Evaluation Factors -Amendment 0001.docx

Evaluation Factors:

The Government will consider for award proposals from all responsible business concerns that meet the solicitation requirements in terms of price and the non-price factors disclosed in the solicitation. The Government will award a contract resulting from this solicitation to the responsible offeror whose offer, conforming to the solicitation, will be most advantageous to the Government, price and other factors considered.

The evaluation process shall consider the following:

The following factors shall be used to evaluate offers:

Relative Importance: Evaluation factors 1-2 are equal of importance. Factors 3-5 are equal of importance. Factors 1 and 2 are more important than factors 3-5. Evaluation factors 1-5 when combined are significantly more important than price.

Factor 1 – Technical Approach

Offeror shall provide brief narrative describing their method to manage project to achieve construction objectives as described in solicitation. Include all aspects covered in scope-of-work. Technical approach section should include language that validates offeror’s knowledge/understanding of this type of project and should be written with some detail. The following shall be included in technical approach narrative:

• Construction Approach: Describe techniques and methods for this construction project to include coordination with design, projected timelines and phases, and coordination of work. Include explanation of total project management approach for construction team, consisting of: Partnering/coordination with subcontractors, basic construction team, and concurrent construction activities by any other groups.

• Quality Control: Describe quality control processes during construction phases that will lead to an effective and successful project that completes on-time and meets customer’s performance needs and requirements.

• Cost Control: Describe cost control measures during construction phases that will lead to an effective and successful project that completes within budget.

• Explanation of all identified potential risks – especially any related to preliminary Pre-Construction Risk Assessment (PCRA) and Infection Control Risk Assessment (ICRA). Discuss how risk mitigation will be managed for thorough and timely execution.

• Provide proposed plan to minimize impact of construction on day-to-day hospital activities.

• Discuss process your firm will take to handle disruptions, delays, and change orders to keep project on schedule. How will common project slip be managed?

Offerors are specifically instructed to provide clear, unambiguous, and detailed information. Confusing, vague, or conflicting representations of technical approach to demonstrate technical competence, including proposals that simply restate published requirements, will not be rated as highly as proposals that provide clear and detailed information.

Factor 2 – Schedule and Project Management

Offeror shall demonstrate their understanding of requirement and timeline by submitting draft project schedule for construction that adheres to period of performance of this project. Offeror shall prepare and submit a reasonable construction schedule showing all necessary work elements to complete project identified under this solicitation. Schedule must be in form of progress chart of suitable scale to properly indicate percentage of work scheduled for completion by any given date during performance period. Submitted schedule must be robustly developed using project scheduling software (e.g., MS Project, Primavera, or other comparable form). Draft construction schedule shall address following:

• Pre-construction steps.

• Identification of potentially long lead-times of equipment, materials, and supplies.

o Submittals.

o X-Ray and medical boom equipment deliveries.

• Construction period milestones and timeframes.

• Quality control steps, contractor/government inspections during build-out of labs.

• Areas of schedule that may require extra shifts, or off-hours work, to meet customer needs, and exact timing of equipment vendor availability.

• Completion of system testing, touch-up and punch-lists.

• Facility commissioning, acceptance, and turnover.

• Draft schedule assumptions:

o Project period of performance = 650 calendar days o AHU install shall take place during phases 1 and 2, with full commissioning completed by time new CATH and IR labs buildout are complete.

o Construction of imaging labs must be complete before equipment installation work can take place. “Complete” includes touch-up and punch-lists. See Siemens drawings for room completion (milestones) checklist.

o Assume total of 25 calendar days for Siemens equipment relocation, installation, setup, and process verification for Fluoroscopy and MP rooms (Phase 1).

. Owner move-in tasks will require 21 calendar days (final step Phase 1).

o Assume total of 28 calendar days for CATH/IR labs Siemens equipment installation, setup, and process verification (Phase 2).

. Siemens installations will happen simultaneously between CATH and IR labs.

. Draeger equipment boom installations are to take place after Siemens equipment installations are complete. Draeger boom installation, setup, and verification will require 14 calendar days to complete.

. Owner move-in is to take place after Draeger boom installations are complete. Owner move-in tasks will require 28 calendar days, including application training, final room cleaning/preparation, and additional testing (final step Phase 2).

o Assume total of 28 calendar days for EP lab Siemens equipment installation, setup, and process verification (Phase 4).

. Draeger equipment boom installations are to take place after Siemens equipment installation is complete. Draeger boom installations, setup, and verification will require 14 calendar days to complete.

. Owner move-in is to take place after Draeger boom installations are complete. Owner move-in tasks will require 28 calendar days, including application training, final room cleaning/preparation, and additional testing (final step Phase 4).

Proposed schedule must include activities which are consistent with those described within project drawings (including equipment drawings), specs, and scope-of-work documents, and must not exceed Government's maximum allowable performance period. Scope-of-work lists period of performance as 650 calendar days from notice-to-proceed. For scheduling purposes, assume an estimated award date of March 30, 2023, and that notice-to-proceed will be issued 21 calendar days after award date. (Note: Above dates are for draft scheduling purposes only. Actual contract award and notice-to-proceed dates are subject to change depending on contracting and construction preparation process.)

Proposed schedule will be evaluated and used as an aid to help determine that offeror understands and can perform all required elements of project in timeframe specified with limited impact, to greatest extent possible, to Iowa City VA Health Care System (ICVAHCS). Draft schedule submitted with offer will not be treated as agreed upon schedule. Contractor shall, within 21 calendar days after receiving notice-to-proceed, submit an interim project schedule which will supersede draft project schedule. Interim project schedule development (or schedule information sharing) shall take place during period between award and notice-to-proceed with project team comprised of ICVAMC reps, contractor, and equipment vendor reps. Interim project schedule will be subject to final VA approval.

Factor 3 – Experience

Describe relevant construction project experience, where relevant is defined as construction completed in a healthcare clinic, hospital, or other medical facility space for following categories- time-period, square footage, estimated construction cost, and general project scope:

• General project scope: Construction of state-of-the-art labs for performing X-Ray imaging procedures, such as Cardiac Catheterization, Electrophysiology, Interventional Radiology. Project scope shall also include following:

Offeror shall provide a minimum of one (1) and maximum of five (5) projects. Projects must demonstrate offeror’s experience as a prime contractor managing multiple subcontractors. Project(s) shall be at least 75% completed for Design-Bid-Build (DBB) or Design-Build (DB) project delivery methods. Offerors should explain how information provided is relevant to proposed acquisition, and projects selected should clearly demonstrate construction capabilities of offeror. Projects performed by contractors other than offeror (such as teaming partners) will not be evaluated as relevant experience of prime contractor, unless those other contractors are part of joint venture for this solicitation as demonstrated by SBA approved signed joint venture agreement.

Offeror’s submission shall include following information (at minimum):

• Project Title, Project Location (Physical Address), Contract Type (e.g., DBB, DB), Project Type (e.g., Department of VA project, healthcare/hospital renovation, similar building construction, etc.).

• Project owner name and contact information.

• Brief description of scope-of-work.

• Project prime contractor and major subcontractors.

• Project statistics, including start and completion dates (original vs. actual) and project cost (original vs actual). If original vs. actual completion dates and project cost differ, please provide an explanation as to why they differ.

• Problems encountered on identified projects, and offeror’s corrective actions.

• For multiple projects, please rank-order projects for following categories (your own self-analysis on how projects turned out- starting with best or most successful). Feel free to explain differences.

o Schedule management- success meeting original schedule.

o Cost control- success staying within or near budget.

o Quality of service – Adherence to contract requirement, accuracy of work, technical excellence, quality of finished product.

o Teamwork- ease of cooperation and communication between contractor/subcontractors, facility representatives, and AE representatives.

Factor 4 – Team Qualifications

Offeror shall provide brief resume for following key construction personnel: Project Manager, Site Supervisor, Safety Manager, and Quality Manger, as well as any known major subcontractors. For each resume, include following information: company name, name of individual, comprehensive and relevant listing of experience, qualifications (e.g., specialized training, education, experience, etc.), and brief explanation of duties to be performed to accomplish this project’s scope-of-work. For any subcontractors identified, please provide resume for that company. Identify any key personnel that will be assigned to contract resulting from this solicitation, and provide relevant experience of both company and key personnel identified. Emphasis of qualifications should be on expertise in area of project’s scope.

Proposals will be evaluated based on resumes provided by offeror. The VA will evaluate requested personnel and subcontractors based on capabilities and qualifications to provide required planning, implementation, and completion of tasks to successfully complete project. The evaluation will consider experience and qualifications such as specialized training, education, certifications, and experience in an operational healthcare facility.

Factor 5 – Past Performance

The offeror shall provide a past performance evaluation for each of projects listed under experience section (Factor 3). If evaluation(s) are available in CPARS, they shall be submitted with proposal. If evaluations are not available in CPARS, then offeror shall submit Past Performance Questionnaire (PPQ) for each project referenced. Offeror shall notify their client that PPQ shall be submitted via email to project contracting officer. If offeror is unable to obtain completed PPQ from client for project before proposal closing date, offeror shall complete and submit with proposal first page of PPQ, which will provide contract and client information for respective project. The Government may make reasonable attempts to contact client noted for that project(s) to obtain PPQ information. Although the Government may make attempts, it is not responsible for ensuring that complete PPQ information is provided, and that Government will evaluate past performance even if complete information isn’t provided. Offerors should follow-up with clients/references to help ensure timely submittal of questionnaires. Page limit does not apply for CPARS and PPQ’s.

Past performance will be evaluated on quality of offeror’s past performance with respect to projects provided. Currency and relevance of information, source of information, context of data, and general trends in contractor’s performance shall be considered. Quality aspects that may be considered are timeliness of contract completion, adherence to contract schedules and timely submission of data deliverables, contractor’s ability to comply with terms and conditions of contract, overall quality of work performed on contract, offeror’s managerial performance, and if reference would enter into contract with contractor again. Contractors without relevant past performance, or for whom past performance information is not available, will be given neutral rating. Other sources may include, but are not limited to, inquiries of owner representatives, Federal Awardee Performance and Integrity Information System (FAPIIS), Electronic Subcontract Reporting System (eSRS), and any other known sources not provided by offeror.

Factor 6 – Price

The offeror’s proposed price will be initially evaluated by the Contracting Officer (CO) for completeness. It will then be further evaluated for cost to the Government, completeness and price reasonableness. Price reasonableness will be established using any necessary price/cost analysis techniques in FAR 15.404-1, including but not limited to price competition information and the Independent Government Estimate (IGE), along with any other pricing tools deemed necessary.

ADDITIONAL PRIME CONTRACTOR INFORMATION

Note: The Prime Contractor Bonding Level and Safety/EMR Ratings will be assigned ratings under the Determination of Contractor’s Responsibility portion of the award process.

The VA intends to award without discussions, but reserves the right to engage in discussions. If the Contracting Officer decides that discussions are in the Government’s best interest, they will be conducted in accordance with FAR 15.306 Exchanges with offerors after receipt of proposals.