C1DA--VISN 6 Master Planning Request for SF 330s - SDVOSB Set-Aside

expired opportunity(Expired)
From: Federal Government(Federal)
36C24620Q0612

Basic Details

started - 22 Jun, 2020 (about 3 years ago)

Start Date

22 Jun, 2020 (about 3 years ago)
due - 13 Jul, 2020 (about 3 years ago)

Due Date

13 Jul, 2020 (about 3 years ago)
Bid Notification

Type

Bid Notification
36C24620Q0612

Identifier

36C24620Q0612
VETERANS AFFAIRS, DEPARTMENT OF

Customer / Agency

VETERANS AFFAIRS, DEPARTMENT OF (102078)VETERANS AFFAIRS, DEPARTMENT OF (102078)246-NETWORK CONTRACTING OFFICE 6 (36C246) (4346)
[object Object]

SetAside

SDVOSBC(Service-Disabled Veteran-Owned Small Business (SDVOSB) Set-Aside (FAR 19.14))

Attachments (3)

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The purpose of this posting is to address RFI’s received. Please see below for RFI’s and responses.Question: Does this scope of work include creating accurate as-built documentation for all facilities? Has the VA completed some previous effort to compile, update and verify accuracy of this information to be given to the design team at the start of the Master Planning effort or should the AE plan to create the as-built documentation as a part of this effort through a combination of gathering/reviewing existing documentation, on site field verification, potentially laser scanning and then creating accurate base drawings?Response: This question refers to the following requirement under "deliverables":• Topographical and site utility drawings for each VAMC campus (HCCs, CBOCs and other leased/utilized spaces are not required).The contractor must provide topographical and site utility drawings for the 7 "main" VA campuses (Asheville, Durham, Fayetteville, Hampton, Richmond, Salem,
Salisbury).The contractor shall plan to create the as-built documentation as a part of this effort through a combination of existing documentation AND site field verification.Question: Governmental Principles (page 10 of 16); is the scope to include conducting make-buy analysis for each SPC/clinical function? Or more simply, to identify initiatives that may require a make-buy analysis?Response: Question refers to the following SOW statement:• Governmental Principals - Assess strengths and weaknesses, identify VA "legacy" items that cannot or should not be provided outside of VA, identify Care in the Community (CITC) opportunities (make or buy analysis for each SPC/clinical function in the clinical inventory for the site/market)The Contractor shall identify Care in the Community (CITC) opportunities to include a make or buy analysis for each SPC/clinical function in the clinical inventory for the site/market. Where available, use the already conducted make/buy analysis available from the Market Assessments. Also, while cost comparisons are significant to the decision-making process, additional factors are equally significant such as Wait Times, Drive Times, and Quality Indicators.Question: Layout (page 10 of 16); in order to perform a functional analysis of space utilization for each department/service, will site visits and tours of each medical center and leased site be required? Or will this be limited to tours of key departments/services with identified gaps during Visit 2 (page 12 of 16, paragraph B.1.c)?Response: Question refers to the following SOW statement:• Layout –Evaluate layout and perform functional analysis of space utilization for each department/service. Use latest Reduce the Footprint space requirements and VA Space Planning Criteria as baseline for requirements.The contractor shall evaluate layout and perform functional analysis of space utilization for each department/service through a combination of drawing reviews, site walkthroughs and questions to the station Engineering office.This request for A-E firm qualifications packages is 100% set-aside for Service-Disabled Veteran Owned Small Business (SDVOSB) concerns under VAAR 852.219- 10, VA Notice of Total Service-Disabled Veteran-Owned Small Business Set-Aside/ VA NOTICE OF TOTAL SERVICE-DISABLED VETERAN-OWNED SMALL BUSINESS SET-ASIDE (JUL 2019) (DEVIATION). THIS IS NOT A REQUEST FOR PROPOSAL. THIS IS A REQUEST FOR SF 330'S ARCHITECT/ENGINEER QUALIFICATION PACKAGES ONLY. ALL INFORMATION NEEDED TO SUBMIT SF 330 DOCUMENTS IS CONTAINED HEREIN. NO SOLICITATION PACKAGE, TECHNICAL INFORMATION, OR BIDDER/PLAN HOLDER LIST WILL BE ISSUED. THERE WILL BE NO SITE VISITS ARRANGED DURING THIS PHASE OF THE REQUIREMENT. PUBLIC ANNOUNCEMENT FOR PROCUREMENT OF ARCHITECT-ENGINEERING (A/E) SERVICES: This is a request for Standard Form 330, Architect-Engineer Qualifications only. A-E Services are being procured in accordance with the Selection of Architects and Engineers Statute (Public Law 92-582), formerly known as the Brooks Act, and implemented in Federal Acquisition Regulation (FAR) subpart 36.6. All submissions will be evaluated in accordance with the below selection criteria. The Government will not pay, nor reimburse, any costs associated with responding to this request. The Government is under no obligation to award a contract as a result of this announcement. Firms will be selected based on demonstrated competence and qualifications for the required work. Any resulting award for the proposed A/E services will be procured under a negotiated Firm-Fixed Price contract. GENERAL INFORMATION: The Department of Veterans Affairs is seeking sources and intends to award a firm fixed-price contract for Architect/Engineering (A/E) firm to provide the following for Project V06-18-101, VISN 6 Master Planning . See Scope of Work below for additional details. The A/E Services listed herein is being procured in accordance with the Federal Acquisition Regulation (FAR) 36.6 and VAAR 836.6. Potential contractors must be registered in SAM (www.sam.gov) and visible/certified in Vet Biz (https://www.vip.vetbiz.va.gov) at time of submission of their qualifications in order to be considered for an award. As a prospective offeror or bidder for this Service-Disabled Veteran-Owned Small Business (SDVOSB) set aside, you are verifying your company meets the status requirements of a SDVOSB concern as established by VAAR 852.219-10. NOTE - Offerors are referred to 852.219-10 (d)(1) Services. In the case of a contract for services (except construction), it will not pay more than 50% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs. In order to assure compliance with this clause, all firms submitting a SF330 for this Sources Sought Notice are required to indicate what percentage of the cost of contract performance will be expended by the concerns employees and in which discipline(s) and percentage of cost of contract performance to be expended (and in what disciplines) by any other subcontracted or otherwise used small or large business entity(s). Any subcontracted or otherwise business entity(s) used must be identified by name, office location and size/type of business (i.e. SDVOSB, VOSB, 8(a), large, etc.). All submissions will be evaluated in accordance with the evaluation selection criteria as specified herein. Point of Contact: Jamie Sullivan, Contracting Officer, Email: jamie.sullivan4@va.gov PROJECT INFORMATION: Project # V06-18-101, VISN 6 Master Planning The NAICS Code for this acquisition is 541310, Architectural Services and the applicable Small Business Size Standard is $8 million annual revenue. During performance, the selected A/E firm will be required to attend meetings in person, on site. The duration of the project is currently estimated at 550 calendar days from the issuance of the Notice to Proceed. A/E SELECTION PROCESS: The agency has convened an evaluation board for the evaluation of responses to this notice. Responses will be evaluated in accordance with the Selection of Architects and Engineers Statute (Public Law 92-582), formerly known as the Brooks Act, and implemented in Federal Acquisition Regulation (FAR) 36.6. Specifically, SF 330 submissions will be evaluated to identify the most highly qualified firms, using the selection criteria identified below. Discussions will be held with at least three (3) of the most highly qualified firms. Interviews may be conducted. The processes at FAR 36.602-4 and FAR 36.606 will then be followed. Selected firms will be notified by telephone or email of selection and provided further instructions. Evaluating past performance and experience may include information provided by the firm, customer inquiries, Government databases, and publicly available sources. Failure to provide requested data, accessible points of contact or valid phone numbers could result in a firm being considered less qualified. All projects provided in the SF330 must be completed by the office/branch/individual team member actually performing the work under this contract. SELECTION CRITERIA: The Department of Veterans Affairs shall evaluate each potential contractor in terms of the following as M firm meeting the synopsized selection criterion and "NM" means that the firm did not meet the synopsized selection criterion. Evaluation and selection of firms will be based on submissions and direct responses to the following criteria: Evaluation Criteria listed by relative order of importance CRITERIA 1: Professional qualifications necessary for satisfactory performance of required services; Key personnel shall, at a minimum, include the project managers and designers of record who would be assigned to perform the work. (See SF330 Part I Sections E, F and G, but not excluding other information provided on the SF330 and supporting documentation.) CRITERIA 2: Specialized experience and technical competence in the type of work required; specifically, the successful firm shall demonstrate experience in utilizing actuarial data and statistical projections to plan for future states in local and regional healthcare facilities. Such planning should include population and programmatic-level projections as well as the buildings and structures necessary to support such changes. (See SF330 Part I Sections E, F and G, but not excluding other information provided on the SF330 and supporting documentation.) CRITERIA 3: Past performance on contracts with Government agencies and private industry in terms of cost control, quality of work, and compliance with performance schedules (three (3) references required); Respond as follows, as an addendum to the SF330: Submit no less than three (3) and no more than five (5) past performance references for recent and relevant projects identified on SF330 Part I Section F. Any of the following evaluations are acceptable: (a.) A-E Contractor Appraisal Support System (ACASS), (b.) Contractor Performance Assessment Report System (CPARS), or (c.) Past Performance Questionnaire (PPQ) evaluation. The required PPQ template is provided as an attachment to this announcement. A-Es should follow-up with references to ensure timely submittal of PPQ s, if used. Completed PPQs shall be submitted ONLY by the company/agency providing the reference, directly to the Contracting Officer, prior to the due date. If a completed ACASS/CPARS evaluation is available, it shall be submitted with the completed SF330 package, in lieu of completing the Past Performance Questionnaire (PPQ). Project Recency: A project will be considered recent only if performance was completed within five (5) years of the date of issuance of this public announcement. Ongoing projects will not be considered as no accurate performance record can exist for work not yet completed. Project Relevance: The past performance references must be similar in scope to the design project described in the attached Statement of Work. CRITERIA 4: Specific experience and qualifications of personnel proposed for assignment to the project and their record of working together as a team. (See SF330 Part I Section G, but not excluding other information provided on the SF330 and supporting documentation.) CRITERIA 5: Capacity to accomplish the work in the required time; Respond as follows, as an addendum to the SF330: Provide a list of current projects with a design fee of greater than $20,000 currently being designed in the firms office. Indicate the availability of the proposed project team (including sub-consultants) for the specified contract performance period in terms of: (1.) both the average and maximum number of projects being worked simultaneously for the previous twelve (12) month period, for each key personnel member, (2.) the number of projects currently being worked by each key personnel member identified in the SF330, and (3.) the number of projects that could be added to workload, given size and complexity; CRITERIA 6: Reputation and standing of the firm and its principal officials with respect to professional performance, general management, and cooperativeness. (See SF330 Part I Sections E, F and G, but not excluding other information provided on the SF330 and supporting documentation, or otherwise identified in Federal and/or State Government databases.) CRITERIA 7: Record of significant claims against the firm because of improper or incomplete architectural and engineering services. Past performance will be evaluated on recent and relevant contracts with government agencies (emphasis on VA work) and private industry in terms of cost control, quality of work, compliance with performance schedules and a record of significant claims against the firm due to improper or incomplete engineering services (references required). Submission Requirements: i. Submit a minimal of three (3) references; any of the following evaluations are acceptable: a. Contractor Performance Assessment Report System (CPARS), or b. Past Performance Questionnaire (PPQ) evaluation for each project submitted. ii. If a completed CPARS evaluation is available, it shall be submitted with the completed SF330 package. If there is not a completed CPARS evaluation, the PPQ included with this notice is provided for the Offeror or its team members to submit for each project included in criterion (2). If a PPQ is submitted, but an official CPARS evaluation is found for that project in government databases, the official evaluation will take precedence. If a CPARS evaluation is not available, ensure correct phone numbers and email addresses are provided for each contract customer/reference. Completed PPQs should be submitted with your SF330. If the A-E is unable to obtain a completed PPQ from a contract customer/reference for a project before the response date set forth in this notice, the A-E should complete and submit with their response the first page of the PPQ (Attachment #1), including contract and point of contact information for the respective projects. iii. A-Es should follow-up with references to ensure timely submittal of questionnaires. Questionnaires shall be submitted directly to the Governments point of contact, Jamie Sullivan, Contracting Officer, via email at jamie.sullivan4@va.gov, prior to the response date. A-Es shall not incorporate by references into their response CPARS or PPQ evaluations previously submitted in response to other A-E services procurements. However, this does not preclude the Government from utilizing previously submitted PPQ information in the past performance evaluation. Submitted CPARS and PPQ evaluations will not be counted as part of the 50-page limitation and shall be attached to the SF330, behind the SF330 Part II document NOTE: Recent is defined as performance occurring within 5 years of the date of this notice, except that ongoing projects must have begun no less than one (1) year prior to the issuance of this notice. Relevancy is defined as performance of work on projects that are similar in scope to the types of projects anticipated under the resultant contracts. Respondents with no previous past performance shall state this when addressing the selection criteria. Where there is no record of past performance, the proposal will be evaluated neither favorably nor unfavorably. Superior performance ratings on relevant projects may be considered more favorably in the evaluation. Reputation and standing of the firm and its principal officials with respect to professional performance, general management, and cooperativeness. (Awards, Outstanding Merits, Recommendations) Record of significant claims against the firm because of improper or incomplete architectural and engineering services. PLEASE NOTE: The AE Evaluation Board must be provided with complete and accurate information for ALL seven (7) evaluation factors above as qualified and eligible firms. Therefore, the AE firm must expand upon, as it deems necessary, on any evaluation factor not well demonstrated or addressed with Part 1A to Part IG and Part II of the SF330. The AE firm shall use Part IH and/or use additional sheets to supplement/address all evaluation factors to clearly demonstrate its qualifications. RFI PERIOD: RFIs shall be submitted to the Contracting Officer, Jamie Sullivan, via email at jamie.sullivan4@va.gov by Friday, June 19, 2020 at 8:00 AM EST. All relevant questions will be addressed by amendment. LIMITATIONS 852.219-10 VA Notice of Total Service-Disabled Veteran-Owned Small Business Set-Aside. As prescribed in 819.7009, insert the following clause: VA NOTICE OF TOTAL SERVICE-DISABLED VETERAN-OWNED SMALL BUSINESS SET-ASIDE (JUL 2019) (DEVIATION) (a) Definition. For the Department of Veterans Affairs, Service-disabled Veteran-owned small business concern or SDVSOB: (1) Means a small business concern (i) Not less than 51 percent of which is owned by one or more service-disabled Veterans or, in the case of any publicly owned business, not less than 51 percent of the stock of which is owned by one or more service-disabled Veterans or eligible surviving spouses (see VAAR 802.201, Surviving Spouse definition); (ii) The management and daily business operations of which are controlled by one or more service-disabled Veterans (or eligible surviving spouses) or, in the case of a service-disabled Veteran with permanent and severe disability, the spouse or permanent caregiver of such Veteran; (iii) The business meets Federal small business size standards for the applicable North American Industry Classification System (NAICS) code identified in the solicitation document; (iv) The business has been verified for ownership and control pursuant to 38 CFR 74 and is so listed in the Vendor Information Pages database, (https://www.vip.vetbiz.va.gov); and (v) The business will comply with VAAR subpart 819.70 and Small Business Administration (SBA) regulations regarding small business size and government contracting programs at 13 CFR part 121 and 125, including the nonmanufacturer rule and limitations on subcontracting requirements in 13 CFR 121.406 and 125.6, provided that any reference therein to a service-disabled veteran-owned small business concern (SDVO SBC), is to be construed to apply to a VA verified and VIP-listed SDVOSB. The nonmanufacturer rule and the limitations on subcontracting apply to all SDVOSB and VOSB set-asides and sole source contracts. (2) Service-disabled Veteran means a Veteran, as defined in 38 U.S.C. 101(2), with a disability that is service-connected, as defined in 38 U.S.C. 101(16). (b) General. (1) Offers are solicited only from eligible service-disabled Veteran-owned small business concerns. Only VIP-listed service-disabled Veteran-owned small business concerns (SDVOSBs) may submit offers in response to this solicitation. Offers received from concerns that are not VIP-listed service-disabled Veteran-owned small business concerns shall not be considered. (2) Any award resulting from this solicitation shall be made to a VIP-listed service-disabled Veteran-owned small business concern that meets the size standard for the applicable NAICS code. (c) Representation. By submitting an offer, the prospective contractor represents that it is an eligible SDVOSB as defined in this clause, 38 CFR part 74, and VAAR subpart 819.70. Pursuant to 38 U.S.C. 8127(e), only VIP-listed SDVOSBs are considered eligible. Therefore, any reference in 13 CFR part 121 and 125 to a service-disabled Veteran-owned small business concern (SDVO SBC), is to be construed to apply to a VA verified and VIP-listed SDVOSB and only such concern(s) qualify as similarly situated. The offeror must also be eligible at the time of award. (d) Agreement. When awarded a contract (see FAR 2.101, Definitions), including orders under multiple-award contracts, or a subcontract, an SDVOSB agrees that in the performance of the contract, the SDVOSB shall comply with requirements in VAAR subpart 819.70 and SBA regulations on small business size and government contracting programs at 13 CFR part 121 and 125, including the nonmanufacturer rule and limitations on subcontracting requirements in 13 CFR part 121.406 and 125.6, provided that for purposes of the limitations on subcontracting, only VIP-listed SDVOSBs shall be considered eligible and/or similarly situated (i.e., a firm that has the same small business program status as the prime contractor). An independent contractor shall be considered a subcontractor. An otherwise eligible firm further agrees to the following: (1) Services. In the case of a contract for services (except construction), it will not pay more than 50% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs. (2) Supplies or products. (i) In the case of a contract for supplies or products (other than from a nonmanufacturer of such supplies), it will not pay more than 50% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs. (ii) In the case of a contract for supplies from a nonmanufacturer, it will supply the product of a domestic small business manufacturer or processor, unless a waiver is described in 13 CFR 121.406(b)(5) is granted. (3) General construction. In the case of a contract for general construction, it will not pay more than 85% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs. (4) Special trade contractors. In the case of a contract for special trade contractors, it will not pay more than 75% of the amount paid by the government to it to firms that are not VIP-listed SDVOSBs. (5) Subcontracting. Any work that a VIP-listed SDVOSB subcontractor further subcontracts will count towards the percent of subcontract amount that cannot be exceeded. For supply or construction contracts, cost of materials is excluded and not considered to be subcontracted. For mixed contracts and additional limitations, refer to 13 CFR 125.6. (e) Joint ventures. A joint venture may be considered an SDVOSB if the joint venture is listed in VIP and complies with the requirements in 13 CFR 125.18(b), provided that any reference therein to service-disabled Veteran-owned small business concern or SDVO SBC, is to be construed to mean a VIP-listed SDVOSB. A joint venture agrees that, in the performance of the contract, the applicable percentage specified in paragraph (d) of this clause will be performed by the aggregate of the joint venture participants. (f) Precedence. For any inconsistencies between the requirements of the SBA program for service-disabled Veteran-owned small business concerns and the VA Veterans First Contract Program, as defined in VAAR subpart 819.70 and this clause, the VA Veterans First Contracting Program requirements have precedence. SUBMISSION CRITERIA/REQUIREMENTS: Interested firms having the capabilities to perform this work must submit: ONE (1) ELECTRONIC SF 330, including Parts I and II, and attachments (if any) electronically to Jamie.Sullivan4@va.gov no later than 3:00 p.m. Eastern Standard Time on Monday, July 13, 2020. Interested firms are responsible for ensuring electronic delivery of submission by the time and the date specified. It is highly recommended interested firms confirm electronic submissions have been received by the Contracting Officer. All SF-330 submissions shall be clearly marked with the subject line displaying the SF-330 Submission: 36C24620Q0612 VISN 6 Master Planning. Size limits of e-mails are restricted to 10MB. If more than one email is sent, please number emails in Subjects as 1 of n . (Example: SF-330 Submission: 36C24620Q0612 VISN 6 Master Planning (1 of n, 2 of n, etc.). AND MAIL THREE (3) HARDCOPIES to be received no later than no later than 3:00 p.m. Eastern Standard Time on Friday, July 10, 2020. SF 330, including Parts I and II, and attachments to: Charles George VA Medical Center Attn: Robert J. Cornell (FMS, 138) 1100 Tunnel Road Asheville, NC 28805 All SF330 submissions shall be clearly indicated in subject line, displaying the procurement number and project title (abbreviated or shortened is okay). Interested firms are responsible for ensuring delivery of submission. All SF 330 submissions must include the following information either on the SF 330 or by accompanying document: 1) Cage Code 2) Dun & Bradstreet Number 3) Tax ID Number 4) The E-mail address and Phone number of the Primary Point of Contact 5) A copy of the firms VetBiz Registry 6) SF 330 MUST INDICATE THE PERCENTAGE of the contract performance cost that will be expended by the prime firm s employees and in which discipline(s) and subcontracted percentage of contract performance cost to be expended (and in what disciplines). Any subcontracted or otherwise business entity must be identified by name, office location and size/type of business (i.e. SDVOSB, VOSB, 8(a), large, etc.). This is in order to assure compliance with FAR Clause 52.219-14(b)(1) Limitations on Subcontracting. Failure to provide this information may deem the Firm as nonresponsive and preclude SF 330 submittal from being included further in the evaluation process. 7) References noted in Selection Criteria Each respondent must be able to demonstrate the ability to comply with FAR Clause 52.219-14, Limitations on Subcontracting. Electronic submittals received after the date and time specified will not be considered. Late proposal rules per FAR 15.208 will be followed for late submittals. Firms not providing the required information may not be considered. All information must be included in the SF330 submission package. It is the offeror s responsibility to check the Contract Opportunities website at: Beta.SAM.gov for any revisions to this announcement prior to submission of SF330s. VA MID-ATLANTIC HEALTHCARE NETWORK (VISN 6) CAPITAL MASTER PLAN SCOPE OF WORK (SOW) Abstract Scope of Work: Contractor is to develop a Facility Master Plan for the medical centers, including their leased properties, within the VA Mid-Atlantic Health Care Network (VISN 6) as outlined below. The Master Plan will cover a five thru ten-year planning time horizon. The facility master plan development is expected to be collaborative in nature, with the contractor developing an understanding of the VA wide organizational culture and priorities along with the VISN and local facility goals and priorities. Contractor will perform an overall analysis of the facility s mission and delivery of patient care, ancillary, diagnostic, research and support services. The contractor will identify key service lines, including interaction and adjacency of relevant programs, both internal and external to the facility. The contractor will analyze the allotment and configuration of existing space and acreage and recommend changes to meet the facility s strategic planning goals, including facilitation of both patient care and support operations. The contractor will identify specific capital initiatives such as construction projects and or leases required to implement these changes to include the development of a realistic timeline, order of magnitude cost estimates, and detailed description and scope of work. This analysis should be performed with the involvement of key VISN and facility staff. The contractor will analyze and integrate input and direction provided by facility and network level Strategic/Capital Asset Plans, medical center staff input, data on veteran population, workload demand and projection forecasts located in the VA s Pyramid website, Veterans Support Service Center (VSSC) Space Calculations, FCA, and site-specific community and stakeholder issues. V. Master Plan Development Concepts: Gap Closure: Contractor will complete a new Master Plan for each identified site. The Contractor will ensure all strategic gaps are addressed/closed. Strategic gaps shall include but not be limited to those typically used by the VA when developing SCIP and include geographic access (drive time), condition, space, utilization, wait times, inpatient privacy, parking, SPD functionality, OR functionality, safety and security, IT initiatives, Emergency Preparedness. In addition, the contractor shall include any facility specific goals and initiatives. Physical Space: Lease evaluation Each facility utilizes leases or service agreements to meet access, space, utilization and wait time gaps. Contractor shall review locations and sizes to determine if appropriate for each parent facility to meet the current and projected workload demand and space gaps based on the CAI space inventory, VSSC Space Calculator and SCIP projected gaps. Review facilities for any non CBOC lease opportunities and evaluate feasibility of each consolidation. Incorporation of any lease initiative must be concurred by POC and VISN prior to including in Master Plan. Departmental Space Analyze and compare existing departmental space configuration and capacity with needed future departmental space allocations based on VSSC Space Calculator and Strategic Planning Categories. Analyze the impact of any in progress projects including approved but not started construction and demolition on space needs. Layout Evaluate layout and perform functional analysis of space utilization for each department/service. Use latest Reduce the Footprint space requirements and VA Space Planning Criteria as baseline for requirements. Adjacencies - The contractor will determine the functionality and efficiency of existing space (functional adjacencies) to ensure ease of access, patient flow and continuity of care. Overall Space Initiatives for the master plan will be developed based on Space Calculator. This space program is 100% workload driven with no other inputs. The Space Calculator departments include multiple services that may need contractor work on further breakdown of space with facility support in gathering data. The Master plan should create initiatives to close out all space gaps. After the initiatives are defined and accepted by the facility. The facility will then define their top 7 initiatives. The contractor will develop more detailed space program using the VA-Space & Equipment Planning System (SEPS). The facility will provide all necessary inputs for contractor to develop the draft space plan through an automated program. Contractor will review with impacted services and make modifications for final space program. Modifications require VISN 6 CAM Office approval. Analyze - Assess condition/economic feasibility of existing space (age, condition, architectural constraints that might make replacement via lease or new construction more cost effective than renovation) Operational/Management Initiatives Governmental Principals - Assess strengths and weaknesses, identify VA legacy items that cannot or should not be provided outside of VA, identify Care in the Community (CITC) opportunities (make or buy analysis for each SPC/clinical function in the clinical inventory for the site/market) Non- Capital Opportunities - Determine opportunities resulting from staffing efficiency, creation of regional centers of excellence, extended hours of operation, Telehealth, Telework, etc. Adjustments to gaps should be made for non-capital inputs. Cost Analysis - Perform make vs. buy cost comparisons for the preferred capital option. Sharing Resources (Internally) - Review all facilities for sharing opportunities within each facility or with other VISN 6 facilities. Sharing opportunities shall be for improved operations, improved efficiencies or improved cost savings with minimal impact to operations. A minimum of 10 opportunities across the VISN is required. Each shall show a scoring methodology including likely buy-in of key stakeholders, likely success/associated risk, implementation cost and time frames. Sharing Resources (Externally) - Review each initiative to determine if any are potential candidates for joint ventures with other government agencies. Consult with facility POC and if concurrence is reached on any identified initiative, contact other agency. Provide a point of contact and a brief narrative and a ranking of the likelihood they would proceed with the joint venture based on discussion. Compliance issues Contractor must be aware of VA project compliance rules and ensure identified initiatives help maintain compliance. For example, phased initiatives are required to be stand-alone projects and not dependent on other phases to be operational. Facility Master Plan Initiatives Overall - Develop a capital strategic plan (list of specific clinical/programmatic initiatives) to meet the site-specific demand for each site (includes non-capital, NRM, minor, CSI, major, leases, sharing agreements, EU proposals etc.). The contractor will develop campus Site Development Drawings and building level stacking plans along with Gantt Chart or other developed list of proposed initiatives that clearly demonstrates time frames and alternative paths. Addressing Gaps SCIP Gaps - All identified initiatives shall describe their impact to SCIP gaps. When bringing pre-defined gaps to zero, adjustments to gaps can be made, but must be separated into two categories, capital and non- capital. Detailed description and justifications must be provided for each adjustment. Non SCIP Gaps - All identified initiatives should describe their impact to resolving gaps associated with meeting the Physical Security Design Manual and other facility identified gap. FCA - Assess and identify infrastructure related initiatives that will be required to maintain condition of site and structures for the planning horizon (roofs, equipment, roads, parking, electrical and mech. Systems etc.) Primarily, the contractor will review each parent facility s condition through evaluation of the most current Facility Condition Assessment and incorporate correction of the D and F deficiencies into the planned capital improvements. Add initiatives within the master plan time cycle for all projected future D s and F s based on equipment life expectancy (for example, if an AHU is currently graded as C, but will be significantly beyond its life expectancy within the master plan time lines, it is reasonable to assume the C will become a D or F within the Master Plan cycle). Distinguish initiatives addressing assumptions from other initiatives by color coding or other means. Emergency Preparedness - Assess and identify infrastructure related initiatives necessary for an Emergency Preparedness Sustainment Plan based on The Joint Commission (TJC) standards and VA regulations. Phasing/Dominos - Identify predecessor/successor relationships for all initiatives in the master plan. Project efficiencies - Review each initiative for potential combining. Discuss pros and cons of project combining with VISN COTR and facility POC prior to completing this task. Discuss other potential strategic project concepts such as when to phase projects and when not to at same meeting. Strategy should be based on Construction Program Requirements (for example, every project must be standalone), dollar thresholds and ease of implementing/managing the projects. Timeline - Develop a timeline for each initiative in the master plan to balance budget reality with priority needs. Contractor needs full understanding of award timelines for various initiatives to be able to create a realistic timeline. Cost - Develop ROM cost estimates for each capital initiatives in the master plan Options - Often, capital needs can be met through different capital programs within the VA. Obtaining approved projects within the various programs can often be difficult and therefore drives the need to create options for executing capital plans. Therefore, the contractor will provide a preferred and at least one other feasible alternative planning option to address the needs identified incorporating various strategies such as lease versus purchase and phased Minor and CSI initiatives versus Major Construction projects. Infrastructure Portfolio Management Manage vacant underutilized space that currently exists or will exist in the future as a result of workload projected for each site. Underutilized space shall show an initiative to improve utilization. VI. Master Plan Development Process To accomplish the scope of work, the Contractor is expected to meet a minimum of four times with key leaders at each of the Medical Centers along with VISN CAM and Planning staff. Contractor preferred deviations to this approach shall be approved by VISN CAM before any deviation takes place. VISIT 1: The first meeting will be a kick-off meeting for review of information/material gathering, knowledge transfer, guideline establishment, objective identification, schedule review, constraint discussion and format review Prior to the first site visit, the VA will provide the contactor with the following: Any planned new programs for the parent facility not in the current clinical inventory. List of all existing and planned leases (new and expansion) for the parent facility. A summary of the projected workload for each Strategic Planning Category (SPC). This will be provided in an excel format comparing the baseline year, the projection year, and the % change from the baseline year for each SPC. A draft space projection for the facility. The space projections will be by Department (DGSF) and will be predicated on the official workload projections for each department (SPC). The space projections will also provide you with an estimate for your total facility space needs The VA will provide a space comparison (space gap analysis) that will compare the projected space needed for each department with the actual space existing for each department Latest SCIP submission VISIT 2: Prior to the second site visit, the contractor will complete an analysis of the VA information and provide VA with the following: Overview of space gaps by department based on space calculator and list of planned requested information to be provided by facility to break space categories down to further levels. A list of identified program offices/departments at each facility with which they wish to conduct a tour of the service and a face to face interview during the site visit. The list shall include proposed meeting times, but the Facility POC will alter as needed to minimize patient care interruptions. The contractor will coordinate with the local facility planner/site visit lead the agenda as well as the logistics for the site visit including but not limited to the schedule for the physical walk through; the schedule for face to face interviews with program offices at each facility, and the schedule for the entrance and exit meetings with your facility management. All of the above materials, including the agenda, should be provided to the medical centers and shared with appropriate content experts at the facility at least 4 weeks in advance of the second site visit. Approximately 1 week in advance of the scheduled site visit the contractor will coordinate with the site visit lead a conference call to go over the agenda and previously referenced data and any other issues that need to be addressed prior to the site visit. Prior to the second meeting the VA will: Provide electronic and one hard copy of the most recent updated space drawings available by building that show the department boundaries and the existing space (sf) assigned to each department on each floor. If information is not available electronically, manual drawings will be developed and provided. Update the list of identified programs with schedule times and any additional services. In the second meeting, the contractor will meet with the leadership group to review: VSSC/OCAMS workload data, VSSC/OCAMS reallocated workload models, current spatial allocations, functional/delivery parameters, future plans and VA intent for future facility development, use and allocation. Conduct walks through of space. They should evaluate aesthetics, functionality layout, adjacencies and visible code issues. At end of each walk thru, consultant will have a face-to-face meeting with each individual service to discuss workload prioritized department head concerns, needs and issues. Review current strategic and capital plans. Obtain historic and projected budget allocations for each of the VA s capital programs (note that current discussion of NRM and Minor threshold increases are being discussed). Following the meeting and prior to the third site visit, the contractor will: Draft options and block diagrams showing spatial arrangements in an effort to achieve consensus and focus on the options recommended by the contractor for further development. Develop written information for each change in service delivery and each space change describing backfill and move requirements, phasing, optimal locations for each change, and cost estimates (based on VA cost data) to support each project. Changes in service delivery or administrative services will be made considering historic and anticipated capital resources of the Medical Center. While Major Construction projects (currently for projects over $10,000,000 in new space) are to be considered, the likelihood of Major Projects getting approved is extremely small. Emphasis should be placed on station and VISN level NRM, CSI, Minor and leasing programs. An initial list of individual projects/leases to support any changes in spatial arrangements and for new or expanded off site locations of care will be developed not to exceed $25,000 station level, $10,000,000 NRM, and $10,000,000 Minor projects. Leases should be grouped and categorized as under $1,000,000 annual rent and greater than $1,000,000 annual rent. An initial list of NRM projects to correct FCA deficiencies. VISIT 3 and 4: The remaining two (third & fourth) meetings will take the form of a four-day session and will be conducted following the internal review of plans by VA Leaders. Follow up documentation will be discussed at these two meetings which will include a more developed and refined versions of the options developed in the second meeting and incorporating initial internal VA review. At each of these meetings, the options will be reviewed for further development and inclusion in the final report. In the first of these two meetings, a final report outline format will be chosen. Also, in the first of these two meetings, the contractor will provide a draft list of initiatives to close out gaps. After the initiatives are defined by contractor and accepted by the facility, the facility will select their top ten initiatives (these will be defined and provided back to consultant within two weeks of the 3rd meeting closeout). The contractor will continue developing a complete master plan for the fourth visit, but in addition, contractor will develop more detailed project description and space program using the VA-Space & Equipment Planning System (SEPS) for the top ten initiatives and a narrative providing scope of service involved in project and impact on gaps. The facility will provide all necessary inputs for contractor to develop the draft space plan through an automated program. Contractor will review with impacted services and make modifications for final space program. Teleconferences with impacted services will be required to finalize the space program and the narrative. Modifications require VISN 6 CAM Office approval. In the final meeting, the required Draft Facility Level Strategic Capital Master Plan Strategic Assessment and Service Delivery Improvement Plan will be delivered. Final Presentation: High level presentation of master plans is to be presented by consultant at the VISN Office. Target audiences are VISN personnel with vested interest in Master Plan but have not been a part of the development and Front Office staff from the facility. Schedule time for facilities to review final document and concur that all changes have been made prior to scheduling (2 weeks after submission of final documents). VII. Deliverable: The contractor shall provide detailed Facility Level Strategic Capital Master Plans for all identified facilities. The final Master Plan Report will comprise a written document with extensive charts and graphical material describing chronologically the identified facility needs related to program objectives, strategies, options considered, and a detailed development of the recommended options with cost estimates and an implementation plan. Plan to be reviewed with individual facility Master Plan Steering Group as a complete package prior to final presentation. The master plan will include an executive summary which summarizes the major workload and space gaps along with proposed capital projects to solve the identified gaps as well as the pros and cons of the preferred option by the VA. Other components of the final report will include: Topographical and site utility drawings for each VAMC campus (HCCs, CBOCs and other leased/utilized spaces are not required). Site Development Drawings that will illustrate existing buildings by categories (clinical essential, administrative, support, out leased, vacant, etc.) along with new and expanded space, disposals, and timeframes for execution. Existing and proposed stacking plans for each building. Existing and proposed Department space block plans for each building and floor. These drawings will include the complete spatial arrangement of services by building and floor identified by colorized service areas. The proposed drawings should also incorporate necessary moves, phasing and timeframes associated with the implementation of projects consistent with the service delivery options identified. Current space allocations per the Capital Asset Inventory compared to 5 and 10-year needs based on VA projections of workload and the VSSC Space Calculator. Logistical schedule of moves and temporary space requirements Listing of approved and planned projects by capital program category (Major, Minor, NRM, CSI, leasing, etc.) needed to accomplish the plan within projected funding allocation to include a cost analysis (construction cost assumptions and overall project costs). Each project will show impact on SCIP gaps. A detailed implementation timeline using MS Project Schedule (Gantt Chart) or equivalent shall be provided that will identify all capital and non-capital task, task duration, task schedule (timing of activation to meet projected demand), task phasing (successor/predecessor relationships). Gross cost distribution assumptions over time relative to program resources required for accomplishment (NRM, Minor, CSI, Major, Lease, Disposal, etc.) Contractor will provide support materials that may be necessary to display demographics e.g. charts, table, graphs. Presentation media will vary and may include full size (approximately 40 inches by 48 inches) color maps on foam boards, smaller half size versions of the full-size maps and electronic presentation materials. Contractor to provide the VA with three electronic (CDs) and five hard copies of all materials utilized in the presentation of the final Master Plans for each facility. This would include such items as: Power Point files, Excel spreadsheets, and AutoCAD files, Access files, Word files, Story/Presentation Boards, etc. The formats used should be such that changes or updates can be added by the VA after the contract ends. VIII. Collaboration: Contractor shall meet with key staff at appropriate points throughout the process, including the facility Director, Associate Director, Chief of Staff, Facility Planner, Engineering representatives, and impacted service chiefs. The VA key staff will form a Master Plan Steering Workgroup or IPT to assist the contractor by providing needed data as well as other information and with the development of the planning options. Onsite user meetings will be scheduled as necessary to develop/review the preliminary planning options with the facility Master Plan Steering Workgroup, with follow-up telephone conferences as necessary. IX. Performance Period: The contractor will have 550 calendar days from notice to proceed to complete this project. The contractor is expected to develop an agreed upon timetable outlining the milestones for each specified task of the study. X. Schedule: Master Planning Documents - Contractor must work on Master Planning for two facilities and only two facilities concurrently. So that meetings do not fall on same week for both facilities, one facility timeline can be offset up to three weeks. The Contractor cannot start on the Master Plans for the next two facilities until the prior two facilities are 100% complete. Each Master Plan shall take 164 days to complete. The Second Meeting of each facility shall take place 60 days after the kickoff meeting and each subsequent meeting will take place every 30 days: Master Plan Kick-off Mtg - 1 day Agenda for 2nd mtg - 45 days Conference Call - 7 days 2nd meeting - 7 days 3rd meeting - 30 days 4th meeting - 30 days Final Report - 30 days Final Presentation 14 days

100 EMANCIPATION DR  HAMPTON , VA 23667  USALocation

Place Of Performance : N/A

Country : United StatesState : VirginiaCity : Hampton

Classification

naicsCode 541310Architectural Services
pscCode C1DAARCHITECT AND ENGINEERING- CONSTRUCTION: HOSPITALS AND INFIRMARIES