Attachment 2 - Performance Work Statement - Indianapolis Feasibility Study.pdf

PERFORMANCE WORK STATEMENT FOR

DEPARTMENT OF VETERANS AFFAIRS CAPITAL INVESTMENT OPTIONS

IDIQ - INDIANAPOLIS FEASIBILITY STUDY TASK ORDER

A. GENERAL INFORMATION

1. Title of Project: Capital Investment Options IDIQ – Indianapolis Feasibility Study Task Order.

2. Scope of Work: The contractor shall provide all resources necessary to accomplish the types of deliverables described in this Performance Work Statement (PWS). The scope requires the preparation of an economic business case analysis for the Indianapolis, IN, Market. This review shall be based on generic site planning; costs to acquire, construct and operate at a new site of care; costs to maintain the existing sites of care; and possible reuse or valuation of the existing site if/ when vacated and reused as needed.

General tasks to complete the scope will include but are not limited to:

• Healthcare analysis, service delivery plan, and development of Space and Equipment Planning

Software (SEPS) Program for Design (PFD)

• Construction feasibility with active, in-use buildings

• Environmental desktop analysis, including traffic, utilities, lead, asbestos, etc.

• Economic and risk analyses

• Cost and schedule estimating

• Site planning for re-used and new facilities

• Real estate investigation and analysis for multiple site/size options (vertical vs. horizontal construction, single vs. multiple facilities, etc.)

• Development of disposal options and possible reuse analysis

• Exploration of partnership opportunities with existing academic affiliate or other community partner

The intent of the scope is to allow the VA to evaluate the baseline, replacement, non-replacement and hybrid options by conducting analyses in consideration of the overall impact of each option. VA Leadership can then use this data to make timely and informed decisions whether to continue to invest capital resources into the existing facilities or use those planned expenditures to invest in new facilities.

3. Background: VISN 10 has a total planned capital portfolio of approximately $4,511,154,0001, including

Construct Replacement Medical Center (VHA10-583-2022-44251 (version 2024-1)) with an estimated cost of $2,310,201,000 for the Richard L. Roudebush VA Medical Center (RLRVAMC) (Indianapolis) alone.

The capital need also includes separation of healthcare functions and programs from the current site due to the lack of space including Primary Care, Mental Health, Specialty Care, Operating/Procedure Rooms, Dental, Research Labs/Investigator space, administrative functions, and parking, further complicating the flow of patient care for Veterans. The existing campus is comprised of the main building, which was constructed in the 1950s, with major additions in 1970s, 1990s and the last upgrade in 2007. There is a need to both add and modernize space to meet 10-year growth projections.

A requirement to replace the current RLRVAMC in Indianapolis was identified in the SCIP Business Case Analysis (Attachment 1). The current PFD (Attachment 2) for the proposed project, as furnished by the RLRVAMC, shall be validated. As the PFD is the primary “input” document for most tasks associated with this Performance Work Statement (PWS), the VA Integrated Project Team (IPT) will enlist the

1 Source from VISN 10’s Capital Asset Manager, inclusive of the new Indianapolis, IN, VAMC.

contractor to create, review, validate and update the PFD through Market Assessment-level data analysis, User Meetings, Medical Center Leadership, Veterans Integrated Service Network (VISN) leadership and Office of Construction & Facilities Management (CFM) Planning interaction.

The desire for an increased partnership with Indiana University School of Medicine, Marion University, and the Department of Defense (DoD) shall be considered. The VA IPT and VISN 10 shall confirm current status of planning and discussions related to partnerships, and in order to complete this Task Order, these discussions will need to be advanced significantly in order to make decisions, plan options, and assign costs. The VA IPT shall engage the contractor to help facilitate discussions between VA, Indiana University, Marion University, and DoD.

4. Performance Period: The period of performance is for 420 calendar days from date of award. Work at the Government site shall not take place on Federal holidays or weekends unless directed by the Contracting Officer (CO).

5. Type of Contract: Firm Fixed Price Task Order.

6. Place of Performance: The primary place of performance will be at the contractor’s facilities;

however, some tasks may require work to be performed at a government facility. Any work at the Government site shall not take place on Federal holidays or weekends, unless directed by the Contracting Officer (CO). As required, the contractor may be required to travel to the site to meet with staff, conduct site visit(s), provide presentations, and conduct real estate related tasks. The contractor shall be required to travel to Indianapolis, IN, to meet with RLRVAMC, VISN 10 staff, and CFM staff, conduct site visit(s) and provide presentations, and to execute real estate related tasks no less than four (4) times at the geographic location identified (Indianapolis, IN);

and one (1) trip to Washington, D.C. to deliver the final Executive Brief to CFM executive leadership. The contractor shall be required to obtain the necessary security clearances and identification badges for RLRVAMC campus access.

B. CONTRACT AWARD MEETING

The contractor shall not commence performance on the tasks in this PWS until the CO has conducted a kick-off meeting or has advised the contractor that a kick-off meeting is waived.

C. GENERAL REQUIREMENTS

The following general requirements apply to this task order:

1. The contractor shall identify its proposed technical approach in writing for every task. The technical team shall have a very high level of experience in the tasks described in this contract, including Architect/Engineer, Construction Management, Real Estate and Cost Estimating personnel.

a. Contractor shall have experience (at least 10 years) performing work for high-cost economic areas.

b. Contractor shall have experience (at least 10 years) performing work for healthcare campuses containing multiple buildings and limited physical space.

c. Contractor shall have experience (at least 10 years) performing cost estimating in high-cost and dynamically changing construction markets. Specific experience in the Indianapolis, IN, market is preferred.

d. Contractor shall have experience (at least 10 years) performing work with healthcare providers performing construction expansion and renovations within active medical facilities.

e. Contractor shall have experience (at least 10 years) performing work in construction management and oversight within an active medical center environment and campus.

f. Contractor shall have experience (at least 10 years) performing analysis of facility needs and development of site requirements at the concept development stage for future healthcare campuses.

g. Contractor shall have experience (at least 10 years) performing analysis of facility reuse, sale, and decommissioning of facilities.

2. All deliverables shall be phrased in layperson language. Statistical and other technical terminology shall not be used without providing a glossary of terms.

3. Unless otherwise specified, the following schedule requirements apply:

a. Where a written milestone deliverable is required in draft form, the VA will complete its review of the draft deliverable within seven (7) calendar days from date of receipt.

b. The contractor shall have seven (7) calendar days to deliver the final deliverable from the date of receipt of the government’s comments.

4. The contractor shall provide, via email, minutes of all Government-Contractor meetings. The contractor shall provide these minutes within two (2) calendar days after completion of the meeting unless otherwise specified in an individual task.

5. Except for proprietary information in company quotes identified and marked in accordance with FAR

522.215-1(e), the contractor shall not deliver to VA any proprietary products or information of any type in completing the requirements of each task order PWS. The contractor’s internal development tools (that is, those development tools not developed for VA work and not required by VA to install, use, or revise the deliverables) are exempted from this requirement. If the contractor believes an exception to these requirements is necessary for the effective or efficient execution of a task order, the contractor shall request a specific exemption, in writing, to the CO, and shall not use the proprietary tools or information until approval is receive from the CO.

6. The contractor shall ensure contract employees maintain an open and professional communication with the staff at the VA facilities. For transparency purposes, email to VA staff shall not be blind carbon copied (BCC) to other personnel. Complaints or violations validated by the COR or VA staff will be reported in writing to the CO, Office of the Inspector General (OIG), or Head of the Contracting Activity (HCA) for action. If the contractor fails to correct validated complaints raised by the COR and or CO, it will be considered a failure in performance.

7. The CO may require the contractor to meet with the CO, contract administrator, and other

Government personnel at least quarterly, and as often as deemed necessary. The contractor may request a meeting with the CO when deemed necessary.

8. All project documents shall be timely provided to VA in presentation form as well as in native form, when applicable. VA shall be provided with uninhibited access to excel and other documents used to cost out projects and/or analyze a specific matter.

D. SPECIFIC MANDATORY TASKS AND ASSOCIATED DELIVERABLES

Description of Tasks and Associated Deliverables: The contractor shall provide the specific deliverables described below within the performance period stated in Section A.4 of this PWS.

1. Task One: PMP and Briefing

The contractor shall provide a Performance Management Plan (PMP) and briefing for the project team, which presents the contractor's plan for completing the task order. The contractor's plan shall be responsive to this PWS and describe, in further detail, the approach to be used for each aspect of the task as defined in the technical proposal. The contractor shall keep the PMP up to date throughout the period of performance.

Deliverable 1: PMP and Briefing

2. Task Two: Communications

2.1 Kick-Off Meeting

2.2 Status Teleconferences/Web Meetings (biweekly)

2.3 Meeting minutes with tracked action items

Deliverable 2: Kick-Off Meeting and up to 32 biweekly status conferences

3. Task Three: Healthcare and Space Planning

3.1 Healthcare Data and Market Analysis. The contractor shall review the Veteran Market demographic and other data served by the Indianapolis Market, including changes in projected demand, understanding both internal and external supply, the distance from Veteran population, and how key relationships with approved academic medical and community partners impact care delivery.

This shall include (if appropriate) planning to distribute these identified services to other sites.

Identify what services and at what volumes should be distributed. Remaining services intended to stay at the VAMC shall be included in the space planning. In addition, some assumptions regarding community care should be considered.

• An updated health care Service Delivery Plan that identifies an ideal model for delivery of clinical care based on patient health needs, demographic trends, existing VA owned and leased acute care campuses and outpatient locations and develops potential strategies to provide the needed services within the market. The Plan will include a Service Delivery Map, Service & Workload Distribution Plan, and a Key Characteristic Resource Allocation Plan.

• A Staffing Plan for the Replacement campus that identifies the hospital’s existing staff, total future hospital staff obtained through VAMC leadership engagement and the SDP to include total future on-site staff, future on-site daytime staff, and future tele-commute staff. This information will inform space and parking requirements for the new facility.

• The Parking Plan for the new facility will be developed based on the future facility’s workload volumes from the SDP and projected day time staff.

3.2 Space Planning. This will be led by the contractor, working in concert with the CFM Regional Planner. The contractor and CFM Regional Planner will evaluate SEPS needs/requirements as outlined by the Indianapolis VAMC’s initial PFD and verify that each department is properly sized based on workload projections, staffing estimated, and other select input from users. This entails coordination meetings with VAMC User Groups to clearly define the scopes of these services for project options and fully understand user-specific requirements impacting the space plans. Meetings with VA personnel will be scheduled so that the assigned CFM Regional Planner can be in attendance.

3.3 The contractor shall support the VA with discussions about potential collaboration, collocation, and/or sharing of services and/or facilities with their existing approved academic affiliate and DoD.

Help define VA’s understanding of their current affiliates’ strategic vision, identifying key considerations around healthcare delivery, operational complexities associated with sharing of services and/or facilities, and potential financing and deal structuring (not to include actual structuring). In addition, the contractor will develop materials for VA leadership that outlines discussions and the unique opportunity that exists within the market.

Deliverable 3: Healthcare Planning Analysis and Recommendations, Updated PFDs, Summary Evaluation of Partnership/ Collaboration Viability with Affiliate and/ or DoD

4. Task Four: Real Estate Investigation and Analysis

4.1 Space planning from Task 3 will generate a range of site sizes needed to meet the functional requirements for a new facility or facilities. Conduct real estate searches and analyses to identify sites within the area that can meet size and zoning/entitlement requirements.

4.2 Real estate analysis. Analysis to include evaluation of site location, pertinent site conditions, acreage, visibility, and convenience of access, including roadways and public transportation.

4.3 Document pros and cons for each site.

Deliverable 4: Executive Summary, Report of Findings, Analysis and Recommendations

5. Task Five: Site Planning – New Facility(s)

5.1 Identify at least two potential site alternatives that could meet combined space program requirements of the PFD developed in Task 3, including parking, energy center, roadways, and general compliance with Physical Security and Resiliency Design Manual (PSRDM) standards. Include options for collaboration with any key partners (academic affiliates, community providers, and/ or DoD).

5.2 Provide blocking and stacking plans for each site and phasing for completion of work.

5.3 Document pros and cons for each site alternative identified.

Deliverable 5: Executive Summary, Report of Findings, Analysis and Recommendations

6. Task Six: Site Planning – Existing Site

6.1 Consider the projects currently planned for the existing site, including approved Major Construction, Minor Construction, Non-Recurring Maintenance (NRM) projects. Consider how these projects will interact with each other, options of one versus multiple contractors, costs associated with temporary moves and relocation of patients and staff, and the risks associated with this project work over the next 10 years. Proposed Addition: Include options for collaboration with any key partners (academic affiliates, community providers, DoD).

6.2 Develop a plan for continued use of the existing site, utilizing the requirements of the space plan developed in Task 3, including construction of space/buildings, roadways, infrastructure upgrades and replacements, and all PSRDM requirements.

6.3 Provide blocking and stacking plan and phasing for completion of work.

6.4 Provide pros and cons for medical center program remaining at current location.

Deliverable 6: Executive Summary, Report of Findings, Analysis and Recommendations

7. Task Seven: Site Planning – Hybrid Options

7.1 Develop generic site plans that meet the requirements of the Program for Design developed in Task 3, including parking, energy center, roadways, and compliance with all Physical Security Design Manual (PSDM) standards that split the full requirement into multiple facilities (existing, new, or with key partners (academic affiliates, community providers, DoD))

7.2 Provide blocking and stacking plans for each site and phasing for completion of work.

7.3 Document pros and cons for each plan.

Deliverable 7: Executive Summary, Report of Findings, Analysis and Recommendations

8. Task Eight: Disposal and Reuse options, including analysis for existing site.

8.1 Evaluate and present options for disposal, reuse, exchange, etc., of the existing facility with current VA or other federal authorities. Analysis must address the preservation of any historic assets.

8.2 Determine the value of the existing site and buildings and present a breakdown by individual asset.

Deliverable 8: Executive Summary, Report of Findings, Analysis and Recommendations

9. Task Nine: Environmental Analysis

9.1 Provide a desktop environmental assessment that assesses traffic, utilities, lead, asbestos, etc.

9.2 Incorporate the results from the external environmental reports into the analysis for Tasks 5 – 8.

Deliverable 9: Executive Summary, Summary of Desktop Environmental, Incorporation of Environmental Considerations into Economic and Risk Analysis (Deliverable 11)

10. Task Ten: Cost Estimating

10.1 Develop high-level escalated construction estimates for the plans in Tasks 5-8. Construction estimates to include supporting documentation showing cost estimating methodology and published sources/references used for inputs (e.g., labor, materials, escalation, etc.); methodology should include incorporate actual costs of relevant completed construction projects, as available and provided by VA CFM.

10.2 Develop project timelines for all phases of each option developed.

Deliverable 10: Executive Summary, Cost Estimates

11. Task Eleven: Economic and Risk Analysis

11.1 Utilizing all the data collected and developed in Tasks 3-9, conduct an economic analysis over 30 years comparing the options developed in tasks 5-8, as well as a baseline scenario, which assumes continuation/expansion of currently planned projects at the existing site.

11.2 Utilizing all the data collected and developed in Tasks 3-9, develop a risk register for the options presented over the next 30 years and summarize.

11.3 Utilizing the data above, provide an Executive Summary showing a comparison between the options developed in tasks 5-8, as well as a baseline scenario.

Deliverable 11: Executive Summary, Report of Findings, Analysis and Recommendations

12. Task Twelve: Executive Brief

12.1 Prepare and present an Executive Briefing plan to CFM leadership. Present for IPT review and COR approval prior to presentation/delivery.

Deliverable 12: Executive Brief

ATTACHMENT A: SCHEDULE OF DELIVERABLES

Deliverable Item Quantity Due Date

1 PMP and Briefing 1 Within five calendar days from Kick-Off

Communications: Kick-Off Meeting and Biweekly Teleconferences

Up to 32 Biweekly

Healthcare Planning Analysis and Recommendations, Updated Program for Design, Summary Evaluation of Partnership/ Collaboration Viability with Affiliate and/ or DoD

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 90 calendar days from Kick-Off;

95% Draft: 120 calendar days from Kick-Off;

Final: 240 calendar days from Kick-Off

Real Estate Investigation and Analysis: Executive Summary, Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 120 calendar days from Kick- Off 95% Draft: 180 calendar days from Kick-Off;

Final: 240 calendar days from Kick-Off

Site Planning – New Facility(s): Executive Summary and Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 180 calendar days from Kick- Off;

95% Draft: 210 calendar days from Kick-Off;

Final: 240 calendar days from Kick-Off

Site Planning – Existing Site:

Executive Summary and Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 180 calendar days from Kick- Off;

95% Draft: 210 calendar days from Kick- Off;

Final: 240 calendar days from Kick-Off

Site Planning – Hybrid Options: Executive Summary and Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 180 calendar days from Kick- Off;

95% Draft: 210 calendar days from Kick- Off;

Final: 240 calendar days from Kick-Off

Disposal Options, Reuse & Analysis, Status Quo:

Executive Summary and Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 180 calendar days from Kick-Off;

95% Draft: 210 calendar days from Kick-Off;

Final: 240 calendar days from Kick-Off

Summary of Desktop Environmental Findings, Incorporation of Environmental Consideration into Economic and Risk Analysis (Deliverable 11)

1 75% Draft;

1 95% Draft;

and 1 Final

75% Draft: 210 calendar days from Kick- Off;

95% Draft: 240 calendar days from Kick- Off;

Final: 270 calendar days from Kick-Off

Cost Estimating: Executive Summary, Cost Estimates, Project Timelines

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 270 calendar days from Kick- Off;

95% Draft: 300 calendar days from Kick-Off;

Final: 330 calendar days from Kick- Off

Economic and Risk Analysis:

Executive Summary and Report of Findings, Analysis, and Recommendations

1 75% Draft, 1 95% Draft, and 1 Final

75% Draft: 330 calendar days from Kick- Off;

95% Draft: 360 calendar days from Kick-Off;

Final: 390 calendar days from Kick- Off

12 Executive Brief 1 95% Draft, and 1 Final

95% Draft: 390 calendar days from Kick-Off;

Final: 420 calendar days from Kick-Off

*This Schedule of Deliverables is for illustrative purposes only and will be revised and finalized after award during the project kickoff meeting. All due dates are tentative and subject to change based on the award date.

Scheduled delivery dates will be confirmed at the kick-off meeting.

END OF DOCUMENT

ATTACHMENT A: SCHEDULE OF DELIVERABLES