The document is a Request for Proposal from Moffitt Cancer Center seeking proposals for renovating Operating Room #5 at the Moffitt McKinley Center. It provides an executive overview of Moffitt Cancer Center, its facilities and workforce. The objective and scope of work is to renovate a 411 square foot room in an existing OR suite into a new operating room. It outlines the project organization, communication requirements, timeline, and award criteria. Respondents are required to provide their supplier diversity and subcontracting plans, and descriptions of design and construction management fees are included as exhibits.
Section 3 Regulations ANPRM Comments, Sept. 21, 2010 Feldman
These comments, regarding "Affirmative Action and Nondiscrimination Obligations of Contractors and Subcontractors: Evaluation of Affirmative Action Provisions." were offered to the U.S. Office of Contract Compliance via the online Public Comment procedure found at regulations,gov
Section 3 Regulations ANPRM Comments, Sept. 21, 2010 Feldman
These comments, regarding "Affirmative Action and Nondiscrimination Obligations of Contractors and Subcontractors: Evaluation of Affirmative Action Provisions." were offered to the U.S. Office of Contract Compliance via the online Public Comment procedure found at regulations,gov
Joint Venture for Burger Franchise by Investment Consulting USAAlfonsoEnriqueMoncad
This is a preliminary presentation of one of the Fast Casual Franchises that we offer. Costs are subject to change depending on location and other outside factors. Feel free to reach out to us if you want to know more!
Establishing My Academic and Career PathAs you begin the.docxSANSKAR20
Establishing My Academic and Career Path
As you begin the transition from academic courses to career opportunities, reflect on how the strategies already discussed can help to guide you through the process. Consider the degree path you have chosen and what additional skills or activities you should engage in beyond the academic learning in your courses to be successful. What initiatives and goals do you have for this career? Begin and continue to establish your academic journey and career goals.
Individual courses within the program will offer opportunities through assignments that develop particular skills pertinent to specific career requirements and transfer of acquired knowledge. Other courses and specific assignments such as interview, practicum, and capstone projects provide opportunities for students to be exposed to relevant problems and creative activities in health care. These opportunities will require students to apply techniques acquired from the classroom to active investigation with experienced mentors in the field.
Research where to find career openings in your chosen field, select a position you might be interested in, and identify the qualifications and experience required. Identify these requirements as you progress through the coursework provided in your program. Take initiative to inquire and explore as you make connections with your coursework and career goals. Some items to consider further are membership in a professional association, the use of Internet job boards for research into future trends, licensure compliance throughout the country/world, and occupational conditions such as location, shifts worked, required equipment, or safety standards.
Listed below are some suggestions related to the types of information that you may want to include in this section of the document:
1) Who? Who would make up my network (e.g., peers, instructors, professionals, colleagues) essential to success in my chosen field in relation to this particular course?
2) What? What are my findings from researching competencies and/or certification requirements for my specific job role in relation to this course?
3) When? When should I begin to make the connection between my course of study and my career goals?
4) Where? Where does this course fit in my career goals? Where could I schedule an interview or internship to bridge the theory in my course with the practice of a job in the field?
5) Why? Why are peer-reviewed articles important and what is the significance of them in a career in health care?
6) How? How does this course relate to the requirements of my career goals? How can I make a link between the course and career experience that I need?
Focus on the concepts and skills learned from this course and spend time reflecting on Who, What, When, Where, Why or How, in establishing your academic and career path. Examples are provided below. The table will continue to expand as you progress through the course.
Date
Category
(Who, W ...
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
Assignment 3 Project Proposal – Execution, Control, and Closure .docxsalmonpybus
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED OFF OF THE 1ST AND 2ND ASSIGNMENT, WHICH ARE LISTED BELOW.
Now, it is time for you to discuss your project’s challenges (e.g., risks); performance management plan (e.g., earned value management); and proposed plan for closing the project when it is done.
Write a four to six page paper, in which you define the execution, control, and closure aspects of your chosen project. In your paper you must:
1. Provide a brief summary of your chosen project.
2. Identify and discuss your project’s greatest challenges (at least three) and provide a recommendation for addressing each of the challenges.
3. Examine how you manage your project performance via earned value management. Identify at least three key EVM metrics you will use for your project.
4. Discuss your plan to properly close your project when it is over.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
· Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
Assignment 1: Project Proposal: Initiating & Planning
Summary of the Project
This is about a startup eatery whose aim would be the creation and distribution of coffee to the clients of Minnesota State. In addition, these products would be beneficial to the health of individuals as well as facilitate the growth of coffee, that is, the name of the company. We will discuss the diverse strategies used to make this company fast growing and better in its field as well as the target market of the company. In addition, we will calculate the margin of safety and our projected sale outcome for the next five years.
In addition, the project is expected to be commercial which gets based on the creation of profitable businesses for the shareholders as well as owners. Before the conduction and completion of the project, the consumer market of Minnesota State is supposed get assessed.
The Project Objectives
Some of the main objectives of the startup project are:
· Finding members of staff as well as training them
· Getting a license from the local regulations
· Finding a suitable site for the Minnesota eatery
The Project Goals
· The main aim of this project is establishing the eatery Minnesota State
· Have loyal consumers as well maintain the existing ones.
· Having several eateries around the state in the long run.
Key Stakeholders
According to research, shareholders are an essential.
FIDIC Training and Contract Management assists you in understanding all the aspects of the FIDIC contracts and will enable you to understand your own Project’s Contract Conditions. This program covers conditions for International Contracts (contracting parties are from different countries) for Civil and Industrial Projects. At the end of the program you will have a good understanding of the FIDIC Standard Conditions of Contract and how to Benchmark your own Contract Conditions against these Industry Standards.
When Section 501(r) was added to the Internal Revenue Code in 2010, focus on the Affordable Care Act (ACA) regulatory changes shifted to non-profit hospitals, namely imposing requirements to maintain tax-exempt status. The amended ACA affects organizations with one or more hospitals, which are reviewed on a facility-by-facility basis.
The CMS Innovation Center held the second in a series of webinars on Wednesday, July 6, 2016 for the Support and Alignment Networks under the Transforming Clinical Practice Initiative (TCPI). This webinar focused on providing information regarding the application process.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
GRAND CANYON UNIVERSITY SCENARIO GENERATORModule 4 Scenari.docxwhittemorelucilla
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 4 Scenario: Hiring Plan and Compensation Package Proposal
Type: Family Business
Size: Small Business
Sector: Computer Repair
Funding: Investors/Lenders
Stakeholders:
Employees
Decision makers:
Owners
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: employment law attorney
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1970
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
page 1 / 4
customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide training program. To actively recruit
skilled workers into the organization.
Brief SWOT analysis:
Strengths:
Positive cash flow
Experienced management
Good business reputation
Known for product quality
Weaknesses:
Experienced management approaching retirement
Insufficiently diversified revenue streams
Products and/or services have not been updated for a long time
Too much internal bureaucracy
Opportunities:
Internat ...
09-15 PRACTICAL EXERCISE PE 4-04-1 TITL.docxpoulterbarbara
09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your ability to solve complex problems.
When we are faced with solving a problem the first and most critical step is identifying the
problem. Often times we try to fix symptoms of the problem instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron. During your check-in brief with the
Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and willingly volunteer. Your
Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of
your eagerness to accept duties as CFL. During the interview he mentions the number one
complaint from the crew is their inability to perform PT during the workday. His concern is the
high number of failures among the younger members of the crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the
command failed the body composition portion of the previous cycle’s PFA). The current
command instruction requires personnel to PT after normal working hours. The Captain wants
to make the PT program a part of the workday and asks you to develop a schedule where
everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s complaints regarding the
requirement to PT after normal working hours. He doesn’t see the importance of the program
when weighed against the amount of daily mission-essential maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with the current program and do not
see a need for change. You find the CPOs are not happy with the current program (because of
the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief pledges his full support of any
reasonable plan you and the Chiefs develop as long as each department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the root cause and not a symptom.
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .
09-15 PRACTICAL EXERCISE PE 4-04-1 TITL.docxcroftsshanon
09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your ability to solve complex problems.
When we are faced with solving a problem the first and most critical step is identifying the
problem. Often times we try to fix symptoms of the problem instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron. During your check-in brief with the
Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and willingly volunteer. Your
Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of
your eagerness to accept duties as CFL. During the interview he mentions the number one
complaint from the crew is their inability to perform PT during the workday. His concern is the
high number of failures among the younger members of the crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the
command failed the body composition portion of the previous cycle’s PFA). The current
command instruction requires personnel to PT after normal working hours. The Captain wants
to make the PT program a part of the workday and asks you to develop a schedule where
everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s complaints regarding the
requirement to PT after normal working hours. He doesn’t see the importance of the program
when weighed against the amount of daily mission-essential maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with the current program and do not
see a need for change. You find the CPOs are not happy with the current program (because of
the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief pledges his full support of any
reasonable plan you and the Chiefs develop as long as each department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the root cause and not a symptom.
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .
Joint Venture for Burger Franchise by Investment Consulting USAAlfonsoEnriqueMoncad
This is a preliminary presentation of one of the Fast Casual Franchises that we offer. Costs are subject to change depending on location and other outside factors. Feel free to reach out to us if you want to know more!
Establishing My Academic and Career PathAs you begin the.docxSANSKAR20
Establishing My Academic and Career Path
As you begin the transition from academic courses to career opportunities, reflect on how the strategies already discussed can help to guide you through the process. Consider the degree path you have chosen and what additional skills or activities you should engage in beyond the academic learning in your courses to be successful. What initiatives and goals do you have for this career? Begin and continue to establish your academic journey and career goals.
Individual courses within the program will offer opportunities through assignments that develop particular skills pertinent to specific career requirements and transfer of acquired knowledge. Other courses and specific assignments such as interview, practicum, and capstone projects provide opportunities for students to be exposed to relevant problems and creative activities in health care. These opportunities will require students to apply techniques acquired from the classroom to active investigation with experienced mentors in the field.
Research where to find career openings in your chosen field, select a position you might be interested in, and identify the qualifications and experience required. Identify these requirements as you progress through the coursework provided in your program. Take initiative to inquire and explore as you make connections with your coursework and career goals. Some items to consider further are membership in a professional association, the use of Internet job boards for research into future trends, licensure compliance throughout the country/world, and occupational conditions such as location, shifts worked, required equipment, or safety standards.
Listed below are some suggestions related to the types of information that you may want to include in this section of the document:
1) Who? Who would make up my network (e.g., peers, instructors, professionals, colleagues) essential to success in my chosen field in relation to this particular course?
2) What? What are my findings from researching competencies and/or certification requirements for my specific job role in relation to this course?
3) When? When should I begin to make the connection between my course of study and my career goals?
4) Where? Where does this course fit in my career goals? Where could I schedule an interview or internship to bridge the theory in my course with the practice of a job in the field?
5) Why? Why are peer-reviewed articles important and what is the significance of them in a career in health care?
6) How? How does this course relate to the requirements of my career goals? How can I make a link between the course and career experience that I need?
Focus on the concepts and skills learned from this course and spend time reflecting on Who, What, When, Where, Why or How, in establishing your academic and career path. Examples are provided below. The table will continue to expand as you progress through the course.
Date
Category
(Who, W ...
The Art of Planning and Writing Specs and Requirements--ISM 2010 TanelThomas Tanel
One of the most difficult tasks that purchasers face is converting user or internal
customer needs to new specifications and requirements. For most, it’s easier said than done,
while others simply dread the thought of constructing a Statement of Work. Failure to develop
a properly defined scope of work, specification, or requirement may mean the solicitation will
need to be abandoned and repeated with corrections. Purchasers who are involved in putting
together specifications, requirements, or SOWs need to be aware that it is worth the
investment, time, and effort to create a high quality outcome. Thus, it is important that
purchasers understand the importance of good specifications and requirements, as well as
their contractual and practical significance. This proceeding will offer you practical techniques,
tools, and process methods for constructing effective specifications, requirements, and SOWs.
Assignment 3 Project Proposal – Execution, Control, and Closure .docxsalmonpybus
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED OFF OF THE 1ST AND 2ND ASSIGNMENT, WHICH ARE LISTED BELOW.
Now, it is time for you to discuss your project’s challenges (e.g., risks); performance management plan (e.g., earned value management); and proposed plan for closing the project when it is done.
Write a four to six page paper, in which you define the execution, control, and closure aspects of your chosen project. In your paper you must:
1. Provide a brief summary of your chosen project.
2. Identify and discuss your project’s greatest challenges (at least three) and provide a recommendation for addressing each of the challenges.
3. Examine how you manage your project performance via earned value management. Identify at least three key EVM metrics you will use for your project.
4. Discuss your plan to properly close your project when it is over.
5. Use at least three (3) quality resources in this assignment. Note: Wikipedia and similar websites do not qualify as quality resources.
Your assignment must follow these formatting requirements:
· Typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides.
· Include a cover page containing the title of the assignment, the student’s name, the professor’s name, the course title, and the date. The cover page and the reference page are not included in the required page length.
Assignment 1: Project Proposal: Initiating & Planning
Summary of the Project
This is about a startup eatery whose aim would be the creation and distribution of coffee to the clients of Minnesota State. In addition, these products would be beneficial to the health of individuals as well as facilitate the growth of coffee, that is, the name of the company. We will discuss the diverse strategies used to make this company fast growing and better in its field as well as the target market of the company. In addition, we will calculate the margin of safety and our projected sale outcome for the next five years.
In addition, the project is expected to be commercial which gets based on the creation of profitable businesses for the shareholders as well as owners. Before the conduction and completion of the project, the consumer market of Minnesota State is supposed get assessed.
The Project Objectives
Some of the main objectives of the startup project are:
· Finding members of staff as well as training them
· Getting a license from the local regulations
· Finding a suitable site for the Minnesota eatery
The Project Goals
· The main aim of this project is establishing the eatery Minnesota State
· Have loyal consumers as well maintain the existing ones.
· Having several eateries around the state in the long run.
Key Stakeholders
According to research, shareholders are an essential.
FIDIC Training and Contract Management assists you in understanding all the aspects of the FIDIC contracts and will enable you to understand your own Project’s Contract Conditions. This program covers conditions for International Contracts (contracting parties are from different countries) for Civil and Industrial Projects. At the end of the program you will have a good understanding of the FIDIC Standard Conditions of Contract and how to Benchmark your own Contract Conditions against these Industry Standards.
When Section 501(r) was added to the Internal Revenue Code in 2010, focus on the Affordable Care Act (ACA) regulatory changes shifted to non-profit hospitals, namely imposing requirements to maintain tax-exempt status. The amended ACA affects organizations with one or more hospitals, which are reviewed on a facility-by-facility basis.
The CMS Innovation Center held the second in a series of webinars on Wednesday, July 6, 2016 for the Support and Alignment Networks under the Transforming Clinical Practice Initiative (TCPI). This webinar focused on providing information regarding the application process.
- - -
CMS Innovation Center
http://innovation.cms.gov
We accept comments in the spirit of our comment policy:
http://newmedia.hhs.gov/standards/comment_policy.html
CMS Privacy Policy
http://cms.gov/About-CMS/Agency-Information/Aboutwebsite/Privacy-Policy.html
RFP1. Project Initiation Phase The purpose of the RFP document.docxhealdkathaleen
RFP
1. Project Initiation Phase
The purpose of the RFP document is to define all procurement related activities for implementing Oracle for Tesla motors. This document will outline all the procurement management activities and resources that are required for implementing the software.
2. Procurement Statement
Below are the list of items that must be procured in order to successfully start the project.
Item/Service
Justification
Needed By
Cost
Rack server for the software implementation
This is an inventory item that needs to be procured for implementing the new software (Oracle R12) for the company
01/01/2018
$5000
Printer and scanner
Need printer/ scan to print out the documentation
01/5/2018
$2000
Table
Need computer tables for consultants to work on implementation
01/15/2018
$1000
Chair
Need desk chairs for consultants to implement the application
01/15/2018
$1000
Car
Need a car for consultant’s usage
01/15/2018
$10,000
Laptops
Laptops are needed for consultants to work on
01/15/2018
$5000
Office supplies
These are office supplies that are required by the implementation partner
01/15/2018
$2000
Consultants service
Consultant service is required to implement the Oracle software.
01/15/2018
$404,617.60
Vendor selection: The vendor selection process is very straight forward as most of the vendors are have had good relations with real tech. The entire consultant team are offered by Real Tech itself. The office supplies are procured by the vendor name Staples. Finally, the laptops are procured by tech systems. The vendors are carefully analyzed by the buyers and are listed on the buyer’s approved vendor list of vendors. The vendors are rated based on the price, delivery time and quality of the products.
3. Selection Process & Criteria
The hardware and office supplies are based on the planned purchase order contract with the vendor. The consultants are interviewed before hand before onboarding the resources into the team.
4. Project Procurement Team
All procurement activities must initially get approval from the immediate manager and then the approval of the project manager. The project manager must document justify the need in a form of a document and present it to the project sponsors.
5.Contract Type:
The procurement strategy used by Tesla is called Fixed- Price Contract. This type of contract is also called Lump- sum contract. The reason for choosing this contract is that there is no uncertainty in the scope of the project. The purchasing module in the Oracle ERP software will help improve the procure to pay cycle in the organization. The ERP implementation partner is bound to finish the implementation within one year at the cost of $350,000.
6.Contract Standards:
All procurement must follow the ISO 9001:2015 standards.
7.Vandor Management/ Perforance
This section describes the metrics to be used for procurement activities associated with the project. These metrics may include but not be limited to: methods to ensure the p ...
GRAND CANYON UNIVERSITY SCENARIO GENERATORModule 4 Scenari.docxwhittemorelucilla
GRAND CANYON UNIVERSITY SCENARIO GENERATOR
Module 4 Scenario: Hiring Plan and Compensation Package Proposal
Type: Family Business
Size: Small Business
Sector: Computer Repair
Funding: Investors/Lenders
Stakeholders:
Employees
Decision makers:
Owners
Formal organization:
LLC
Human Resources Department:
Pay-for service arrangement: employment law attorney
Stage in Organizational Lifecycle:
Birth
THESE ARE THE GIVEN CONSTRAINTS:
ORGANIZATIONAL BACKGROUND:
Founded in: 1970
Dedicated to: The company thrives to provide the best possible
experience to all of its business partners and clients.
Culture Our culture is akin to that of a small family. All our
employees are partners in the business, share our success, and help us
sustain the core values that make us successful.
Structure: Our organization is very flat and consists of three tiers:
owners, managers, and non-manager employees.
Mission statement: To ensure that each customer receives prompt,
professional, friendly, and courteous service. To maintain a
professional and friendly environment for our cusotmers and staff. To
provide at a fair price using only quality components. To ensure that
all customers and staff are treated with the respect and dignity they
deserve. To thank each customer for the opportunity to serve them. By
maintaining these objectives we shall be assured of a fair profit that
will allow us to contribute to the community we serve.
Vision statement: Within the next five years, we will become a leading
provider of products and services to small businesses by providing
page 1 / 4
customizable, user-friendly solutions scaled to small business needs.
INTEGRITY: By dealing honestly with our clients, staff, vendors and
community.
RESPONSIBILITY: By considering the environment in which we do
business, community views and the common good.
PROFITABILITY: By being aware that an appropriate level of profit is
necessary to maintain our business and allow our values to continue to
be observed.
Values statement: In conducting our business, we will realize our
vision by performing our affairs so that our actions provide
confirmation of the high value we place on:
Present goals: To reduce delivery and distribution time of products
and services. To reduce the number and frequency of customer
complaints, and to improve the response time of customers inquiries.
Past goals: To reduce employee turnover by 20 percent by introducing a
new employee assistance program. To improve productivity by
implementing a company-wide training program. To actively recruit
skilled workers into the organization.
Brief SWOT analysis:
Strengths:
Positive cash flow
Experienced management
Good business reputation
Known for product quality
Weaknesses:
Experienced management approaching retirement
Insufficiently diversified revenue streams
Products and/or services have not been updated for a long time
Too much internal bureaucracy
Opportunities:
Internat ...
09-15 PRACTICAL EXERCISE PE 4-04-1 TITL.docxpoulterbarbara
09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your ability to solve complex problems.
When we are faced with solving a problem the first and most critical step is identifying the
problem. Often times we try to fix symptoms of the problem instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron. During your check-in brief with the
Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and willingly volunteer. Your
Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of
your eagerness to accept duties as CFL. During the interview he mentions the number one
complaint from the crew is their inability to perform PT during the workday. His concern is the
high number of failures among the younger members of the crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the
command failed the body composition portion of the previous cycle’s PFA). The current
command instruction requires personnel to PT after normal working hours. The Captain wants
to make the PT program a part of the workday and asks you to develop a schedule where
everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s complaints regarding the
requirement to PT after normal working hours. He doesn’t see the importance of the program
when weighed against the amount of daily mission-essential maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with the current program and do not
see a need for change. You find the CPOs are not happy with the current program (because of
the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief pledges his full support of any
reasonable plan you and the Chiefs develop as long as each department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the root cause and not a symptom.
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .
09-15 PRACTICAL EXERCISE PE 4-04-1 TITL.docxcroftsshanon
09-15
PRACTICAL EXERCISE: PE 4-04-1
TITLE: Project PRT
INTRODUCTION:
Many situations will occur during your tours, which test your ability to solve complex problems.
When we are faced with solving a problem the first and most critical step is identifying the
problem. Often times we try to fix symptoms of the problem instead of the problem itself.
INFORMATION:
Upon graduating the SEA, you report to your new squadron. During your check-in brief with the
Command Master Chief, you discover the collateral duty of Command Fitness Leader (CFL) is
vacant. You have the training and interest in this program and willingly volunteer. Your
Commanding Officer’s welcome aboard interview goes well and he appears very satisfied of
your eagerness to accept duties as CFL. During the interview he mentions the number one
complaint from the crew is their inability to perform PT during the workday. His concern is the
high number of failures among the younger members of the crew during the previous PFA cycle
(13 percent of Sailors fewer than 24 years old failed the run portion and seven percent of the
command failed the body composition portion of the previous cycle’s PFA). The current
command instruction requires personnel to PT after normal working hours. The Captain wants
to make the PT program a part of the workday and asks you to develop a schedule where
everyone will have an opportunity to meet the CNO’s directives (one hour per day/three times
per week).
When you meet the Maintenance Master Chief, you mention the concern of the Captain over the
Command PT program. The Master Chief is aware of the crew’s complaints regarding the
requirement to PT after normal working hours. He doesn’t see the importance of the program
when weighed against the amount of daily mission-essential maintenance required on “his”
aircraft. Three of the six department heads seem satisfied with the current program and do not
see a need for change. You find the CPOs are not happy with the current program (because of
the high failure rate on the previous PFA) and fully support a change. They are unwilling to defy
the Maintenance Master Chief. The Command Master Chief pledges his full support of any
reasonable plan you and the Chiefs develop as long as each department maintains no less than a
supervisor, collateral duty inspector (supervisor can dual hat as CDI), and three workers. Your
plan must have PT for everyone.
ASSIGNMENT- Post your answer on the discussion board:
1. Identify the problem.
2. Write a problem statement.
3. Explain why you believe the problem you identified is the root cause and not a symptom.
Assignment 3: Project Proposal – Execution, Control, and Closure
Due Week 10 and worth 150 points
Note: This is the third of three assignments which, as a whole, will cover all aspects of the project life cycle relevant to your selected project. THIS ASSIGNMENT IS BASED .
Similar to RFP 19-15-SSP Moffitt McKinley Center OR#5 Renovation (20)
H. Lee Moffitt Cancer Center and Research Institute, Inc. Request for Proposa...WBDC of Florida
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Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
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Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RFP 19-15-SSP Moffitt McKinley Center OR#5 Renovation
1. Request For Proposal 19-15-SSP
Moffitt McKinley Center OR #5 Renovation
EXECUTIVE OVERVIEW
The H. Lee Moffitt Cancer Center & Research Institute (MCC), located in Tampa, Florida, began
operations in 1986. As an academic and research medical center, MCC is the only National Cancer
Institute-designated oncology research institute in Florida and one of the Southeast's leading cancer
centers.
Comprised of an inpatient facility, ambulatory outpatient surgery center, ambulatory clinics, a cancer
screening facility and research laboratories, MCC offers a sophisticated network of services and
technologies that assure the citizens of its region convenient, cost-effective, high quality health care.
Moffitt’s workforce is currently comprised of approximately 5300 employees, 700 medical residents, 600
volunteers, and 1000 students and interns.
OBJECTIVE
Moffitt Cancer Center is seeking a company to submit a Target Value Design-Build Proposal for the
Moffitt McKinley Center OR #5 Renovation.
The Request for Proposal will be made public where the selected firm must be qualified based on similar
project experience and demonstrated ability to deliver the services required for projects of this nature.
The Proposals are being solicited from firms with dedicated staff in the Healthcare market sector who can
provide vast experience in facility expansion and renovation projects, along with expertise in the individual
specialties identified as part of the Project. This Request for Proposal, however, is not intended nor
should it be construed to be an offer or agreement. Participation in this process by interested firms shall
be at no cost or obligation to the Owner. Owner reserves the right to (a) terminate this selection process
at any time, (b) reject all Proposals, and (c) waive informalities and minor irregularities in the Proposals
received.
Please Note: This will be an AIA Design-Build Contract. (Please reference template AIA Document A141)
The project will occur at Moffitt McKinley Center located at 10920 N McKinley Dr. Tampa, FL 33612. The
scope of work will consist of an interior renovation of a 411sf shelled out room in an existing OR suite,
located on the 2
nd
floor of the MKC Building.
HAMMES COMPANY
Hammes Company has been retained as the Owner’s Representative by MCC and will work closely with
the MCC decision-making entities throughout the design and construction process for the Project. The
organization chart below indicates the anticipated relationships between MCC, Hammes Company and all
Project participants.
The Owner’s Representative is hired by the Owner and will be responsible for the overall coordination of
the Project activities including team structure, project schedule, and budget updates, meeting minutes
and monthly status updates. The selected Project Team will work closely with the Owner’s
Representative to generate status updates and project deliverables as required to meet Owner
expectations.
2. PROJECT ORGANIZATION CHART
COMMUNICATION
All proposals, communications, and correspondence required during the Request for Proposal process
must be directed to:
Kandra Reilly
Lead Procurement Analyst
rfp@Moffitt.org
Failure to adhere to this requirement may result in your organization not being considered.
TIMELINE
This Request for Proposal shall be conducted under the following time line, which is subject to change
only upon prior approval by Purchasing and granted to all vendors.
Issuance of RFP 01/25/2019
Return of Intent to Bid 02/04/2019
Vendor Conference Call 02/07/2019
Bid Packages Due from Vendors 02/22/2019
Award of Bid TBD
VENDOR PRE-SUBMISSION CONFERENCE
Moffitt Cancer Center will conduct a vendor Pre-Submission conference call to further clarify and discuss
the requirements of this RFP on February 07, 2019 3:00pm-4:00pm EST: 800-206-6032 Conference ID:
7457113.
On the date indicated in the timeline section of this RFP Overview, your bid must be received via e-mail to
contact listed above no later than 2:00 p.m. EST.
RFP CONTENTS
The RFP package includes the following documents, which require response as part of the vendor’s
proposal as indicated:
1. Cover Letter (e-mail)
2. Overview Document
3. Vendor Acknowledgement Form – requires response
4. Supplier Diversity Utilization and Subcontracting Plan – requires response
5. Statement Of Work/Need Requirements – requires response
6. Target Project Schedule
7. Target Project Budget for Design & Construction (Only)
Your response should be provided in electronic format. All responses will be confidential.
3. AWARD CRITERIA
The award of this Request for Proposal is subject to terms and conditions contained herein and any that
will be developed by Moffitt Cancer Center during the Request for Proposal process to augment purchase
order conditions of purchase.
Quality of service, pricing, products, Supplier Diversity and other terms of purchase will be an integral part
of the decision selection process.
If you are awarded this bid, a guideline will be developed that will quantify, monitor, and provide a plan for
cure of deficiencies which shall include, but not be limited to, reimbursement of personnel and
administrative costs, monetary assessment for continual deficiencies, and possible cancellation of
agreement.
• The selected firm will be required to have a minimum of 10 years of Healthcare project
experience.
• Experience of the firm and proposed team on similar Projects and the specific role played on
each.
• Past performance of the proposed team in delivering a project solution within budget and on
schedule.
• Prior work of key team members functioning as a team on other successful projects.
• Quality of references for the proposed team members for similar project work.
• Communication, facilitation, and negotiation skills of proposed team member.
• Availability of key individuals’ time on the project and at the project site.
• Knowledge of applicable local, state, and federal regulations, and requirements.
• Ability to provide key benchmark industry information.
We reserve the right to award this agreement in whole or in part to the vendor that can best meet Moffitt’s
business needs.
H. Lee Moffitt Cancer Center assumes no responsibility and bears no liability for costs incurred by a
Company in the preparation and submittal of a quote proposal in response to this RFP.
STATEMENT OF WORK
This project is an interior renovation in an existing OR Suite, located on the 2
nd
floor of the MKC Building
(Ambulatory Occupancy). More specifically, fitting out the 411 square foot shelled Room (2101), built in
2016 and currently vacant, into a Surgical Operating Room. This room was initially designed to be a
future OR but not fitted out with required systems.
(Please see attached floor plan of project location)
SCHEDULE
Milestone Schedule
• Construction Documents: 03/20/2019
• AHCA Approval: 04/20/2019
• Permits & Approvals: 07/24/2019
• Substantial Completion: 12/31/2019
• First Patient: 01/04/2020
4. This is a conceptual schedule and shall be used as a general order and approximate,
anticipated duration. Include impacts on your fee if the schedule changes
significantly.
Please NOTE if there is any change in the dates you will be informed immediately.
Any attempt to directly or indirectly contact and/or influence any member of the Selection
Committee, Board member or other senior management associated with this project after receipt of
this Request for Proposal and prior to the selection decision will be grounds for disqualification.
5. Moffitt Cancer Center Vendor Acknowledgement Form
Intent to Respond
SUBMIT TO:
Kandra Reilly
rfp@Moffitt.org
813-745-4282
813-449-8890 (Fax)
RFP NUMBER: 19-15-SSP
RFP TITLE: MOFFITT MCKINLEY CENTER
OR #5 RENOVATION
VENDOR NAME and MAILING ADDRESS: INTENT TO BID:
Yes ______________
No _______________
(If unable to bid, indicate reason below)
TELEPHONE NUMBER
FACSIMILE NUMBER
VENDOR’S AUTHORIZED CONTACT FOR RFP
NAME
E-MAIL
Please let us know how you heard about this RFP:
__ Notified by Purchasing
__ Community or MWBE Organization
__ Monitoring Moffitt Website
___ Advertisement
___ Other:
SUPPLIER DIVERSITY INFORMATION
Is your firm a certified “Minority, Women-Owned, Veteran, Service Disabled Veteran-Owned Business Enterprise”
defined as a business concern engaged in commercial transactions and is a least fifty-one (51%) percent minority,
woman, veteran, service-disabled veteran-owned, and whose management and daily operations are controlled by such
persons?
Yes ________________________ No ____________________
If your firm is certified as a “Minority, Woman, Veteran, or Service Disabled Veteran-Owned Business Enterprise,” you
must provide a current copy of your certificate with this form, and provide the name of the certifying entity and
certification dates below:
Name of Certifying Entity ______________________________
Certification Date Begins _______________ ______________ Ends _____________________________
I certify that this response is made without prior understanding, agreement, or connection with any corporation, firm, or person submitting a response
for the same materials, supplies or equipment, and is in all respects fair and without collusion or fraud. I agree to abide by all conditions of this
response and certify that I am authorized to sign this response for the vendor and that the vendor is in compliance with all requirements of the Request
for Qualifications.
__________________________________________________________ ________________________________________________
Signature Printed Name and Date
6. SUPPLIER DIVERSITY UTILIZATION AND SUBCONTRACTING PLAN
REQUIREMENT
Moffitt Cancer Center recognizes the importance of supplier diversity in all aspects of our business and
procurement practices and actively encourages the development, utilization and economic growth of
certified Minority, Women, Veteran and Service Disabled Veteran-owned Business Enterprise
(MBE/WBE/VBE/SDVBE). Central to this initiative is the inclusion and participation of a diverse group of
vendors doing business with Moffitt Cancer Center and as such, Moffitt encourages the participation of
certified MBE/WBE/VBE/SDVBEs in its procurement process both at the prime vendor level as well as at
the subcontractor level of its prime contracts. Moffitt Cancer Center is committed to a comprehensive
Supplier Diversity Program that ensures maximum opportunities exist for such diverse businesses
RFP responses should include bidder’s ability to provide fifteen percent (15%) spend with certified
Minority, Women, Veteran and Service Disabled Veteran-owned Business Enterprises
(“MBE/WBE/VBE/SDVBE”) related to the specific commodity or services identified in the proposal. Moffitt
Cancer Center is an equal opportunity corporation, and, as such, strongly encourages the lawful use of
certified MBE/WBE/VBE/SDVBEs in the provision of services by providing a fair and equal opportunity to
compete for, or for participation in, providing services. Moffitt Cancer Center believes in equal opportunity
practices which conform to both the spirit and the letter of all laws against discrimination, and is
committed to non-discrimination because of race, creed, color, sex, age, national origin, or religion. To be
considered for inclusion the potential bidder commits to MBE/WBE/VBE/SDVBEs Participation.
The successful bidder shall endeavor to provide fifteen percent (15%) spend with certified
MBE/WBE/VBE/SDVBEs related to the specific commodity or services identified in the proposal. A
certification letter from any of the following agencies will be required of any bidder and/or identified
subcontractor claiming MBE/WBE/VBE/SDVBE status at the time of the RFP response.
Moffitt accepts all Local, State and Federal Government agencies MBE/WBE certifications, including the
following:
• City of Tampa
• Hillsborough County
• State of Florida
• Small Business Administration (SBA) 8A Program Certification
Other MBE/WBE certifications accepted include:
• Florida State Minority Supplier Development Council (FSMSDC)
• National Minority Supplier Development Council (NMSDC) & regional affiliates
• Women’s Business Enterprise National Council (WBENC)
• National Women Business Owners Corporation (NWBOC)
Veteran & Service Disabled Veteran (VBE/SDVBE) Certification/Verification accepted:
• Department of Veterans Affairs
• State of Florida Office of Supplier Diversity
Please respond to the section below:
Supplier Diversity Utilization and Subcontracting Plan Requirement: Moffitt Cancer Center
recognizes the importance of supplier diversity in all aspects of our business and procurement practices
and actively encourages the development, utilization and economic growth of certified Minority, Women,
Veteran and Service Disabled Veteran-owned Business Enterprises (MBE/WBE/VBE/SDVBEs). Central
to this initiative is the inclusion and participation of a diverse group of vendors doing business with Moffitt
Cancer Center and as such, Moffitt encourages the participation of certified MBE/WBE/VBE/SDVBEs
in its procurement process both at the prime vendor level as well as at the subcontractor level of its prime
contracts. Moffitt Cancer Center is committed to a comprehensive Supplier Diversity Program that
ensures maximum opportunities exist for such diverse businesses.
Supplier Diversity Utilization and Subcontracting Plan - Vendors responding to this solicitation are
required to submit a Supplier Diversity Utilization and Subcontracting Plan for diverse supplier opportunity
and participation of certified MBE/WBE/VBE/SDVBEs with their proposal. The Supplier Diversity
Utilization and Subcontracting Plan submitted must include the following:
7. • Provide Supplier Diversity Utilization and Subcontracting Plan and Description of your Supplier
Diversity Program.
Supplier Diversity Utilization and Subcontracting Plan and Description of your Supplier Diversity
Program submitted: ___Yes ___No
• What percentage of spend with certified MBE/WBE/VBE/SDVBEs is projected for the specific
commodity or service outlined in this Request for Proposal (RFP): ___________________ (%).
• Outline the plan for achieving 1
st
tier spend with certified MBE/WBE/VBE/SDVBEs and identify
the percentage of spend: ___________________ (%).
• Outline the plan for achieving 2
nd
tier spend with certified MBE/WBE/VBE/SDVBEs and identify
the percentage of spend: ___________________ (%).
• A list of the certified MBE/WBE/VBE/SDVBEs that will be utilized as 2
nd
tier subcontract(s)
Listing Provided: __________Yes __________No
** Note: Your RFP submittal must include your response that addresses the Supplier Diversity
Utilization and Subcontracting Plan outlined above.
Reports - The successful bidder will be required to provide monthly Subcontract Expenditure Reports to
Moffitt Cancer Center identifying certified MBE/WBE/VBE/SDVBE participation that lists total payments
made to subcontractor(s) until 100% completion/delivery of the specific commodity or services outlined in
this RFP finalized. The report shall include the names, addresses, type of service or commodity
provided, dollar amount paid, payment date, FEID #, name of certification entity, business classification,
and copy of vendor certification for each vendor identified in the report. All Subcontractor Expenditure
reports are also required to be turned in with all pay applications/invoices and a copy sent to Desiree
Hanson, Manager, Supplier Diversity Program via email Desiree.Hanson@moffitt.org.
• Vendor agrees to provide monthly Subcontract Expenditure Reports with submittal of every pay
application/invoice: __________YES __________NO
Exhibit A: Project Floor Plan
(Floor Plan attached)
Exhibit B: General Conditions / General Requirements
(General Condition Chart attached)
Exhibit C.1: Design Fees
(Fee calculation chart attached)
Exhibit C.2: Construction Management Fees
(Fee calculation chart attached)
8. Exhibit C.1: Design Fees
(Fee calculation chart attached)
Please note the following as it relates to the fees:
§ The fees presented by the architectural firm SHALL include base structural and MEP
engineering fees.
§ Mark-up of MEP fees by the Architect or any of the firm’s consultants is not acceptable.
§ The hospital reserves the right to competitively bid any consultants such as, but not limited to,
food service, equipment planners, interior design, landscape architect, data and
communications, technology, signage, etc.
§ Scope designed by other consultants and added to the GMP for the convenience of contracting
will not increase the architectural consultant’s fee.
§ Architectural consultant will be expected to coordinate all design-related consultant information
whether directly contracted to the architect or not.
§ Architectural fees based on an estimated percentage of construction will be adjusted if the GMP
is adjusted after final construction documents and buy-out. All adjustments to fee after final
construction documents and buy-out will be based on separate proposals for additional scope.
§ Please fill out the fee form attached for the project.
Reimbursable Expenses
Reimbursable Expenses shall consist of reasonable expenditures made by the Architect and the
Architect’s employees and engineering consultants in the interest of the Project for the following
expenses:
• Mark-ups of reimbursable expenses by any firm and their consultants will not be accepted.
• Transportation in connection with the Project; living expenses in connection with out-of-town travel
and long-distance communications (provided, however, trips which the Architect and the Architect’s
consultants make to each other’s offices to coordinate the Design Services are included in the Basic
Services). First class transportation and accommodations will not be accepted.
• Reproductions, postage and handling of drawings, specifications and other documents handled by
the Architect for use by others.
• Marketing and collateral materials requested by the Owner, which are pre-approved in writing by the
Owner.
• Other related expenses as mutually agreed to in writing between the Owner and the Architect.
9. Exhibit C.2: Construction Management Fees
(Fee calculation chart attached)
Please note the following as it relates to the fees:
§ The hospital reserves the right to competitively bid any portion of the work such as, but not
limited to food service equipment, structured cable, nurse call, landscape architect,
signage, etc. The Construction Manager will be expected to coordinate and monitor
Owner’s contractors and vendors.
§ GC’s will be reviewed on a monthly cost basis and revised based on the final schedule
developed by the team.
I. CM/GC Fee
Provide a Fee Percentage for CM/GC Services during the Project Construction Phase. During
the Construction Phase, the CM/GC shall manage the construction, provide and pay for all
materials, tools, equipment, labor, professional and non-professional services, and shall
perform all other acts and supply all other items necessary to fully and properly perform and
complete the work as required by the contract documents. The CM/GC shall be responsible
for performing work defined in the contract documents as well as those services defined in
“CM/GC Scope of Services” of this RFP and other services as may be contractually agreed
upon between the CM/GC and the Owner. All other work will be competitively bid and
awarded by the CM/GC.
II. General Conditions Fee
Provide an Estimated Sum for the Project’s General Conditions fee. This fee is to include
Direct Personal Expenses of on-site CM/GC staff, and reimbursable expenses.
Fee Proposals Shall Read as Follows:
a) Fixed Fee for Pre-Construction Services: $__________________________
Proposed Hours Allocated per Month __________________ hours
Unit Hourly Rates for Contract Extension: $__________________ per hour
b) Fee Percentage for CM/GC Services: __________________________ %
c) Estimated Sum for General Conditions per Month: $__________________________
III. Change Orders
Provide proposed change order pricing format.
Provide all proposed labor and labor burden cost, material cost, rental equipment rates
Identify all markup fees to be included in the Proposed Change (Note that any fee or mark-up
for Change Orders not agreed to prior to the execution of the contract will not be accepted
later)
10. IV. Additional Information
§ Fee is the Construction fee. Embedded fees on labor and labor burden, insurance, tool and
equipment rental, materials and subcontract will not be accepted.
§ Provide a detailed breakdown of other proposed reimbursable expenses.
§ Provide a list of personnel that will be assigned to the project site. Provide a complete
breakdown of all reimbursable and non-reimbursable personnel proposed for this
assignment.
§ If Construction Manager proposes to complete self-performed work, Construction Manager
will be required to provide detailed sub-estimate of the proposed scope.
§ Identify and list the current percentages to be added to the direct labor costs to cover all
taxes, insurance and other employee benefits.
§ The Construction Manager will be required to bid/negotiate all subcontractor’s labor rates
and burdens, equipment rate, fees and mark-ups for Owner Representative/Project
Manager approval prior to issuing any notice to proceed/subcontracts. Any rates, mark-up or
fee that is not previously approved will not be accepted by the Owner and will be between
the Construction Manager and their subcontractor to work out.
§ Provide a schedule of rental rates proposed for Construction Manager or Construction
Manager’s subsidiary owned equipment which may be used for, and charged to, the Project.
Indicate how small tools or other similar costs are determined and are proposed to be billed
to the Project. The net rental cost to the project of any tool or equipment will not exceed
150% of the purchase price of the tool or equipment. All expended tools/equipment will be
provided to the Owner for inspection. Maintenance cost is not included in rental cost.
§ All insurance and bonding rates will be backed up by original insurance quotations on
original insurance company letterhead.
V. Other Information
§ List services which are included in the pre-construction phase of the project and preparation
of a GMP. Include examples and methods used to prepare schematic, design development,
and detailed cost estimates, value engineering system analysis, material options, methods
of construction, detailed project scheduling / phasing, local codes analysis and plan /
specification review.
§ List services and methods used during the construction phase of the project which provide
organization and continuity between owner, architect, Construction Manager, and regulatory
agencies. Include information on bidding practices, meetings, communications, construction
administration, scheduling, reporting, and safety.
§ Discuss previous experiences related to the integration of local labor forces and
subcontractors, and your goals regarding this project.
§ Provide a schedule of current bond premium rates. Include your current total bonding
capacity and current available capacity. Also, identify your current bonding company
representative.
§ List all pending or past legal action (lawsuits, claims or liens) or arbitration proceedings your
firm and your Contact Office has been involved with during the past three (3) years involving
an Owner or Architect.
§ Although financial statements are not required to be submitted with the Proposal, the firms
selected for further consideration will be required to furnish their latest audited financial
statement and a Dunn and Bradstreet Report.
§ Discuss in detail your firm’s cost estimating and value engineering approach and resources
you utilize both in house and outside to provide MEP systems estimating and critical MEP
value engineering on new construction during pre-construction and construction.
§ Describe how your firm has incorporated unique and innovative construction techniques or
construction management tools to enhance overall project delivery and quality.
§ Describe the contingencies you typically anticipate on a project of this scope. Describe the
11. typical percentage (%) range of each contingency. Describe in detail, who controls these
contingencies, what and how they are typically utilized and who approves their utilization.
§ Describe your previous involvement with OCIPs and CCIPs programs on projects of this
scope. How well have they worked and are they cost effective? Describe the Pros and Cons
of these programs from an Owner’s perspective.
§ Please outline your firm’s Safety Record and Safety Programs. Discuss the importance of
your firm’s commitment to safety. Provide an outline of your firm’s written Safety Program.
§ Provide an outline of your firms written Mold Prevention Program.
§ Provide a copy of General Contractors General Liability Loss Runs for the past five years
that show total claim values (paid + reserves) for all open and closed claims.