C214--Facility Master Plan A&E

This is intended to evaluate the personal experience of firm members who work in the firm's project office and are scheduled to be assigned to the design team. The key positions should include Project Managers, Quality Assurance Managers, Architectural Design, Civil Engineers, Electrical Engineers, Mechanical Engineers, and Fire Protection Engineers. Firms may submit any other personnel they feel are significant for the types of work described in Specialized Experience. 2) Specialized Experience and Technical Competence in the type of work required: This factor evaluates the experience of the firm and design team in completing projects requiring skills similar to those anticipated for this contract. Extra consideration may be given for experience for completing Master Plan projects for Department of Veterans Affairs Facilities. 3) Past performance on contracts with Government agencies (Particularly Department of Veterans Affairs) and private industry in terms of cost control, quality of work and compliance with performance schedules. Note: Project Past Performance information for projects performed shall be evaluated as either Relevant or Not Relevant. Not Relevant projects shall not be evaluated. 4) Capacity to accomplish the work in the required time: this factor evaluates the ability of the A-E firm, given their current projected workload and the availability of their key personnel, to accomplish the project in the required time. 5) Location: This factor evaluates the distance from the A-E firms design office from the location of work (Butler VA Medical Center). The personnel identified as the design team staff are expected to work in the design office identified for evaluation of this factor. 6) Reputation and standing of the firm and its principle officials with respect to professional performance, general management, and cooperativeness. 7) Record of significant claims against the firm because of improper or incomplete architectural and engineering services. 8) Specific experience and qualifications of personnel proposed for assignment to the project and their record of working together as a team. GENERAL The Contractor shall provide expert Architectural, Engineering, Medical Center Management and Medical Center Facility Planning consulting service as required for development of an Integrated Facility Master Plan for the Butler VA Medical Center. Areas to be considered are: market-level service analysis and delivery for the entire catchment area; GAP analysis for required healthcare programs; evaluation and recommendations on preferred delivery methods including non-capital solutions; department footprints; phasing of projects; moves of departments and swing space analysis; activation and commissioning requirements; support utility and infrastructure status and upgrades; cost estimates; sizing/footprints; design layouts; and, funding requirements and sources (NRM, Minor, Major, etc.). The intent of this Project is to update the Medical Center s existing Facility Master Plan. The Contractor shall build on previous facility strategic planning, Strategic Capital Investment Planning [SCIP], Facility Condition Assessment and the existing Facility Master Plan. However, the existing Facility Master Plan is not considered to be functionally accurate or implementable. Therefore, potential responders should anticipate the effort to be equivalent to creating a new plan. The A/E shall evaluate the advantages of build versus lease versus fee out decisions with regard to capacity requirements. Cost, timing of need, availability of resources, duration of need and location of need relative to location of customer shall be considered. Additionally, the A/E shall evaluate the advantages of renovation versus new construction versus non-capital solutions with regard to meeting capacity requirements. Condition of facilities to be renovated, the cost of renovations, the existing layout and functionality of existing space, physical limitations and constraints, as well as adjacencies of existing space to other key programs in the facility shall be considered. The A/E will work closely with the Medical Center s Integrated Planning Team (VA Team) during the duration of the Project. A Contracting Officer s Representative (COR)/Project Manager will be assigned as the primary point of contact for the Project and will be responsible for coordinating reviews, monitoring performance and compliance with technical requirements of the Contract, scheduling site visits and tracking progress to ensure the Project meets all milestones. KEY DEFINITIONS Integrated is the combination of Services Planning and Facility Planning into one continuous and dynamic planning process. Integrated Planning develops strategies consistent with organizational mission and goals, which drive non-capital and capital planning. This starting point for the integrated planning methodology is current and projected demand for services. VA Integrated Planning Team (Team) consists of executives, staff, clinical and technical personnel and other designated persons, including VHA, CFM, VISN and local support teams and their consultants, who will participate in some or all aspects of this services planning effort. Facility Planning is the identification of the model for delivery of healthcare services at the facility level. It considers existing facilities and locations, their current and projected operational and maintenance costs, and proposed new, expanded, relocated, or downsized facilities along with their operational and maintenance costs. Facility Planning includes determination of short and long-term of goals and strategies for all VA-owned and leased facilities. For off campus VA owned or leased facilities, only tabulation and identification of the location, size, and purpose is required. Service Planning is the identification of specific customer needs by quantity, type, and location over a specific time period and the determination of methods for delivery of those services. It includes creation of delivery scenarios which consider a variety of potential developments, assumptions, and limiting factors. Methods for delivery include facility-based, non-facility based, non-capital, or other alternatives. Services Planning takes into account existing capacities, locations, efficiencies, and resources including those of private, local, state, and other Federal organizations. Services Planning is the bridge between VHA-specific strategic planning and actual delivery solutions. Services Planning includes consulting by professional health systems planners, and technical and administrative experts to provide various types of support described herein. Medical Services include, but are not limited to Inpatient Services, Outpatient Services, Long-Term Care, Ambulatory Services and Procedures, Medical Diagnostics, Outpatient Mental Health, Home Based Patient Care (HBPC), Dental, Pharmacy, Sterile Processing, warehousing, logistics, nutrition and food preparation and durable medical equipment (DME) and Prosthetics provided by VHA. Market Area(s) constitute the basic planning unit in the VA Integrated Planning process. Each Medical Center or other geographic identifier used by VA includes one or more market areas sometimes also referred to as a catchment area. Catchment Area See Market Area. Delivery Models refers to the various ways that services are or can be delivered. This process is intended to clearly define the existing delivery models and establish innovative models to provide services that are patient centered, data-driven, continuously improving and team-based. Non-capital Solutions include, but are not limited to telehealth/telemedicine, home care, extended hours, sharing, contracts, and telework. VA delivers health care in a dynamic environment that increasingly requires agility. In this environment VA must consider non-capital solutions before capital solutions. VA will always have a physical presence in key geographic areas but is moving toward health care that promotes wellness (fewer visits) versus treating diseases. Market Level Services Delivery Plan is a description of how the optimum service delivery system for each market can be attained and the end state description of the services delivery system in the market. It answers - the questions of where, what, and by what venue and how the result can be achieved. DESCRIPTION OF WORK The required work includes: Collect all necessary data that is provided by the VA and collected independently to include, but not limited to: Baseline Year (2019) Veteran population, enrollment, utilization, special population and local demographics data; CARES data; Market and sector (sub-market) boundaries and service needs; Drive time access and rurality analysis; VHA,VISN and Medical Center Mission and Vision Statements; VHA, VISN and Medical Center Strategic Plans Current Health Care Planning Model (HCPM) Market Reports Current Strategic Capital Investment Planning (SCIP) Gaps and Projects Proposed Capital and Non Capital Solutions Current SCIP Strategic Capital Assessment Presentation Capital Asset Inventory (CAI) including Facility Condition Assessments (FCA), Capital Functional Survey Data, previously completed facility master plans (if available) Current facility project data (of ongoing work) and associated space implications Current facility goals and strategic plans where available Joint Commission Statements of Condition Historic property listings Other local facility data, and other documents as may be appropriate and available Prepare a Basis of Study (BS) in the form of a narrative presentation of facts, sufficiently complete, to demonstrate that the project concepts are fully understood, and that subsequent study details, and their ultimate presentation in the final plan and reports, will be based on sound architectural and engineering decisions. Analyze data and prepare a Schematic Study that includes both a narrative and conceptual drawings demonstrating further development of the Basis of Study with the expressed intent of meeting or exceeding current VA Performance Measures, Design Guides and Access Requirements through spatial improvements to the facility by: eliminating gaps and/or surpluses in care; upgrading the facility to meet current life safety and building code requirements; correcting high priority (levels C, D and F) deficiencies as identified in the Facility Condition Assessment; increasing productivity; economizing space; and/or eliminating surplus space; improving ergonomics and aesthetics; enhancing overall appearance; reducing operational costs; and/or, extending the useful life of the facility through modernization of supporting architectural and utility infrastructure. Develop a Master Plan based on the approved Schematic Study that outlines systematic and logically phased/sequenced plans for improving the environment of care of all medical and administration functions at the Medical Center and Community Based Outpatient Clinics. Develop a 10-year Construction Phasing Plan based on the approved Master Plan that considers the impact of all in-progress and/or pending renovations and makes recommendations on the realignment of the facility s existing Strategic Capital Investment Plan (SCIP) for NRM, Minor and Major projects. Recommended Projects shall include cost estimates for design and construction.