site visit schedule, site visit assessments, and follow up actions identified in the site-visit after action reports. Each month, Contractor will review, compile/summarize, and report to OAEM leadership key findings from site visits and stakeholder engagement meetings. Contractor will prepare a portfolio-wide after- action report, to include a list of key action items and follow-up needed on individual EUL projects and a narrative summary of key portfolio-level findings.

Deliverable Thirteen: Monthly Site Visit and after actions Stakeholder Engagement Monitoring Report.

14. Task Fourteen: The contractor shall complete the Outcome Tracking Sheet data and Annual Oversight Compliance Certificate and associated documentation related to the Somerville EUL. This OTS data is generally gathered in the fall each year, and the AOCC is completed in the spring each year and requires communications both internal to VA and external to the lessee.

Deliverable Fourteen: Completed Somerville OTS, AOCC, and supporting documentation.

15. Task Fifteen: Based on document inventory for the project, the contractor shall work with

VA and the lessee to secure any missing documentation related to the EUL. In the event documents are not obtainable, a record will be added to the file to notate that fact. In addition, contractor is responsible for supporting any necessary amendments to the lease terms and conditions as a result of the post construction at the site, including, but not limited to, support for updated profit participation.

Deliverable Fifteen: Updated Somerville documentation and lease amendments

16. Task Sixteen: The contractor shall perform regular site visits to the Somerville EUL site

(minimum monthly). The site visits will serve to ensure VA is kept up to date on operational status and any post construction or repair efforts. In addition, the contractor shall communicate with the lessee as needed to schedule and complete such site visits, including documenting visits and discussions with the lessee on any outstanding issues related to such visits. Monthly Local Site Monitor (LSM) duties, to included, but not limited to, collecting and storing, maintaining all AOCC data or documentation related to financial/in-kind consideration, lessee’s FMA or reserve account, bank statements, taxes, insurance certificates, logging issues and maintain project notes and supporting documentation in

EULIS.

Deliverable Sixteen: Somerville Site visit reports

17. Task Seventeen: The contractor shall work with VA and the lessee to document and communicate all actions related to environmental issues and the fire reconstruction at the Somerville site. This includes documentation related to damage assessments, insurance claims, operational impacts, construction plans, lessons learned, and any other relevant

P a g e | 8 documentation to ensure VA has a full history of the actions associated with the fire reconstruction.

Deliverable Seventeen: Somerville Monitoring Post Construction and Potential Environmental Issues

18. Task Eighteen: The contractor shall complete the Outcome Tracking Sheet data and Annual

Oversight Compliance Certificate and associated documentation related to the Pershing Hall EUL. This OTS data is generally gathered in the fall each year, and the AOCC is completed in the spring each year and requires communications both internal to VA and external to the lessee.

Deliverable Eighteen: Completed Pershing Hall OTS, AOCC, and supporting documentation.

19. Task Nineteen: The contractor shall assume the role as the Local Site Monitor (LSM) for the

Pershing Hall EUL. Monthly duties, include but are not limited to, collecting, storing, and maintaining all AOCC data or documentation related to financial/in-kind consideration, lessee’s FMA or reserve account, bank statements, taxes, insurance certificates, logging issues and maintain project notes and supporting documentation in EULIS. Specifically, contractor will:

• Verify that the Lessee follows periodic rent requirements as per Exhibit E of the

AOCC

• Verify that VA has not been expensed for acquisitions or agreements borne by the Lessee as per Exhibit C of the AOCC

• Collect all reports and provide translation services for any requested documents.

Deliverable Nineteen: Monthly Pershing Hall EUL Status Report

20. Task Twenty: The contractor shall perform one annual site visit to the Pershing Hall EUL.

The site visit will serve to ensure VA is up to date on operational status. In addition, the contractor shall communicate with the lessee as needed to schedule and complete such site visit, including documenting the visit and discussions with the lessee on any outstanding issues related to the visit. Perform monthly Local Site Monitor (LSM) duties, including, but not limited to collecting, storing, and maintaining all AOCC data or documentation related to financial/in-kind consideration, lessee’s FMA or reserve account, bank statements, taxes, insurance certificates, logging issues and maintain project notes and supporting documentation in EULIS.

Deliverable Twenty: Pershing Hall Annual Site visit report

21. Task Twenty-One: The contactor shall support the LSM with monthly monitoring activities including but not limited to securing missing documentation, construction monitoring and resolving operation, maintenance, and compliance issues.

Deliverable Twenty-One: LSM Monitoring Support Status Reports

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22. Task Twenty-Two: The contractor shall perform regular site visits to the EUL site (minimum monthly). The site visits will serve to ensure VA is kept up to date on operational status and any post construction or repair efforts. In addition, the contractor shall communicate with the lessee as needed to schedule and complete such site visits, including documenting visits and discussions with the lessee on any outstanding issues related to such visits. Monthly Local Site Monitor (LSM) duties, to included, but not limited to, collecting, and storing, maintaining all AOCC data or documentation related to financial/in-kind consideration, lessee’s funded maintenance account (FMA) or reserve account, bank statements, taxes, insurance certificates, logging issues and maintain project notes and supporting documentation in EULIS.

Deliverable Twenty-Two: Greater LA VAMC Site visit reports

23. Task Twenty-Three: As needed when development on an EUL project occurs, the contractor shall preform document review for “completeness” to verify that all required elements of Environmental Assessment (EA) are included in the report in accordance with the National Environmental Policy Act (42 U.S. Code 4321 et seq.) and VA implementing regulation for Environmental Effects of VA Actions (38 CFR Part 26 (51 FR 37182, Oct.

20, 1986). As needed, contractor shall perform additional technical review of reported findings to verify legitimacy of proposed concerns (or lack thereof) and evaluation of conclusions and opinions related to potential RECs associated with the Subject Property.

Depending on the nature of the project in question, contractor shall perform plus additional verification of original information to authenticate RECs and associated concerns for ultimate determination of a FONSI, or recommendation for an EIS.

Deliverable Twenty-Three: Monitoring Post Construction and Potential

24. Task Twenty-Four: As the age of OAEM’s EUL portfolio increases, more projects are finding themselves in an imminent threat of default. Many of these projects require restructuring to deal with expiring tax credits, reduced GPD funding, occupancy decline, significant capital repairs, etc. Projects in need of a workout require contractor support to perform financial and feasibility analysis, facilitate discussions between the lessee, VA, and OGC, brief restructuring options to VA leadership, and support the development of amended lease documents. Support the LSM with monthly monitoring activities including but not limited to securing missing documentation, construction monitoring and resolving operation, maintenance, and compliance issues.

Deliverable Twenty-Four: Post Transaction Project Workout Support

25. Task Twenty-Five: The contractor will be responsible for providing VA with market research reports as needed. The market research may cover a wide range of market assessments that impact the VA EUL portfolio to include but not be limited to analysis of leases, agreements, financial proformas, space sharing, staffing, services, rental rates, account maintenance, and security requirements.

Deliverable Twenty-Five: Market Reports as needed

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E. SCHEDULE FOR DELIVERABLES

1. The contractor shall complete the Delivery Date column in Attachment A 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 firm commitments 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 an updated PWP on a monthly basis to support any invoicing.

2. The contractor shall hold bi-weekly status meeting or conference calls with COR.

H. TRAVEL AND PLACE OF PERFORMANCE

The work shall be performed at the contractor’s office space. As required by each task order, the contractor may be required to travel to Washington, D.C., or to other VA locations. 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.

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I. GOVERNMENT FURNISHED PROPERTY AND DATA

The Government will provide access to the final post transaction handbook and directive, EULIS (AOCC templates), EUL Consideration Report template and archived reports, and new consideration methodology document.

The Government will provide access to the VA Network (for properly cleared personnel) in order to support this PWS and the EULIS system.

J. CONTRACTOR EXPERIENCE REQUIREMENTS – KEY PERSONNEL

Skilled and experienced professional and/or technical personnel are essential for successful accomplishment of the work to be performed under this task order. 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 VA project manager and the VBA Headquarters 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

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

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It is agreed 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 task order are the exclusive property of the U.S. Government and shall be submitted to the CO at the conclusion of the task order.

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 task order. No information shall be released by the contractor. Any request for information relating to this task order 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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Attachment A

Schedule of Deliverables

Deliverable No.

Item

Quantity

Delivery Date

One A PMP and Briefing One 5 calendar days after Award

Two A Comprehensive PWP One

10 calendar days after Award

Three FY 2022 Consideration Report Two

(Draft and Final)

Draft - 240 calendar days after Award Final - 270 calendar days after Award

Four Completed AOCC Certificates, and Summary

Report

Not to exceed 81 certificates

365 calendar days after Award

Five Completed LSM Training and Compliance Review Checklists and Summary Report

Not to exceed 81 certificates

365 calendar days after Award

Six Draft MIS documents, training documents, and review comments per each MIS and ECR

Not to exceed (5)

MIS

365 calendar days after Award (Some MIS documents may be completed earlier) Seven Report on ongoing construction, budget reviews and provide programmatic amendment support

Monthly On-Going

Eight Update on any new configuration or enhanced features added data to the EULIS site (EULIS has been upgraded to SharePoint Online Version).

Monthly On-Going

Nine On-going Daily interaction and issues log management. On-going On-going

Ten New LSM Training and Support

Up to Five

(5) new

LSMS

365 calendar days after Award

Eleven Conduct Informational Meetings with Lessee, VISN, and VAMC Staff and prepare/update site visit presentation materials prior to each site visit

Ongoing 365 calendar days after Award

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Twelve Conduct site visits (up to 75 site visit days), complete site visit checklists, provide minutes of stakeholder engagement meetings, and an after actions report.

Ongoing 365 calendar days after Award

Thirteen Monthly Site Visit and after actions Stakeholder Engagement Monitoring Report. Ongoing 365 calendar days after Award

Fourteen

Somerville – OTS and AOCC Two

(Draft and Final)

OTS Draft - 240 calendar days after Award

OTS Final - 270 calendar days after Award

AOCC Draft - 305 calendar days after Award

AOCC Final - 365 calendar days after Award

Fifteen

Somerville – Updated documentation and lease amendments Two

- Updated documents and amendments

45 calendar days after award

- Completed amendments – 90 calendar days after award Sixteen

Somerville – Site visit reports Twelve One per month

Seventeen

Somerville -Monitoring Post Construction Activities and Potential Environmental Issues Two

- Updated documents and amendments

45 calendar days upon request

- Completed amendments – 90 calendar days upon request Eighteen

Pershing Hall – OTS and AOCC Two

(Draft and Final)

OTS Draft - 240 calendar days after Award

OTS Final - 270 calendar days after Award

AOCC Draft - 305 calendar days after Award

AOCC Final - 365 calendar days after Award

Nineteen Pershing Hall - Monthly EUL Status Report Twelve One per Month

Twenty

Pershing Hall Annual Site visit report Two

(Draft and Final)

Draft Report – 30 calendar days after date of visit

Final Report - – 10 calendar days after VA comments

Twenty- One

LSM Monitoring Support Status Reports

Twelve One per Month

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Twenty- Two Greater LA VAMC Site visit reports

Between 2 to 4 visits per year.

Each visit anticipated to take three (3) days

First day of the month following site visit

Three

Monitoring Post Construction and Potential

Up to three (3)

EA

Reviews

30 calendar days after receiving

EA

Four Post Transaction Project Workout Support

Up to five

(5) projects

Monthly

Five Market Reports as Needed

Up to five

(5) projects

30 calendar days after receiving assignment from VA

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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

• 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

Review of Final deliverables.

100% inspection.

Responsible:

COR

P a g e | 17 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 task orders.

• 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 task order performance. Communication between VA and Vendor meets expectations.

• Highly successful: Meet expectations

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

P a g e | 18

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.

Responsible:

COR

Quality of 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