Attachment 2 - SOW_vFINAL_Updated JAN2022.pdf

FY22

REQUIREMENT DOCUMENTS:

INITIAL OUTFITTING & TRANSITION

Furniture, Fixtures, Equipment & Low Voltage Systems

P114 Medical Center Alteration/Addition, Walter Reed National

Military Medical Center

Defense Health Agency – Facilities Enterprise

15 OCTOBER 2021

INITIAL OUTFITTING & TRANSITION: REQUIREMENT DOCUMENTS

(FY22 Medical Center Addition and Alteration Project, Bethesda, MD) V 1.3: 15 Oct 2021

TABLE OF CONTENTS

DOCUMENT REFERENCES & HISTORY

1 GENERAL

1.1 PROJECT DESCRIPTION

1.2 COST

1.2.1 Initial Outfitting Funds

1.2.2 Procurement Funds

1.2.3 Project Funds

1.3 SCHEDULE

1.3.1 Period of Performance

1.3.2 Definitions

1.3.3 Schedule Constraints

1.4 CORRESPONDENCE

1.4.1 Weekly / Monthly Reports

1.4.2 Written Records

1.4.3 Request for Information (RFI)

1.4.4 Document Revisions

1.4.5 Documenting Contractor Performance

1.4.6 Submittals: General Instructions

1.4.6.1 Project Binders

1.4.6.2 MTF Binders

1.4.6.3 Departmental Binders

1.4.6.4 Drawings

1.4.6.5 Specifications

1.4.6.5.1 Manufacturer Product Literature (Catalog Cut Sheets & Illustration Sheets)

1.4.6.6 Color Boards

1.4.6.7 Electronic Submittals

1.4.6.8 Submittal Register & Reviews

1.4.6.9 Submittal Updates and Revisions

1.4.6.10 Format & Quantity

1.4.6.11 Government Reviews

1.4.6.12 Contractor Response to Submittal Comments

1.4.6.13 Early Design and Construction Phases

1.4.6.14 Written Records and Meeting Minutes

1.4.6.15 Equipment: Internal Government Approvals

1.5 COORDINATION (DESIGNER OF RECORD & CONSTRUCTION CONTRACTOR)

1.6 QUALITY CONTROL

1.7 FACILITY AND SITE PROVISIONS

1.7.1 Contractor Identification

1.7.2 Continued Occupancy

1.7.3 Hours of Operation

1.7.3.1 Security Provisions

1.7.3.2 Pass and Identification Items

1.7.3.3 Retrieving Identification Media

1.7.3.4 Traffic Laws

1.7.3.5 Safeguarding Property

1.8 CHANGE MANAGEMENT

1.8.1.1 Revisions or Changes to the Final Documents

1.8.1.2 Change in Personnel

1.8.1.3 FFE-LVS Adjustments

2 REQUIREMENTS: EQUIPMENT SERVICES (DESIGN, VALIDATION & COORDINATION) (254.210)

2.1 GENERAL

2.2 EXISTING FFE-LVS

2.3 SERVICES

2.3.1 Furniture, Fixture & Casework Services

2.3.1.1 Quality Standards: Furniture, Fixture & Casework

2.3.1.2 Quantity: Furniture, Fixture & Casework

2.3.1.3 Location: Furniture, Fixture & Casework

2.3.1.4 Configuration & Utility Interface: Furniture, Fixture & Casework

2.3.2 Artwork Services

2.3.2.1 Quality Standards: Artwork

2.3.2.2 Quantity & Location: Artwork

2.3.2.3 Configuration & Utility Interface: Artwork

2.3.3 Medical & Other Equipment Services

2.3.3.1 Quality Standards: Medical & Other Equipment

2.3.3.2 Quantity: Medical & Other equipment

2.3.3.3 Location: Medical & Other Equipment

2.3.3.4 Configuration & Utility Interface: Medical & Other Equipment

2.3.4 Low Voltage System Services

2.3.4.1 Quality Standards: Low Voltage Systems

2.3.4.2 Quantity: Low Voltage Systems

2.3.4.3 Location: Low Voltage Systems

2.3.4.4 Configuration & Utility Interface: Low Voltage Systems

2.3.4.5 LVS Matrix

2.3.5 Incidental Signage Services

2.3.5.1 Quality Standards: Incidental Signage

2.3.5.2 Quantity, Configuration & Utility Interface: Incidental Signage

2.3.5.3 Location: Incidental Signage

2.4 SUBMITTALS

2.4.1 Submittal 1: Draft

2.4.1.1 Project Binder

2.4.1.1.1 Integrated Project Schedule

2.4.1.1.2 Price Information

2.4.1.1.3 Project Room Contents (PRC)

2.4.1.1.4 Existing Inventory

2.4.1.1.5 MTF Supplied FFE-LVS List

2.4.1.1.6 Attic Stock & Space Parts List

2.4.1.1.7 Criteria

2.4.1.1.8 Narrative-Interior Design

2.4.1.1.9 Narrative-Low Voltage Systems (LVS)

2.4.1.2 MTF and Departmental Binders

2.4.1.3 Drawings

2.4.1.4 Specifications

2.4.2 Submittal 2: Prefinal

2.4.2.1 Project Binder

2.4.2.1.1 Integrated Project Schedule

2.4.2.1.2 Price Information

2.4.2.1.3 Project Room Contents (PRC)

2.4.2.1.4 Existing Inventory

2.4.2.1.5 MTF Supplied FFE-LVS List

2.4.2.1.6 Criteria

2.4.2.1.7 Narrative-Interior Design

2.4.2.1.8 Narrative-Low Voltage Systems (LVS)

2.4.2.2 MTF & Departmental Binders

2.4.2.3 Drawings

2.4.2.3.1 Floor Plans

2.4.2.3.2 Room Typicals /Room Placement Plans

2.4.2.4 Specifications

2.4.3 Submittal 3: Final

2.4.3.1 Project Binder

2.4.3.2 MTF and Departmental Binders

2.4.3.3 Drawings

2.4.3.4 Specifications

2.4.3.5 Color Boards

2.4.4 Closeout Submittals

2.4.4.1 Closeout Schedule

2.4.4.2 O&M Data

2.4.4.3 Cybersecurity Requirements

2.4.4.4 Final Record Documents

2.4.4.5 Transfer of Property Documents

2.4.4.6 DMLSS Data Information

2.4.4.7 Final payment

2.5 MEETINGS

2.5.1 Meeting Logistics

2.5.2 Weekly Progress Meetings

2.5.3 Documenting Potential Changes

2.5.4 Project Kick Off

2.5.5 Site Investigation Meetings & Surveys

2.5.6 Existing Inventory Meetings & Surveys

2.5.7 Pre-planning (Requirements Validation)

2.5.8 Planning Meetings

2.5.9 Resolution Conferences

2.6 IO&T CONTRACTOR TEAM & QUALIFICATIONS

2.6.1 Project Manager

2.6.2 Quality Control Representative

2.6.3 Medical Equipment Planner

2.6.4 Biomedical Equipment Technicians

2.6.5 Communication Systems Engineer

2.6.6 Interior Designer

2.6.7 Wayfinding/Signage Consultant

2.6.8 Artwork Consultant

2.6.9 Public Relations Consultant

2.6.10 On-Site Personnel

3 REQUIREMENTS: TRANSITION SERVICES (MOVES, CLEANING & DISPOSITION) (254.220)

3.1 GENERAL

3.2 TRANSITION SERVICES

3.2.1 Existing Warranties

3.2.2 Transition Schedules

3.2.3 Public Relations

3.2.4 Coordination

3.2.5 Existing Inventory & Reuse

3.2.6 Warehousing & Staging

3.2.7 Security

3.2.8 Protection Of Areas

3.2.9 Excessing & Disposition

3.2.10 Staff Orientation

3.2.11 Housekeeping

3.2.12 Temporary Space/Facilities

3.2.12.1 Infrastructure Requirements

3.2.12.2 Government Field Office

3.2.12.3 Temporary [Swing] Space

3.2.12.4 Temporary Phasing Facilities

3.2.12.5 Shared and Sole Use of Space

3.2.13 Temporary Signage

3.3 TRANSITION SUBMITTALS

3.3.1 Submittal 1: Draft Transition Plan

3.3.1.1 Plans

3.3.1.2 Schedules

3.3.1.2.1 Department Activity Schedule

3.3.1.2.2 Master Move Schedule

3.3.1.2.3 FFE-LVS Training Schedule

3.3.1.2.4 FFE-LVS Testing & Certification Schedule

3.3.1.3 Presentation Slides

3.3.1.4 Transition: Lessons Learned Survey

3.3.2 Submittal 2: Pre-Final Transition Plan

3.3.2.1 Plans

3.3.2.2 Schedules

3.3.2.2.1 Department Activity Schedule

3.3.2.2.2 Master Move Schedule

3.3.2.2.3 FFE-LVS Training Schedule

3.3.2.2.4 FFE-LVS Testing & Certification Schedule

3.3.2.3 Presentation Slides

3.3.2.4 Transition: Lessons Learned Survey

3.3.3 Submittal 3: Final Transition Plan

3.3.3.1 Inspection, Acceptance and Closeout Plan

3.3.3.2 DMLSS Data Information

3.4 TRANSITION MEETINGS

3.5 TRANSITION TEAM & QUALIFICATIONS

3.5.1 Transition Planner

3.5.2 Public Relations & Media Support Specialist

3.5.3 Contractor IO&T Team

3.5.4 On-Site Personnel

4 REQUIREMENTS: EQUIPMENT (FFE-LVS) (310.800)

4.1 TEMPORARY FACILITIES

4.2 EQUIPMENT PROCUREMENT

4.2.1 Furniture, Fixtures, Furnishings

4.2.2 Medical and Other Equipment

4.2.3 Artwork

4.2.4 Incidental Signage

4.3 SHIPPING & DELIVERY

4.4 INTERIM STORAGE

4.5 INSTALLATION

4.6 TESTING & CERTIFYING

4.6.1 Testing List

4.6.2 Equipment Testing

4.6.3 Coordination

4.6.4 Systems Testing

4.6.5 Industry Standards

4.6.6 Documentation

4.7 INSPECTION & ACCEPTANCE

4.7.1 General

4.7.2 Multi-Phase Project Acceptance

4.7.3 Contractor Identified Punchlist & Inspections

4.7.4 Pre-IO Inspection – Facility

4.7.5 Pre-Final Inspection

4.7.6 Final Inspection

4.7.7 Final Acceptance

4.7.8 Inspection & Acceptance Documentation

4.8 TRAINING

4.9 CLEANING

4.10 WARRANTY

4.11 MEETINGS

4.12 O&M MANUALS & DATABASE

4.12.1 Changes to O&M Data Submittals

4.13 TRANSFER AND ACCEPTANCE OF PROPERTY

4.13.1 DML-ES Support

5 REFERENCES

5.1 CRITERIA & DOCUMENT APPLICABILITY

5.2 FEDERAL CRITERIA

5.3 CODES & INDUSTRY STANDARDS

5.4 US DEPARTMENT OF DEFENSE (DOD)

5.5 DEFENSE HEALTH AGENCY-FACILITIES ENTERPRISE (DHA-FE)

5.5.1 FFE References

5.5.2 Signage Criteria

5.5.3 LVS Criteria

5.5.4 Excessing & Disposition Criteria

5.5.5 Acceptance Criteria

5.5.6 Temporary FacilitieS Criteria

6 ATTACHMENTS

6.1 GOVERNMENT KEY PERSONNEL

6.1.1 Contracting Officer (KO)

6.1.2 Contracting Officer Representative (COR)

6.1.3 Contracting Activity: Project Manager (PM)

6.1.4 Defense Health Agency-Facilities Enterprise (DHA-FE)

6.1.5 DHA-FE: Project Officer/Representative (PO/R)

6.1.6 DHA-FE: Planners

6.1.7 DHA-FE: IO&T Functional Experts/Advisors

6.1.8 DHA-FE: Technical Experts/Advisors

6.1.9 Facility Representatives

6.1.10 Site/Installation Representatives

6.2 PROJECT SCHEDULE (DESIGN/CONSTRUCTION PROJECT)

6.2.1 Project Schedule (FIO)

6.2.2 Phasing Schedule/Plan (FIO)

6.3 DESIGN ANALYSIS (DESIGN/CONSTRUCTION PROJECT)

6.4 DRAWINGS (DESIGN/CONSTRUCTION PROJECT)

6.4.1 Design/Construction Project (FIO)

6.4.2 Drawings (Furniture/Fixtures/Equipment)

6.4.3 MHS ROOM TEMPLATES

6.5 INSTALLATION & MAPS

6.5.1 Base/Facility Access and Haul Routes

6.5.2 IO&T Contractor Staging/Lay Down Area

6.5.3 IO&T Contractor Logistics Drawings (Elevator/Corridor Access Etc)

6.5.4 DRMO Facility Map

6.6 LISTS

6.6.1 Project Room Contents (FFE)

6.6.2 Low Voltage Systems (LVS)

6.6.3 Program for Design (FIO)

6.6.4 DMLSS/RPIE List (Existing FFE-LVS)

6.7 PRICE SCHEDULE

6.8 SPECIFICATIONS

6.8.1 DOR Specifications

6.8.2 DHA-FE FFE-LVS Specifications

6.8.2.1 Furniture & Furnishings

6.8.2.2 Medical Equipment

6.8.2.3 Low Voltage Systems

6.8.3 Temporary Construction Facilities

7 APPENDICES

7.1 GLOSSARY (TERMS & ACRONYMS)

7.2 WEEKLY & MONTHLY [RISK] REPORT (TEMPLATES)

7.3 CONTRACTOR PERFORMANCE FORM (TEMPLATE)

7.4 SUBMITTAL EXAMPLES

7.5 TEMPORARY CONSTRUCTION FACILITIES (SPECIFICATION)

DOCUMENT REFERENCES & HISTORY

References used to develop the “Requirement Documents” include:

1) DODI 6015.17 MHS Facility Portfolio Management (Facility Program Management & Oversight, Facility

Requirements Planning; Facility Transition & Activation; Facility Decommissioning & Disposal)

2) DODD 4270.5 Military Construction

3) DODI 5000.02 Operation of the Defense Acquisition System; Relationship Between Defense Acquisition, Requirements & Budgeting Process (Par 5.b(1))

4) MIL-STD 1691

5) FAR 1.102 Statement of guiding principles for the Federal Acquisition Systems; Acquisition Team & R&Rs

(par (c) and (d)

6) FAR 11 Describing Agency Needs

a. FAR 11.1 Selecting & Developing Requirement Documents

i. FAR 11.101 Order of precedence for requirement documents.

ii. FAR 11.102 Standardization program.

b. FAR 11.2 Using & Maintaining Requirement Documents

i. FAR 11.203 Customer Satisfaction

7) FAR 7 Acquisition Planning. FAR 7.104 General Procedures (“Acquisition planning should begin as soon as the agency need is identified, preferably well in advance of the FY in which contractor award or order placement is necessary” (Par (a)).

1 GENERAL

The Defense Health Agency – Facilities Enterprise (DHA-FE) is responsible for the Military Health System’s (MHS) facility portfolio which includes the program management of design, construction, initial outfitting/activation and disposition of property. The DHA-FE requires the services of an Initial Outfitting & Transition (IO&T) contractor who can provide furniture, fixtures, equipment1 (FFE), low voltage systems2 (LVS), and associated services for a new/newly

1 FFE = furniture, furnishings, fixtures, medical and non-medical equipment, moveable casework, artwork, plants & incidental signage 2 LVS = communications, electronic security systems and other related information management/information technology systems (IM/IT) and facility related control systems (FRCS) renovated medical treatment facility (MTF). The required goods and services include: 1) “Equipment Services” (FFE-

LVS planning, design, validation and coordination services); 2) “Transition Services” (relocation/move services to include disposition services related to FFE-LVS); 3) “Equipment” (FFE-LVS goods and associated services related to its delivery, warehousing, installation, testing, certifications, acceptance and training); and 4) Final Turnover and

Close-out Services. Project close-out period is defined as the time immediately after transition until contract end date, unless a change in this duration is requested by DHA.

The IO&T Contractor is required to execute project management of all tasks being carried out over the Period of

Performance (PoP) of the contract including Project Management Services and support for tasks being executed by the

Government in support of the effort. As the initial outfitting and transition effort is non-linear in nature requiring a multitude of tasks being executed simultaneously, it is the expectation of the Government that the IO&T Contractor manage these many facets through effective, efficient, project management resulting in timely completion of services.

The IO&T Contractor services are necessary to support the specialized transition and activation activities regarding the equipping of the facility, maximizing standardization of equipment and supplies, training, provisioning of the facility, transition of patients, and relocating staff, supplies, equipment and records.

The IO&T Contractor shall provide transition services supporting the relocation of staff office files and equipment, implementing standardization decisions, providing warranty documentation for all new equipment, commissioning, and training on all new equipment, as well as decommissioning planning and activities for the equipment determined to not be utilized in the new facility.

The IO&T Contractor shall fully complete all work as outlined under this task order as required to meet the Open-For-

Business (OFB) milestone date. The IO&T Contractor shall sequence the work to meet various transition and outfitting milestones as determined by the IO&T Contractor in coordination with the construction Contractor and the Defense

Health Agency-Project Site Office (DHA-PSO) Bethesda leads.

Any reference to “Contractor” throughout this document refers to the IO&T Contractor, unless differentiated by a different prefix or explanation.

Any reference to Designer of Record (DoR) Design and their Comprehensive Interior Design (CID) shall be validated for room contents and infrastructure support only. The floorplan may be adjusted to fulfill mission functionality of spaces.

1.1 PROJECT DESCRIPTION

The project name is FY22 Medical Center Addition and Alteration (MCAA) and is located at Naval Support Activity

Bethesda Campus. The Medical Center Addition and Alteration at WRNMMC Project responds to the FY10

Congressional mandate to develop and implement a comprehensive master plan to provide sufficient world-class military facilities and an integrated system of healthcare delivery for the National Capital Region. The planned renovations and additions to WRNMMC are intended to provide wounded warriors, active duty military personnel and their families with world-class healthcare services based on the principles of evidence-based design. This phase plan envisions 124,050 GSF of renovations to currently occupied spaces, demolition of approximately 332,000 GSF of aging and inefficient buildings and construction of 590,000 GSF state of the art medical services building that will address the facility deficiencies identified by the Defense Health Board. The project is a DBB project. The Designer of

Record (DOR) is HDR and the Construction contractor is CLARK Construction. The Design/Construction project is administered by NAVFAC Washington located in Navy Yard, Washington DC. The IO&T Contract is administered by the United States Army Corps of Engineers (USACE) located in Little Rock, AR. The DOR was awarded Oct 2012 and the Construction award on Sept 2019. Refer to attached Project Schedule for estimated phasing and completion dates.

The project is a stand-alone IO project that follows the DBB project for this location. Transition is expected to include

520 personnel (estimated). The Contractor may use Revit or AutoCAD for this project. The Contractor will validate the

DoR’s plans, Project Room Contents (PRC), and End User’s mission needs. The PRC for this project was re-validated

2 years ago and recently updated as of Oct 2020. Minimal changes are expected and should be on a mission change only basis, unless FFE specified in the current plans is obsolete. Key equipment items to look at are listed in paragraph

2.3.3, Medical & Other Equipment Services.

The project includes the following buildings in the Arrowhead, Eagle and Liberty Zones:

1. Building 2. Scope: 96,000 GSF scheduled for demo in Phase II. Relocation of equipment and transition of personnel to Phase I new construction Bldg. 39 (MCAA South). Excessing (DRMO) services required.

2. Building 4. Scope: 16534 GSF scheduled for demolition (No IO&T services required)

3. Building 6. Scope: 17006 GSF scheduled for demolition (No IO&T services required)

4. Building 7. Scope: 72,000 GSF scheduled for demo in Phase II. Relocation of equipment and transition of personnel to Phase I new construction Bldg. 39 (MCAA South) and Bldg. 85T. Excessing (DRMO) services required.

5. Building 8, Scope: 80,000 GSF scheduled for demolition (No IO&T services required)

6. Building 9. Scope: 38,215 GSF scheduled for renovation in Phase II. Relocation of equipment and transition of personnel to Phase I new construction Bldg. 39 (MCAA South), Bldg. 9 and 85T. Excessing (DRMO) and

Outfitting services required.

7. Building 10. Scope: 81,835 GSF scheduled for renovation in Phase III. Relocation of equipment and transition of personnel to Phase I new construction Bldg. 39 (MCAA South) and Bldg. 10. Excessing DRMO and

Outfitting services required.

8. Building 39. Scope: 590,000 GSF new construction in 2 phases. Outfitting/Transition/Commissioning

Services required at completion of each phase.

9. Building 84T. Scope: 9,438 GSF Temporary Facilities scheduled for demo after Phase II completion.

Relocation of equipment and transition of personnel to newly constructed Bldg. 39 (MCAA North and South) in Phase I and II per transition schedule. Excessing (DRMO) services required after PHASE II completion.

10. Building 85T: Scope 90,582 GSF Temporary Facilities scheduled for demo after Phase II completion.

Relocation of equipment and transition of personnel to newly constructed Bldg. 39 (MCAA North and South) in Phase I and II per transition schedule. Excessing (DRMO) services required after PHASE II Completion.

11. Building 100 MRI suite. Scope: 5,788 GSF scheduled for demo after Phase I completion. Relocation of equipment (including 3 MRI’s) and transition of personnel to Phase I new construction Bldg. 39 (MCAA

South). Excessing (DRMO) services required after all MRI’s are transition.

1.2 COST

FFE-LVS is classified as Personal Property (PP) or Real Property Installed Equipment (RPIE)]. The IO&T Contractor is required to provide FFE-LVS classified as PP unless otherwise noted on the attached Project Room Contents

(PRC) and the attached LVS List.

All PP is funded with two types of appropriations: 1) “Initial Outfitting” Funds (IO); and 2) “Procurement” Funds (P).

All RPIE is funded with “Project Funds (PF)” also known as “design and construction” funds. The IO&T Contractor is required to price and track all fund sources for the duration of the project. Refer to Table 1. Fund Sources by Property

Type/Service.

Cost

Line

Item

No

Appropriation

(Fund Source) Property Type/Service

Property

Type Cost

Accounting

001A

Initial Outfitting

(O&M)

Personal Property (PP) Equipment

Services

PP 254.210

001B Personal Property (PP) Transition

Services

PP 254.220

001C Personal Property (PP) Equipment PP 310.800

Procurement

(OP)

Personal Property (PP) Equipment that exceeds $250K

PP

Project Funds

(MILCON/O&M)

Real Property Installed Equipment

(RPIE)

RPIE

TOTAL

Table 1. Fund Sources by Property Type/Service

1.2.1 INITIAL OUTFITTING FUNDS

“IO Funds” are used to purchase and install Personal Property (PP). Personal Property is all property (systems and equipment) except real property. Personal Property items are outlined on the attached Project Room Contents (PRC) list and the listing of Low Voltage System requirements. IO&T services/equipment is cost accounted in three ways:

1) Equipment Services (Cost Accounting: 254.210): Required equipment services are outlined in Section 2.

2) Transition Services (Cost Accounting: 254.220): Required transition services are outlined in Section 3.

3) Equipment (Cost Accounting: 310.800): Required property or goods (equipment and systems) and incidental services are outlined in Section 4.

1.2.2 PROCUREMENT FUNDS

“Procurement Funds” (P) are used to purchase and install PP (to include systems) valued more than $250K each.

Required procurement services are outlined in Section 2 and equipment is outlined in Section 4.

1.2.3 PROJECT FUNDS

“Project Funds” (PF) (i.e. Design/Construction Funds) are used to design and/or build the facility, to include site, civil and demo work. Project Funds are also used to purchase and install certain types of equipment, fixtures, casework, medical equipment, communication and electronic security systems classified as “Real Property Installed Equipment”

(RPIE). Project funds are also used to fund infrastructure (e.g. conduit, back boxes, etc.) to support many procurement-funded low voltage systems such as Video Surveillance Systems, IDS, Behavioral Health Staff Assist, etc. RPIE is any equipment item affixed, built into, and integral to, the facility and is necessary to make the facility complete. If the equipment item were removed, it would destroy or severely reduce the designed usefulness and operation of the facility. If required, RPIE goods and incidental services are outline in Section 2 and Section 4.

1.3 SCHEDULE

1.3.1 PERIOD OF PERFORMANCE

The Period of Performance (POP) for providing the IO&T requirements is 1,964 (1,874 + 90)-calendar days (award through closeout, assuming a FY22 Q2, 31 March 2022 IO&T award date. Within this period of performance will be

3 IO validation submittals (1 for each Construction Phase), a Corrected Final submittal, execution of IO plans, and closeout. Beneficial Occupancy Dates (BOD) are expected to vary based on the completion of each MilCon Phase

(see Schedule). POP ends 90 days after Open For Business (OFB), which is project on or about 16 Aug 2027. OFB goal dates by construction phase vary; final OFB date is projected for 18 May 2027 (Placed in Service date – Phase

II).

1.3.2 DEFINITIONS

1) Beneficial Occupancy Date (BOD). The date the Government takes formal acceptance of the space/building from the construction agent. Building construction, punch lists, commissioning and all HVAC, fire and emergency systems testing and removal of construction equipment shall be completed prior to BOD. IO

Contractor may begin installation of commodities at BOD. After BOD, if any construction work by Contractor must continue, ALL Contractor construction work shall be coordinated with the IO Contractor through DHA.

2) Early Access. When the government/Contractor must access select rooms/departments prior to BOD in order to install select systems or equipment (i.e. communication systems or radiology equipment).

3) Open for Business (OFB). The date medical staff starts seeing patients and practicing medicine. It’s also referred to as the “Placed in Service” date.

1.3.3 SCHEDULE CONSTRAINTS

The Contractor will consider the schedule and time constraints outlined in Table 2. Schedule Constraints when developing their proposal, transition plans and project schedules. Required Contractor Activity constraints are illustrated in the table below. This table may or may not capture all required Contractor activities. Days are listed in calendar-days unless otherwise noted.

The Contractor will not have early access to the new facility/space until the date the Government takes acceptance (i.e.

Beneficial Occupancy Date). Exception: Early access to install intrusion detection systems may be required. The

Contractor shall incorporate any early access requirements in the Transition Plan and coordinate early access approvals with the Government prior to accessing space. The Contractor shall account for local and US holidays which may impact delivery and installation.

# REQUIREMENT SCHEDULE CONSTRAINT

1 Submittals & Deliverables Government review period = 21 days unless otherwise noted herein

2 P r o g r e s s Meetings

First meeting “Kickoff Meeting” w/in 14 days of Award. For this project, meetings should be held monthly until Corrected Final submittal. After Corrected Final submittal, meetings shall be bi-weekly.

# REQUIREMENT SCHEDULE CONSTRAINT

3 Contractor Exceptions to Directed Changes 14 days of receipt of the revisions

Resolve and Closeout Risks on Weekly

Report

Red/Imminent Risks not to exceed 30 days of identification. All others should be resolved as quickly as possible.

5 Request for Information (RFI) As-needed; government review period = 14 days

6 Draft Agendas 14 days prior to meeting (due to Government travel approvals/country clearances)

Final Agenda & Confirmation of

Attendees 5 days prior to meeting

8 Meeting Minutes and Written Records 5 calendar days following meeting/conference

9 Risk Identification Plan to be provided within 14 days of identification

Contractor submits Proposals in response to the Request for Proposal (RFP) As directed in the RFP from the KO/COR

11 Submittal 1 (Phase I & II) 30 days following User Meeting 1; government review period= 21 days

Submittal 1 (Phase III) 20 days following User Meeting 2: government review period = 10 days

12 Submittal 2 (Phase I & II) 30 days following User Meeting 2: government review period = 21 days

Submittal 2 (Phase III) 20 days following User Meeting 2: government review period = 10 days

Submittal 3 – Final (Phase I & II) 30 days following User Meeting 2: government review period = 21 days

13 Corrected Final Documents (Phase I & II) Within 10 days of change; Government Review period = 15 days

Corrected Final Documents (Phase III) Within 5 days of change; Government Review period = 10 days

14 Traffic Disruptions 21 days prior to work commencement or in accordance with Base Installation policy

Notice to work holidays, weekends, after-hours 14 days prior to commencing work; Government review period = 7 days

16 Systems & Equipment Testing List Update/provide 45 days prior to testing

17 Transition Period Departments shall not be down for more than 2 duty-days. Time will be adjusted for inpatient moves.

18 Master Move Schedule Revise & distribute updates when construction schedule BOD changes within 5 days from notice

19 3rd Party Vendor Coordination

3rd party FFE-LVS de-installs/re-installs and GFE install coordination to begin with the

MTF and Vendors NLT 6 months prior to commencement of the Transition Period (i.e. FFE requiring 3rd party move assistance, Government Furnished Equipment (GFE), etc.)

Final Public Relations Plan (Postings/

Handouts)

Update plan, including deliverables, and review with DHA Project Site Office (PSO) 45 days prior to release of public postings & handouts

21 LVS Coordination Meetings

Commence meetings 120 days prior to department moves. NOTE: Intrusion Detection and

Duress System testing and certification shall be fully coordinated with (Walter Reed

National Military Medical Center) WRNMMC Security, IT, and Facilities Departments not later than (NLT) 120-days prior to system installation and/or move. Meetings shall be held bi-weekly at a minimum.

22 Facility Cleaning Coordination Coordinate post-FFE installation and post-move facility cleaning activities with DHA (PSO

(COR) NLT 120 days prior to moves

23 Final Transition Plan Update & coordinate plan with DHA PSO/WRNMMC prior to final distribution.

Distribute final plan 90 days prior to department move date.

24 Transition Planning Meetings Commence regular meetings 120 days prior to move date at intervals commensurate with the level of complexity for each department move

25 Public Relations (Postings/ Handouts) N/A – Responsibility of WRNMMC

Final Public Relations Plan (Ceremonial

Activities) N/A – Responsibility of WRNMMC

Preliminary and Final Move Notification

(by move/phase)

Preliminary Notification: 90 days prior to departmental move date (based on current target dates).

Final Notification: 45 days prior to Pre-IO Facility Inspection.

28 Final Orientation Plan Update plan and review with DHA PSO/WRNMMC 90 days prior to move

# REQUIREMENT SCHEDULE CONSTRAINT

29 Cybersecurity Plan (aka RMF) Provide an updated plan and distribute 365 days prior to outfitting FINAL project phase

30 DMLSS Data & Support 45 days’ notice prior to the arrival of the FFE-LVS; data upon receipt by Contractor

31 Cybersecurity Testing Documentation Submit Cybersecurity compliance documentation required to gain ATO 60 days prior to moves

32 Final Department Move Guide Finalize and distribute 30 days prior to moves

33 O&M Manuals (FFE-LVS) Upon receipt of FFE-LVS or training, whichever occurs first

Final Draft DD Form 1354 /AF Form

1261NAVMED6700/13,

NAVMED6700/12

N/A

35 Final DD250 Upon Gov’t acceptance

36 Inspection Notifications 21 days prior to inspection

37 Notice of Final Acceptance 30 days prior to final acceptance (due to Government travel approvals)

Accepted Final Design FFE-LVS

Documents

Distribute electronic copies of all required documents 21 days prior to inspection upon

BOD

39 Warranty & Maintenance Documents upon acceptance; government review period = 14 days

40 Punch Lists & Inspection Findings Within 7 days following government inspection

41 Submit Validated PRC & RBRs Within 7 days following PP Pre-Final and Final Inspections

42 Record Documents (Corrections/Changes) Prior to Pre-final Inspection (Facility); Government review period = 10 days

Record Documents (Final FFE

Installation Layout) 14 days from receipt of Government comments; Government review period = 14 days

44 Changes to O&M Data Submittals Provide manufacturer-originated changes or revisions within 7 days

45 Existing Inventory Spreadsheet Update and distribute Existing Inventory spreadsheet reflecting the accurate location of reuse commodities within 7 days following each move phase (temporary and final moves)

Lessons Learned Surveys – PR &

Transition

Distribute survey within 14 days following moves. Submit survey results to the PDT within

45 days following distribution

47 Final Cybersecurity Plan (aka RMF) Provide 120 days after Final Acceptance

48 BOD Various Dates (see Milestone Schedule)

Phases I, II & III.

49 OFB Various Dates (see Milestone Schedule)

Phases I, II & III.

50 POP Ends 90 days after Final OFB date

51 Performance Evaluation Response 14 days after receipt of evaluation

Table 2. Schedule Constraints

1.4 CORRESPONDENCE

1.4.1 WEEKLY / MONTHLY REPORTS

Provide Weekly / Monthly Report as required and document project information and monthly issues. Refer to the attached Weekly Report Template as a reference. The purpose of this report is to keep management and the PDT informed of issues relative to cost, schedule and scope. It’s a tool for Contractor and Government personnel to proactively manage issues and address risks before they compound.

Update the report monthly for the project’s life-cycle, unless otherwise directed. Provide to the PDT prior to the

Monthly Progress Meetings. It’s critical for Monthly Reports to reflect accurate and current information and that all data fields are complete. Failure to maintain this document could adversely impact the project, programming decisions, prompt resolution, change management, etc. and adversely affect the Contractor’s performance ratings. The document serves as a repository for both relevant and historical information and is used extensively for studies, analysis and senior level reporting. Review the Monthly Report with the PDT at Monthly Progress Meetings. Highlight and document changes, updates and edits. Monthly Report tabs include:

1) Tab 1-Project Overview. Include: 1) key contract information; 2) the project management team; 3) key dates;

4) scope; 5) cost data by fund source; and 6) cost of the base bid, options, modifications and pending changes.

2) Tab 2- Costs. Include: 1) costs, scope and performance periods of awarded work; 2) modification costs, and 3) estimated costs relative to pending and potential changes. This enables management and PDT to quickly ascertain the cost and time exposure on a given project and take measures to proactively cost contain and make necessary adjustments to the schedule if necessary.

3) Tab 3-Schedule. Summarize key milestones relative to design, construction and outfitting. Document and update milestone dates. Its imperative dates are current and accurate. PDT members use this document to program funds, plan travel, keep customers informed, report to senior management, de-conflict calendars, etc.

All inspection and acceptance dates shall be shown.

4) Tab 4-Scope. Summarize the departments under renovation/construction, building classification and type, and levels of renovation. It is used as tool to monitor shifts in requirements, analyze opportunities to de-scope and cost contain, and negotiate cost and no-cost changes.

5) Tab 5-Risks. Summarize risks to the projects. Document, manage and resolve risks as they present. It requires the PDT to identify risk and attempt to resolve it before it impacts scope, schedule, costs, safety or quality. It is the responsibility of the Contractor to identify and document risks. As soon as the risk presents itself, the Contractor shall document the risk on this tab, date the risk was identified, title the risk, note who is responsible for working the issue, the plan to minimize the risk, planned resolution date, the date it was resolved, possible impact to the critical path, possible cost exposure, and whether the risk requires the owner or the contractor to address.

Identify the level of risk. Red denotes immediate impact, yellow denotes impact within 30 calendar days and green denotes impact within 45 calendar days. Provide an estimated time and cost impact (if applicable) within the timelines outlined Table 2. Schedule Constraints. The actions to resolve each risk shall be chronicled on a weekly basis until the risk is closed. Members of the PDT may also identify a risk and request that it be noted on the Weekly Report. Every attempt shall be made to close a risk within the timelines outlined in Table 2. Schedule Constraints (closed risks may be crossed out or shaded but cannot be deleted from the record). Program Managers and PMs shall diligently review the Risk Tab and take immediate action to resolve urgent risks. The Contractor will update and chronicle the progress of each listed risk on a weekly basis.

6) Tab 6-Project Delivery Team (PDT) & Distribution. This tab documents the PDT names and contact information and distribution requirements. The PM shall work closely with the Government Project

Officer/Project Manager to ensure this list remains current and accurate. PDT members may change so it’s important this tab is kept current. “Core” PDT members shall be invited to all conferences and meetings.

Team attendees

7) Tab 7-Request for Information (RFI) Log.

1.4.2 WRITTEN RECORDS

Address correspondence to the Contracting Officer, and/or their appointed representative. Label all correspondence with project year, title and contract number. Confirm, in writing, any oral instructions, decisions, or important communications exchanged between the Contractor and the Contracting Officer, or their appointed representative.

Prepare detailed and accurate written records of each site visit, meeting (either telephonic or in-person) and provide to the PDT within the timelines outlined in Table 2. Schedule Constraints.

Include agenda, subject, names of participants, outline of discussion, all relevant details regarding issues discussed, participants involved in the discussion, action items and the party responsible for resolution or follow-up, timeframes for resolution, drawings and/or illustrations reflecting requirement additions/deletions, recommendations, conclusions and a separate summary listing of all work the Contractor believes is outside the contract requirements.

Number written records in consecutive order. To ensure timely responses and coordination, follow standardized electronic naming conventions. Electronic document titles (to include e-mail) shall include (in this order): Fiscal Year, Project Title, Document Type, Number and Date (year/month/day). Do not exceed 30 characters or include special characters, examples:

1) Submittals = FY20 Bethesda _Rpr_S1_20211119

2) Agendas = FY20 Bethesda_Rpr_ IO Mtg 1_Agenda_20191201

3) Meeting Minutes = FY20 Bethesda _Dntl ACC Rpl_IOMM_20191102

4) Weekly Reports = FY20 Bethesda _ER_WR_20191201

5) Schedules = FY20 Bethesda _Rpl_Sch_20190101

1.4.3 REQUEST FOR INFORMATION (RFI)

A Request for Information (RFI) is an informal written request (not formal contract communication) initiated by the

IO&T Contractor asking a question, clarification, raising an issue, etc. RFIs shall adopt a standardized form. The

Government will provide review/response within the timeframes outlined in Table 2. Schedule Constraints, unless otherwise indicated in support documents (e.g. RMF process and deliverables). Note: Content within an RFI, or response to a Requirements Package, cannot change or modify the contract. If an RFI communicates an issue that drives a change in the contract, a modification must be issued to formalize the change.

1.4.4 DOCUMENT REVISIONS

Revisions to any documents shall be reissued to the PDT. Include: 1) new issuance date; 2) updated revision block written with the IO PM signature; 3) clouded drawing and/or specification, 4) narrative summarizing revisions, and 5)

Index listing all current changes.

1.4.5 DOCUMENTING CONTRACTOR PERFORMANCE

Contractors will be evaluated on their performance. The Contractor is permitted to resolve or address the rating(s) within the timeframe outlined in Table 2. Schedule Constraints. The Contracting Officer, or their appointed representative, will concur/non-concur with the final ratings within the timeframe outlined in Schedule Constraints. The performance evaluation is typically reviewed and updated at the:

1) Completion of Submittal 1, 2, 3, and Corrected Final

2) Final closeout and acceptance

1.4.6 SUBMITTALS: GENERAL INSTRUCTIONS

Each submittal contains six (6) distinct deliverables:

1) Project Binder. Project Binders include criteria, cost and schedule information, interior design provisions to include written features/work descriptions, project lists, photos, etc.

2) Drawings. Drawings graphically show the scope, extent, and character of the work to be performed by the

Contractor.

3) Specifications. Consists of written requirements for materials, equipment, systems, standards, and workmanship applied to the work.

4) Color Boards. Documents material/finish samples, room-by-room typicals/layouts, room illustration sheets, room contents, and infrastructure interface.

5) Departmental Binders. Documents what product will be purchased for each department and how and when the transition/move will be executed.

6) Change Tracker. Format to be agreed upon between USACE-SWL and Contractor.

1.4.6.1 PROJECT BINDERS

Provide standard heavy-duty binders with labeled sub-dividers by topic, sequential page numbers, and a table of contents. Date and properly identify all documents according to project title and level of submission. Project binders are required at every submission unless noted otherwise. Refer to the attached Monthly Report Template (PDT

Distribution) to determine distribution format (hard/electronic copy). Clearly annotate any/all deviations from original accepted proposal.

1.4.6.2 MTF BINDERS

The purpose of the binders is to inform the facility representatives of: 1) Project Schedule; 2) Project Design Analysis and related design narratives; 3) high level “Transition Plan” and 4) Commodities being purchased for the project. The

Contractor shall not include pricing information in these binders. Refer to section entitled Project Binders for required formatting.

1.4.6.3 DEPARTMENTAL BINDERS

The purpose of the binders is to inform the departmental representatives of: 1) what FFE-LVS will be purchased for their respective department; 2) how and when the transition will be executed (i.e. the “Transition Plan”). The

Contractor shall not include pricing information in these binders. Refer to section entitled Project Binders for required formatting.

1.4.6.4 DRAWINGS

Provide drawings according to UFC 4-510-01 DESIGN: MILITARY MEDICAL FACILITIES, Appendix C

Design Submittals and Documentation, unless noted otherwise. In general, drawings shall indicate the scale and relationship of project components and elements for all spaces, to include showing power, data, and plumbing. Clearly define all spaces on all floors to include room names, titles, and numbers. Provide composite plans showing FFE-LVS

(using a scale no smaller than 1/4-inch = 1-feet-0-inch). Maintain the same drawing format throughout project.

1) Dimensioning & Referencing: Refer to UFC 3-101-01 ARCHITECTURE.

2) Scale. FFE-LVS equipment drawings/plans shall be reproduced at a minimum scale of 1:50 (1/4 inch = 1 foot).

3) Typicals. Requirements for which typicals are needed for this project will be discussed and agreed upon by the

IPT/PDT. Graphically represent typical rooms, equipment rooms and congested areas on plans or partial plans at a minimum scale of 1:50 (1/4 inch = 1 foot). The selected scale for the details shall be suitable to provide legibility at half-size reduction. Half-size drawing shall be reproduced at true half-size. Full size sheets shall be

30-inches x 42-inches.

4) Drawing Set Organization: Refer to the NATIONAL INSTITUTE OF BUILDING STANDARDS (NIBS),

5) U.S. National CAD Standard (latest versions). Do not use the same drawing sheet number for more than one sheet. For electronic submittal of drawings, each drawing to be provided as a single PDF, with each discipline organized into an individual discipline folder. In addition to the individual drawings, provide a single PDF, by discipline, containing a combined set of drawings for that discipline. All electronic drawings need to have the drawing number AND a drawing title, both for TPFs and all main building drawings.

6) Revit software shall be used. Native files will be provided from the Designer of Record (DOR) in Auto-CAD format. Contractor is expected to convert the initial design file from Auto-CAD to Revit.

1.4.6.5 SPECIFICATIONS

For any products that need to be changed or added to the project, provide general description of product, finishes, materials, systems and specialty items to be incorporated into the project. All contractor-generated specifications shall meet all criteria, including the UFC and MS-1691. Specifications shall be in sufficient detail to fully describe and demonstrate the quality of materials, the installation and performance of equipment, and the quality of workmanship.

Quality standards initially provided in the Contractor’s Proposal and those identified in this Contract shall be met at a minimum. The specifications shall clearly identify the specific products chosen to meet the requirements of the

Contract (manufacturers' brand names and model numbers or similar product information). In order to ensure quality is designed into the project, the specifications shall clearly reference current manufacturer association and/or industry and agency product standards to define the quality and properties of products, material or equipment (to include sustainability standards). Specifications shall also address maintenance, common work results, schedules, cybersecurity and commissioning requirements, assemblies, materials and other information found in CSI Masterformat®.

Specification numbering conventions found in the CSI Masterformat® may be followed.

Package specifications in standard 3-ring binders with labeled sections in sub-dividers, sequential page numbers, and table of contents. Date and properly identify all documents according to project title and level of submission.

1.4.6.5.1 Manufacturer Product Literature (Catalog Cut Sheets & Illustration Sheets)

Utilize the provided DoR cut sheets as a basis of design. New/future cut sheets will only be for final validation and cut sheets will only be removed or added if the originally selected item is no longer available or the clinical end user needs a change. New cut sheets shall clearly communicate what software/hardware; licenses, required certifications, accessories, options and installation instructions are required for the project. Provide cut sheets for all FFE-LVS equipment and disciplines, new and reuse. For FFE-LVS, include a complete list of cut sheets with Joint Schedule

Number (JSN), manufacturer and model number, nomenclature, and quantities provided to each department by room number/location of all JSNs and a cut sheet for each JSN. Each page of multi-page cut sheets shall be clearly labeled with the JSN. Organize “cut sheets” (both hard copy and electronic files) by sequential JSN, sequential page numbers and a table of contents. Date and properly identify all documents according to project title and level of submission. All cut sheets shall include a photograph of the equipment being provided and all pages, including multi-page cut sheets, shall be clearly labeled with the JSN. Equipment photographs on cut sheets for existing FFE-LVS shall accurately represent each specific piece of equipment. Departmental Binder hard copies shall be printed in color. Electronic copies shall be searchable (Ctrl-F). Equipment data sheet format to conform to standard sample

1.4.6.6 COLOR BOARDS

Color boards and binders shall have actual samples of specified upholsteries, material and finishes (to include picture frame finishes and profile) and must be coded for easy reference to the specific item. Include a legend that lists all finishes and upholsteries. All upholstery information must include the upholstery Double Rubs, and fabric finish/stain information such as Crypton etc.

Boards shall be 24-inch x 36-inch in size and be strong, durable and able to be wall hung. Sample sizes shall be a min of 3-inch x 5-inch. Label to reflect its corresponding department or functional area. Include the name of the project on each board and date of submission.

Binder sleeves shall be 8½-inch x 11-inch in size. Samples shall be loose and not glued to the sleeve. Samples sizes shall be large enough to cover 80% of the insert/board where applicable (certain samples may not be that large). The remaining 20% of the board will be used for the sample information and labeling.

1.4.6.7 ELECTRONIC SUBMITTALS

Electronic submittals in CD/DVD format may be used unless otherwise stated. The Contractor shall provide a plan for effective use of electronic submittals, including ensuring a properly prepared single file structure with proper bookmarks. If approved by the Contracting Officer, or their appointed representative, the Contractor may replace all paper submittals with electronic submittals, with the exception of color selections, samples, and shop drawings.

1.4.6.8 SUBMITTAL REGISTER & REVIEWS

N/A

1.4.6.9 SUBMITTAL UPDATES AND REVISIONS

Clearly communicate ALL changes from the original proposal via highlights, bubbles, colored text, etc. The Contractor is required to communicate and update changes to the “IO and OP Price Schedule and PP JSN Price Schedule” and summarize adjustments made at each submittal.

1.4.6.10 FORMAT & QUANTITY

Each submittal shall contain information for that submittal and all information that had been required on previous submittals. All submittals/documents shall be provided in both .pdf and excel format accordingly. All multi-page spreadsheets and tables shall be formatted to carry over column headings onto the multiple pages. All .pdf documents comprised of multiple deliverables shall include a Table of Contents clearly identifying where information may be found. Each individual section of the PDF shall be bookmarked. Entire PDF shall be searchable via Ctrl-F function.

PDF file size not to exceed 50MB per file.

See Monthly Report for quantities required.

1.4.6.11 GOVERNMENT REVIEWS

Upon receipt of a submittal, the Government will do a cursory check for quality and content. The Government reviews for conformance to codes, criteria, and standards. If a submittal does not include all the information required, it will be rejected immediately and a resubmission will be required. The review time will begin when the corrected submittal is received. After satisfactory submittal receipt, the Government will be allowed time to review and comment on all submittals. Review periods are outlined in Table 2. Schedule Constraints. The Government will pay no additional compensation to the Contractor for the incorporation of comments. Incorporation of review comments is considered part of the submittal review process. Review will be conducted via USACE Document Review and Checking System

(aka “ProjNet”). The Contractor shall check/resolve comments and set up an on-site review/resolution conference to go over comments within the timeframes established.

1.4.6.12 CONTRACTOR RESPONSE TO SUBMITTAL COMMENTS

The Contractor shall respond to all comments in advance of the next review/resolution conference. The response shall identify action taken and attach or cite location of the relevant document. Generalized statements of intention such as

“will comply” or “will revise the specification” are not acceptable. If the Contractor disagrees technically with any comment and does not intend to comply with the comment, the Contractor must clearly outline, with ample justification and/or citation of relevant documents, the reasons for noncompliance prior to the review/resolution conference in order that the comment can be resolved. If the Contractor believes the action required by any comment exceeds the requirements of this Contract, they shall “flag” the comment as being outside design scope and shall notify the

Contracting Officer, or their appointed representative, in writing immediately. Submission and response periods are outlined in Table 2. Schedule Constraints.

1.4.6.13 EARLY DESIGN AND CONSTRUCTION PHASES

N/A

1.4.6.14 WRITTEN RECORDS AND MEETING MINUTES

Provide electronic copies of all formal written records, presentations, and meeting minutes in each submittal. This includes email communications unless they represent a formal correspondence.

1.4.6.15 EQUIPMENT: INTERNAL GOVERNMENT APPROVALS

The Government is required to obtain internal approvals for select equipment.