A21_SolAttch9-TaskOrder0001PWS_Amend_2_4_August_2015.pdf

SOLICITATION ATTACHMENT 9

PERFORMANCE WORK STATEMENT

INITIAL OUTFITTING & TRANSITION SERVICES

William Beaumont Army Medical Center (WBAMC) Replacement Medical Center Fort Bliss, TX

Task Order 0001 31 July 4 August 2015

1. GENERAL

1.1 Project Title: Initial Outfitting and Transition (IO&T), William Beaumont Army Medical Center (WBAMC) Replacement, Fort Bliss, TX

1.2 This is a non-personal services contract to provide Initial Outfitting and Transition (IO&T) Facilities Support Services (FSS) to the William Beaumont Army Medical Center (WBAMC) Replacement Medical Center, Fort Bliss, TX. The Government shall not exercise supervision or control over the subcontractors performing the services required herein.

1.3 The Construction Contractor and its subcontractors shall not participate as an offeror, subcontractor or consultant on any procurement conducted by the IO&T Contractor or its subcontractors under this contract.

1.4 No changes to this contract shall occur without the expressed written direction of the Contracting Officer (KO).

2. DESCRIPTION

2.1 Objective: Conduct all necessary planning and execute the IO&T for William Beaumont Army Medical Center (WBAMC) Replacement Medical Center, Fort Bliss, TX. The Contractor shall insure the project is on schedule and within budget in accordance with the scope of work as described herein so that when fully operational, services can meet and support the assigned services at this location.

2.2 Background: This IO&T contract supports the relocation of existing facilities to new facilities currently under construction at Fort Bliss, TX. The new medical campus consists of 6 buildings totaling 1,132,460 gsf: Replacement Hospital (599,966 gsf); Central Utility Plant (15,566 gsf); Clinical Investigation Building (24,875 gsf); East & West Clinic Buildings (363,365 gsf); and Administration and Education Building (144,207 gsf). The facility is organized into major administrative divisions and clinical departments detailed in Attachment D. An installation site plan is provided in Attachment F.

3. SERVICES TO BE PERFORMED

The IO&T Contractor shall provide full services to activate the new William Beaumont Medical Center Campus on Fort Bliss, within 8.5 miles of the existing medical campus and facilities. Transition, as the overarching concept to the contract, is supported through the execution of services as described in this Performance Work Statement (PWS).

The IO&T Contractor shall provide services for: 1) Comprehensive Project Management; 2) Comprehensive Interior Design (CID); 3) Comprehensive Equipment Planning; 4) Equipment Purchasing

5) Transition; 6) Warehousing Management Services; 7) Installation, Testing, and Training; and 8) Final Turnover and Close-Out Services.

3.1 Comprehensive Project Management Services: Comprehensive Project Management Services are integral to all services contained within this PWS. The 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 Contractor manage these many facets through effective, efficient, project management resulting in timely completion of services.

Comprehensive Project Management 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 a Project Management Plan (PMP) for review and approval within the sixty (60) calendar days of contract award. The Project Management Plan shall address the main knowledge areas as defined in the latest version of the Project Management Body of Knowledge (PMBOK) and the U.S. Department of Defense (DoD) Extension, First Edition, Version

1.0. The PMP shall be a living document; all changes must be coordinated with and approved by the U.S.

Army Corps of Engineers (USACE), Huntsville Center (HNC) Project Manager (PM) and HFPA POC.

The 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.

3.1.0.1 The IO&T Contractor shall fully complete all work as outlined under this task order as required to meet the functional occupancy date (FOD) milestone date. The IO&T Contractor shall sequence the work to meet various transition and outfitting milestones as determined by the Contractor in coordination with the construction Contractor and the United States Army Health Facility Planning Agency (HFPA) Point of Contact (POC).

3.1.0.2 The IO&T Contractor shall prepare to have an on-site project management planning conference with the Government on-site on/about 2 weeks after the NTP is issued, to develop a PMP framework for the project with the HFPA and HNC team stakeholder participation. This initial planning conference is not intended to finalize the Contractor’s requirement for development of a PMP, nor is it the only anticipated requirement for PM planning as a collaborative group.

3.1.0.3 Prior to this task order award, there has been an IO&T Pre-Planning Contractor working at Ft.

Bliss. This contractor will complete all work and turn it over to IO&T Contractor (determined by award of this task order) shortly after NTP is issued for this task order. The IO&T Contractor shall prepare to have an on-site turnover conference with the IO&T Pre-Planning Contractor and Government, after the

NTP is issued, to receive planning deliverables from the pre-planning contract as well as facilitate the knowledge transfer and training.

3.1.1 Incorporation of Planning Deliverables. The Contractor will receive and incorporate into their PMP the key processes being developed by the IO&T Pre-Planning Contractor. These will document the processes for equipment planning; information management; hospital logistics; transition planning;

training; governance; and other essential tasks as determined during the IO&T Pre-Planning contract.

3.1.2 Project Phasing and Staffing Mobilization Plan: The IO&T Contractor shall submit in conjunction with the integrated master schedule (IMS) a Project Phasing and Staffing Mobilization Plan.

The plan shall establish the IO&T Contractor’s approach to their staffing, including at a minimum the key personnel assignments organized by project phase such as transition services, activation, and turnover.

The plan shall be submitted with each stage of the IMS submissions, with personnel qualifications and related work experience for each stage, even if no changes are required.

3.1.3 Subcontract Management Plan: The IO&T Contractor shall submit in conjunction with the IMS a Subcontract Management Plan. The plan shall establish the IO&T Contractor’s approach to the utilization, incorporation of subcontracts supporting the Contract, including at a minimum, their assignments/role(s) organized by project phase such as transition services, activation, and turnover. The plan shall be submitted with each stage of the IMS submissions as required.

3.1.4 Risk Management Plan (RMP): The IO&T Contractor shall submit a Risk Management Plan.

The plan shall include an itemized listing of project-specific risks, challenges and perceived problems that are anticipated to threaten the project. Risks identified shall include probability of occurrence, and level of impact. With each risk specified, the Contractor shall list their proposed solution to mitigate or resolve the risk/challenge/problem. The plan shall cover all phases of the work. When identifying risks/solutions the IO&T Contractor will give consideration to items in areas that may cause issues and/or the project to:

1) not be completed on time (proposed execution schedule logic will be evaluated as part of the technical factor); 2) not finish within budget; 3) generate change orders; 4) result in owner dissatisfaction, with respect to negative impacts to patient care as a result of project planning; 5) result in poor quality of services; and/or 6) any other areas identified by the IO&T Contractor. The plan shall be submitted for Government review and acceptance as identified in the Milestones Schedule of the PWS. Risk Management should be a regular coordination meeting agenda item to ensure Risks are being managed per the RMP. The RMP shall be updated as additional risks are identified through coordination meetings or day to day project execution. Changes to the RMP shall be submitted for Government review and acceptance, and the process for this will be described within the PMP.

3.1.4.1 During the execution of on-site work, the Contractor shall maintain sufficient staff and equipment to avoid unnecessary downtime resulting from personnel “No Shows” as well as equipment and vehicle breakdowns or shortages. Project planning shall align with anticipated changes in construction schedule, to cover all anticipated or unanticipated events/challenges during the active construction phase.

3.1.5 Project Integration Plan. The IO&T Contractor will take the results of all other related planning processes and put them into a consistent, coherent document. The main effort of this subset of the overall PMP is the incorporation of the planning deliverables from the IO&T Pre-Planning Contractor into the project management efforts of the IO&T Contractor for execution. The Contractor will conduct planning to integrate the multiple projects whereby they will plan appropriately for the work breakdown of the project tasks and activities and ensure they are carried out. The integration of change control across the multiple sub-plans is the responsibility of the Contractor and shall be part of their plan for integration.

3.1.6 Scope Management Plan. The IO&T Contractor will develop the plan to ensure all of the work activities and tasks are included in the project in order to accomplish the project successfully. The Contractor shall develop the process to accomplish the identified work and scope as well as the process to incorporate changes to the scope in accordance with the change management portions of the PWS.

3.1.6.1 Change Management Plan. Within the Scope Management Plan, the IO&T Contractor shall include processes for change management discussions between HFPA, HNC, and Contractor.

3.1.6.2 For the duration of the Contract, the Contractor may be required to adjust schedules contingent upon changes to the construction Contractor’s work schedule. A baseline schedule should be established and adjustments should be tracked to go back to the baseline. The Contractor is expected to provide reasonable resources and working hours, as determined by the KO, to maintain the current completion schedule. If there are changes to the construction schedule which the Contractor believes impact Contractor costs or completion date, a request for time extension (with or without associated cost) may be submitted to the KO for review.

3.1.6.3 The Contractor’s Project Manager shall not direct or redirect work forces for any activity if it is believed that the direction or redirection of effort will impact schedule or be at additional cost to the Government. If it is believed that the activity would impact schedule or come at additional cost to the Contract, the Contractor’s Project Manager shall contact and discuss the issue with the HFPA Project Officer/contracting officer’s representative (COR). The HNC PM will be notified by the COR if the issue is unable to be resolved on-site and before proceeding with the work. The decision to proceed or not proceed with the work will be determined by the contracting officer (KO) and only the KO. The Contractor will incur the additional costs for activities that are not brought to the attention of the HFPA/COR for validation.

3.1.6.4 Coordinate with the Government through the HFPA POC and the HNC PM all aspects of phasing of the project. This coordination includes meetings, phone calls, and e-mails.

3.1.6.5 The Contractor shall plan its technical reviews and planning activities to identify and provide any required changes to the construction contract, such as building utilities, infrastructure, etc., at least 7 months prior to the construction contract completion date. HFPA shall be provided with at least 30 days of review prior to coordination with the COR of the construction contract.

3.1.7 Time Management Plan. The IO&T Contractor will develop a plan to establish a project schedule that will ensure timely completion of the project. The major product of the Time Management Plan is the IMS, see section 3.1.7.2.

3.1.7.1 IO&T Project Schedule: The IO&T Contractor shall develop and maintain a detailed project schedule throughout the duration of the project. The project schedule at a minimum shall track all major milestone actions to demonstrate effective management and execution of the project to ensure that the Contractor is on schedule and identify any potential delays specific to the IO&T Contract. This schedule is not the Integrated Master Schedule; it is an IO&T Contract level schedule that reflects the detail and milestones that the IO&T Contractor must meet to ensure effective and on-time execution of the IO&T specific tasks. The Contractor shall submit live schedules, in a MS Project format, that the Government can assess in depth for predecessors, successors, and other schedule relationships.

3.1.7.1.1 Schedule Updates: The project schedules shall be posted on the Contractor’s SharePoint-like site and shall be updated monthly to reflect any and all schedule changes since the last published schedule. Updating shall be completed and the revised schedules posted on the SharePoint-like site by the second Wednesday of each month for monthly reports, unless otherwise agreed upon by the

Contracting Officers Representative (COR). Schedule updating may be required at more frequent intervals during times of heightened or time-sensitive Contract activities. Revisions to schedules since the last update shall be clearly identified. In addition, electronic copies of the schedule detailing schedule updates shall be submitted both to the HFPA POC and HNC PM via email, FTP file-drop site, or other electronic means.

3.1.7.2 Integrated Master Schedule (IMS): The IMS shall be a color coded, time-lined graphic which marks the start and end dates of major element or sub-element milestones of construction which may impact the start, duration, or completion date of scheduled IO&T tasks, shows major start and end dates of milestone events for purchased items, shows medical treatment facility (MTF) scheduled activities in activating or approving building systems and support contracts, and shows IO&T events which may be impacted by schedule acceleration or slippage by others. A complete IMS will include and demonstrate all construction milestone dependencies with both Government and Contractor IO&T-related processes from contract award to the completion of the contract itself. Attachment I provides an example of an IMS illustrating a recommended format. It is expected that a MS Project file will be utilized for schedule analysis; however the IMS deliverable will be at a Project Executive presentation level of detail and would be produced with a program similar to Visio. The IMS process is an iterative one and as such establishes the baseline for performance and is a dynamic element of the IO&T process and a sustained focus is necessary in keeping it up-to-date as changes occur. The IMS is a critical document that incorporates and integrates IO&T activities with major milestones to ensure timely and coordinated execution between all parties (Prime construction Contractor, and principal sub-Contractors as required, IO&T Contractor, and the Government). Many transition milestones and key activities are directly contingent and linked with predecessors to construction schedule tasks, requiring IO&T Contractor coordination, anticipation and information requests of the varied stakeholders. A complete IMS will include and demonstrate construction milestone dependencies with the IO&T process. For example, the schedule should, but is not limited to, the depiction of tasks, milestones (such as, First Patient, Patient Move, Day in the Life, completion of all user training, commissioning, ready for equipment, etc), event dependencies, planned start and/or finish dates, associated resources, identification of completed activities, exit criteria tasks, and activities from contract award to the completion of the contract itself.

3.1.7.2.1 The IO&T Contractor shall be responsible for advising the Government of suspense dates that need to be met by the Government and/or other Government Contractors to ensure on-time execution such as, but not limited to, delivery dates for items purchased by the Government, information that the IO&T Contractor needs to receive from the Government in order to complete the requirements of this PWS, and certain IMS milestone dates. The IO&T Contractor is responsible for tracking these dates and keeping the above parties informed; however, the IO&T Contractor is not responsible for enforcing these dates or ensuring that the work is completed on schedule.

3.1.7.2.2 During the project turnover conference, the IO&T Pre-Planning Contractor is expected to provide their IMS outline, where the Government and Contractor will collaborate with the latest construction schedule and other milestones. The Contractor is expected to take ownership of the IMS at this stage and devote appropriate resources to its continued development and value as a key and essential management tool for the project.

3.1.7.2.3 After task order award, a first draft of the baseline IMS shall be presented in concert with the overall development of other project management deliverables for consideration by the Government.

A final, detailed comprehensive IMS shall be presented to the Government for approval. The final IMS, after approval by the Government, will serve as the IO&T Contractor’s baseline schedule for the effort.

The IMS shall be updated at least every month thereafter unless otherwise directed by the Government.

3.1.7.2.4 IMS Development Meetings. The IO&T Contractor shall conduct three on-site presentations of the IMS and associated Project Phasing and Staffing Mobilization and Subcontract Management Plans after submission of the first draft IMS. Meetings have the potential of being 1-day long events with all stakeholders to ensure full coordination resulting in a meaningful and up-to-date schedule. The first presentation will occur shortly after submission of the first IMS draft for approval.

The second and third presentations will be scheduled at intervals by the HNC PM to result in the maximum benefit to the Government and all parties associated with the project, to include stakeholders with USACE (construction contract) and the General Contractor. The IO&T Contractor’s staff scheduler shall facilitate the IMS Development meetings on-site. The IO&T Contractor shall record all comments made during the presentations, for all stakeholders, and submit a revised IMS addressing those comments with HFPA concurrence no later than (NLT) + 14 calendar days after the presentation date. The HNC Project Manager may schedule additional meetings regarding the IMS toward the beginning of each critical sub-phase. These work planning efforts will be focused on the sub-phase under review, and shall be attended by the same IO&T Contractor staff required to be present at the on-site presentations. No IMS will be considered by the Government for approval without the appropriate IO&T Contractor internal quality control validation.

3.1.8 Cost Management Plan. The IO&T Contractor will develop a plan to execute the project within budget. The IO&T Contractor will be informed by the IO&T Pre-Planning Contractor of the rough order of magnitude (ROM) of costs for medical equipment, Furniture, Fixtures & Equipment (FF&E) and IM/IT equipment requirements as determined during the planning phase of the project. The IO&T Contractor will develop a structured budget execution methodology wherein the project will be managed to determine requirements, establish resource needs, analyze costs, and conform to Government fiscal policies and budgets.

3.1.9 Quality Management Plan. The IO&T Contractor will incorporate the processes, practices and actions that will lead to the desired results for the project. The IO&T Contractor will incorporate the quality standards provided by the Government into a plan to describe how these standards are met. The IO&T Contractor will develop as part of the plan a project quality evaluation process, that will assess regularly whether the standards are being met and to identify causes of failing metrics to determine solution to be incorporated into management plans.

3.1.9.1 Quality: The IO&T Contractor shall maintain an effective quality control program to ensure services are performed in accordance with the contract terms and conditions. The Government will provide quality assurance, which purpose of which will be to ensure that the IO&T Contractor implements an effective quality control plan.

3.1.9.2 Quality Control (QC): Quality control procedures must adhere to industry standards for logistical support within a hospital or clinic setting. The IO&T Contractor shall implement procedures to identify, prevent, and ensure non-recurrence of defective services. The IO&T Contractor's quality control program is the means by which he assures himself that his work complies with the requirement of the contract.

Provide a copy of the Quality Control Plan IAW section 3.1.13 (Deliverables) the after contract award to the Contracting Officer (KO) or designated Government official.

3.1.9.3 Quality Assurance (QA): The Government shall evaluate the IO&T Contractor's performance under this contract in accordance with the Quality Assurance Surveillance Plan (QASP). This plan defines how the performance standards will be applied, the frequency of surveillance, and the maximum acceptable defect rate(s).

3.1.10 Human Resource Management Plan.

3.1.10.1 The IO&T Contractor’s project manager shall be assigned full-time to the WBAMC project for the duration of the project and should be physically available to be on-site during the course of normal business hours from NTP +30 days through the close out phase of this contract. The IO&T Contractor’s Project Manager shall provide direct, on-site supervision of all on-site work and have full contractual authority to direct or redirect IO&T Contractor or subcontractor activities.

3.1.10.2 The IO&T Contractor shall not use Government sources of supply to procure services in support of this contract.

3.1.10.3 Changes in key personnel proposed for this project by the IO&T Contractor shall be approved by the Contracting Officer. For the purposes of this project, key personnel are defined as the Program Manager (PgM), Project Manager (PM), Medical Equipment Planner, Transition Planner/Scheduler, and Information Technology (IT) Planner. The IO&T Contractor shall submit to the Contracting Officer, for consideration as an acceptable replacement, the resume of the replacing individual that demonstrates skills and background at least equal to the individual being replaced. See Attachment H, contract personnel requirements.

3.1.10.4 Hours of operations. Any time outside of 0800 to 1630 Monday through Friday (normal duty hours) shall be coordinated with, and approved by, the HFPA POC, at least two weeks in advance of the proposed start of afterhours work. Approval for work outside of normal duty hours may be obtained from the HFPA POC with less than a two week notice on case by case basis.

3.1.11 Communication Management Plan. The IO&T Contractor will develop as part of their management plan several aspects of the project communications: communications planning, information distribution, performance reporting, and administrative closure. The IO&T Contractor will develop the plan to determine the information needs of the stakeholders, who, when and how information will be transferred. The timeliness of new information and efficient distribution is a key attribute of the plan.

The IO&T Contractor is responsible for the dissemination of status reporting, project metrics, and forecasting information requirements and incorporating these back into the overall PMP. The plan will include provisions to collect and compile the information required to formally complete portions of the project.

3.1.11.1 Knowledge Management. The IO&T Contractor shall be responsible for maintenance of information, facilitation of workflow, documentation of decisions, and archival of contract efforts. This would form part of the close-out documentations

3.1.11.1.1 SharePoint Site: All project documentation shall be posted on a IO&T Contractor developed, searchable project database on a SharePoint-like website for the purpose of information sharing and Contract documentation. The database shall be compatible with systems utilized by both the HFPA and the HNC and easily accessible with files downloadable by all parties. The database shall meet “for official use only” (FOUO) and sensitive but unclassified information handling requirements.

3.1.11.1.2 The IO&T Contractor shall provide for the digitization and archiving of project and administrative documents on the SharePoint-like site. These documents shall be filed in easily identifiable locations within the site. The IO&T Contractor shall assure that the site is updated and complete throughout the period of performance. The website shall be populated with then-current documents.

3.1.11.1.3 The IO&T Contractor will provide a troubleshooting response service for access issues within one business day.

3.1.11.2 Documentation: All documentation shall be compatible with Microsoft Word 2007, Excel 2007, Access 2007, PowerPoint 2007, Microsoft Project 2010 and Adobe Acrobat 9 pdf formats and/or latest software compatible with Government software systems. Move management and related data bases shall provide data fields required for Government input into Defense Medical Logistics Standard Support (DMLSS). The database of equipment must be compatible with MS Excel in order to facilitate programming code that facilitates the transfer of data into DMLSS.

3.1.11.3 Meetings: Attend all coordination and planning meetings, and scheduled reviews in order to appropriately monitor the project and ensure scheduled occupancy activities. The IO&T Contractor shall be responsible for coordinating, facilitating and planning meetings related to Initial Outfitting and Transition with the HFPA POC, End Users, and the HNC PM. The IO&T Contractor shall provide the Government at least 4 weeks advance notice for scheduling any User meeting. The IO&T Contractor will provide group facilitation services to key stakeholders and working groups across the facility/project. The IO&T Contractor will guide groups to consensus by identifying requirements, facilitating group discussion and documenting the process by which the decision was reached as well as the final decision. Formal concurrence with project decisions will require HFPA acceptance of the decision in writing. The IO&T Contractor shall coordinate the use of Government conference rooms and audio/visual support as needed for these meetings with the HFPA POC. The HFPA POC will finalize arrangements with the MTF for rooms and audio/visual support. For meetings requiring teleconferencing capability, the IO&T Contractor shall provide the teleconferencing service and call-in numbers and host the meetings.

3.1.11.3 .1 A weekly meeting shall be established with the HFPA POC and the HNC PM to review project status, risk issues/items checklist, schedules, and issues affecting IO&T Contractor performance.

The agenda, distributed prior to the meeting to participants, shall include a six week look ahead of scheduled activities, an assessment of work not completed to date and proposed corrective actions, an issues log prioritized with items requiring immediate action, and review of the status of submittals. This proposed list is not complete, additions to be determined by the preparation of the agenda with the group.

These meetings may occur more frequently as IO&T activities near the occupancy timeframes.

Additional meetings may be established by the IO&T Contractor, the HFPA POC, the HNC PM, or the USACE District overseeing construction to ensure effective project management and close IO&T Contractor/Government coordination. Other meetings may include command-level briefings or meetings with USACE site management. Weekly Project Delivery Team (PDT) and IO&T review meetings are part of the meetings with expected attendance by the IO&T Contractor. The IO&T Contractor shall attend Logistics planning meetings on a bi-weekly basis and more frequent as we approach delivery and installation.

3.1.11.3 .2 The IO&T Contractor shall not meet with any End User without the permission and knowledge of the HFPA POC. Further, the IO&T Contractor shall not meet with any WBAMC new facility project Designer, Contractor, General Construction Contractor or similar Contractor and/or their sub-Contractors associated with the WBAMC construction contract without the permission and knowledge of the USACE (Construction) representative, HNC COR/PM, and the HFPA POC. All communications from the IO&T Contractor to WBAMC must go through HFPA POC in accordance with the communications management plan.

3.1.11.3 .3 The IO&T Contractor shall assure that all appropriate Contractor personnel attend each Government or Contractor established meeting either telephonically or in person, it is expected that the IO&T Contractor will establish the roles of its staff members dependent on the type of meeting. The IO&T Contractor’s Project Manager should be available to attend all requested meetings in person.

Beyond the IO&T Contractor’s Project Manager the total number of personnel required to attend meetings in person to support successful execution of the work for any given meeting is to be determined by the IO&T Contractor. The IO&T Contractor shall ensure that the appropriate personnel are available during meetings whether in person or telephonic to address customers’ concerns or the concerns of other parties involved in the work or discussion topic identified.

3.1.11.3 .4 Provide for the preparation and distribution of meeting minutes and sign-in sheets/rosters for all meetings attended by the IO&T Contractor personnel. Distribution of minutes, as pdf attachments to allow for easy comments, shall occur within 5 calendar days of the actual meeting unless a time extension is agreed to by the HNC COR. These meetings and associated documentation shall include in-person meetings, conferences, site inspections, and teleconferences. All meeting minutes should include the agreement reached, and “due-outs” or assigned tasks to specific personnel so that each meeting has a result. The assigned tasks should be tracked for when information is due and who is responsible.

3.1.11.3 .5 The IO&T Contractor shall set up day-to-day meetings at the project location as needed for efficient management of work and to meet the project milestones as specified for each portion of the project.

3.1.11.3 .6 IO&T Contractor personnel working at a Government facility must always identify themselves as an IO&T Contractor working for the Government at meetings and conferences. This applies to all written correspondence such as e-mail and hard copy memorandums.

3.1.11.3 .7 Provide Monthly Status Report to Government. A monthly status report shall be delivered electronically within first ten 10 calendar days of each month to the Contracting Officers Representative and Project Manager and shall provide a clear status of the overall project, associated tasks, and risks/resolution matrix. Monthly Status Report must be up to date prior to submittal of each Invoice for Payment. The monthly status report will contain a 6 week look ahead schedule of IO&T contract tasks as part of the report.

3.1.12 Procurement Management. The IO&T Contractor will develop the plan for procurement planning, specification writing, solicitation planning, solicitation, source selection and evaluation, contract administration and contract closeouts. The IO&T Contractor will develop the plan to determine what and when to purchase items; document product requirements and identification of sources; obtaining quotes or proposals; facilitate selection between vendors based on agreed selection criteria; manage the vendor contract actions; and complete and settle the contracts.

3.1.13 Deliverables: Days noted are calendar days. This list is not all inclusive and does not relieve the IO&T Contractor of complying with all requirements of this Performance Work Statement.

Submittal/Event Due Date Abbreviated Accident Prevention Plan – Site Visit NTP + 10 days Abbreviated Accident Prevention Plan – Limited Scope 10 days before work begins on-site Draft Integrated Master Schedule NTP + 15 days Integrated Master Schedule NTP + 75 days Development draft (updated monthly thereafter)

Project Schedule NTP + 30 days (updated monthly) Project Phasing and Staffing Mobilization Plan NTP + 75 days, (updated monthly thereafter) Subcontract Management Plan NTP + 75 days, (updated monthly thereafter) Accident Experience and Exposure Report NTP + 30 (monthly thereafter) Schedule of Values & Invoice Logic Summary NTP + 45 days Safety and Health Program NTP + 30 days Physical Security Plan NTP + 30 days Project Management Plan NTP + 60 days Risk Management Plan NTP + 60 days (updated monthly) Project Integration Plan NTP + 60 days Scope Management Plan NTP + 60 days Time Management Plan NTP + 60 days Cost Management Plan NTP + 60 days Quality Control Plan NTP + 60 days Human Resource Management Plan NTP + 60 days Communication Management Plan NTP + 60 days SharePoint Site Active and Populated NTP + 60 days

Procurement Plan NTP + 120 days Transition Plan NTP + 120 days Validated Equipment List NTP + 200 days Procurement Schedule NTP + 200 days Equipment Reuse and Disposal Plan NTP + 200 calendar days

Warranty Management Plan NTP + 200 calendar days

IO&T Complete (Functional Occupancy Dates):

Hospital beneficial occupancy date (BOD) (24 October 2017) Hospital FOD (24 April 2018) IO&T Contract Complete (closeout) (27 July 2018)

3.1.13.1 The unexcused failure to comply with these delivery schedules makes the IO&T Contractor delinquent in performance. Such tardiness will be annotated in the IO&T Contractor's performance evaluation.

3.1.13.2 Documentation Guidelines: Reports and documents delivered by the IO&T Contractor in performance of this contact will be considered "technical data" as defined in the applicable "Rights in Data" clause of the General Provisions. All documentation shall reflect the latest version number, unless specifically directed otherwise by the Government. All documentation shall be prepared in accordance with standard industry practices, ensuring electronically produced documents, which reflect logical flow of material, tables of contents, indices, and page numbering. Where applicable, the IO&T Contractor's attention is called to the availability of commercial, industry, federal, and military guides, instructions, and standards for many of the topics addressed in this contract.

3.1.13.3 Submittals during contract execution: The IO&T Contractor shall submit 1 (one) electronic copy of submittals to the Government officials identified in section 4.0. For scheduling purposes, the IO&T Contractor shall anticipate a Government review period of 30 calendar days. The Government has full title of ownership for all deliverables, reports, etc. produced under this task order.

3.1.14 INVOICING. The IO&T Contractor shall submit to the HNC PM NLT 30 days after award a proposed Schedule of Values and an Invoice Logic Summary (see Attachment R) for acceptance. Once the IO&T Contractor’s Schedule of Values and accompanying Invoice Logic Summary are accepted by the Government, the IO&T Contractor may invoice in accordance with that schedule. IO&T Contractors may use AIA Document G702 – Application and Certification for Payment (1992) or similar format/concept for their Schedule of Values.

3.1.14.1 The Schedule of Values should correlate (with a specific date) certain milestones as established in a given contract PWS, and/or as agreed upon by the IO&T Contractor and the HNC PM after award of a contract, and/or as identified in the IO&T Contractor’s Project Schedule for a given contract. In support of the Schedule of Values the IO&T Contractor shall provide an Invoice Logic Summary that clearly articulates definitions of percent complete.

3.1.14.3 All invoices shall include a completed concurrence form (See Attachment S), and be sent to the installation HFPA designated reviewer for concurrence prior to submitting to CEHNC- IOT@usace.army.mil. Invoices shall include identification of the JSN/procurement package items covered under the invoice. All invoiced charges shall identify the contract line item number (CLIN)/SLIN to which the charges apply. Final invoices shall include a completed concurrence form as well as a completed release form.

3.1.15 Site Operations. The IO&T Contractor shall plan on providing a construction trailer as space within the construction site in the IO&T Contractor trailer lay down area is limited. The site is owned by the Clark-McCarthy Hospital Project Joint Venture (CMHP), and the site requirements will require coordination through the local USACE District and CMHP. Include typical mobilization for typical utilities (power, water and sewer), to be coordinated with the installation department of public works (DPW). Additionally, the IO&T Contractor shall plan on providing a modular trailer located at the existing hospital, to provide conference room spaces to support the varied planning activities required of this PWS. All utility costs, office supplies, services, and equipment such as computers, telephones, telephone/internet service, printers, copiers, paper, etc. to support the IO&T Contractor project team shall be provided by the IO&T Contractor.

3.1.16 General Instructions.

mailto:CEHNC-IOT@usace.army.mil mailto:CEHNC-IOT@usace.army.mil

3.1.16.1 The IO&T Contractor shall schedule a 30 calendar day review period for Government review and comment /or approval for all submittals required herein, with the exception of meeting minutes which will be allotted a 7 calendar day review period.

3.1.16.2 Government Computers. Use of Government computer/automation devices is not authorized except as identified herein.

COMPREHENSIVE INTERIOR DESIGN, EQUIPMENT PLANNING, AND EQUIPMENT

PROCUREMENT SERVICES:

3.2 General Instructions. The below items apply to all categories of medical equipment, FF&E, and IM/IT equipment described in Sections 3.3, 3.4, and 3.5 of this PWS.

3.2.1 Project Management. The IO&T Contractor shall provide comprehensive planning and acquisition services for furniture, furnishings and artwork, as well as both medical and non-medical equipment, and IM/IT/LVS as identified. The IO&T Contractor shall coordinate with the HFPA POCs, USACE POCs, Construction General Contractor and Sub-Contractors, MTF personnel, Individual Vendors’ project management plans/schedules and Original Equipment Manufacturer (OEM) to ensure that all requirements are met and will incorporate the contents of the respective sections of this work plan.

The development and approval of the medical equipment, FF&E, and IM/IT equipment work plans will be in accordance with the Section 3- Project Management of this PWS.

3.2.2 Attachment A provides the Acquisition Rough Order of Magnitude (ROM) Listing (separate MS Excel file), for the project subject to validation by the IO&T Contractor. Attachment A notes LOGCAT A, B, C, D, E, F and R requirements and identifies the JSN requirements for each JSN number.

3.2.2.1 Reuse. The end state will utilize both new and existing medical equipment, FF&E, and IM/IT equipment. Existing medical equipment, FF&E, and IM/IT equipment available for reuse will be identified by the IO&T Pre-Planning Contractor during a comprehensive equipment planning phase prior to this Contract, see Attachment A for inventory re-use analysis. The IO&T Contractor shall incorporate the item-by-item analysis of the list for appropriateness of reuse and validate the item-by-item recommendations for reuse or replacement for HFPA and Medical Treatment Facility (MTF) approval.

The IO&T Contractor should expect to accomplish this task without fully inventorying the facility as this has already been performed as part of the IO&T Pre-Planning Contract. The IO&T Contractor shall conduct meetings on-site, via web-based venues, or telephonic conferences with the facility’s property management personnel and HFPA. As a general rule, existing medical equipment, FF&E, and IM/IT equipment with at least two years of useful life expectancy at functional occupancy date (FOD) shall be considered as a candidate for reuse, see Attachment M, equipment re-use checklist.

3.2.3 The IO&T Contractor shall be provided the designer’s Comprehensive Interior Design (CID) package for this project post award.

3.2.3.1 The IO&T Contractor shall review the building CID package and equipment plans, noting any discrepancies with planned quantities, required utility preparations, or other conflicts. Notify the COR of discrepancies and track to complete resolution.

3.2.4 The IO&T Contractor will receive as part of a turnover conference with the IO&T Pre-Planning Contractor, an inventory of the existing facility’s medical equipment, FF&E, and IM/IT equipment. As part of the inventory, the IO&T Pre-Planning Contractor will provide a furniture & equipment database, which will describe the requirement of items by JSN, other key identifiers, and the categories of required purchase or potential re-use of existing inventory. The database will be in a MS Access format, or other Government approved format, in the current MS Office software format in use by the Government. The inherited inventory from the IO&T Pre-Planning Contractor will be in MS Excel format and it will contain key identifiers, such as, equipment control number (ECN), inventory property tag numbers from the inventorying Contractor’s system, etc.

3.2.5 The IO&T Contractor shall maintain and regularly update the master medical equipment, FF&E, and IM/IT equipment inventory listing as part of their overall procurement management, budget changes and tracking. The facility continues to purchase new and retire old equipment, and the listing provided by the IO&T Pre-Planning Contractor at the turnover conference will be maintained by regular coordination with the facility and their inventory updates. The Contractor shall record and track medical equipment, FF&E, and IM/IT equipment milestones in the IMS and coordinate delivery/installation of any items so that these activities are consistent with IO&T Contractor activities.

3.2.6 Current Working Estimates (CWE). The IO&T Contractor shall conduct medical equipment, FF&E, and IM/IT equipment validation activities by functional area. An initial rough order of magnitude (ROM) cost loaded equipment listing for medical equipment, FF&E, and IM/IT equipment to be purchased for a functional area will be provided by the IO&T Pre-Planning Contractor during the turnover conference. The ROM includes all of the furniture from the CID, medical and non-medical equipment & systems based on the project room contents report (PRCR), and artwork; additional systems included as part of the initial requirements planning; as well as additions & deletions as determined based off the inventory performed of the facility and re-use criteria estimates. The IO&T Contractor shall maintain a CWE accounting for the estimated equipment costs across all functional areas, to include MEDCASE packets (see section 3.4.5). Each functional area’s working estimate shall be added to the rollup within 21 calendar days of the approval of the specified functional area’s validated medical equipment, FF&E, and IM/IT equipment list. Working estimates for each functional area and the rollup cost estimate shall include all estimated costs affecting full purchase cost to the Government such as shipping, insurance, training, warranties, installation, taxes and any other costs affecting the final purchase price to the Government. Shipping, insurance, etc. costs need not be separated out from direct equipment costs, only accounted for in the working estimate. For IO&T Contractor purchased items, these costs shall be itemized on the Summary Sheet, as defined in procurement activity requirements and included in each procurement package submittal to reflect the costs shown on vendor quotes. The CWE shall be further organized and able to be sorted in procurement tiers based upon factors such as long lead status, criticality to facility construction and commissioning, and criticality to mission and MTF function, such as architecturally significant equipment (ASE). Exact factors shall be determined in conjunction with the HFPA customer at outset of medical equipment, FF&E, and IM/IT equipment acquisition planning effort. Content within tiers shall be regularly evaluated and revised as part of the overall CWE refinement process. As the tiered structure and the overall CWE will inform HFPA budgeting decisions, the CWE shall be updated and submitted every month unless otherwise determined by the KO.

3.2.7 Long-lead Time Items. The IO&T Contractor shall prioritize addressing the validation of long lead time items and items required for early installation before all other items, or as directed by the KO or the COR. Early installation may be necessary to facilitate activities such as certification processes, commissioning, and/or balancing of the mechanical system. Items shall be wrapped/covered appropriately if not going to be operational, along with basic accessories. Medical equipment, FF&E, and IM/IT equipment requiring early installation should be identified, qualified, and quantified by the IO&T Contractor during the medical equipment, FF&E, and IM/IT equipment validation and transition planning processes. The IO&T Contractor shall coordinate early installation with the Government parties’ managing the project to ensure identified major milestones are met. Potential areas for early installation include: IT related, radiology, laboratory, and//or operating rooms. Further identification of early installation areas shall be determined and informed by the IMS development meetings, and phasing planning. The IO&T Contractor shall take into consideration the possibility of a joint occupancy scenario.

Joint occupancy is when Contractors other than the Construction Contractor are provided access onto the project site in an unlimited or limited degree, to allow the early installation of equipment or other items/services. Special care & coordination between different Contractors/vendors installing equipment must be performed. The IO&T Contractor shall include tracking of long lead time items that have structural, MEP or other coordination impacts on the Transition Schedule, Procurement Schedule, Training Schedule, and IMS deliverables, in addition to those that have a lengthy supply chain characteristic.

3.2.8 The IO&T Contractor shall develop the strategy for procurement with the overall transition & outfitting strategy to include: the sequence of procurement, number of procurement packages, and grouping of packages of various types by equipment type, vendor, as well as project outfitting location, as well as requirements for warehousing.

3.3 Comprehensive Interior Design Services

3.3.1 Artwork. The IO&T Contractor shall provide comprehensive artwork planning and acquisition services to meet the requirements of outfitting the new facility.

3.3.1.1 The IO&T Contractor will receive as part of the turnover conference with the IO&T Pre-Planning Contractor an inventory of the existing facility’s artwork. This inventory will delineate the quantity, and condition of existing pieces of artwork. The inventory will also denote any historical significance and whether it is desired for re-use in the new hospital. The IO&T Contractor shall plan to re-assess size, matting and/or re-framing services, other relocation costs or activities if items are selected for inclusion in the facility SID/CID implementation. This determination shall be facilitated by the IO&T Contractor with final decision with HFPA, MTF and HNC.

3.3.1.2 The artwork portion of the CID package shall by the IO&T Contractor in coordination with the HFPA Interior Designer assigned to this Contract. The HFPA Interior Designer will provide the Contractor with guidance and templates for the creation of the artwork package to be incorporated into the existing CID and structural interior design (SID) packages, including special security/safety requirements for location, construction and mounting of artwork in the inpatient behavioral health facility.

3.3.1.3 The IO&T Contractor shall identify any blocking, structural or otherwise construction contract related coordination within the established planning timelines described within the Project Management Section of this PWS.