ATTACH E.5 - VFTHE Master Planning Statement of Work - v1.docx

Veteran Facility Transformation and Healthcare Enhancement Master Planning Statement of Work

1) Purpose:

a) The Facility Master Plan shall link strategic planning with strategic capital planning at each facility. Each Facility Master Plan shall be coordinated with the facility’s strategic plan; the VISN’s strategic plan; the projected demand for a facility; existing resources; and an assessment of the available, quality care in the community becomes the road map. This plan will be followed to ensure that future infrastructure will meet the projected demand and identified strategic goals and objectives of the facility.

b) The purpose of this contract is to develop a Facility Master Plan for each one of the 152 VA Medical centers across the Continental United States, Alaska, Hawaii, Puerto Rico, and Guam. Facility Master Planning will be broken down into two phases. Phase I will consist of a High-Level agnostic assessment of each facilities capital assets. Phase II will consist of a comprehensive Facility master Plan that will include proposed projects, blocking and stacking diagrams, and shall be a compilation of narratives, graphics, data, and other information necessary to meet future capital requirements of each facility based upon the Veterans Health Administration’s (VHA) Strategic Prioritization.

2) Roles & Responsibilities:

a) COR/ CFM Facility Planner: The COR/CFM Planner will be used interchangeably in this document. The Contracting Officer’s Representative (COR) is responsible for serving as a liaison between the A/E, the facility, VISNs, CFM, and the Contracting Officer (CO).

b) VISN Planner and VISN CAM will serve as the authority representing the affected VISN and is responsible for providing the VISN Service Delivery / Strategic Plan, current workload, and future workload projections for the VISN.

c) Facility Planner will serve as the authority representing the affected Facility and is responsible for providing the facility’s Service / Strategic Plan, current workload, and future workload projections for the facility’s market area.

d) Facility Chief Engineer will serve as the authority representing the affected facility and is responsible for providing all documents and data required by the A/E as it relates to the facility’s architectural design, structural, mechanical/electrical/plumbing/medical gas design, environmental, and cultural resources.

3) Scope

1) This project is divided into two phases:

a) Phase I is a high-level agnostic assessment of each medical centers current physical condition. The assessment is broken into four categories: Architectural Review, Environmental Baseline, Historical Review, Service Delivery Plan Review, and a review of approved or pending construction projects. The goal of Phase I is for the A/E to evaluate each facility’s strengths, Weaknesses, Opportunities, and Threats (SWOT) as they relate to its capital inventory and strategic / service delivery plan.

b) Phase II is an in-depth capital planning exercise that builds upon the findings of Phase I. While Phase I shall deliver a capital assessment of each facility, Phase II shall recommend capital projects to meet each Medical Center’s approved Service Delivery Plan.

c) Phases I and II can be contracted separately or as a single contract depending on the facility’s standing within the Strategic Prioritization / Implementation Planning Process. Facilities that have completed Implementation planning, shall have a Phase I and II Contract awarded at the same time. Whereas facilities that have not completed implementation planning shall only be awarded a Phase I contract, with Phase II awarded at the end of VHA implementation planning process.

4) Deliverables

a) Phase I deliverables, their definition, and deliverable format are outlined in Appendix A. The VA will provide the A&E access to all documents and information, as outlined in the appendix. The A/E team shall document its assessment of the existing facility in a Phase I Report format which will include the following:

i) Executive Summary

ii) Table of Contents

iii) Goals & Objectives

iv) Planning Strengths, Weaknesses, Opportunities, and Threats

v) Service Delivery Planning (SDP) Summary

vi) Approved or proposed construction Projects and their impact on future projects.

vii) Architectural Report

viii) Environmental Baseline Report

ix) Historical Survey Report

b) Phase II deliverables will follow the same format as the Phase I outline, but will include the Phase II deliverables as prescribed in Appendix A.

5) Concept of Operations: Phase I

a) The COR and CO will hold a Project Kick Off Meeting with the A/E and establish expectations, bi-weekly calls, and schedule development.

b) The COR will coordinate a project call with the facility to establish a meeting schedule and expectations for the first site visit. Follow-on site visits will be scheduled as needed to support specific environmental and historic resources baseline studies.

c) Site visit will be between three and five days and will include at a minimum:

(1) Executive In-brief

(2) Facility tour/assessment

(3) Meeting with engineering/planning staff

(4) Meeting with key clinical staff

(5) Executive Out brief

d) Executive In-Brief: The A/E team will arrive at the facility on Day 1 and will conduct the Executive In-Brief with facility Executive Leadership, brief them on the purpose for the site visit, and provide an overview of the process used for the facility’s Master Planning effort.

e) The site visit will typically consist of 3-5 days although other approaches may be used that yield equal results. Ideally, the VISN representative will attend in person, but they may participate remotely. The final day will have an exit briefing with facility Executive Leadership in which the A/E team will present the facility with a summary of findings completed throughout the week.

f) Facility Tour / Assessment: The facility will provide knowledgeable staff to accompany the A/E Team on a walking tour of the facility. The AE shall verify the accuracy of the facility space information provided from the CAI for the assessment and gap analysis; familiarize themselves with the facility; identify issues with departmental adjacency, fragmentation, patient flow, patient privacy and/or functionality; and conduct informal discussions with program staff in the occupied areas to gather information on the suitability, functionality, and efficiency of the space as it relates to performance of their program responsibilities. The walk through and informal discussions will complement face to face interviews with program offices that will take place later as well as identify topics of interest for those interviews.

g) The Face-to-Face interviews – Interviews should be scheduled for between 30-60 minutes each depending on the size and scope of each department. Multiple departments such as internal Medicine or Specialty Medicine can be combined into one session for greater efficiency. scheduled for an interview.

h) Executive Out-Brief: The A/E will conduct an Out-Brief with the executive staff highlighting the key elements found during their visit and will explain the next steps in the Master Planning process.

6) Concept of Operations: Phase II

a) The COR and CO will hold a Project Kick off meeting with the A/E and establish expectations, Bi-weekly calls, and schedule development.

b) The COR will coordinate a Project call with the facility to establish a meeting schedule and expectation for the first site visit.

c) A/E will review Phase I data and implementation requirements and formulate three Courses of Action (COAs) to meet the Service Delivery Planning requirements.

d) A/E will conduct a site visit to present COAs and receive facility recommendation for preferred COA.

e) A/E will develop the recommended COA Program for Design (PFD) and provide stacking and blocking diagrams for proposed capital projects and renovations. (CAD, Revit, BIM).

f) Prepare Facility Master Plan site map.

7) VA-Provided Resources

a) The Chief Strategy Office (CSO) provides strategic planning guidance and the Strategic Planning Service (SPS) and Strategic Analysis Service (SAS) provide assistance in creating, developing and managing VISN and facility strategic plans. More information on strategic planning can be found on the Strategic Planning website of the Office of the Assistant Deputy Under Secretary for Health for Policy and Planning.

b) Capital Asset Management provides capital program support that includes support of capital planning. The Capital Asset Management website provides detailed information and tools for the capital planning process and capital programs.

c) The Space Calculator is a high-level tool that automatically projects future workload to space needs for a given department. This tool is used to populate the ideal space for each facility in the CAI based on existing workload. It calculates space needs based on existing and projected workload and compares those needs to existing space as assigned in CAI. Assistance in using this tool is available from the Capital Asset Management Capital Representative. The Capital Asset Inventory Database (CAI). The CAI database provides important information on the current state of VA capital assets and is a valuable tool for determining the current needs of a facility. The CAI database is the officially recognized source of information for VA capital asset management; is used for several different reports, including reports to Congress; and is used for decision-making purposes at the VA and VHA levels.

i) Space Inventory and Needs: The CAI Space Inventory identifies current space by department, and the Space Calculator determines space needs; “Ideal Space” is based on the previous full fiscal year’s (FY’s) workload. Each year, the Office of Asset Enterprise Management (OAEM) updates the Space Calculator to ensure the “Ideal Space” is always based on the most updated workload. The VA Strategic Capital Investment Planning (SCIP) process provides the space required per strategic planning category based on 10-year projected workload forecast. Both are compared to the existing CAI data per department to create space gaps. Therefore, two sources of data can be used to identify space needs: ideal space versus existing space for current workload, and projected space versus existing space for 10-year projected workload.

ii) Facility Condition Assessment (FCA): The FCA section of the CAI database is used to identify infrastructure deficiencies that need to be corrected. The FCA is updated on a 3-year cycle by a VACO consultant. When facility staff executes and complete projects that mitigate deficiencies, updates to deficiencies are made in the Projects Section of the FCA tab in CAI. Capital planning should focus on correcting D and F deficiencies in the FCA section.

iii) Lease Inventory: The lease inventory in the CAI database lists a variety of data for leases, including current rental rates, soft and hard expiration dates, net usable square footage (NUSF), etc. It is very important to keep track of lease expiration dates for capital planning purposes. The acquisition timeline for Major Leases can be close to 3-5 years.

iv) Utilization/Disposal: Any building that is less than 50 percent utilized is considered non-mission-dependent and should be considered for disposal planning. Utilization is needed space based on the Space Calculator divided by actual space for a building. Planned and actual disposal actions are also included in the CAI database. Disposal actions include reuse by other VA agencies, EULs, Land Use.

v) Agreements, transfer/sale, demolition, or mothballing. Utilization/demand projections contain workload projections for outpatient and inpatient workload out 20 years; however, sizes for capital solutions are based on the 10-year workload projection. Information for utilization/demand projections can be accessed online through the Pyramid Analytics, found on the VHA Support Service Center (VSSC) Products website. All capital planning needs to take growing and declining workload projections into consideration because they affect space needs.

d) The Office of Construction & Facilities Management (CFM) Facilities Development Planning Service has staff that can assist with space and project planning. CFM Consulting Support Service manages and executes the FCA process as well as provides discipline-specific Engineering support for the complex healthcare engineering system requirements. More information on services offered by CFM is available online at: http://www.cfm.va.gov/index.asp.

e) The Space and Equipment Planning System (SEPS) is a web-based tool that can be used to provide specific room-by-room space and equipment needs for a given project or lease. It provides a criteria-based Space and Equipment Program with multiple editing tools that enable planners to mold the program to suit project specifics and allow reviewers to monitor and approve exceptions. The SEPS plans also assist in the development of activation requirements for each project and lease.

f) Space-planning criteria establish the basic description of typical spaces for a given department or function and the formulas for their number and size. VA health care space planning criteria are in the CFM Technical Information Library (TIL). The standard CFM design manuals and guides are also available in the TIL.

g) Copies of any relevant as-built drawings shall be made available to the A/E during any site visits if requested. The consultant may need to verify all drawings, as multiple work projects on campus and construction expansions over the ears could have impacted existing drawings The VA Engineering Service drawing files, copy paper and copy machine will be made available for use by the A/E for this purpose.

h) The VA will provide copies of any available, previous facilities studies, material or system studies, or needs assessment studies, including information on maintenance needs, both long term and short term.

8) GOVERNMENT-FURNISHED DESIGN CRITERIA:

a) The A/E shall prepare the plan in accordance with reference design documents found on the e VA Technical Information Library (TIL). The TIL contains quick links to references of various planning and design aspects. The following list indicates some of the documents available on the TIL, but not limited to:

b) PG-18-1 Master Construction Specifications Note: The AE will be required to incorporate the latest specification updates and design alerts during the development of the master plan; from the first submission throughout the planning process to final submission completion. The following documents are on the TIL: -18-3 Design and Construction Procedures

i) PG-18-4 Standard Details and CAD Standards

ii) PG-18-5 Equipment Guide List

iii) H-18-8 Seismic Design Handbook

iv) PG-18-9 Space Planning Criteria

v) PG-18-10 Design Manuals (by discipline)

vi) PG-18-12 Design Guides (graphical, by function)

vii) PG-18-13 Barrier Free Design Guides

viii) PG-18-14 Room Finishes, Door, and Hardware Schedules

ix) PG-18-15 Minimum Requirements for A/E Submissions

x) PG-18-17 Environmental Planning Guidance

xi) VA TIL Alerts (A/E, Design, and Standards)

xii) Sustainable Design & Energy Reduction

xiii) Physical Security Design Manual (PSDM) Requirements

xiv) Fire & Safety Reference Materials

xv) Manual for Preparation of Cost Estimates and Related Documents for VA Facilities

xvi) Design Review Checklists

9) ADMINISTRATIVE NOTES:

a) The VA will not serve as a Quality Control check point for this master plan. All work must be fully inclusive and comprehensive. Errors and Omissions of plan elements that result in additional consultative work, may result in charges to the A/E company. Per the Federal Acquisition Regulations, the responsibility of the Architect-Engineer/Contractor: (Section 52.236-23). The Contractor shall be responsible for the professional quality, technical accuracy, and the coordination of all planning elements, designs, drawings, specifications, and other services furnished by the Contractor under this contract. The Contractor shall, without additional compensation, correct or revise any errors or deficiencies in the Master Planning documents, drawings, and other services.